City Council - Regular Meeting

Right on. Right on. Okay, we're hot. It is recording. Oh, we a minute. Thank you, sir. We're not streaming. No, we're uploading later. Oh, yeah. I was going to test that little flicker.

I'm good. I just Oh, I'm good, girl. Did I show your donut? No. Are you sitting [laughter] forward? [laughter] You want a different kind of chair? I see what they say.

I just put it down. I just wanted it to be so that they can see it and y'all can see it too. Yeah. Can you see it as well? I sort of kind of [clears throat] move to the wall. You can move it a little closer to the wall if you want to. This one? No, this one right here. Oh, okay. Just in case. Oh, yeah. I think that'll make it uh perfect. A little easier to see. Wide angle. Perfect. This thing might be better. Good morning everybody. Good morning.

Thank you for coming in bright and early being here at 8:15 8 o' actually. Can we ask a quick question? Can we get the Wi-Fi password when you get a minute? Uh yes. What are you going to be using the Wi-Fi for? The uh just presenting getting everything together. Let me grab that from downstairs because it's a relatively long password. Okay. So, I'll have to hopefully you can read my handwriting, but we can do it. Can you pull it? Can I Can I Is that working? Can I go ahead and pull that up? I need to get batteries for that, but you can go ahead and pull your PowerPoint up. Perfect.

Pay no attention to the 2020 presidential election. I was going to say we're not that, are we? Yeah. In detail. In detail. We're just going to walk side by side. Oh my goodness. We don't want to do that.

All right.

And you know that like socks on. So, um, at some point during the retreat, we will work in pairs. And when we do, since we're kind of snug in, I will, um, shift like these three, you two, and then these three, you two. We'll just do it that way. That way, otherwise, you guys are going to have to move around on each other's feet. I mean, although it's a good exercise and change [laughter] your ability to change things up and be resilient, it's also a little uncomfortable. So, we just want

computers and things like that. And those [laughter] charger do you have? I like it when not go like back and forth and

airport on

[laughter] Did you come here? I mean, they're a lot better than I mean, as far as comfort, I might be leaning back a lot because I'm bored. It's because I don't want to slide underneath. Well, that's what we got these for is for me to go. I'm just kidding. Funny. I saw them at the dollar store and I was like at my house when it would be like no rest for anyone. Mine would be used for like the argument.

I'd be reaching over poking the cat. They're just fun. Um yeah. Now, I will tell you, I used to have a whole bunch of these and I'm trying to find find them again. I don't know where I got them from. I'm sure I could go online and look. They make noise. They do look like Dollar Tree, but I haven't seen them in the Dollar Tree. They remind me of Yeah.

But they're really good. Like if you're a person and you just have that energy for all the finger. That's the perk. The best one is to do this. E. Oh gosh.

I have lysol them. I do lysol them. I lysol them. I lys them. I do have one of those horable charger. Now that would be inconsiderate

good. Hi, how are you? Welcome in. I'm fine. Nice. We are. We're waiting a little bit on the on the um on the clicker, but we could actually It's 8:20. Everybody is ready. Well, actually um she's got a a little bit just a tad bit of business she wants to ask. Oh, do we need to call the order first? Yeah. So, you don't need the meeting owl. You asked for the wrong one. Morning. Good morning, everybody.

All right. How are you? Thank you so so so much for allowing me the opportunity to come back again to Graham. Um it is you guys are like absolutely a joy to work with. Your staff's wonderful. I know you guys um are are so dedicated servants and I am thankful for the opportunity to work with you. So we are [clears throat] going to have we have a very um a very big agenda for today just like we did in in last year. I get to u meet two other folks and they're going to join um our team here. And what we're going to do today um I'm going to I'm going to suggest that it's in two buckets. We're going to go through it in a minute, but what we're going to do today is we're going to talk about um how we perform as an effective governing board. Right? So, that's the that's the first bit of it. And it's super interesting because it also um relates to some of the protocol that you may or may not change up and revise. Okay? And all that's super important when you come together as a board and when you have two new members and a new mayor. it's really important to sort of level set the room a little bit. So that's the first piece. The second piece is we're going to dive into strategic planning. Not a big huge strategic planning retreat. We don't have time to do all that. [clears throat] But what we are going to do is touch base on our vision. Okay? Touch base on our mission. We're going to skip core values um for today. We just don't have the time. And then we're going to dive into um uh our our goal development. And the reason why we're doing that is that today before we leave absolutely cannot leave without what do you think [clears throat]

vision of where we want to take? That's right. And also and also what do you want to do in the next 12 to 18 months? Work together.

Okay. Work together. That's the beginning. But what specifically do you guys need to do in the next 12 to 18 months together to move forward Graham into the vision that you see, right? So that's the big picture. So let's let's try out. We do not have time to waste. So you know me and they're going to learn. We're going we're going to keep it happen. Right? And you're going to leave that you're going to leave going right. You're going to feel like worn out and so am I. um and we're going to have a great day. So, when I leave um a client, I love to feel like I just bore them out, right? And that you got something out of it. Okay. All right. So, hopping into it. So, let's begin. Beginning is the most important part of the work. That's play-doh, right? We have to begin. How are we going to begin? Um I'd like to suggest that we look through meeting guidelines. We touched base on that the last time, but we're a new team, so we're going to talk about it again. I'm sorry. my my stuff is all over the place. Um, so meeting ground rules that is for today's meeting. This is not a formal meeting, right? We don't have the gavvel. We're not going to, you know, um, call for votes necessarily. We are going to call for consensus. And I'm going to talk a little bit more about what that looks like. But for today, here are the meeting guide rules. All right, this is the meeting ground rules. So one, we're going to listen to understand what does that mean? What is listen to understanding? [clears throat]

Anybody? Don't just have preconceived. Yeah, you're just listening to the person talk. Don't think while you're listening. Don't think while you're listening. Think about your next comment. Listen to what they're saying. And if you do that, I know you're doing that because then you're going to pause when they're done rather than because I know like that's that's how that happens. If you're jumping into the next spot, you've already been thinking about that. Why? And you're not listening. Good. One person talks at a time. We get that. Ask a genuine question. What does that mean? Something that's not leading something that we actually want the information to,

right? If you're leading them so disingenuous, right? So, if you're asking a disingenuous question, you already know the answer. You already have your next comment or two and argument and you already know what that person's going to say. So, you're ready to hop on that. We're not doing that today. We will leave that at the door. Okay, great. All right. Be fully present. What does that look like? What does leave be fully present look like?

Pay attention. Now, we're all adults. you know, you got some stuff to do and you got, you know, 5,000 emails that are coming through and buzzing and we've got I got to make sure mine's on silent and all the things, but to the best of our ability, let's be fully present because if you're not, you're going to miss your voice isn't going to be part of the conversation. Be specific and use examples. And I'm going to show you how to do that in a minute. Seek common ground and action. Common ground, right? So, we don't want to be so polarized. And I always want to pause on that because many of the boards that I'm working with now are very polarized. And as we move along, what we're going to talk about that, but a a board, it's so hard for boards to come [clears throat] together and not be polarized because they have contentious perhaps and I have no idea what you all did, and this is just from my experience. Sometimes there's contentious um you know uh bids for election and then you've got you know people disagreeing and you already know you disagree and you said some really horrible things and now you got to work with the people. So seek common ground before you seek reaction. Anything? Do these look good for everybody? Yes.

Just know action. [clears throat] Um, I'm not really sure why that says no. Okay, I know. [laughter] But let's make it up really on the fly because that's what I do. So maybe what I would say is yes and.

So I'm gonna have to change that. I think maybe it got deleted actually. Um, but it's yes and and not no. Say yes and but not no. Okay. Pretty sure that's what it was. Are there any others that you could think of like specific to you that you want to call for a meeting guideline or can we just follow those or is there something else comes to mind? No. No. Good. Good. Do we have consensus on that? All right. We have meeting guidelines. See how easy how it was. All right. Today we're going to stay on target. All right. That means that uh we're going to follow the exercises. Uh, we're going to move through them quickly. We're not going to go off on tangents. If we do have a tangent, I'm going to create a parking lot. That parking lot is going to be for important issues, not unimportant issues. Sometimes when people are like, you got to put that on the parking lot because that's not important enough. Well, no it is too important and we must talk about it later but not today because it's maybe needs like a lot of discussion. For example, the board the boards and commissions protocol. Wouldn't it be great if we just took an hour and I could help you debrief that. We could come up with more specific things you really wanted to do and I but that's not for today. We can't do that. But it is important. So it goes on a parking lot, right? Okay, that's an example. Everybody good with these? Staying on target. Okay. Active listening. Not going to talk too much about this, but um I would just say make sure we're summarizing your key points and defer your judgment. Try to defer judgment for today if you can. And what I really like about this one, the active listening, I that's super important, but I really love this one. Press your point. Have I done this with you guys before? Even if I did, it doesn't matter because those two aren't there. All

right. [clears throat] So, I like to use this as an example for being concise because concise sounds confident. If you're rambling on and on and on and on, you may not have your thoughts together. So, stop and get your thoughts together. And I have some um index cards out there right there actually. And what I would say is think about what your point is, right? Your main idea. I think learning languages other language is important and we don't do that in school. The reason the reason I think that is because we are coming together as a global community. There are more you know there are other populations coming over here. our children um are traveling more and when I was in Spain um my I was not able to to to be effective there blah blah blah blah okay that's my reason give an example oh I just did and then summarize I think learning languages in school is very important okay like that's it all right pressure point so if I say pressure point that means you need to be summarizing that give an example and summarize basically Okay, everybody going to press some points? Okay. Um, retreat. So, do you all have an um a a copy of the agenda? Perfect. Um, so like I said in the beginning, building a community together. So, we're going to talk about um how we're going to work effectively as a high performing board. And then we're going to look at strategic and some of your priorities. All right. And then we should end the retreat really talking about how are we going to follow up right how are we going to follow up on those results what do we expect of the management team um and how you know what are next steps so that they implement most specifically to the budget right so the budget development's

coming up all good everybody good on the retreat agenda is there anything that we need to discuss today that isn't outlined in your retreat great agenda [clears throat] and flip it over is a little bit better. It's it's like a timeline. Anything that you think we need to really walk discuss and I'm going to ask another more specific question about specific projects and things like that, but just in general, is that good? All right. Bobby, Chelsea,

Chelsea, Chelsea, I'm not going to remember. It's okay. All right, John. Okay, thanks. Are we good? How do you feel? Feel good. Okay. So, can I put a check mark for consensus?

Good. Good. All right. And if there is something, you need to let us know because that means that we are going to revise the agenda. Okay. All right. Let's start. So, I'm going to tell you a little bit about me for those that don't know me um uh well, and then those that know me a little bit, but um can use a refresher, and then this activity is going to help me understand you a little bit better. So, um what I'd like you to do while I'm talking is I want you to pick out [cough] a [clears throat] a um an item in this junk drawer. This is a junk drawer. We all have junk drawers or most of us do. And by the way, um, did you know that junk drawers are specific to the United States?

Anybody have a reason why? I mean, this is just a little side note. Because other countries don't have junk like we do. Like we have we have um things that we think are important that we can't get rid of and then we put them in this junk. We don't have anywhere to put them. Also, we have more space typically than other countries do. Our houses are bigger. We have space for a junk drawer. And in other countries, typically they would be like, "This is that and that is that." And they also like take care of things, I think, a little bit better. So, it's not it's not as wasteful. We're just like, "Oh, we can't throw this away, you know, throw it in there." Anyway, what are you in this juncture? So, think about how you're coming in today. Think about who you are and how you're coming. How do you show up today to this retreat? What item are you? And then I want you to say, "This is what I am and and why." Because everybody wants to know why you're the thing.

Um and then um I want you to tell me why you serve on council. Okay. So, while you think about that, I'm going to do it. So, hello. My name is Rea and today I feel like a um I feel like uh sunglasses right here. The reason I feel like sunglasses is cuz today is going to be so bright because it's going to have so much fun. There's going to be so much sunshine in this room. It's going to be nice and warm and I'm going to be I'm going to need the sunglasses for everybody. and I serve as your facilitator because I really love working with local governments. I love working with um nonprofits too and I love working with a whole bunch of other people because you know why I love process. Um has anybody ever here had a tilt um assessment before? Okay, so this is a personality assessment. I'm credentialed in that too, by the way, if anybody wants one. But um I love doing that with intact teams because you learn about yourself. Um learn how you show up and you learn about others. So I'm very structured. That's my focus on the structure. And I love the process. I love setting up process. And I also love results. And so I am committed to seeing results [clears throat] for you all. Like I I won't leave. I will work until I feel like you all really have what you need um to move forward as a board and as a as a management team. And one thing that you get from me that you probably don't get a lot from other consultants is I was a practitioner for many many many many years. I retired um from the city of Fable where I I started in budget and finance and audit because I was an auditor before then and then I moved over to the city manager's office where I worked um many many many years and outlived many many others and a lot of mayors and board members and I hired

a lot of consultants. I learned a lot of things. I had a great career and then I retired um and so as a side gig for [clears throat] those years I did strategic planning um smaller like boards and that kind of stuff and then I said you know what I'm going to do it part-time um for some folks that that that I enjoy working with and that's what I've been doing. Um so I so my company is called True North Performance Group and I specialize in strategic planning performance management. So work with staff at building performance um frameworks and my real passion is called leading true north and that is a workshop that I provide clients that talk about high performing organizations in local government like what do you need to be a high performing organization and what those pillars look like and how they interact. But that's a little bit. Oh, and I have seven kids in a blended family um many years ago. And they're all between 20 and 37. Can't even believe that. And then they and I have eight grandkids. And I like treasure hunting. I went to actually Goodwills all the way up here. And I don't know what happened. There's nothing good in the Goodwill right now. I don't know. I usually I find like treasures like a treasure. It's a treasure hunt. But I don't know. I I there were a lot of people there too. I had forgotten that it was because I was in my mind I'm working so I forgot it was Martin Luther King Day and then I think there are a lot of people there. It wasn't quite as good as I thought but I do love a good treasure hunt and I saw that you all have this huge antique shop right there. Was it called Granddaddy or something like that?

So we gonna get out of here at five. Hey closed at 6. I already [laughter] before five. Sound good? Okay that's a little bit about me. um and who I am. And so let's start. Who's ready to start with their introduction? You don't have to be that one. I just wanted to do that so y'all know who where I was coming from, especially for the new folks. All right, go ahead, Chelsea. Thank you for the tag for the tag. I appreciate it. Thank um my name is Chelsea and today I feel like a close pin. I've got all these notes in my head and so we're just keeping them together. You feel like what? Yeah, the clothes pen. The clothes pen. Yeah,

she's sticking them up there like like a bulldog. Like think. She's got them all right here. Renee, this next one's going to be good. You got No, this is just for you guys. Yep. Renee, I'm sorry. So, Renee. Yeah. All the staff members are going to just be listening for for us today. It will be the board. Thanks, Renee. The third question. That's right. Why? And you did say why, but why do you serve on council? I serve on the council to represent our community. Okay. Represent your community. Very well. Okay. Thank you. Uh Chelsea Bobby,

my name is Bobby and today I feel like a watch because time is important [clears throat] and so once it's gone, it's gone. I serve on the council because there are things we need in our community that need to be done to maintain quality of life in our community [clears throat] long-term issues that need to be planned focused on

long-term issues that need to be planned and focused on so you are ready for today because what we're going to talk about is how do you if you have that long-term vision and long-term, you know, I I love there there was an old um I don't know what I don't know where what parable it was, but I used to know. I'm sorry. It's just in my brain, but when you said that, it reminded me of this this thing where and maybe somebody here knows. It's where a landscaper went up to a king and and and said, "What kind of trees do you want?" And the king says, "I want I'm gonna make it up. This big tree or this oak tree." And the landscaper was like, "Well, it takes like 300 years for it to grow into anything that you, you know, could recognize." And he said, "Then you better hurry up and get started." And that's sort of that's sort of where I see too um just from my perspective looking at all you know how local government works it feels so slow to you and then also so urgent and that's why is because you know that infrastructure um takes a long time. So if you look out here and you say what did Graham look like even 50 years ago or 100 years ago and it looked completely different but what happens if those people didn't build the infrastructure or didn't say no we are going to take that investment and get that investment and start building the infrastructure because you know 101 15 years from now we're not going to have those roads then what do you do you can't wait you can't wait very good Uh, who wants to go next? You might as well just go down the row.

All right. What's your name? Put it right here so I can remember to you guys as well so I can just call real quick. [clears throat] My [clears throat] name is Jim and My name is Jim. I feel like the court screwed. Um, I'm ready to pop the top on a bottle of wine right now. Yeah. All right. Me, too, Jim. Me, too.

Thank you. I serve on the council because uh I I too would like to serve the our residents and the people that I I live around. And uh I feel like you can't sit back and complain about things if you're not willing to do something about it. That's right. You can't. I was reading a book about that, too. There was a line in there that was like, "Why are you complain? Do not complain, you know, unless unless you're out there. It's like the man in the arena, right?" Thank you, J. Bonnie.

Uh, my name is Bonnie and today I feel like a nail file because although I might be a little rough around the edges, in the end, I like to make things smooth and run smoothly. I love that.

Um, I serve on council because I love the the town of Graham. Um, it's a beautiful town and what I saw going going on before I got on council was it was a uncontrolled growth without keeping up with infrastructure. There's a lot of things that we need to focus on that have been neglected in the past and uh I want to leave it better than it was when I found it.

Yeah, that's wonderful. I I think of the Girl Scout motto. It says use your resources wisely and um yeah, you have to you have to um leave everything better than when you actually found it. I might be your buddy. I'm sorry, I'm not looking at what you I don't want your work. I'm working today. I like the screwdriver.

Um just from just from the standpoint what we do here as as council. We're constantly adjusting whether it's regulations or city ordinance the budget having frequency to adjust. I serve on council because of I come from a small town in Virginia almost identical to me and the I've been in cities where their city is very imperson. that resale artist.

You believe in Graham. So you're here. So what do you what kind of themes come from that? Y'all heard each other. What kind of themes are coming from what you heard? We're committed to the city. Love community. A love of community. And what? Committed to the city. You're committed. You love it. You're committed. What else? What else? You know, I want to make it better. Yeah. I think we all realize that there is some longterm stuff that we're already a little bit on that same page. We've got some work to do. You've got some work to do. [clears throat]

When I first got elected council, classmate from my David LSU [clears throat] served on his town council years ago. And he said decisions they made 20 years ago have impacted the community where community has grown and and [clears throat] his point to me was you got to plan for the future. Yeah. And the future being 15 20 years out.

That's right. [clears throat] That's right. And you know what's interesting um is that the work that I do um when I first started out um everybody had like long-term visions and I'm not going to lie, they were like 10, 15, 20 years sometimes, but at least 10 years out like vision 2020 and it was you know year 2000. Now, I'll be lucky if I can get a a a board to say, "Okay, let's look five years out for vision." And I get it because things are changing so rapidly, it's hard to plan that long out. And also the CIP funding mechanisms that you all are going to, you know, they've also shortened, but they're still 10 like 10 15 years out, right? Like sometimes grants are that long,

you [clears throat] know? So if you get a really large grant, you could have a project move out five years for sure, right? And so you have to at least think five years out. So when when we do our visioning, I'm going to say five, but no, that's not true. Actually, when I do our our visioning um thing, I think I am going to do 20 years. I think that's what I said because I really want you to think about [clears throat] what is the impact of the decisions that you're making today. Um I don't have this slide but uh I'll talk I'll talk about it anyway since since you all are really in that space. Anybody know what temporal myopia is? So temporal myopia is when you fail to recognize the consequences of the future the decisions that you made the consequence. So for example like um I went say one night well here's an easy one. So say say um you have three donuts instead of the one, right? Because that is your urge. That's what you want. That's the decision that you just made. Um and then and then I had a twist. All right. And then I'm not really thinking of the impact. The short-term impact is I'm going to bottom out toward the afternoon. So, I know that even though I want that doughnut, I I don't do it typically because I know that I'm going to bottom out and they are going to be like, "What's wrong with Rebecca? Can somebody wake her up?" It's like only one:00. We have half the agenda to go, right? So, I try to stick with things that'll love L. Why? Because I I have I don't want to have temporal myopia. And then it and and also uh the scale next week is going to do what? Not be kind to me, right? So, so it it's that failure of really understanding that the decisions you make today have impact in the future. So, we want to make sure that the decisions that you

make today are going to impact the future positively and that you are thinking about the decisions today impacting the future [clears throat] positively. That's a really good retreat when you spend time because what's going to happen is when you leave here um aside from the budget development, you're going to be like putting out fires, right? Bringing bringing protocol through and moving projects through and doing your 12 to 18 month um action planning, but you're not going to spend a whole lot of time as a board until next year really saying, "Huh, did we move forward that plan at all last year? I know we put out this fire that fire and that fire and we are had a lot of success but what you know did we put out that fire or or did we have any impact on the future so today's the day to do that okay today's the day

well I'll give you a classic example [clears throat] I met a fellow in the street he'd been on river council and he's longtime resident [clears throat] and DOT had a plan for a southern route here across Alamance County and folks resisted and now because of that that's why we have 85 and 40 Y being such bottl net the land was available y

but yet you drive around North Carolina. Now, somebody had the vision said we need the bypass around Greensboro and things like that. And that's why North Carolina is growing.

Yeah. Yeah. The infrastructure is a really big thing to, you know, when you consider infrastructure, especially roads, connectivity, those kinds of things that you really have to have to see [clears throat] what it could be and also the the guts to to say we got to do it. sometimes, you know, when it it is a political thing because you got to say we we got to have the money. It's not free, right? So, it's a decision and and but but we're here today to really think about those types of decisions and what and what we want to um accomplish. Okay. So, I'm going to ask you um let's let's shift gears just a minute and we're going to talk a little bit about um your successes and accomplishments. And I want you to each take um you got a piece of paper there and I gave you a book, a notebook if you want. I want you to um jot down in your notebook um a couple of successes and accomplishments for Graham. It's the city of Graham, right? um over the last 12 to [clears throat] 18 months. Now, this is kind of weird. Here we go. Um it could be um in the things that you know that have happened inside the organization. It could be the things that you know that happened in the town, in the city. It could be things, you know, you know, things that have opened, infrastructure, projects finished, um, people celebrating, town events. What are some really big successes [clears throat] that have happened in Graham? What have your staff put forward?

They showed up. They're here today. Sometimes that's a big that's an accomplishment. What are your successes? Let's think of a couple. I'll give you a few minutes. Aaron and Megan are here. Happy. It's fun. I don't know. All right. Are we ready? I used to work with Aaron's um brother

actually and so every time I see him I just told him that he just I I see his brother and their like their mannerisms and the way they sit. I mean it's just crazy. So crazy. All right. City of Graham successes and accomplishments. Who wants what I want you to do is just give me one. You might have a hundred. Just give me one for right now. We're going to go around. We're going to get everything but just give me one. Um, water treatment plant. Water treatment plant. What about that? Got it under contract. Why is that so important? Quality of life, infrastructure.

Yeah. Growth. The growth on And what are you doing with it? Building repairs. had to upgrade it, meet government standards, enlarge it. Yeah, got to have it. I mean, that that's got to have it, right? I assume. All right. Thank you, Bobby. Uh Jeff, you know, I've only we've only I know had two meetings [laughter] to go back to when I was on the historical resources and yeah,

we uh it will always be um a proud moment when we designated the church that church that's at the roundabout a historical location and designation Um, is it [clears throat] the church? A church as historical. Is it a national historical? State. Yeah. As a historical property. Is that correct? Yes, I guess. All right.

Perfect. And why is that so important? Well, the there's a a roundabout that was constructed um right in front of the church. And it seems like the state placed more emphasis on a laundromat that was up the street and worried about them losing their land. I mean, a laundromat that was fairly new building. Um they were more concerned about that laundromat's property than this over a hundred year old church. And there's there's still a there was an 80year-old man who has been going to that church since he was like 2 years old

and he's still alive. And they so we we had to get that so that church couldn't be messed with although the roundabout had already started and was I guess nearly completed. Um but uh it was just you know it was just shameful that that they weren't given any kind of grieve or tension or anything like it's [clears throat] just like again temporal myopia just get it done because we got to have this and nobody really think about the long-term impact of why you have a so the church is stuck in the middle of the roundabout the middle but they they did lose some some of their frontage and it's like

the frontage where the steps everything that was all part of that that construction of that building and it's all his It's It's old. It's been there and

Yeah. Awesome. But but at least we have that success um of at least designated so no further action can be taken. So good. Thanks. All right. Bonnie, what do you got? Um, we finally [clears throat] got a new uh city sign put up out in front of the city hall, electronic sign that has that keeps the citizens informed kind of what's going on, what when parades are, when meetings are, important meetings. Um, all that kind of stuff. Just city staff worked really hard on that getting that secured. They did a really good job. Yeah,

finally got it up and running. So

I know I I actually do know I at one point I found it a career a life sucker career killer of being um over the uh communications and engagement department and everything like that went through it. I was like because it's so hard, you know, everybody has an opinion about what that looks like and how that what that feels and what should be up there and how and and just to have it there. You have no idea the amount we did that you had no idea the amount of angst that went into whatever you know is finally there and it's all about compromise and collaboration and all the things. But I mean what I will say is citizen engagement, right? And and really understanding that here [cough and clears throat] we are. So that's that's a big success under uh like citizen engagement or resident engagement. Great.

Okay, Ricky, what you got? Um I want to talk about the major software update that we see. It's improved. It's improved. It's improved the efficiency of the [clears throat] major. Awesome. So, what what kind of software was it? You know, like the whole thing like trend. Yeah, it was [clears throat] it was a bunch of different softwares that we combined into one ERP type system.

Oh, the ERP. Oh, man. That's a tough one. Yeah, it's like ERP. So, really when you're talking about, you know, having a high performing organization, right? I'm going to put that up here because I just love high performing organizational talk. So good. Um, but when you talk about having a high performing, you all are here representing the citizens. You are also here representing the staff. You are leading an organization that you are hoping achieves high results, right? And so in that, how do you do that? You have to give them resources. You have to give them tools. You have to give them training. You have to understand you got to get the right people on the bus in the right seats moving forward understanding the vision knowing the mission and all those things to actually get the high performance that you're after. Right. Okay. So really great news that you guys updated that and were able to get efficiency. Who didn't go? I don't think

uh we approved the Graham regional master plan for the park. Graham Regional. Tell me a little bit about that and why it's important. It is the plans, the map to to move forward. Now, we can go and get grants and funding at this beautiful park. We've got a fraction built out right now, but this allows for amphitheater and more courts and uh mountain biking and and it's going to be an awesome park for our community, but also a draw for for regional partners as well.

Okay. Awesome. All right. So, I've got Graham, regional master plan for the park. So, it's beautiful. You've got green space, you've got amenities. Um just a real builder for the for the town, it sounds like. Excellent. All right. Who had another one that's not up here yet? Who purchased um your ladder truck? Oh, all right. Was this a replacement? Yeah, [clears throat] those are good to do on time, right? insurance a long time. [clears throat]

And that's also what what does the insurance rates do? Keeps the the rates for the individual property owners helps to lower their insurance.

Right. Exactly. So, not only does it make sure your PE your fire um response and your EMS response are on time, right? You want them to have a low response rate uh response time, sorry. You want them to have a low response time. It also um so it helps keep your community safe and it helps um keep your insurance rates lower for your property owners and your business owners. So, that's super important um to do. All right. Thank you. Who else had another one? Yes. Um, we are having new water lines being installed. Where are we doing that?

Basically, we're upgrading water lines to over 75 to 100 years old. Oh, what do you think's in those water lines? Everybody think about that? Every time I hear that and it happens all the time, they are they are like 100 years old now. Plus, we're we're upgrading the main water line coming down of our infiltration plant. There you go. The raw water side from a

big improvements, right? I'm just gonna put that over here because that sounds great. If I get to do that on my poster, I can write wherever I want to. I'm really messy, but hopefully you can read [clears throat] it. Well, go ahead. For our employees. Yes. What you got for them? And staff have uh [clears throat] developed career ladder for all for all the different positions. I love that. Tell me more about what that looks like.

All the departments now have a a promotion [clears throat] promotion ladder. Promotions. How about training and development? All of that. Oh man. Yeah, they're training spirits translates into opening doors to other recognition. Yeah, recognition. Oh, love it. Employee morale. Yeah, I think we've done really great improving employee morale.

You know what? Uh, not everybody does that and I'm not joking. Like I mean I really want to applaud you for that. It was a big success because if I were here teaching the hyper like you know a little side gig um if I was here telling you this investment in the future plus this plus some high performance work really [clears throat] gets results. So sometimes people just look at um like strategy. Oh, let's get that strategic plan out there. Well, yeah, but it's just a poster unless you're unless you're actually implementing it and also that's one pillar to like [clears throat] I say there's six pillars. So there's strategic planning, but there's also leadership. The leadership aspect of it is do you have do you know where you are? Do you know where your strength is? Do you know how you show up? Do you build culture? Are you willing to put in the time, the money, and the investment? Are you willing to communicate? Are you willing to do that? The other thing is, are you willing to implement your strategy? Right? That's the third pillar. Are you willing to implement it? The fourth one is, are you willing to continuously improve? Right? Replace the things. Replace the things. improve improve what you got because you can't just move on to the next shiny thing all the time. It's fun to do that but you know I can't always are you looking at your um what I say customer orientation but are you looking at residents? Do you understand that? Are you are you collaborating with them? Do you know what their priorities are before you sit because you are [clears throat] representing them here in this space? And then also a pillar is empowering your employees to get it done because sometimes um You know, I'll I'll see where people are very invested in

other things, but they forget, oh, we actually have an organization we have to we have we have to move along and make sure that we're we're doing really well for. So, that's excellent that there's a actually a whole another bubble here. All right. What else we got? Anything else?

Just to add to the mayor what the mayor was saying about the Graham Regional Master Plan. Yeah. Yeah, we're also a able to purchase uh extra acreage for one of our parks. Um and the recck department uh because they're really good at what they do were able to secure grants to pay for those purchases or a great big portion of those purchases I would say um to add. So that basically is able to adopt that regional master plan so that we can expand the park. So those purchases were really important and the staff worked super hard on that one because they had to uh jump through a lot of hoops to help secure those deals for us. [clears throat]

So purchase those parts. So with the purchase of parks, are you per are you going to build like more services like Well, like the mayor was saying, you know, we're going to expand it into like m mountain bike trails and we're going to have all different things that we didn't have before. You know, some pickle ball courts. Oh, yeah. You better get them pickle balls. I I I'm gonna change my name to True North of the pickle ball courts. Yeah, that's the big that's the big up and coming thing right now. That and ma. You need some maong space up in there. I don't think we have that, but uh Oh, you did better get it settled. You know, you need the 4x4 tables and the other things. I just got my first

I got my first Mong set and and I tried to play it at during the holidays. And I was like, "Oh, [laughter] I better get my at least maybe that'll keep my brain functioning so I could do this a little bit better." Um, but yeah, pickle ball mang man. That's a thing. You better you better make that part of your plan. I'm just kidding. All right. So, how does it feel? Anybody else have anything else? Well, one more. What you got? Just one more. Oh, no. No. Go. Give me all Give me everything you got. What you got?

We hired a new police chief. I think the staff did a really great job in in doing that. We've got a a great um push in place there. Um we our parks and recck department launched an after school program and I think that's been incredible as a resource for our community. Um we've got new businesses coming downtown and our CBB is moving into the Graham area. CBB and businesses hang [clears throat] on into downtown. Perfect.

All right. And then our staff work to um be able to dedicate some of our churches and nonprofits to warming centers. And I think that's really crucial to be able to take care of our community. I'm gonna put that over here in safety. How about that? I think another big accomplishment for Sydney is we've actually big enough. Oh, we got you do have one or it's coming. No, we got we have one

through our tourism dollars or we're able to [clears throat] hire Kay. We got to get up with her. She needs to write a press release about all the things you're doing today. What's uh CB visitors bureau moving into the visit to come in the bank? Yeah. So really this is about for this it's what it's it's about planning right and maybe development what is this um this circle bubble

I'm gonna show you designation of church and CBB businesses maybe economic development y yeah and and partner uh partner planning or partnerships and economic devel partnerships yeah partnerships and economic development planning devel development, really looking at businesses, designations, [clears throat] and that kind of thing. Right. This one's kind of similar, but more like amenities like parks and wreck, [clears throat]

um green spaces, after school programs, like really services for um well, that particular kind of service. This one's really big improvements in infrastructure um particularly with the water line. And I remember I was talking about that the last time we were here. That's awesome. This is safety, right? Replacing the ladder trucks, getting that hiring the police chief, looking at warming centers, making sure [clears throat] that you know we have insurance rates that are appropriate for our um businesses and actually aligns to this too. This one's really like technology. You can almost um put these two together, but being a high performing organization. So looking at major software upgrades and when you do that, you got to have training and all kinds of other stuff on board. Um but really looking at morale of employees, career development, promotions, training, and recognition. And then you have engagement for citizens, right? You've got um the signage and hiring the public information officer, which um to me hiring one is the success. What really is a success is getting your your story out there. Are you getting the story out out there? So maybe looking um at what you know what is actually h and over here too. So now we got these things but what are the results what are the outcomes that you're hoping to achieve. [clears throat] So that would be the next thing. This is why we start with successes in strategic planning because [clears throat] really you want to leverage that right and leverage what you have going on in or moving forward for sure before we start looking at all the other things we want to do. leverage what you got otherwise um you know you're going to lose that momentum. [clears throat]

So how do you feel about that? How do you feel? What are what are your feelings about that? Motivated. Motivated. Good. So you are motivated. What else? What else? How do you feel? How do you feel? How you feel? Thrilled. Proud, Bonnie. What else? Bunny. Huh? I agree with Bunny. Proud. Proud of the work we've done. Proud of the work we've done.

Yeah. But but aware that there's a lot more that needs to be done to be done. Yeah. Just a good job. This is just the foundation. A drop in the bucket, you know. I know. This is a drop in the bucket, but also worthy to remember that before we go in. It's It's worthy to remember what your you and your staff are making happen. What are the keys to success here?

Well, to me, to take off looked at so far um is our commitment to the grand total. [clears throat] Commitment to to what? To the citizens of grand first and foremost. Yeah. It's not easy, is it?

No. Because you have people who are like, why you don't raise [clears throat] our rate or why can't I do that? Everybody wants more. Everybody wants more of parks and more of this and cleaner water, but they don't people don't really understand the the the what it takes to get there, the funding and the choices that you have to make and that kind of thing. So, [clears throat] yeah, still more to do. It's a drop in the bucket, but it takes commitment. What do you think? What do you got? What are the keys to success here? You look at all your successes. What are the keys? Well, one of the [clears throat] things as far as our our commitment to the citizens grant you that would be all of the citizens and not just the ones who we hear from over and over again because you've got almost 20,000 citizens in Graham and I'm willing to bet threequarters of them have never been spoke to anybody. So, we really don't know

Yeah. what they want and what they're doing. Okay. All right. So, um we need to we need to understand all priorities, right? Yes.

Yeah. It's hard. For real. I mean, for real though, it's it's hard. Some things um you can do and there's a whole pillar I teach about that like how do you engage citizens? How do you um engage boards and commissions? Because they're your link to the citizens too. They and a lot of times boards will use board a lot of times councils and commissions will use their [clears throat] boards and commissions or committees to be kind of like that link to citizens. But then how do you get information out? How do they how do we engage them? I did a social capital survey one time and that survey said that people are more willing to give blood then go to a town or city meeting. That's it in a nutshell. So, and there lots of data behind it. Um [clears throat] but um when it came out like what are you engaged in giving blood was higher than civic engagement?

So, I mean they're [clears throat] really willing to give their blood before coming to a meeting. But why is that, right? Everybody has an opinion and everybody has priorities. It's so hard for you all to really understand that and get out there and hear from different people, you know, that don't normally come. Like, you know, the frequent flyers, [clears throat] you know, what they want, but what do other citizens want? What do the regular Renees want? Renee, what do you want? What do your what's your neighbor want? Right? What does your neighbor want? What does your neighbor want? What does you know, you know what your neighbors want?

The only way to do that is to get out in the community. Be part of the community. Support the community. support the businesses and then you like like I think it was Bobby or somebody was saying they they come to you because if you make yourself available out in the community in everyday life people will come up to you and express trust me sometimes rather uh passionately what they what they want they will they'll approach you if if you're out there if you get out to the communities in the community are in the businesses and stuff. Oh, they're going to get there, but but you have to touch them.

You have to be in the place where they are. You have to have tools. So, a lot of you know, like do you do you guys do a resident survey? That's another one that you could do, but that costs money to do it. Well, everything does. Everything Everything that you cost money, but that's another way to do it would be how do you how do you engage residents? All right, so we got Send it to residents. What are the things are really important here that you see? What are your keys to success? Funding. Funding. Money. You have to have money. Money. The resources. Right. Right. Funding and resources. Good. What else? Engaging your partners.

Partnership. Yeah. Partnerships, right? And you got to have engagement with them. You don't just say here they are, you Now, you got to know what their priorities are. Good. What else? [clears throat] You're thinking about it. Well, you know, North Carolina, it's the second or third fastest growing state for business. [clears throat] And where we are here in Alamance County, 85 and 40, you in the middle group. [clears throat]

What I've heard in a lot of the business meetings, businesses are looking that [clears throat] the community has the infrastructure in place. Yes.

That they have a quality of life that the tractor for their employees. [clears throat] And we need to be aware of what's happening in our in the surrounding county that impact us. And example is Pedmont Triad Airport is becoming an aircraft manufacturing center focus. And to their credit, the uh the air the airport authority there in

Greensboro said, "We're not going to be a hub, but we will be a manufacturing center." Mhm. And you know they got two big [clears throat] one two coming you know boom supersonic [clears throat] building the supersonic passenger plane and then another using designing a new passenger plane and you already got a rebuild facility there. Honda's there. I was going to say Honda's the one I hear about a lot.

Yeah. I did not realize there's a a rebuild facility that overhauls the C130 aircraft. I didn't know that either. But that's their focus and they've made that decision and those air those aircraft manufacturers have made it known to their suppliers that they'll be either local or at least be within the United States. Well, we're 30 minutes away.

We've got an airport here. They got land. In fact, I've mentioned it to the airport folks here. They need to look at what should be manufactured here and set up Greensboro. Yeah, you got the infrastructure. So, the road So, we got to work on the infrastructure. Yeah. So, really what I'm hearing is like awareness of opportunities and maybe for you all it's like uh regional awareness of regional.

It's regional really. I know this is hard to read, but regional opportunities that are there waiting for you and just to be aware of that as you move forward. That's really important. All right. So, how do we feel about how do we feel about that list? We good? All right. I'm gonna move on. Should we move on?

I love it. I think you guys did a great job. I'm gonna put this around here. Here. Okay. So, this is an activity before we really get start before I jump into how we're working as a board and right after successes, you're all thinking about all the things. Um, I want to ask you, um, I call this a containerized pressure release activity. Um, and so what this looks like is I want you to think to yourself, write in your book, um, three things that you're carrying into this retreat. So before you forget about what they are, anything. It could be anything. It could be, well, I'm not leaving that retreat until we talk about I'm not leaving that retreat until we touch base on this need to be in our plan. Could be a project. It could be an activity. It could be a priority. It could be something that you got going on rattling around in your brain about the board. Whatever it is, I want you to think about what that is and write it down on your paper. And we're going to Here's what we're going to do. We are going to put it on this piece of paper because you're going to you're going to express it in your press. We're not going to debate it. We're not going to discuss it. We're going to write it down. And the reason I'm doing that is because sometimes when I work with boards and we talk about effective council manager relationships and 10 habits and it gets a little soft and squishy, people are freaking out because they really want to get to to to the other stuff. And I want you to [clears throat] know that we are going to get to the other stuff and we're going to get to the things that are super important for you. So coming into this retreat, what is super

important to you that we talk about that we get to on our goals or on our vision? This is your This is your sticky pad, Chelsea with the with the little um you know, your little clothes pin. Your little clothes pin. You [laughter] said sticky. Your sticky pad and clothes pin. Sticky means a lot of things. No, this is your sticky pad with a little clip. Chelsea big cat with a little puss. What is super important to you? Just three or one or nothing. I don't have anything.

Yeah. And then if I have any questions because you usually do the write up, right? Yeah. But you send it to me and then if I have questions I'll be like I'm gonna Do you want these? Because what I do is I just go home and then I roll them up and I put them in my closet in case for the year in case anybody has any. Oh, do you want it? No, not if you have it and you take a picture. [clears throat] We've looked at them

before. Yeah. Yeah. All right. All right. About ready. What do we carry into this retreat? All right. I'm going to go I'm going to start um J.

Yeah. Just one. Uh no. Give me all three. No debate, no explanation, no discussion. Just give me the give it give it to me, Jim. Um, renegotiate the agreement. Water agreement with renegotiate water agreement

with seven. Yes. Okay. Two um The assessment of centennial part assessment of centennial. No, being done with it. Assess [clears throat] reaching a decision and being done with it. Oh, decide on what to do with sea park. You can start with seers as far as I knew it as soon as I put that down there. I'm not spelling that.

No, just [laughter] I'm y'all be like, "This is this lady stupid. Don't ever hire her to spell it." Uhhuh. No, no, no. Okay. Got another one. Um yeah, just like bringing more more business develop. Um, I would like to see small entrepreneurial um, businesses coming in and perhaps maybe Graham uh, helping them with grants like local small businesses. A nice pizza joint would be great.

A a good pizza joint. Oh, okay. Good pizza joint. Hey, they're good. For the love. Thank you. All right, who's next? [clears throat] Go, Bonnie. Um, I would like to talk about uh redoing our uh UDO. Okay.

Uh Jim kind of stole one of mine. I was going to be less specific and just say renegotiating uh contracts surrounding municipalities that are fair and profitable for brand generalize but um and then bring in new businesses to piggy back on that. I think we really need like a good family sit down restaurant and folks are telling me all the time, why can't we get a new grocery store here? Because I guess they don't like Food Line. They don't like Carly C's. So they they want something like a Publix or a Whole Foods.

Yeah. Or Harris ter Whole Foods. They hate having to go to Burlington for that kind of stuff. So [clears throat] you can write that however you want. Go ahead. Yeah, sorry for the monologue instead of public negotiate contracts with surrounding municipalities that are fair. Yes. Um, need grocery stores, restaurants, don't want to go to B. Harley, but yeah, you're good. Burlington. B, got you. Yep. Here, I'll spell it out. It's okay. [laughter] I got it now. I'm going to say hey.

Grocery stores, restaurants. I want to go burn. Yeah, you need that growth really. Um, this is talking about commercial, but we're not talking about it. [clears throat] No. Um, and retail. No talking. Okay. Thank you. Anything else? No, I'm done. All right. Who wants to go next? Bobby, you think we might end up talking about it? Constructing the second fire department. Constructing a what? Second fire department. Okay. Substation. Station or don't talk about it. Construction of fire department. New station.

Building a new station. Station. Got it. What else? The expansion of the reservoir system. I don't know how to spell it. Res what? Station system. System. [clears throat] Just forgive the spelling, guys, because I It's worse when you're up here in front of people. It It My mind shuts down. Go ahead. You have a nine. Are you

so the infrastructure and infrastructure is water power

roads? Sidewalks. Roads. Yeah. Do you all have sidewalk here? You do have sidewalk sidewalk. All right, great. Um, you might just want to lump this in with nine, but prioritizing long-term planning and funding basic. Uh, no, no, no. I want to do that. Okay.

Prioritizing long-term what? planning and funding basic uh residential services and infrastructure. Prioritizing residential services and infrastructure. Okay, got it. putting an emphasis on community input.

Okay. Next. And then um finding common ground and path forward um for council. Finding common ground for what? Just identifying our priorities of a path forward for for us as going forward. Hopefully today will help that. That's my plan. You only have one?

I was going to change it up, but since you only have one Okay, go for it. Um then we continue to move forward in continue to move forward in a moderate to growth

rate. [clears throat] [clears throat] only one uh fun reduce the uh balance out our funding stream between property tax and commercial revenue [clears throat] such as sales tax. Oh, you're talking about revenue,

right? Revenue. Yeah. Okay. So, balance out funding revenue. Yeah. Revenue. Um from property. See. Yep. When I came on the board, I was surprised to learn that Graham is rated as community where up to 40% of our residents live on fixed income. Mhm. And we do not want to become reliant on property tax as our main source of revenue. Right.

That's it. Yeah. Property tax,

right? So if you have that's pretty typical for a small a smaller town that doesn't have a big industrial base. Um so I hope this works. A little to do that. So yeah. So, um, if you have this, right, and this is the big R and this is the big E. And you have mostly like that. It's probably more like [clears throat] that. And this is what for you all.

I don't know. I haven't looked at your That would be the police department. Oh, that's the expenses though. Hang on. So, so my maybe this is police and fire. See, I've never looked at your budget, so I don't know, but this is what it typically looks like. And this is property taxes, right? And this might be sales tax and this is other kind of fees and other stuff, right? And then you know if this is your um police and fire then you know how do you balance out all the rest of it without making this bigger? You got a great big

Well, you know, do you have a magic wand and shoot that shoots rainbows? Okay. So, so what happens is that they're counting on you guys to provide that direction. You can't tell, you know, leaders. I wish it were that easy. This is just junk. I don't want you to look at this because I really don't know if that was that fairly accurately described budget. Sorry, [clears throat] I I skipped into public administration there for a minute. But it it really is important for you all to understand though as you craft your what we carry into this retreat that I don't see anything about like this is all more more more more and more and but your resources you know nobody likes to raise the tax rate nobody wants to do this nobody wants to do that how do you do that then if you can't raise the property tax rate the only other way is to balance that out and increase your commercial and real estate tax and industrial So what happens is if you have those big, you know, you either have fees, you have property taxes, and then you have sales tax, and then industrial. You could have industry here, but you know, in places that do not have industry, you know, you you're left with what you got. Okay. So great. Um, everybody good with the what we carried in? Everybody's like, I'm gonna put that right there on the wall and we're not moving it. Okay, perfect. All right. So, what I want to do is move into the seven expectations of effective council member relations. And before I do that, does everyone Oh, look. See, I did have that. Does everyone have um does anyone want to take a bre a breather? Like stand up, breathe, come back.

Let's take let's say can we do a real quick bio break like five minutes? Yep. Okay, great. Back in five minutes. Now give me time to do this. If I had more coffee. Yeah, I got it. I stole this from my dad. What kind of tea do you have? It's not. It's coffee. Um, but it's got this cute little I

didn't use it already, but it's got this little I just found I just saw it in the back of his What is this? And he was like, "Well, and my mom passed like six years, five years now ago, and this was hers." Cuz I was like, "What is this? Tia, you don't have this mom's." And I was like, "Oh my gosh." And it's got a button [laughter] that, you know, holds it. I was like, "This is totally mine. I'm taking it." Do we? I don't think so. But I used it for coffee. He's like, "You're ruining it." And I'm like, "Yep, I sure am." But it's getting used and it's not sitting in your cabinet. And I'm sure my mom, wherever she is, is smiling that I'm using her little thing. Right.

Exactly. Look how cute that is. Have you been in the store before? Like go to the store. Oh, I have. But this thing didn't have I don't know what happened, but it didn't have the little um basket thing. And I'm like, they actually do. They got it out. You know what I mean? So that snow can't have nothing. I know. I can find it. So, this thing is like a tea infuser type thing. Sometimes that you can, but I use it every time. All right, five minutes. We back.

Everybody have an opportunity to stand up. Take a deep breath. All right, so for those of you that aren't real squishy people, just bear with me. We're going to go through it fairly quickly, but also go through it. Okay. Um, and so what this is, there are two real things I want to talk about. Um, and really what it's going to be about is how we're going to show up as a governing body. How you all are going to show up as a team. Okay? How you all are going to behave and show up as a team because again that's also down in here somewhere too, right? Like how do we find common ground? How do we prioritize? How do we move forward? Each of you have a different perspective. You're going to have different frame of mind. you're going to have a different mindset. How do you move forward as a board because you can't do it by yourself, right? That you will know. And not only that, what we're really going to talk about first, I hope. Yeah. Is um the seven um I love these. Well, it's called the seven expectations for effective council manager relationships. And you're going to take one of these and pass it down. One of each. Um don't look at them yet. And um in order to do that, we're going to look at what real quick just a level set because I know many of you know what this is. I'm sure everybody here has some understanding of it. Level set in the room and also no question is a dumb question and also underscoring is fine. So example of a council manager form of government. So you all are not sitting in your seats obviously. It's just um you just decided to wake up one day and come in and sit in this boardroom, right? No, you were what?

Elected.

You were elected, right? So these people up here, this is Rebecca's little residents and citizenry. They elected you, right? And so real quickly, mayors and councils, well, then they appoint usually one or two or three people. Either the attorney, the manager, and the clerk. Sometimes they just appoint the manager, and the manager appoints the clerk. I don't know what happens here. Is that how it is here? Yeah, it's fine either way because what winds up happening is and we're going to talk more about that. This relationship is super important then, right? Because these relationships are all appointed by the manager. All right, relationships and roles and responsibilities matter. So here's how they are considered typically. So the mayor presides the meetings, calls special meetings, votes to break a tie or do you have a vote?

I have a vote. has a vote and then so sometimes in some some cases they don't they they um only vote to tie in and this one you get a vote. Um but then the other powers that Chelsea has are conferred by you. Chelsea just can't get out there and do whatever Chelsea wants to. She knows. But I'm just saying you can't. It's conferred by the other council members. But you all as a body oversee the manager, not one person. And then we're going to talk about why that's super important to keep in mind and then you confer the power to the mayor to call whatever like [clears throat] sometimes how I see it is um like sometimes they'll say hey we want these committee you know let's come let's let's have a committee on whatever one of those things are and then you're going to yeah let's have a subcommittee or task force or something like that and then you let the mayor do that or hey mayor we really need you to be the you know go to these public events and be you know like represent us or whatever. So you confer that power. The manager is the one that hires and fires. They um uphold mun municipal and state laws and regulations, right? They bring that forward to you. So sometimes the answer is going to be no because that it it isn't um consistent with laws, prepares and submits that budget, but you approve it. All right. Reports on finances, administrative activities, and performs other duties as required. Any questions? Didn't think so. All right. I do like this one though. Didn't think so. Pretty clear. Um, but this one's kind of cool. And so this is a really good analogy. Um, sometimes if you want to like print it out and send it to them, I really love to keep this in mind. And if you think about it like this, it's it's I use this at the school of government and I asked them who who did it because I am all about using other people's stuff and just, you know, saying this is so and so's stuff because they're brilliant.

But we couldn't find who actually made it. But everybody uses it. But we say someone at the school of government created this and everybody uses it. The council and staff flight analogy. And what this means is the plane is flying down. You think of it at the highest point 50,000 ft. And then um this this line right here kind of illustrates your responsibility versus staff responsibility. So green council um white staff. [clears throat and snorts] So when you're really high looking at vision and affirming the vision and the purpose of your organization, you have most of the role in that. All right? They're here to support you. Okay? So support affirm here. When you're establishing your goals, still you that's what we're doing today. We're going to look at goals. We're going to look at the path forward. We're going to understand that you're set you set the direction. And then what they do um behind the scenes and after the fact is they're taking all of these notes because they're going back to their departments and saying, "Okay, this is what we heard. This is what um the goals are going to be. This is, you know, this is what we see for our next 12 to 18 months and for our future." And we have to align them with our resources and our budget. So that's why you're here today. So when you come back, your budget should be aligned to what what's going on. So that's why there's a little bit more space in here for staff. Here is where you're prioritizing those actions. Well, yes, today indeed we are going to leave here with some kind of priority. But but and and your staff does what? They look at the funding. They look at the regulations. They look at the timing. They look at the CIP. They look at the staff staff capacity. Do we have the staff capacity to do X, Y, and Z? Do we need to add another person? Do we need to shift another person? Maybe we need to quit doing this whole thing over here. If that's if they don't want to do this anymore, maybe we need to do this over here. Right? So that's why little bit half and half review and adopt the

budget. Again, staff is preparing that budget. You're reviewing it, right? And approving it and adopting it. Authorizing contracts. So you're going to give them you grant them the authority to move forward on those contracts. So that means that they are planning and completing projects. They're the ones doing that. Hands off for you guys mostly and then engaging with the community and staff. Um, so as you're hitting the ground, they are carrying out the day-to-day activities. You all are engaging with the community. That's your time to say, did we do it? Are we doing it? What's needed? How are we doing? so that when I come back and we fill out those bubbles next year, especially Chelsea and Rick uh Jim, you are going to be I know what to say now. Yeah, I really know what the what we have um that is successful and I know what we have to work on. This is kind of like what we have to work on how we do that, right? Everybody good and clear? Big message here. day-to-day opportunities, day-to-day activities, staff. Okay, so that makes a big challenge. Did that come from my bag?

I hope so.

You know what is so weird? I got a I got an I got a a notebook pad thing and I'm really not sure how to set that thing up. And I'm so sorry if it starts ringing. I'm going to be very embarrassed. I don't know how to turn off. Maybe you could figure it out for me if I pull it out if it's a problem. It literally is hooked up to my phone. So I turn my phone off and then that thing rings. It's a mess. All right. So sorry for the interruption. Challenges for elected boards. So this makes it very challenging for you. Why? A lot of times it's because you guys are turning over and so it's hard for you to get together as a team and really understand each other and talk to each other, which is what we're going to stop and do in just a second. Um you have contentious campaigns. So that reduces trust among yourselves and as a team you must trust each other and as a leader you have to have trust to do anything right leadership requires trust because it requires credibility and if you do not have credibility you don't have trust you can't lead. So you want to be credible you got to say what you're going to say mean what you're going to say and do what you're going to say. You got to be you have to be able to think of yourselves as a team and move forward as a team just like we want to over here. So that you might not agree on everything but when you when the when the vote comes down you're supporting the vote, right? That's the best case scenario. And then when because what happens, we're going to talk about that is the public truly sees and the staff truly sees, oh man, there's so much tension on the board and this person's saying that and that person's saying that, I don't know what to do. I'm not going to do nothing. Or the citizens are going to call and complain and say, you all are crazy and we're going to vote you out and you're going to have another high turnover and that's not always good either, right? Because then you just have people turning over. Okay,

so what are these seven? So, let's just talk for a moment about the seven expectations. Can I have those the handouts? I want to see what the actual handout. Yep.

Yeah. Do you have that?

Oh, you Yeah. No, there it is. That's good. Okay. So, um the seven expectations. I want you to get the one that just has seven expectations for effective council manager relationships. Not the reflection sheet just yet, just that first one. All right. So, I'm not going to go through this whole thing. All right. But what I do want um to ask you as I talk about it, let's consider um yeah, let's consider why this matters and what and what is one thing you can put into practice. So, think about the relationship between you and the city staff, city manager's office. All right? A shared commitment to serving the community. What does that really mean? Let's just talk about it. Shared commitment between the staff and you all. What happens when you have one? A shared commitment.

You usually accomplish your goals. You have a shared commitment. Yes.

Your customer complaints to the bottom real quickly. [clears throat] Yes. And you have to you have to gain that trust and respon and respect between yourselves because it's a two-way street. And when you have a shared commitment, you're going to find just as you said, you're going to focus on outcomes for the community, not personalities. All right. So, right. So, there's a reason why Rebecca does this a little bit. Talked about why you serve. You are serving. Most of you said all of you said because we love the community or we're invested in the community. We're committed to the community. Well, so are they because they're not getting rich. All right, so that's [clears throat] the first thing. Two, the manager is a trusted advisor. So again, that manager's office is um the professional that has been that knows knows the path is that continuity, if you will, right? Because you all are going to change seats. So what happens? What does it look like when when that's in good practice? What happens?

Stuff gets done.

It gets done, right? So the manager is a trusted advisor, meaning that it gets done because you are releasing responsibility to the manager to get it done and holding them accountable, right? And that you're trusting them to come back and tell you when it's not right. That's the other thing, too, right? You have to trust them to know that they have the expertise and when it doesn't go down the way you think it should or the way it should, the way you planned, that they're coming back, right? and that you're you're allowing them to lead [clears throat] through the um bureaucracy of it all. I'll just say that council employee relationships are managed thoughtfully. What do you think this means? What what what does it look what does this look like in good practice? I think it's important for the council to understand that the the employees of the city are the city manager and assistant manager's job. So, while I think we need to have good relationships with the employees and we need to support them, uh, and I think that's what we've been doing with, you know, salary increases, insurance, you know, um, the the ladders to success and stuff like that. Um, we need to stay out of [clears throat] out of the lane that is the city managers with the employees. Um, we need to be we need to not cross a line, I guess, is what I'm saying.

No, there is a line. Employees, there's a line. There's a chain of command. Yes. Exactly. You have to respect that, right? Because if not, then employees will get different and then they get confused. They get confused. They don't know what's happening. If we're all telling them one thing and city managers tell us something [clears throat] else, then that's that's a problem.

It is a problem. So, um, no directing of staff. Don't undermine the city manager's authority. They have the authority to direct staff unless they're under you, which they're not. Um, and really the big the bottom line is morale sinks every time council members or commissioners get involved with staff because then they they really don't understand who to talk to or [clears throat] they don't they don't really charge.

Right. Right. All right. So, routine. The other thing is this is what I've seen a lot of times is that like sometimes council because it's a small town you might have a good friend that's in the I don't know the water sewer department or whatever and you might have a good friend in the inspector's department and you might have you might be best friends with the PIO for all I know I mean that'd be funny if it was but I don't know and so I really don't know I don't know nothing about anything so just so you know and I like it that way because then I can talk about my experiences with other with other jurisdictions Um, the point is, you know, you can't you can't call up your friend [clears throat] in the engineering department and say, "Hey buddy, there's a street over here that has a pothole and it's my neighbor. Um, and they are driving me freaking crazy. Like they are up my butt every time I come out of my bank.

They could you please go over there and fill the pothole." Right? It sounds good. You have good intentions. But what happens is you have now just rerouted everybody's day when they were lined up from, you know, two months ago when they set out their work plan and they have 10,000 potholes to fill, but now I got to stop everything we're doing, reroute everybody because council member so and so said to go do it. I see it all the time. I think it would be a bit arrogant for any council member to assume that that they have the authority to do that. Jim, thank you for saying that, but I can't say that. And what I will say, I wouldn't say arrogant. What I will say, sometimes it's well-intentioned.

Yeah. And also, [clears throat] it happens all the time. All the time, right? Because you are everybody comes to you with their problems and you just want them to, you know, be fixed. Okay. Fourth, the the council acts as a breast, as a body. What does that look like to you? We don't do anything without the collective. Got to be collective. Also for the manager though, they have to treat each of you what?

Fairly and equitably. So if you think about the time that you spend with them, oh, here's another one that I've seen all the time. Um, working as chief of staff. This used to drive me crazy. So, because you had to do it. So, say for instance, Bonnie, you called Megan and you asked for a thousand different things about this project, the park, and you need to know about it and you need to you need this and you need to know that. And then Megan says, "I don't have that in my hand. Aaron, go run and go pull all this information. Takes them two days to pull all the information and get it together." Do they send it to Bonnie? It's just collectively to everybody.

Collectively to everybody. But then what happens, Bobby? You're like, why am I getting this? And who said to do this? And then you and then and then it become right. So you got I know it happens. It does happen. It does happen. And so there are protocols that some people put like look if it takes like five minutes or me an email or something and you got a quick question. I but then if not it has to be routed through the whole council to do exactly what you did. Um I was happy to see that to just have some consensus. Hey, because that's going to take a minute [clears throat]

to really work up a protocol for your boards and commissions. It takes a minute and it might take some it might take some stuff for you all to say, "No, we're going to actually do it this way." Then boards and commissions members are going to get all mad and then this and that and then everybody nobody likes change, right? If I made you all stand up right now and switch seats, would you like it? No. Would you do it? Maybe. Maybe if I asked you. My footprints in this one. I know, right? You're already settled. So, move

change is hard for everybody. But I guess what I'm saying is just to keep in mind that all members of council should have access to the exact same information. Otherwise, if she just sent it to Bonnie, what would happen? Bonnie would have a whole bunch of information that s manager gave her and then somehow that's gonna come up and then Bobby's gonna get mad and so are you. So is Jim. Okay, I know y'all are laughing because this happened. Mutual trust is built over time. Okay, so between you and the city manager's office, trust doesn't come naturally and easily, right? But it's broken pretty quickly and it really goes back to credibility. And I so I teach a leadership class and one of the things that I harp on the whole time and I and this is the quote so you know this is a freebie too although I know you've heard it before is that if you're not earning credibility you are losing it and I don't think there's any in between. Your actions either build your credibility as a person or it takes away from your credibility as a person. And we're never we're not perfect right? So that happens all day long. But in the scheme of things, in your respective positions and in your role, you want to build credibility with the managers, with the staff, and with the public. That's the most important thing you can do as a leader, right? And how you do that is all these other things. And you have that open, respectful feedback. So if you've got feedback, um, be open and respectful about it, right? But you also have to do it. You have to do it constructively and you have to do it. You can't be arguing amongst yourselves whether or not you're going to fire poor Renee when Renee doesn't even know that she's not meeting expectations because you've not communicated that constructively to Renee. Right.

All right.

And then I think we said this before, shared responsibility for governing effectiveness. You all have that shared responsibility. It's just not one. So the manager will um prepare agendas and all of that based on the protocol, but then um you all have that shared responsibility to do it. All right. So I want you to pull out this um worksheet. Everybody have everybody good understanding what I just covered, right? Covered it pretty quickly. Sorry. But I think it's more important for you to have a minute. What I want you to do is pull out your reflection sheet and you're going to spend I keep saying five minutes, but people spend a lot on this. Try to go through it fairly quickly. Um, and I want you to think about how things are right now. And I do want to say that Rebecca did not make up the seven expectations for effective council manager relationship. If I did, I would have called it something different because I can never remember it. But it came from a framework from ICMA and then it's and it's used pretty it's used nationally and then here in North Carolina the school government picked it up and I pick it up and then I create things like this, you know, to use to facilitate with you. So how you're going to use this worksheet is you're going to complete it individually and then I'm going to split you up into partners three and two and then we're going to talk about it. This is not an evaluation of anybody or anything. This is a reflection tool. And the scale is rarely or not yet. Two is sometimes. Three is often. And four is consistently. And we're going to look at these seven different things. And I just want you to say, do we do this now? Yes or no? Circle one. And then I want you to think, well, what are we doing well? And then maybe an idea of where to improve. I want you to do that for each one of those seven and then we're going to talk about it. All right, I'm gonna give you

five minutes. 10 times 13 minutes.

[clears throat]

Don't ever hurt her. Yeah. I get hot. Oh gosh. All right. How we doing? If it gets long, you can just rate rate them and then we can talk through them. How's that?

The only one small

I go downstairs. Got a little bag over here.

It's cuz you were talking. I know. You're cold. Wow.

It's all right. We talked through it. Um, what I'd like you to do though is turn to your neighbors, these three and these two, and I want you to go through what you have. But I'm going to have you do um since there's three of you, you all do uh oh, you all do the first four and you do the last three. Right? So, I want you to talk through one, two, three, four, and you talk through five, six, seven. Okay? I want you to talk and and stick to Here's what I want you to do. I want you to share kind of where you are, what you just share what the um what you rated and why and what you think you can you guys could do a little bit better. Does that make sense? So number one is blank blank. What you what' you put like and see if you see see if you guys um agree or disagree or what you thought about that. Okay? And if you didn't get to them, then just talk to them. Be all right. and then we're gonna come together and write them together.

All right, Bobby, you and Chelsea are gonna talk through seven. Five, six, and seven. I think we're communicating. Okay, number five. Um, yeah. [clears throat]

Lots of time. Did you have what a road truck? I put turnover. It's not that it erodess stress. It just starts at zero because you got Did you have anything else on that one? That's all because of the lack of time. I think is the the best that it can be. Um and every time I

enough feedback to be the council and the manager. And so I haven't I mean I haven't had any feedback to give or receive and so I don't know if there's like a process that format

how we interact. [clears throat] Well,

the method lawsuit change and consensus be true. discussions and never had anyone do that before, but you can [laughter]

somebody'll always more often than not we agree But we agree. We will accept

as far asbody, [clears throat]

but I'm happy to their transformation. That was good.

As far as how It's good to meet you. If you have any questions, [clears throat] be sure to ask. I will follow up. No, I'm saying are you asking to follow up with the interaction interaction usually improve our government, not that we are governor. It's one of those things we [clears throat] priority else.

I'm saying that we like okay what's working not working as far as how we interact and then Sure. Okay. That's where it is. It's not rust.

All right.

I think That's what I'm saying. Yeah. And so we're saying the same thing. If we're not clear, it's shame on us. [clears throat] We don't have All right. Are we ready to come back? You're on your last one. All right. All [clears throat]

right. You ready? Yeah. All right. We're gonna start with one more second. [clears throat] All right. Number one, share commitment to serving the community. So what did you guys come up with in your discussion overall? Who wants to speak for the group? Well, I think our as far as a shared commitment, I mean, I gave it a four. Okay. Of course, you know, this is you guys too. Yes. Only two two meetings in for myself. Yeah. Of course, there's always room for improvement. Yes, of course. you know,

always looking to find that that balance that, you know, brings everybody in and that common ground. [clears throat] Finding balance, bringing people in. Common ground. Good. Perfect. Thank you. All right. Two. What'd you guys get? Is it still us? It's still you. Okay. on this one. Uh we gave it I gave it a we all gave it a four. Okay.

Uh we feel that uh what builds trust in this relationship is the city manager following through on council's action items. Um and we as I said, you know, we can always strengthen things. Just because you give it a four doesn't mean can't be improved upon, I guess. Um, but we all feel that uh the city staff and manager does a good job following through on council action items. So, awesome. So, strong and trusted advisor. Three. What do you got?

Employee relations are managed thoughtfully. Oh, wholeheartedly. We did we did it before. Thank you. Um I think our managers explain where the lames are and lame that person needs to be in How about you guys?

Not you specifically but you as a board are you thoughtful in that approach? I think I think we are as a whole. Um [clears throat] I think when new folks come on board and we were discussing this with Jim, you know, it's it's kind of a learning curve for new people when they come on that may not understand the uh you know like boundaries the the lanes and the boundaries. I mean and that's normal. Yeah. I think you know I was the same way when I came on you know. So yeah. But other than that I mean I think I think council does a really good job of of, you know, respecting that. Yeah.

Very nice. All right. Number four. What did you guys get? Uh four uh three. Okay. And I I think it's really just because um you know, we've got new new folks on. We're we're [clears throat] all learning. the the existing the existing council is learning us and and we're learning them as well. Um I it's nothing that that time's not won't take care of you once we right we are able to [clears throat] get into stuff

you're storming is what I would call it. Yeah, you're storming and bet soon you'll be forming. Good. And this exercise is really just to, you know, debrief a little bit on some expectations and just so we all are aware and and it it comes to, you know, it it's it builds that framework and that foundation moving forward, right? So, it's a little bit of an assessment of kind of where you, you know, are today. it's not um anything other than let's you know keep in mind going forward what that looks like. So it's really and it's helpful even when you know you have a new board. So all right um okay five that's you guys mutual trust built over time. Yeah, we gave this a three um only because we've had such a lack of time as a board um or or as a board with two new people with Megan and so obviously time takes or trust takes time to build um

and with the turnover is is just what we're working with. Well, it is and remember we talked about that earlier that is a big challenge for boards and you know for communities when you have that constant turnover it's very hard to um to maintain trust and and and and not erode it because you know you're new, you [clears throat] want stuff done but you gota you got to help build that trust. All right, six. What'd you get? [clears throat] Six was a three. Okay. Again, just like in respect is earned. Yep.

Respect is given. Respect is expected to be returned. That's right. It's a two-way street, right? Yep. Yeah. It's always a two-way street when you're talking about respect and feedback. If you're willing to give it, you got to be willing to take it, too, right? And yeah, you don't have to agree on everything, right? And you know, uh, [clears throat] we can agree and disagree. Don't care. You don't have to agree on everything, but you should also be prepared to um to support

compromise to compromise. Right. And then to support the board. Right. Right. and support the board decision. Once the decision made like okay once made. Yep. Debate in public, right? Debate that in public and then move forward as a board. Excellent. All right. Seven. I have two for this one only because it's not something that we've addressed in this relationship as far.

Yeah. Not yet, but it's in the the two months. And so I don't know if that's something that we [clears throat] um talk about how like address how we're working together and then how to improve that. But that's that's only two months of under. So what is your So you know your your What did you rate it? She rated it as a two. Yeah. I rated it as four because having been on the board having been on the council now four years. Yeah. -7 is a whole another retreat. Yeah, seven is. But the important thing it is. It is understanding the lines of authority.

Yeah.

And respecting it. [clears throat] Lines of authority and respecting it. It is a whole another retreat. And we're short. We really are short. [clears throat] um circuiting this work. Um but it's important when you have such a turnover to at least say hey these things exist let's give us a second to talk about it and then you know and then moving forward there are like there are consultants that'll come in and do this whole thing in like two or three hours like and we're just we're just trying to gain some kind of reflection on it to say you know this is our understanding now I I understand a little more fully what's expected of a board and how we can move forward um as a board that is high performing so that you can build the trust over time and you can work effectively because if you're not building trust and working effectively um then then what winds up happening is there's confusion um and the public trust is eroded right it can be

and what's important is reading the city's chart Ah, yeah. Being real clear on what your mission is. It's very clear that our form of government is city council. Yes. And managing. That's right. What we went through what we just

covered and and actually you can have like if you want copies of that PowerPoint, you can get it. So, what I'm going to do is I'm going to send these around. This is another framework. Um we're going to take a look at it super super quick and then and then we'll leave frameworks behind and move more fully into strategic plan. Okay. Anything else before we leave seven effective guidelines? No. Great guys. Love it. Good job. Good job. Good job. All right. So, what we're going to do next, it's something a little similar, but um I'm going to give you some scenarios. All right, scenarios are always fun. Everybody loves to do scenario work. Um so, um we're going to leave the thought between, you know, the manager and council. We're going to leave that a little bit, although it's going to seem super similar and they relate. So, I won't spend a ton of time on this, but I wanted you to have the full handout. This is a another framework from ICMA. Um, it's reflective of best practice through them and then also with the work through uh school government. And then, um, what I do is I take it and I tweak it a little bit for my purpose of small group work with actual boards. So that it's kind of like, you know, when you go to the and you you take a class or something, you get best framework, but intact teamwork is really cool because then you're you're looking at [clears throat] what real world examples might look like. So again, total scenario work, not real, okay? These are all scenarios. Um, but it is best practice and we want to look forward to it. So these are it's

called the 10 habits of high performing governing boards. I love these um and in my work with high performing frame high performance framework I would put this under leadership right so this is a leadership practice for boards all right so you want to be high performing there is um in the handout I'm not actually not going to really go through that um we're going to look through the we're going to look through the handout instead of um using the PowerPoint in this example so there are 10 of them and what I want you to think of um as I go through I want you to think about what again what it looks like. What does this look like? Okay. What should it look like? All right. To think and act strategically think and act strategically. If you're doing that, what are you doing as a board? So as a board the number one number one in 10 habits your habit should be to think and act strategically. We talked about it today. What was that?

Being goal oriented focusing on a a goal that we all have. You know that you all have a vision. That's right. The vision. Okay. Great. Understanding the law and policy process. Understanding law and policy process. That's a that's a habit of a high performing board. If you're high performing, you're doing that. What does it look like?

What if you don't know it? What should you do? Find out what it is. Ask them. Seek guidance. I always I always tell people I was like, if you don't know, don't do it. [laughter]

You know, pause. It's time to pause and seek guidance from the folks that know the answers. So, legal guidance. Seek legal guidance or seek the guidance of your city manager's office who will then if if needed seek guidance. What other things might that look like? How about if sometimes um I have seen boards say I want this and they don't really consider what the legal requirements are. Right? So really looking at the legal requirements for the projects that you want to move forward before you actually vote on it and move forward instead of after. All right. So when so when you're making those strategic decisions because you're staying at the strategic level, you're understanding the law and the policy policym process. All right, this one's a little easier. This one is demonstrating um just keep that there. This is demonstrating teamwork. What does that look like? Uh listening to one another respectfully, respecting each other's opinions. Um and just being able to, I guess, compromise on some things [clears throat] even when we don't agree. because we're not always going to agree, you know.

That's right. So, I think one of the things we we have to be very mindful of that in our open discussions, it's one thing to exchange ideas, but you can't see how are you going to vote on it. Correct? because the open, you know, you know, open public meeting law. That's right. [clears throat] So, it's one thing to do your research, share ideas, but you can't solicit an opinion or the direction the person leading.

That's right. Because the [clears throat] I mean really the the genesis of that is um for the open meeting law is that you want to be able to debate that in public

but you have to number four master small groupoup decision- making. So it's kind of the same thing. You you want to debate it openly in public. Make clear motions. You want to have focused discussion. You want to you know let each other talk. listen, use your press, right? Use your press or your point, make your point in summary. Um, and in order to do that though, you need to be very clear about your agreed upon procedures because every board has has little tweaks to it like, hey, you know, if you want to bring up something, you need to tell us, you know, one week in advance and submit it this way through this person. You can't just, you know, we would prefer you to not just bring it to the meeting, right? Because that's not, you know, that's that's a surprise tactic. Okay. And then what are you doing with your credibility?

Yeah. You're undermining your credibility. That's not [clears throat] and and so you want to build your leadership capacity and not do that. So again, just endless debates, you know, without any closure. That that's not how Like if I were to look at a board and [clears throat] said that board mastered decision- making, they're clear. They know their process. They're respectful. They don't talk over each other. And um they use agreed upon procedures to to really manage that debate, right? In open law, honor the council, staff, and partnership. What does that look like? We kind of talked about that a little bit. [clears throat] If you're honoring that, what are you doing?

What are you doing? What are you doing? You honor that. Ricky, you have trusted in the manager that that That's right. And you're communicating how Jim.

Well, I mean, as the as the board, you know, we will make the decision then we rely on. That's right. So, it doesn't look like you're interfering in staff. You're talking with them. You're going through the city manager's office. Um, and also you don't publicly, a high performing board does not publicly berate employees. I've seen it time and time again. Some clients call me up and say, "Check this out. This is this is what we're dealing with beforehand, and they're all online. You can look at them now. Everything's everything's recorded." So, just really treating staff as adversaries [clears throat] instead of as trusted advisors. Um, that's where that that kind of comes into play. high performing boards always, you know, they respect the staff, they respect their time, and if they have something that they need to say to them that isn't that way, then then that there's a time and a place for that respectfully, right? That feedback. Um, all right. Number six, use council time strategically. We talked about that. Reserving time for visioning, priorities, work sessions for learning. There's always time for that, but that you're using the, you know, you're using your time to [clears throat] really think strategically and not like trying to dive into, well, what does this look like, you know, for the departmental plans? That's really their the city manager's responsibility. Seven is adopt clear rules of procedure. Um, so really looking at um respecting the mayor's responsibility, respecting the policy or procedures. Do you all have policy and procedures to submit agenda items? And

that was an item that city council came up with um came to a consensus with at the December meeting. So hopefully be on for February.

Well, there you go. See, you're already ahead of time. So that is a high performing habit, right? So high performing habit. All right. So adopting those that will help you guys be high performing. Review accurate data and feedback. So ask the clarifying questions. But when you're looking at making the decision, high-erforming boards ask for data and they use the data to drive that decision. Okay? They don't use what they think they heard. They use what's been tracked over time. They use um real information um that is based on data, right? Because data can tell you anything. But data can turn it the vital pieces of data can can when put into context can can turn into information which is then knowledge for you all to drive decisions. So really using data to drive your decisions. High performing boards [clears throat] do that regularly. All right. Recognizing shared constituencies. So, this is just understanding that you all are a little baby you. My little thing, you're a little tiny baby you. Um, and here you are, right? And then this is the tiny baby U. And then here's your local law. And then here's your state law. And then here's your federal law. And then here are some shared constituencies and other municipalities that are in, you know, related to you. and all these things. And here's the little baby you. Always keep in mind you're a little baby you, right? You have a lot of different [clears throat] things um and shared constituencies in and around the world that proves to you that you're not working in isolation. Okay? You're not working in isolation. And then finally, act transparently. So, what this means is really being very clear in your communication

[clears throat] to the public and explaining decisions and modeling that ethical behavior because you don't want to create whatever you do, you don't want to create mistrust with the public. That's incredibly that's incredibly um important as you move forward as a new board, especially those that love Graham and are committed to Graham. Okay, so that's your small bitty um high performing framework scenario. And I would like to give you see how are we going on time? I do want to give you these scenarios. Oh yeah, we could do that. We have time. Okay. So I'm going to give you um the scenario the small group work and we are going to switch it. One, two, three. One, two, three. So then we're going to switch Jim over here and then you two over here. Okay. You're gonna you're gonna work together. Jim's gonna get you, Jim.

I mean, you know.

All right. So, this is just [clears throat] fun. It is scenario work. It's not even real to Graham or to anybody. It is scenario work. Okay? It's a scenario exercise, team building exercise that helps us understand more fully those 10 habits. So, I'm going to give you one, two, three. No, wait. I'll give you guys one, two, three. I'll give you four, five, six. All right? And all you have to do is read together each scenario and I want you really to tell me what are you going to do as a board? What is the appropriate response to these completely madeup scenarios? All right. So, read together the scenarios and discuss, come up with it, and then we'll debrief. All right? Um, and I'm going to give you uh I'll give you till 11 to do that. All right. 11 o'clock. All right. Go. basically [clears throat] manag delegates [clears throat] everybody.

Did you have anything? Oh, no. Megan, you got scenario, too.

I was getting through it. Sorry. Uh, handle. Um, I would say if it comes to in council remarks, then it just comes to uh Megan and say that we want an assessment of that project if it's really a really bad thing. But if not, it's not something that we should be touching anyway. But [clears throat] if we wanted to see uh some ins and outs of how that was handled, asking her something to all of us and not asking

going for pain ising [clears throat] it without prepar [clears throat]

We have to check the door and it's a little bit too much for us, Right. Are y'all done already?

You're done. Forward. Y'all let me know. What am I doing here? I just got so I can make $500 a day working from home. Yeah, I get that. [laughter] Please send that to me, will you? Because I travel all the way from the beach. Make two to 4,000. I'm just getting all my roomage. Wow. Okay.

All right. [clears throat] So, we're talking about I don't even think I needed that. So, we're talking about um what is the most high performing board response to each of these fictional Rebecca made them up scenarios, right? I think I'll walk away with my scenarios. Okay. Sorry.

No, no, sorry. All right. So, scenario number one, I'm going to read it. The helpful follow-up. Council member attends a community event where a resident raises concerns about delayed park maintenance. Wanting to be responsive, the council member emails the park supervisor directly to check on the status and ask to be copied on any updates. What is a high performing board response? City manager. Oh, you guys have the first ones. Yeah. Move it to the city manager, right? Is that correct? Oh, yeah. Do we all agree on that one? All right. Easy.

All right. Yeah. Yeah. Because why role clarity, right? You need role clarity, communication pathways, intent versus impact. You might be good intent. You might really want that helpful followup, but the intent is that that's the intent, but the real impact is that it's going to, you know, totally mess up everybody's day, right? And um it really won't be the right way to go about it. Transparency or trouble. So during a regular council meeting, a council member expressed his frustration about how a recent project roll out was handled and asked staff in an open session to explain what went wrong and why the timeline changed. What would be the high performing board response to the city manager to prepare an assessment of what the pros and cons what on that project and bring it back. That's right. So instead of just thinking, you know, and D and wanted to draw it out, you know, that may be true, maybe it is, but um the appropriate response would be um yes, you you got to hold the public accountability, right? Nobody's saying you don't hold them responsible because they are responsible, but it's all about your tone and the timing of that, right? So hold the person responsible, hold the public accountability, but I think it's all about tone and respect, right? So make sure that [clears throat] you have the the time um to go through that, but it's the appropriate time to go through that, right? And also it helps the city manager understand more fully what what's gone wrong. May may you'll get a better answer if it comes to the city manager typically. All right. Drafting from the dis. Ahead of a strategic planning session, a council member shares a revised version of the

department implementation plan with suggested changes and asks that it be included in the draft included in the agenda packet for consideration. What is [clears throat] a high performing board response?

Who had number three? You guys did. with us. We just said that this was not in our lane, that this was um something that is more day-to-day with staff and so that we would try not to touch this at all as a board. Right? So basically um and you'll see you'll many times you might see departmental um departmental plans and that might be something that is appropriate to share. I mean, I've certainly done that before. Um, but suggesting changes to it just on your own in your own little world without really, you know, having that conversation. It's really about conversation and collaboration, right? And understanding more fully what goes on on a day-to-day operation because as as a board, you aren't involved in the day-to-day operation. So really it's about staying at a governance level versus the operational level and maintaining that respect.

Anybody have any questions about one, two, and three? Okay, great. Good input. Thank you. [clears throat] All right, number four. What you got? Um, are you gonna read? Oh, no, no, that's right. I'm so sorry. Yeah, no, let me read it. Um while speaking with the neighborhood group, a council member assures residents that the town will make a specific traffic calming measure that the town will make sure a traffic a special traffic caling measure is installed within the next few months.

So what we had was uh first of all, you should never promise anyone something like that that something's going to be installed within the next few months. That's something that that sometimes is out of our control. The appropriate action would have been to to tell the neighborhood group that you would take it back to the city manager and to the council for consideration that you would get back with them,

right? You get back with them. You can't promise, right? I mean, you shouldn't. Many I have heard it. I've been to a lot of community watch group meetings in my time and I have seen it happen and and you do it well intention. Nobody's saying it's bad. We're just saying that you know in terms of best practice um that it is to to ensure continuity and to ensure that you're not setting yourself up for failure too because you don't know what you don't know. Um, maybe they have done, this is all scenario work, not real, but maybe they have done already a traffic calming thing and they have already looked at it two years ago, but you're not aware of that. Neither is that other person. And maybe they can't do it because of some regulation saying they can't do it because there's a hospital there. [clears throat] I've seen that, you know, where you there's only so many places you can put a truck. You know what I'm saying? So, there's all kinds of scenarios that are out there that you just aren't aware of. in the moment, but in the moment you want to be you want to be helpful and a lot of times that's what's said. So these are high-performing habits. That doesn't necessarily [clears throat] mean that that happens all the time, right? So we got we got a whole bunch of stuff that we say as humans we should follow and we don't always. So we know that that things are going to happen. You know that things are going to happen. The other thing is to have grace with each other because it's going to happen. These things are going to you're going to say, "Yeah, remember those high high performing board habits? That's right. We shouldn't be doing that, right? I I messed up there. So, have [clears throat] breaks with yourself and with each other because it's going to happen. Okay. Number five. Number five. Council member receives a complaint via social media and forwards it to a staff member they know personally asking if the issue can be handled quickly before the next council meeting.

What do you think? Well, first of all, in the interest of consistency and fairness and chain of command is is, you know, you can't just again, you know, jump the chain of command, which would be our city manager. But I would I would never email like, you know, Brian Boston or somebody and say, you know, who who is our rec department director and say, "Hey, hey, can you take care of this real quick because I got a complaint on social media." First of all, don't even get me started on social media. Second of all, I would, you know, we we should never jump over the chain of command. That would be something that we would

again take back to the city manager, you know, right? And if it needs to [clears throat] be addressed, then she will make sure it gets addressed. Yes. But but we cannot jump the chain of command just because we know somebody or someone contacts us even even via email. You know, if they contacted us via email, you know, I've had people do that to me before, too. But I always come back to either Aaron or Megan and say, "Okay, is what can we do with this?" you know, should we bring it up as an action item, a meeting or whatever, you know, that would never it would never jump over, you know. Yeah, it's hard because [clears throat]

again, well in short, well-intentioned shortcut, everybody thinks it's going to be like that. And in this day and age, even with social media and with email and all, it's like and and they're like, I've been waiting like all day on your response and you're like, you know, get in line, right? So, and even for them because they have all of you. And so if each one of you sends one social media or email to them or one request for information or one this or one that and they got to respond to [clears throat] each of you and then also forward it to everybody else and then and then work on this and then they got to go talk to staff because now they got to go deal with that and that and that and that. If it is that is the work that is the sausage that you signed up for. But the habit of a high performing board is to be consistent and fair right because that and not jump the chain of sand. All right. During a budget session, a council member asked detailed questions about how a department scheduled staff shifts and and suggest a a different approach to improve efficiencies. So, what's happening there? What's a high performing board do?

Um, well, I think that's out of council's lane to do that. Again, we're we're asking about the day-to-day actions of, you know, the operations of the city staff. I mean, we shouldn't be suggesting anything [clears throat] or getting out of our lane. Well, what if it is improving it? Well, we still have a [clears throat] lane to stay in. So,

yeah. So, this is a this is one that every like what? It's a budget discussion. So, yeah, it's a budget discussion. um the city manager frames it up for you guys and um and and prepares it and gives it to you and there should be budget discussions and some stuff that goes around. hat is the perfect place to say, "Hey, can you tell me about this, that, or the other thing and see if you can't get that, you know, again, we're not saying, none of this is saying there shouldn't be debate." There should always be debate. That's what that's what this is built on, right? Is healthy elected official debate in the public. What we're saying is um there are habits to high performing boards. Um and in each scenario sort of highlights, you know, how you can remain [clears throat] consistent with a a a habit and also still get the work done. And actually if you remain consistent with those habits that you can get the work done more effectively, studies show. So um the reason we bring this forward um to many of our clients is because these two frameworks, I mean, they're not rocket science. None of this is is something And I'm sure you haven't heard before, but maybe in your language with each other moving forward [clears throat] even, you could say, "Hey, remember that seven, you know, those seven expectations and the 10 performing habits, um, you know, didn't it talk about X, Y, and Z?" And, you know, Bobby, I didn't feel like you, you know, maybe, you know, we need to work on uh small group decision making because I didn't feel like that went really well. And then you have a healthy discussion about what it looks like and what it doesn't look like, right? And that you start with a best practice in mind when you have those conversations together because you're going to have those conversations because things are going to come up. You're going to have disagreements. People are going to get heated. You're going to fall outside

[clears throat] of those 10 habits of high performing boards, right? And things are going to happen. But this these two frameworks really help boards identify best practice so that moving forward they have some common language and a common understanding of what that looks like for them. Does that make sense? Does anybody have any any questions before we move out of high performing framework? No. Awesome. All right. [clears throat] Um I think lunch will be here 11:30 12 something like that. Um I think it's leaving about 11:45.

Okay, just just holler in. Um we're going to do um team sport. Um okay, so um leaving this um this is going to wrap it up for us. Um and that is talking a little bit about why we serve the community. Okay. Yeah. All right. That's it. Okay. All right. So, leading this framework, couple of things to remember. Only you can govern you. All right. Don't ask the city manager's office or the clerk to govern your behavior. Right? Only you can govern you. Responsiveness and respect are a two-way street. The manager reports to the whole board and elected officials behavior are visible to the public and I would also say to employees. All right. Anybody want to underscore one of these? [clears throat] No. Are we a team? I'm always interested to ask this board, any board that I work with after I go through this. Are you guys considered a team? Do you think of yourselves as a team?

Are we considered a team? I believe so about most. How about you? Do you consider yourself a team member? Yes. Um, of course strengthening the team just a little bit of time. [clears throat]

Sure. No, no, no. But yeah, but in general, do you think of yourselves as a team? Some people sometimes I've heard people say no because no we're individually elected and individually that but I will say that the definition of a team is do you have tasks to perform together? Do you hold collective the collective it is the collective held responsible and and the answer is yes. Right. And can you tell who is a member and who is not? And um very often team members are a team but they need to manage relationships outside of the team right and bring that back. Um, and so if you were to think of the best team ever that you've ever worked on before, the very best team, everybody got that in their mind? What did that best team feel like? Going to work fun. Work was fun. What else?

Highly efficient. Highly efficient. What else?

You had a trust. Everybody knew where gold was. [clears throat] Yep. What else?

Collaborative. to the mission. Respect one another. Pretty awesome. Anything else? So if this is the atmosphere, this is what it feels like, right? Can we all agree that this would be your own team commitment moving forward? [clears throat] If you're all agreed that you're on a team and you're agreed that here's your atmosphere that you're that you're going for that you'd say work was fun. I would love for your work to be fun, right? Respect for one another, highly efficient, commitment, trust, everybody. Everybody knew where the goalpost is. Collaborative, innovative, and dedicated to your mission. If that's the best team, I'm not saying we're always meeting the mark, but if you're saying that these are the things that I feel like from my the best team ever that I was on, isn't that something you should shoot for? So, are there any behaviors that [clears throat] you would expect from that team

to make that atmosphere work? Good listener. Okay. What else? What is a behavior? Committed to the goal. Commitment. How do you show commitment? It's a hard question, isn't it? Be focused maybe like on where you're going.

Be through your your actions because if you're everybody knows what their actions are supposed to be and if everybody does their job, you know, each person does their job, then you'll be successfully successful as a collective unit. So everybody knows their job and they [clears throat] do it. That's a behavior I guess. Yeah. So kind of like follow through, right? So I wrote actions are focused on your job and you do it and you follow through.

Awesome. Um the ability to come to a a decision in a timely manner,

not wasting it. Yeah, sometimes that's why we go over that one. Um, it's really hard. That one's I think the hardest is really having effective ways at small group decision making, right? and and so having the ability the process in line you know following the process having the ability to come [clears throat] to a decision in a timely manner all those things are important to get to that right where you're like hey you're not pressing your point meaning you're not making your point you're not giving a reason example and summarizing like you should be able to do that in one minute there are there are I've been to a workshop actually that does that like I didn't lead that workshop would be fun to do. But bas basically you give out you give out note cards and maybe you have not cards on your dies from here on out and they say pressure point you know just like be specific be timely and you know and and be and clear so that the po the the you can hear everyone's um you could debate that fact you can debate the policy you could debate the projects you can debate the budget and you do so effectively and not ineffectively. Right.

You can also um well good listeners but um also having an open mind.

Yeah. Having an open mind. So having an open mind when I hear that too that makes me think of um someone being having that open mind needs a mindset. So have you seen someone with an open mindset versus a closed mindset? Think about it's super easy when you say it like that. Like that's what it means. Not being close-minded, right? So close-minded means [clears throat] I'm showing up who I am. I have my I have my thoughts and then and nobody's here's going to dissuade me of that and I'm voting yes. And you're showing up with that thought already in your mind without the debate, the collective debate. [clears throat] Right? So having an open mind. So behavior is expected of good teams. What other behavior can help build this atmosphere?

Right. And So you're highly motivated. One individual can change the atmosphere completely if they bring everybody along. So you have to bring everybody along, [clears throat] right? You have to have each other's back really through that. All right. So, I just wanted to give a moment just to kind of think if this is the best team atmosphere you've ever had in your life. These are some of the things that you would hope you know would guide your behavior. Um, how many of you would say, well, our team commitment here is this not formally. I'm just saying like is that something asking for for low vote? [laughter] But in terms of just a workshop that these things really motivate and um remind you of the team that you're on. Would anybody disagree?

I think there's room for improvement on some of those. Oh, you mean current? C current? Yeah, of course there are. Yeah. Of course there are and you've got one in mind. Say it. Well, I had a I would say trust. I think we need to work on that. I think that's a that's a big issue for Yeah. I think and that's normal. I think when you bring on new team members again, we were talking earlier about how trust and respect were earned, you know. Um and I think [clears throat] yeah, I think we should work on that. Yeah.

So the big So if Rebecca was so lucky to come back, what I would love for this like to come back like not the behav I mean the behaviors explain how to get here [clears throat] but at least have a team commitment of this and then we check in and say where are we on that?

That might be interesting. Um, and then how did you [clears throat] do that? Every day it's earned, right? You're either losing or gaining credibility by the actions that you take today and tomorrow and the next day and the next day and that earns trust. And what that does is that helps you create a leadership atmosphere for everybody. And there could be leaders at every level, right? So I would even say um like for staff that is what they want to do. you know that's not really core values but it's kind some of them are you know um so that's also some work I add under behavior accepting responsibility

oh yes and being accountable [clears throat] [snorts] can I ask you one thing about that. Sure.

How are you going to hold each other accountable? How are you going to hold each other accountable? Well, me personally, I mean, I feel it. We have to hold ourselves accountable each and every one of us and then we'll all you know because like I can't the only thing I can do to hold Bobby accountable that say is just you know tell him if I think he's not correct

he's not exhibiting the correct behavior right or or whatever it is right would [clears throat] you want to know you just have to say look you know I don't I don't think you're you know what you can do right and to help you responsibility you could pull out your your framework to give you words you could pull out your team commitment to give you words and then you do it remember it's the feedback right it's that feedback loop so of course you would tell Bobby and Bobby you would probably want to know it's harder like whenever I ask someone would you want to know okay would you want to know

well I would tell first No, absolutely not. Where is that that thing that we just said? Only the board. Wait a minute. No, only the board can govern the board effectively. That's a high performing board. I mean, now if you want to be low performing, sure did. Just go tell her. That was funny though. You got to admit that. It is funny. It is funny. No, I'm I'm telling you, I've seen it a thousand billion times. That's what happens because people are people we don't want to go telling like Renee I really didn't appreciate when our behaviors

it might be a um not necessarily a good thing but when you come into a meeting and you're passionate about what you what you believe and what you think um of course that can be a double-edged sword but it's still I think that should be a requirement as far as what you what you believe and what you what you think when you're when you think you're doing something, you're doing it right, you should be you should have some passion about it because that will carry over when you're telling someone else about it. They will sense that passion and quite often it can lack of a better term, it can infect them as well. It could.

And you also have to have an open mind. So sometimes passion can equate to closed mind, right? Yeah, at least it does to me. Like when I'm really passionate about something about the double-edged sword,

it is a double-edged sword. When I'm passionate about something, I get up in there and I'm like and I I tend not to get I I tend to be closed minded, right? But [clears throat] when you come and you go, I'm really passionate kind of like what um Chelsea was saying, like highly motivated. That's where I was getting to that bring people along. So, this is where you as a board um have leadership skills that you lean on to say, I need to bring these and you think about it before you even do it. You know, I need how do I bring these folks along? How you collaborate, right? You know how you're showing up, so you show up appropriately. If you know that Bobby's going to shut down if you come rolling in there, then approach him differently.

You should always think you I think you should go into it with the belief that your mind is possible. It's something [clears throat] and you should be open to that. Um especially you know just from personal experience if you have kids That's right. and they grow up. That's right. And have their own attitudes opinions. I got seven of them.

You got to be close. If you're close-minded, you're going to miss out. And I think really this is about relationships. So like if if this atmosphere is respect for one another and all that, what you're really talking about is positive relationship here, right? Can I add it? [clears throat] Yeah. You don't want to come into work hating it, right? If you're clawing your eyes out at every meeting, you're probably not going to come back, right? So, how do you create this atmosphere? It's really this, you know, using the 10 habits and the seven habits and really trying to form good relationships among yourselves with your partners in the community. Pull you each other around. There's no reason why if you know you're going to a meeting that um Bonnie might like or maybe she wouldn't or maybe you could say hey this is interesting do you want to come come with I know you you know you can't do three but you could do two you know or you you know or maybe maybe you want to go to a community watch meeting you know or really try to to really have a joint under you know some kind of collaborative engagement good relationships with each other is what we're really talking and find ways to have good relationships so that when the when the sailing gets rough that you can handle those seas together as a team. Okay. All right. Um we do have a working lunch. Did it come yet? Not yet. No, no, no. Great. Okay. Sorry. [laughter] I I was so entranced in all of this. Sorry. Like did it come yet? Nope. Okay. Good. We [clears throat] going to continue. Can we Can we do a jump start?

Yeah, sure. All right. Everybody stand up for a minute. Just kind of let that roll because we are going to completely transition into something different. You ready? Sure. All right. Just stand up. You got it. I really love this team commitment. I think this is one of the better ones I've done.

I need your help putting up the vision team. All right. Yeah, just kind of, you know, get it together. All right. Um, let's see. Oh, okay. Okay. All right. Strategic planning. Everybody got your strategic planning hats on? All right. So, what we're going to do today is we're going to talk about strategic visioning. All right. And I'm going to give you a little bit of time on your own um to do one exercise and then we're going to debrief and we're going to talk about our vision statement. All right. Now, I know you have some form of vision statement somewhere, but because you've got a new mayor and another board member, we're going to we're going to kind of do it together. But I do want you to think about it, too, on your own. So, the first thing I want to say about strategic visioning is it's both long and short term. We talked a little bit about that earlier. um where you know sometimes I'm thinking five years is probably good for a board and then we check back in maybe you can make it a little longer but um the the vision uh when you're crafting a long-term vision it really is meant to be um comprised of a set of goals and maybe out there at least five to 10 years okay I like five it's a good happy medium um shortterm but but then that fiveyear year long-term vision is comp is comprised of

smaller short-term goals. So like two to three year goals. All right? And then those goals are comprised of certain objectives and then also some projects, you know, and that that's kind of like the the breakout and show you how that goes. That's kind of what we're talking about when we talk about long-term and short term. All right. So I like to share the story of Alice in Wonderland. Did I show that the last time I was here? Oh. Um, so Alice, think of strate This is how I think of strategic planning or at least having a vision is when Alice um goes down the rabbit hole, right? We all do. She asks the Cheshar cat which way she ought to go and the Cheshar cat doesn't tell her away. He says, "Well, that depends on where you want to be." So in essence, he can't tell her which way to go if she doesn't know her. She doesn't know where she wants to be, right? She has to tell him that first. Does she want to go home? Does she want to go to the tea party? Does she want like what is her vision? All right, that's Alice Wonderland, right? Any road. So, in other words, any road will get you there if you don't know where you're going. All right, so here we go. I want you to I want you to move to this side of the room. pretend that this box is a time warp box and you know Aaron made it special for this meeting. Um and it's going to send you to either the future or the past and you cannot stay here. You go to the future um with all the brains that you have and all the knowledge. If you go to the future, you don't get older. If you go to the past, you don't get younger. It's just you and you're going and it's 20 years. 20 years into the future. 20 years. No. 50 years into the future. Let's go. 50 years into

the future. 50 years into the past as who you are. 50 years. All right. If you're going to go to the future, go that way. Just walk that side of the room. If you're going to the past, go this way. You can't stay here. You have to choose right now. Right now. Future past. [laughter] Now I'm just trying to get you guys to move around before lunch. She said go and get future past. I'm going to change the world before y'all get on.

All right, future people. Why did you choose future? Because we can't change the past. It'll still be the same. If we go back to the past, it'll still be the same, right? I mean, what if I run into myself? Okay, Esther. Back to the future, too. I'm with you. I'm with you on that. I think there's a lot that we know about our current situation for the city, but there's so much in our region and [clears throat] everything is happening. And so to get a view into the future of of what our partners are doing because we won't see those impacts for the next 20 years.

Nope. So I would like to get that insight. Okay. How about you? What what what's happened with you? Why future? Come on. That we can't we can't go backwards. We got to move forward like trying to figure out what regionally but also maintain our own identity. Need to move forward into the future. Want to see um what you've planted.

Bonnie, what do you think? There are some things that [clears throat] if we don't dream and plan and just go with the flow, then the future and what happens is going to happen, you know, regardless. But there are some things that we recognize that we want to have [clears throat] better Graham then that we need to address those things that have to be done

right and you want to see that in put put it in place or to get it moving. There are things uh that applaud for setting it up like funding for long range capital improvement. We can let things happen, i.e. let an HVAC system, you know, fail. That's right. Versus, you know, at some point you're going to have to replace it. So, plan on it.

That's right. So, you know, there's some things that we know will happen in the future and you can plan on it or you can let it happen. You know, you can kick it down the road, right? [clears throat] You know, our infrastructure has to be there in regardless. So we can either plan for improving it, changing it, upgrading it or ignoring or see it in the future fail or see it in the future

the other side of that coin. And if we go back to the past, we already know what h is happening now. We could take that knowledge with us and fix all that stuff so it doesn't occur. So that's another option. That's kind of why I was kind of like there's not there is not y'all can come back to your seats and sit down. There's not a right or wrong answer to any of that. Um it is really just the understanding that um you need the history and the data. You need to know your history.

That's right. You need to know the history. You need to know where Graham came from. Why Graham is where Graham is. you need to understand, you know, uh some of the trends that that are in place. We're going to talk a little bit about that when we do um goal. We we're not going to do a whole context max time, but um I am going to ask you the question about trend. And so, you need to understand the history. Where did Graham come from? What was the beginning of Graham? Anybody [clears throat] know how far a horse could ride a certain amount of time? Hillsboro. From Hillsboro.

All right. And then that was the beginning of Graham, which then did what? What were you? Anybody you know? Were you in Miltown farming? No.

Yeah. So really understanding the community and where Graham came from to be why, you know, why is Graham where Graham is today and why and what are the what do we need to leverage? It's kind of like understanding. It's a it's a shame that people didn't understand that that church was there and was really important. It's the same concept, right? got to understand why Graham is the way Graham is and really understand what opportunities there are then around in the future. Okay. All right. So, what I want you to do um is this is a fun little activity. If I can find it. Here it is. Um I want you to spend time No, I'm not doing that. I want you to spend time thinking about the gram you hoped for 20 years from now or 50, but let's say 20. [clears throat] And I want you to think about I want you to think about um writing a letter [clears throat] from your future from your future self, right? Thank you, future me. All right.

To your future self. You are your future self and you're writing a letter to you today. All right, more specific letter from your future self. So, [clears throat] it's really a letter from your past self. But here's here's the essence of it. I want you to say to say, "Thank you for serving." Okay? Thank you, Chelsea, for serving as mayor and on city council for so long. And these are all the things that I see in the future because you were there. A letter from your future. Okay. So I want you to describe what Graham looks like to you in 20 years, 50 years and all and and thank you for doing that. So think about things like the people who lives here. How do they feel about living here? What does daily life look like in your community? Uh what does the local economy look like? How is it connected to the other region? That's another big question because of everything that you've talked about. Infrastructure, what's working now that didn't that wasn't what's working then that isn't now? What does that look like? What do public spaces look like? What's the culture feel like for these people? And thank you for helping make that place happen. All right. So here, pick one and send it down. And that's your letter. And I really want you to write yourself a letter describing what the future looks like. There's an envelope in there for you.

And then what you're going to do is you're going to take that back as a little time capsule, too. All right. So, I want you to take that back with you and really, you know, kind of remember as a a sort of a tool to remember what you're really after. Okay. I have a question. Yes. Um, I love that you use that. Are we Yes, Bonnie. Honey, [laughter] are we going to read these aloud? Yes, we are. We're sharing them out loud. Okay.

Right. So, I'm going to give you I'm going to give you about 10 15 minutes to work on that. So, really think about, you know, thank you so much, Bonnie. I just, you know, this is the future you and I I know you went through houble toothpicks, but I want to thank you for for your commitment for serving the community because guess what? And then all the whats. Okay? You know, I bet I know some of you are going to put economic development, and some of you might put a pickle ball court, and some of you might put the best ever Italian restaurant is seated right downtown. And some of you might put that your partnerships are flourishing. And some of you are going to say your infrastructure is strong and you're connected to regional economic spaces. And some of you are going to say that the that your crime rates are low. And you know, whatever whatever really is really at the heart of your vision for this community, I want you to thank yourself for that. Are you having trouble here.

Not very much. This is stupid. Everybody

regist where do you stay? I I uh moved over the summer to Holton near Holden, like a supply sh area. Um and so today I come to you from there, but um I moved my father into my Fable residence. So yeah, and then I have grandkids in Fable. So I'm like my husband's like like fishing and I'm in watching my granddaughter do cheer competition. Are you grandma? Are you mama?

My mom was my mom. So I got kind of And your mom was my mom. So you have to be of course. All right. We'll give one more minute to kind of wrap up. May. You're a what? May

May [laughter] have special. that he's got problems.

He'll tell you why. was it? GG. Yeah. That I consider GG. Yeah. My my cousin and I became grandparents at the same time. And she's the mama. Her her mama was. So anyway, she had two mama. Yeah. We we considered Gigi though. That was that was high on our list. So we all went. All right. Are we ready?

Okay. So, let's hear a couple of vision themes. And I'm gonna I'm gonna attempt to group them a little bit. Um, so we can we can um really think about what might be our biggest vision theme. So, let's Who wants to go first to read their their their um letter? These are going to be great. Oh, you got pointed to. [laughter] I wish I had a Jim. I wish I had it. She went like this. [laughter] That's it. That's it. Everybody cuz I I told her I hope I can read my lighting. Oh, there you go. All right. Go ahead, Jim. What you got? First off, thank you for serving.

That's right. Future Graham is is pretty awesome. No need for parking. Everybody flies now. Got got a got two cool pizza joints. The beer is still great. People are digging the park. The shuttle to the pickle ball has been a huge [laughter] success. Cleaning water is no longer an issue. Population increased to 50k. Most of them live in single family homes. No more town homes. Sidewalks are everywhere. Everywhere. Everyone's healthy and the city is thriving with more small businesses. We even have our own ball team with stadium.

Oh, fancy. That's it. And no baseball with a stadium. All right. Shout out to pickle ball. Huh? Okay. I think I got I don't know. I got park. Um beer. Going to be park. Um parking or the park? You just have big parks, right? All right. Parking is not a good thing. So stadium driving. I love it. Thank you. Who wants to go next?

Oh, where are the [clears throat] [laughter] Okay, go ahead, Bonnie. Okay, dear Bonnie, this is your future self in case you forget. [laughter]

I want to thank you for making sure that Graham has clean water to drink. Thank you for the great parks we have and for giving us a large gathering space downtown with farmers markets, vendors, and events. Thanks for making sure Grand is safe and still walkable. Thanks for tempering growth with sensibility. No more condensed housing. Thank you for the flourishing businesses and keeping our small town deer. Thank you for the beer joints and and the great restaurants. Thank you for providing a welcoming community that continues to grow with respect for one another's values. Thank you for savoring our downtown's history going all the way back to the beginning. The future is so bright we got to wear shade.

A thank you. Thank you for [laughter] always trying to do what you thought was best even though it was unpopular. Oh, so awesome. I got farmers market events and um fun amenities. I know there was a whole bunch of stuff in there about that. And then I've got pizza. I'm just adding pizza joints here at great restaurants, great park, shuttle to pickle ball, thriving community, savoring history, multi with stadium. A double point. A triple triple

single family home growing with sensibility. That's right. Okay, Chelsea, that's it. It's you. Okay. Okay. Go ahead. Dear Chelsea, thank you for serving as the mayor. Slow down. Slow down. So I can write Graham. Okay. In 2045, we are seeing the fruits of council council's labor.

Graham is seen as a leader in the Alamance County community because of our infrastructure and offerings to residents and our downtown. Thank you for pri prioritizing community input and diversifying our tax base and dreaming big for grant. We are known as a place where families thrive, people are friendly and welcoming and industry is supported and rewarded. We still have an incredible small town farm and people still love Graham. Thank you for planning and investing in our infrastructure and supporting us here in 2045. Future B.

I love it. Hang on. Make sure I got it. Industry supported and recruited. We've got leader in Alamount County. Um, diversified tax base. Um, downtown far. Okay, that was something else. Did I get everything? Infrastruct as long as our infrastructure infrastructure is planned. Yep. Friendly people. Yep. You got it. Friendly. Savoring history. Know where we're coming from. Y friendly. Small town. Charm.

You're not a couple of me. These are great. I don't even need to facilitate. Be epic. This is awesome. Close everything out. All right, Ricky, what do you got? Ricky, thank you for your commitment, for your tolerance, tirelessly work to improve the water and sewer system. Thank you for working on the transportation and safety improvement and thank you for helping grants be and improving our

I love financially sound. We really haven't said that yet. And what was the last thing? Thank you for improving the parks. Parks. So great parks. I'm gonna put great park system. Okay.

Well, for me, I've been in these local government 28 years and um I've seen where it started, where it is now. And the [clears throat] improvements are great, but there, you know, they still fall short sometimes. Yeah. I mean, yeah. And that's why we're here to make improvements. Yes. Community input just didn't get put up there. Oh, community input. That's right. Okay. No, no, no, no.

I mean, you put it up at like community driving community and input or or whatever. No, but that was a big one on mine. Man, you're next.

Yeah. Dear Bobby, thank you for having served as a councilman for Graham. The fire department and training center built at Graham Regional Park was invaluable in keeping Graham safe. Graham downtown is thriving and continues to n to nurture the small town culture and sense community that brought you to Graham. The investment in the infrastructure has been a boom to the economy here. There's been a good balance of industry, new technologies with small, locally owned businesses. The quality of life for the residents of Graham continues to bring new folks to want to live and work here. The Alche Balloon Festival and Arts around the square have made Graham a destination the first two weeks of May. Thank you for your commitment.

PS, thanks for the cool pizza and beer. Is the balloon festival something you thought about or is that actually coming? We're going to have one come May. We've done it for three years. Really? This one? Huh? Is it going to be in this one? No, it can't. Well, it used to be done at the airport prior to 2000 and then [clears throat] it went into hibernation 25 years. Okay. Same thing with Arts around the square.

Is that downtown? Yep. Arts around the square is downtown.

All right. So, I tried to do a little bit of framing, but let's let's ask ourselves one thing before we break or we let's let's keep moment. Oh, I can't do that, can I? Um, I'm going to do this. I could maybe, but I want to write on it. So, let me ask you. Um, I could do this. What are some themes that you see here? some big theme. Pizza. I don't think she means that.

Safety. I kind of do, but let's reframe that. What can we say? Can we say driving local economy? Okay. You good on that one? Yep. Yeah. Break system. Yeah, you all have really everyone mentioned great park system, right? And clean water. Yeah, clean. The clean water makes the beer safe. Clean water. We combine that with infrastructure.

I'm going to put effective. How about that? Effective infrastructure. Yeah, sure. Sure. Yep. And I've only said that five billion times in my life, but um I get it wrong sometimes. Okay. What else? Financial [snorts] finance sound. Yeah. And all the things that go with that.

A really thriving transportation network. I think implied was um intentionally planned in all. Yeah, that said that a lot, right? Intentionally planned. But really what that means is like single family homes, growth with sensibility, like there's some intention and purpose behind that, right? Yeah. So, we've got save fire community input,

a thriving um community event. Um thriving community what events? I didn't mean cultural events. Oh. Um should we put that maybe in with the parks and wreck or is that usually where it is or something something different? So, Gray Community Park system with um large community events, engaging community events. Yeah.

And maybe um and services intentionally planning the community or engagement. I think under intent intentionally planned should also have the diversifying tax base. Oh, that that was intent would have been intentionally planned as well. That could also be under financially sound as well and even throing thriving local economy. What was it say the very first one you said?

Uh I said it could go under the intentionally plan but I mean Chelsea plan could go under the other two financially sound or driving local economy. There's a lot of places it could go, but I think it's important.

Yeah. Because in order to get that tax base diversified, you got to go you have to do um you have to get the commercial and the industrial and retail. Right. Right. Because that's what that is. I'm just going to put um residential, tax base, commercial, industrial, and I like to also put retail commercial because a lot of times business is retail. A lot of times it's retail and also small like restaurants and stuff like that.

Very good. All right. Well, so if this these are your vision themes, I'm gonna um while you guys get some lunch and we're going to have a working lunch, we're going to talk about the mission while you're doing that. Easy peasy. And then after lunch, we'll do both. Okay. So, um but while you're doing that, I want I'm just curious to see if I gave you four dots, which I'm going to go scrunch for while you're getting lunch. I give you four of them, which four you would choose. Which four you would choose as your top um vision theme on that list?

Yeah. Is this list all your vision themes? Does this incorporate all of them? Do we need to add another? If you had a good vision of Graham, you had a vision for Graham in the future. You want to think about it? Think about it. Go get your lunch. Think about it. I'll get some dots and then we'll reconvene at about Okay, so it's um 7 after 12. Let's take um let's say at 12:30 we'll start talking again. All right, we can eat, work, and we'll do that. Everybody okay with that? Yes. All right, great. Indeed.

Extracurricular extracurricular activity things. If I get mad, somebody says the wrong thing or whatever, I can just throw this hit by the head with it. That's awesome. Soften them both up. He's like, "How hard how hard is this to hurt?" Oh, it's still going to hurt. Still tough right now. I probably pulled them out like they're frozen. I got warm. [clears throat] They're They're good. These are nice and sticky. [laughter] Okay. I didn't do that, by the way.

Okay. So before we broke um for lunch, we were talking about vision themes and we have eight currently and we thought we would think about them a little bit, get a little bit more active, get some oxygen and some some calories in our body. So we have safety, thriving local economy with diversified tax base, great park system with engaging community events and services, clean water and effective infrastructure, financially sound, thriving transportation network, intentionally planned and community engagement. So when you're thinking of Sorry, I forgot to get out my stickers. um when you're thinking of a vision for your community, you know, really it's not it's really like community is engaged, right?

Not community engagement, that community is engaged. Um so that, you know, you're really thinking of of what brings this community together and forward as um as a thriving community. The dots.

All right. Are there any other thoughts before I give you the dots and really we're not going to we're so the the reason this is important is because that we're going to move right into goals. Well, we're going to talk about the mission but then mostly in the goals. And so I'm gonna put this um like probably right here on top of here. And it's going to be right in front of us as we as we move forward thinking about our goal areas. Um because we have to know how to get there, right? If this is what we want, we want a safe community. We want a thriving local economy. Well, what are the things that we need to do for that? Yes.

I have a clarifying question. Mhm. Some of these feel not redundant, but like they can be looped in. Is there any way we can put like intentionally planned with the infrastructure piece and financially sound with the thriving local economy or do we feel like that's not not overlapping [clears throat] enough? Um financially sound, do you mean um financially sound econ um economy for the community or financially sound organization? Yeah, that's what I thought. So, this one's different. Sorry, what did you say? Organization. Okay. Yeah. Means budget

making sure you have an appropriate audit, you know, those kinds of things. If you look across the board right now, the state has taken a very huge on and counties that are not maintaining a higher level of well they can't even sign a budget and they're trying to take over all the cities. Yeah. Whatever. So I don't worry about that. I just don't want them coming out. No.

And then I [clears throat] I think the question then is is this one a lot like this one? I mean they're very this one has a lot to do with um you you might you know this one might be stakeholders and um growing bigger fish you know like industrial tax base and stuff be economic growth I would put it more under four with the effect of infrastructure intentionally planned [clears throat] we've been talking a lot about just making sure our our structures are in place for sidewalks and water and sewer and paved roads and things like that that will defer to the rest of council things.

So by intentionally planned did you mean I thought we were meaning like as in this part like single family homes growth with sensibility which all relates to the infrastructure but it can relate but then this is like planning and inspection about it blow that out. We have development ordinance because that is intentional. Then we got a our code of ordinances. [clears throat] Right. So for right now, we're we're going to do a little bit more work on these things as goals. So just by themes, I'm going to leave them with one, two, three, four, five, six, seven, eight. just to see what the themes look like because as a vision statement you can word smith this all day. Um I just am curious to see um from your perspective which ones you think are the top priority that come out. And then as we get more specific in the two the the um two you know the um one to twoyear goals we'll do a little bit more work on that

safety grab police and fire. Yeah. Is that okay for everybody? Police and fire. Yep. Perfect. So how this works usually is if you were going to craft a vision statement you would say a safe community that is right and then your two and threeyear goals might have something related to services that you provide police and fire. So you might say we want to maintain you know you might have a goal of you know to ensure a safe community right

so it sounds a little redundant but you have to have a vision you know you have a vision state for your community we want to be a safe community your goal might be to ensure a safe community but then you would have say objectives of you know to ensure crime rate of you know of whatever and to ensure response rate of whatever and that kind of thing and then you might have a key strategic action that might say oh we need to build the fire uh fire station. Does that make sense? Yep. So, that's that's kind of how we're going. That's that's that's kind of what's next. All right, everybody. Come on up here. Let's get your dot. Oh, man. Now, I'm full. Oh my goodness. We might need to go for a [clears throat] walk.

Wake up. Got walk. Yeah, gets four dogs. There you go. I'll second that.

Funny how

I think I'm gonna have that one for the for my goto tonight. on the ride home. That will keep me going off

there. Just in case emergency booth those streets get dark. They started doing that number [laughter] difficult. I only get four. I know. They're all important. They are. I mean, it's like 22 of them. Yeah. Oh my gosh. Well, I'm ahead of it. [laughter] I'm from Baltimore, so I like North Carolina.

I am not really here. I just not really there is no wrong answer. [laughter]

I tore one of my dots in half. You don't mind, right? [laughter] Oh, and you know what? And okay, nobody did it yet. You can't double dot either. You can't double dot something. No, that's why I give you each individual box. So, you can see as long as you're playing, that's just wrong. We're doing pretty good so far. Yeah. I don't Yeah. And I don't also like I'm glad but because I also don't keep track of what you I have a question. Can I have more dots? No. [laughter] I know it's hard because It is it's really difficult to see. [laughter]

I'm not even that one yet. They are all important communities also. Exactly. And you all individually wrote about it in some way, shape or form. Um this is just a way of like if you were gonna take this and write a vision statement and it got really long. I use this to try to figure out what has to be said in a vision statement.

So like and it and you could combine some of them too like to mean certain things but they don't have to be there. Um because your goals should speak to a greater blowout of the vision state. you know, vision statement should be um well, I'm going to talk about that. I'm sorry.

All right. [clears throat] So, let's see. Let's do a little analysis. So, we've got one, two, three, four, five. Here we have One, two, three, four. Here we have one, two, three, four, five here and one, two, three, four here and one here. Okay. And one. Yep.

All right. So, pretty It's funny. So, the top four. Let's just do that one. Safety, thriving local economy, great park system. Sorry. Safety, thriving local economy, clean water and effective infrastructure and financially sound organization. Okay, I get that. And the reason I get that is because for all of those things to happen truly too, you have to have a lot of that going on as well. Um, and I'm I'm a little So any Okay. So, what do you all think? It's hard, isn't it?

Yeah. I mean Okay. So, let me say all are important. I mean, like like Chelsea said earlier, you know, some of those could could be combined. I mean, like you put great park system, engaging community all under thriving local economy, you they could all be together. Yeah. I mean, technically, yeah, we just blew them out because those are our themes that came across in your individual letters to yourselves and really thinking about what Graham looks like in the future,

right? So this is a really So what this does is this is a really good um base if you wanted to take this base and create a vision fe a vision statement from that. Um I don't see where that's I don't see where that's lacking at all. And most of the time like for a vision it's externally focused. Oh okay. So leading with vision. So a vision statement is [clears throat] externally focused, right? Not internally focused. It's what you see because of the things that you're doing, right? It's exciting, big, clear, [laughter] inspirational. It is where and what you want to. Okay. Um the other thing that I I want to talk about just briefly is that your vision statement is just what do you want to, you know, what do you want for your organization? What what do you want future generations to look like? Okay.

Your mission statement, which is what we're going to take a look at just real quickly, is why do you exist? And what core purpose do you serve? We're just going to talk about it really quickly. Core values are your values and beliefs and attitudes. And then really, we want to spend time this afternoon before we all tank on on the stuff we just ate is doing some strategy mapping with goals. Okay? and then together that is a real that's the full strategic planning framework. Um if you were to develop like a full strategic plan all right um aligning your organization for success. So I'm I I really wanted to show you this one [clears throat] graphic and that's where you take the strategic planning efforts, you set your priorities, then you allocate your resources, then you implement and integrate that for you then to look at the results that you are achieving so that you can like improve and get data and feedback from your citizens. So you just kind of start it all over again. So it's not a oneand done. Should never be a one and done or it is a poster. Okay. So even when you guys say, "Oh yeah, we'll take this vision statement, throw it in, you know, we'll we'll, you know, word smith it some and see if we can't, you know, throw it around a little bit and bring it back and say, "Yeah, we have a vision statement. We might even have a vision statement. We have goals." That might be something you want to adopt. It still shouldn't be just a poster. It has to be something that's living and [clears throat] breathing and you're using it to actually make changes to um your organization and to your um for your community. Okay. So, let's talk about the mission statement. What did we say the mission statement was? It is your role. [clears throat] your role in pursuing there is the vision. So

[laughter] that never mind. I'm not putting that up. No more. I'm just not I'm not doing it. I mean I'm not very vain, but that's that was bad. Okay. Mission statement. Okay. I really not but I'm just gonna put your role.

Okay. Um so, um what this looks like is and I I just give an example because it's it's easier. I think people understand that a little better. So, I was working with a community and I got to their mission work and their mission statement. And it's important it I know some people gloss over that a little bit. Um but it's important to at least talk about what your role is. Um because when we got to the goals, um this is why I don't like skipping vision or mission because we got to the goal areas and their goal areas as a municipality were started being like schools, homeless, workforce development, mental health. And I'm like, okay. And I'm like trying to make it make sense in my mind. And what it was was a very new a kind of a new comm community a new board. And they were experiencing something that they wanted a shift in focus, but it really wasn't their mission as a municipality. That was like, is that your core role in pursuing? Not I'm I'm not saying that we shouldn't have that. I'm saying what is your mission? And remember back when we talked about um what our team commitment here would be, one of the things was that I really loved it was the ability to come to a decision in a timely manner and make sure the actions are focused upon and followed through with. But if you have those things in your goals that aren't part of your mission, you're gonna have trouble doing that because that what what would what we wound up doing in that case is we made a really big goal of um stake collaborating with partners and stakeholders and community around those issues so that there was space for it but it wasn't [clears throat] it didn't drive the entire organization

because otherwise you would not be successful. That is just an example. Does that make sense? Okay. So, um, so we've completed our vision work where we say we're going to do we're going to be doing all these. This is this is what the vision we have for our community. Our mission statement is our role in pursuing that. And so, one of the things um there are a couple of questions to ask. Who are we at the core? Who are you? I know it sounds silly, but who are you? your council. We are Who do you represent? Your organization represent the citizens of

Graham. But your organizational role, what is your organization to serve, [clears throat] right? To serve citizens of Graham and they are a municipality. Right. Right. or public services, right? Something like that, right? That's core number one. Who you are. You're not school board, right? Not the county. All right. What is your purpose? Is to serve the citizens, right?

To be good stewards of the tax dollars we collect. be good stewards of tax dollars dollars. Yep. All right. That's a purpose. And who do you serve? [clears throat] Citizens of Grand Residents or citizens? Residents. Not the ones that want to move here. [clears throat]

So, I just came from a strategic planning meeting that they they talked about. Do we also serve businesses in the community? Because they may or may not be residents. Yeah, that's true. That's why I'm I'm just bring that to the table because that's because it just happened about residents and business owners and grand business owners, city business owners. Put both of them in there. We as a city, but but we're not elected by those business owners if they don't live here. So again, it's you know,

so again, you got to go back to the vision and say, what is your role? is [clears throat] your role to to certainly to serve, but also um and and maybe even represent, but you know, maybe there's some what what I'm hearing you say is there's some wiggle room for that. We don't have to word it today, but a wiggle room for that.

It is because we're the city part of county city. We have such a diverse amount of people coming through here system. There's probably 24,000 or more cars coming across here. So, we're we're much more dead than others. I would say that our role is to serve the city business owners, but we're accountable to the residents because they put us in office, but it's our role to serve both residents and city business owners. Okay. And

these are just these are just ideas. But I'll just say when you see the business owners, [clears throat] we've got some industries here that are the owners actually don't live here. Right. That's what I meant. Yeah. Yeah. Yeah. That was the debate. That was the open debate. Yeah. Because really our we serve the residents, but we we also serve the how this

Well, in doing so, we have to kind of support the local business. Maybe support the local business, but we serve the residents [clears throat] and support the If you think of serve and service, like we literally take out the trash for some of these like we we do serve the businesses, we provide services too. Yep. We you know, [clears throat] I mean, sure, there's like people in the county then too because some of them use our water. But I don't see we got the county, but we're not elected by them. what I'm saying

but the main so what you're what I'm hearing um from this discussion is there's some room but really we need to make sure that's we underscore that that's the priority that's the priority y and what makes you unique because otherwise your mission state is going to look like and it's not wrong to look like every other city ever but is there anything here that makes you unique You mean the board itself or No, the organization. So, your mission statement when you when if you had it complete

should be short and memorable and and it should it should um explain employees role in pursuing that vision. So this goes for your employees just like your vision would would be um your vision statement also will be your vision it's your direction right just like the Alice in Wonderland it's saying which way you're going to go we are heading this way right

well one would be the public safety and welfare of every the public safety and welfare. Yes. Inside city limits. Yes. Graham now by welfare

for or basically anybody coming through the interstate, you know, we take care of them. But our primary role is is people who live and take and when I say welfare that's that's where police and fire rescue. Yeah. This word would need to be defined I think. Yeah. because that's a broad that's really a broad term you know

so remember this is your role so when you want to really think about mission statement this is also another way to think of it is what is your purpose promote general welfare quality of life of the resident program I would say quality of life maybe instead of welfare you okay And you know because that would include infrastructure and everything else you know transportation whatever it is you know and you could also just say for the city of Graham.

Yeah. So that it's not so we got the ETJ. Everybody good with that?

Yeah. Okay. All right. So this little segment into the mission statement before we get to the goals is really to understand that we can't you know that it is to understand what your role is and your purpose and that is it everything. So now we got to figure out what what is it that we need to do in the next two to three years to get to that vision and then what is it that we have to do in the next 12 to 18 months right that help us move that needle forward. Does that make sense? Are we all good with this to leave it? not well it's it's not a well articulated mission statement but it is but it but it does it is theme right and if you want it wouldn't take much to get you from a theme to a statement okay with these things as the main

running out of wool I am I usually do. [snorts] Okay. All right. So, what I would love to do now is Andrew, can I have you help me pick that up and put that just put it right on top of Okay. [laughter] Oh my gosh. Did I say Andrew? Did I really? I didn't. Did I? Yeah. Aaron, I'm sorry. My mama's there my whole life. I'm so sorry. I see you more than I ever do.

Thank you, Aaron. Aaron. Aaron.

Yeah. Okay.

I don't think we're going to need this again, but All right. So, let's talk a minute about goal setting and what that looks like before we actually do it. All right. So, we're gonna um review our strategic goals. Actually, in your case, we're going to we're going to develop some um we're going to talk about what that goal this is a strategy map. So, for you all, we'll use these um bubbles to articulate goal statements. Okay? And then from there, I'm going to ask you, well, what does this mean for our community? And I want you to really try to not think of projects for a moment. Okay? Just think of what it means for the community. What results I'm going to keep saying, well, what are the outcomes? What results are you hoping to achieve? What are you trying to achieve? Like what a low crime rate, for example. um a low response time, a um high quality water. We don't know what that I don't know. I'm I'm sure there are performance measures that your staff can fill out if you if you deem that necessary and important to you. I'm sure they can figure it out. But for your community, it should be something your goal should be something that number one you remember, you could talk from that you can use in your communications with the with with um residents and your stakeholders. And so they really have to be meaningful and also just kind of simple like strategic plans that are um and I have built some that are very detailed underneath are fine but you have to be able to articulate from that. You have to be able to communicate what you're what you're hoping to achieve. So that's kind of what we're doing. And then we're going to prioritize um maybe the goal areas, but if we get to projects, which I think we will, I'd like to prioritize the projects for staff just so they can understand if there are projects that

come up, what what ones um if they're new um they can understand a little bit more about that and then what kind of priority you put on that um in the face of all the others. So priority means um that you're looking at, you know, a bunch of things in a basket and you're saying that and that are a priority. When you put new things in that basket, shake it up, you got to do the same thing over again. Make sense? Okay. All right. So, this is just a way I call it a clarity cascade. You have a goal statement. You have objectives underneath of each of those goal statements. Today we're not going to do like specific like you know school government objectives. We're really going to talk about what outcomes you're hoping to achieve for a community. And then you'll um have usually um like more mature strategic plans will have key performance indicators and strategic initiatives or strategic actions that you need to take in order to get there. Right. Today we're just going to really focus on a goal statement. what what that means for our community because sometimes if you just ask that question you get to an objective anyway and then you could say whether or not you want to improve you know we want to you know so safety for example safe we want a safe and secure community you might say well it means we don't have a crime rate you know or our crime rates low so a well-worded objective would be to ensure you know a decrease in our crime rate of 5% over the next fiscal here. So that if you were to go to the school of government is how they do you know objectives but you know from a practitioner and you know standing before a city council you don't have to go there right now. Right now we just need to know what the priorities are. Okay. All right. We're going to do some strategic mapping. Um and here's how I'm

going to do it. I am going to ask you to think to yourself in your book. Um, I want you to come up with three goal areas having gone through the vision. And actually, I'm going to move this. I don't want you to see this. Even though that's what you carried in, I don't want that in your line of sight over here. All right. So understanding your vision themes, what you where you want to take Graham, um, and your mission statement, your role in pursuing that. I want you to come up with like your best three goals and they don't have to be well articulated. And goals, remember, are big umbrella. You can think of them as big umbrellas, right? And the other way I like to think [clears throat] of a goal is from the perspective of an organization and from your mission. When we're all done, we'll do a little we'll do a little um kind of round robin and thinking about it, thinking make sure we don't miss anything because what you don't want to do is miss a big part of your organization and they don't see themselves in your goals in in in your goals. Like they should you they should see themselves within your goal areas, right? You should have direction for them. If not, if they're not the priority, then what is, right? We'll do our prioritization based on our 12 [clears throat] to 18 months. Does that make sense? All right. Spend a minute and think of two to three goal areas. You don't have to you don't have to draw them all out. Just give me a big umbrella. What is a goal area?

All right. And would this be a goal area? [clears throat] replace all the aging water lines clips. So let's talk about that. Bas water lines that are older than 75 years. That is an objective. So the bigger thing would be upgrading the water

to to um to maintain an effective infrastructure program that ensures for the growth and vitality of grant. Then one then we'll say what does that mean?

Yeah. Okay. clean water, [clears throat] replacement on time of everything, you know, maybe it means sidewalks, maybe it means I don't know what that means, but that's kind of the bigger bubble. Like, so think maintain effectiveness. Um, here are some other words. That's a really good um question. So I see a lot of um to ensure to maintain um I don't like this but we can start with to provide and then I always see words like excellent high performing Um, yeah. I'm going to give you a few minutes to think about that and then we'll do a couple and then we'll we'll see where we are. You got some already. I don't want to drive the tree.

improve. Mhm. Everybody good? You want to start?

Okay, let's start with one. And what I'm going to do is write them on here and then we'll move them around if we need to. How's that? Okay. Um because we might decide that we maybe we need another bubble. Hope not. Might be condensing some, but we'll see. All right. Um you were done first, Chelsea. So, what do you have? Gave me one. Um you might have to help me frame this.

Okay. But it's to ensure that backdated infrastructure is brought into like it's completed. We we've got roads that need paving and and water lines that are all um past due for maintenance.

Okay. [clears throat] All right. So, I'm going to start with this. So hold tight and see how this goes. To ensure infrastructure is wellmaintained. [clears throat] Um let's just start with that. So what were the things that you said in there? Streets. Did you say streets? Streets. Um

okay. big streets to uh fix overdue water lines that need repair and replacement. Okay, this isn't going to be pretty, okay? But this is how we do this uh strategy mapping. And then what happens is it can get prettied up [clears throat] later. We just need to know your direction. Okay. So, you want um an increase in street pavement, right? Or at least Yeah.

You want it maintained or so in my head it's two thoughts. It's a we need to get caught up from the stuff that we are backdated on and then I want a strategic plan forward of how to stay that's the project. Yeah. the what's the project because that's a goal to develop a strategic plan. Yeah. To develop the schedule of blah blah blah blah that helps you do that. So right now your expectation for community is that streets are paved um in timely manner but you haven't you don't know what that manner is because you don't have [clears throat] a schedule or you don't know about that yet. You know what I'm saying? Like there has to be a schedule right? There is a schedule.

Oh there is okay there is a schedule. Well, then that would be your performance measure, right? So, did we get those streets maintained on that schedule? Yes or no? Or how close were we to that? But for right now, way off. We have those metrics. So, the goal is to get caught up on everything that we're falling behind on. All right. So, stream because we have those KPIs. Okay. So, those would fall under them. That's what I'm saying. That would fall under them. But you're saying you want it in a timely manner and caught up. Yeah. Okay. Got it. For both the streets down the water line to be and caught up is what you're saying.

You want to catch up? Yes. Okay. All right. Anybody else with an infrastructure one? Anybody else that has an infrastructure goal? Connect all our sidewalks to nowhere. You mean connect them to somewhere or nowhere? Connect somewhere. Why? What does it mean for resident? You have the younger generation, they like walk a lot. So that gives people the ability to walk to grocery store.

Right. So I have connect sidewalks and increase walkability to increase walkability. Right. Great. Anything else we could think of infrastructure, streets, roads, water lines, sidewalks. I mean town like power but see that when you talk about power that's really a Duke energy it is the but setting the expectation that [clears throat] our downtown has the the growth potential. Okay. So, let's go. Let's let's talk about, [clears throat]

you know, yeah, I I hear what Chelsea is saying and I I agree is how [clears throat] do we convey to Duke Energy? That's it. That's it. They need to create the electrical capacity of our [clears throat] for our community. Okay. So remember when we talked about stakeholders, Duke Energy stakeholders. So one of them is Duke Energy, right? Yep.

But that isn't necessarily like a goal. What that might be, right, is um does anybody have stakeholder goal? Um community engagement. Okay. Yeah. What is it? To have the community I [clears throat] don't have it. No, don't don't don't just say um so you just want community to have to have the community input heard and inform our decisions. Okay.

And stakehold stakeholders. Yeah. And uh well don't put on it. Is this still under infrastructure? No. No. This is where are we at now then? Now we're going to do a different goal because we just decided that that wasn't really where that needed to go. So we're going to go over here. We're creating another thing. Yeah. Sorry. Okay. Because there was some well there was a Duke energy conversation and then that really wasn't there. It needed to go somewhere else. And then I said does anybody have a community engagement? I mean that can also apply to uh a lot of our roads don't belong to us. to belong to DOT. So that's right. So we have to be engaged with DOT as well. Correct.

And convince them can you know they don't do anything in hurry. So

something like this is so I'm just thinking to ensure effective community engagement and stakeholder engagement but there's another way of saying all that but we get what we're saying. So it got for right now. Okay.

Holding on you, Bobby. What do you got? Something new. How about another goal that you wrote down? I think about providing a an environment that will attract businesses or to create an environment conducive to [clears throat] bringing new businesses together or [clears throat] industry. industry

say economic development for now develop yeah and then we'll do I think that yeah to create the environment that kind of effective effectiveness okay and then you said um so you want to diversify revenue. Yeah. For what do we say? Industry, commercial, retail,

retail and then of course cost basically. Okay. So you want to diversify that. So that means you're diver diversifying that the tax base not revenue. Yeah. Yeah. That's what you were talking about in that. Yeah. And example is we do not want to be solely dependent upon one industry like right Burlington used to be textile right

and when NAFTA was passed all the textile industries relocate we don't want to be just a distribution hub because of the accessibility that you know the interstate because you know we got UPS, Walmart, Amazon, you know all these distribution hubs and if the economy should tank those are the first things they'll close. So what okay so diversifying tax base we get that piece of it do you have what other what does it mean for a residents what else would an effective to create that environment for effective economic development what else might

property tax saying what what are we doing to ensure that or what is the outcome of that yeah what are the outcomes what outcome would it be for the community we keep a low property tax rate okay insure local jobs.

Do you want to say low tax rate or responsible tax rate or relatively like how how right now municipalities we've we've reduced our property tax rate for the residents. the only one. All the other municipalities in Alamance County raise their property tax. We're not always going to be able to do that. So, I think being respons saying they're responsible. Yeah. Would be better because, you know, we're not always going to be able to say, "Hey, we're going to lower your taxes." So I mean I don't think

we were able to lower taxes because we found additional revenue stream. Oh, are they permanent? I think they are. Some are. That's why I say it's kind of a fluctuation thing. I mean, I don't think it's going to be like something we're going to be able to do every time. Just being sensible. You know, as the city grows, we need more police. We need more fire. We need more everything. So, you know, I would say maintain a responsible tax rate for the residents. Are you okay with that? Reasonable. We'll say reasonable tax rate.

Too late. You guys can word that later. All right. So, what else does that mean? do it. Does that mean are we going to do planning and development in here or does someone else have a different goal for that? Yeah, I was going to say, you know, maintain like effective uh growth management. That's what I'm looking for. And it and it goes back to [clears throat] being financially responsible. This is for what? The city.

Okay. To maintain effective growth and development. All right. So, city. Yeah. For the city. But what does that look like? Um, does that look like um updated UDO? Is that what we're talking about? Yes. Yes. Yes. Yes. Yeah. Yes. Absolutely. Okay. So, I'm just going to put UDO. um planning comp plan finish off the comp plan [clears throat] okay but we're going to wait for that but I but UDO comp plan are part of it because what you would say is maintain

um relevant um UDO planning procedures comp plans and that kind of thing but then your project your 12 to 18 months that's when we're going to talk about projects like okay in order to have that if if this is what it means, you know, responsible or I'm sorry, effective growth development for the city and it looks like that you're going to maintain that. The next step, we haven't gotten there. It's going to be like what projects what what is your action plan for the next 12 to 18 months? What are the projects? What are the new things you're thinking about so we can prioritize that and then we line them up to the goal areas? Getting clear? Yes.

Okay. All right. What else does maintain effective growth and development for the city mean? What does that mean for citizens? What outcomes are you hoping to achieve by that? To keep our small town farm, keep double down, maintain a high quality of life,

a place you can reinforce. So this is really where you're you're really maybe working to you know for for them it's like okay yeah we have to do this growth but also it needs to be controlled and ideal and if you have a controlled and ideal development for the city you might also have um like what does it mean for your planning and inspections folks or code or you know anything like that. Do we have all those those people here at the city?

All right. So, what does that mean typically for for what is the outcome if you have an effective growth and development for the city? Well, it lessens the burden on on our, you know, city inspectors and whatnot. You know, if it's reasonable, they can keep up. They don't fall behind. So it also helps us to keep keep up with services that we have to provide for our trash pickup. That's the trash somebody's trash on city services. I guess

I think it's the first time I've ever put like solid waste under like growth and development. But I get it. Well, it's all connected. I mean, I get I get it. I get why you're doing that and where we're going. But I mean, I see it. I see it in my mind's eye like this is really effective growth and development for the city. So it's it's planning but then it's also planning with the essence of maintaining you know that charm that specific charm quality of life identity and and that's fine because those are all your strategic plans, right? You might also [clears throat] want to put a strategic plan in here like maintaining that

you know so that you're maintaining that and then also you might say to um effective growth and development for the city and maintain you know core services or I don't know that could be but that's that's kind of where I thought you were going with that that could be separate you know for residential versus industry too you know I mean those those goals could slightly different because, you know, we we want to get more industry in here, business, we get more tax revenue from that than we do from residential, you know. So, I mean, I I don't know if we should split those up or leave them all together, maybe.

I don't know either, but we'll just get them up there and see. [clears throat] We need to add a big pink one for public safety. We got a fire station. have uh ensured safety of our community. That's always what it mean. Okay. Big old pink one to back. What does it mean for them? You're a citizen and you have to explain. Uh our fire your house in a certain time. That's right. Response times. Response times. Yeah. Response times, right? Low response time. Low response time.

Low crime rate. Low crime rate.

Um, do you all have code in I keep going back to code. Is that in here somewhere? Because sometimes people don't think of it there. They think of it more like the one up there. Yeah. It's really code enforcement. So, it goes along with all of our UVO stuff and everything else. Oh, okay. So, just my opinion, but No, I think that was the opinion of everybody.

I think we're good. And if Rebecca's sticking something up here and you're not you're not good with it, let's talk about it now so we can move them around because we do have the option. That's why I put them on stickies and not on there to to move them around. Anything else for safe and secure community? Johnny, it can even be about lighting downtown, you know. Um, you want to create a safe environment downtown, you know, just like we were just discussing in the last meeting about the crosswalks, you know, putting up the lighting for the the crosswalks, the flashing lights, you know, which was a great idea. So, okay. So, I have crosswalks, lighting, pedestrian safety, [clears throat]

traffic, maybe even that's what I'm hearing. That's great. Good work. fire department. Oh. So um maintain um provide appropriate um I was thinking um building and equipment because then what happens is because this should last two three years because then what happens is and this is really another No,

because what happens then is that you could say this year is 12 to 18 months because we don't have that. Well, I don't think we have that, Rebecca. Well, then okay, then what do you do? Oh, we're going to build a fire station here. So that 12 to 18 month project comes on because we're not we don't have this or we don't have that or maybe you're saying you know I'm hearing from residents or we're hearing from staff or we're hearing that this this needs to be worked on that needs to be worked on. So then you start connecting your 12 to 18 month priorities with actual goals that makes that that everybody gets [clears throat] behind and you have a common language. You could say, "Hey, I really don't feel like we're doing this because, you know, and and we need we need this." And that's where strategic plans really get implemented. When you connect your budget requests to these things, too, and so do your departments.

We need to figure out a way mechanism to bring this offices. So um to maintain effective coverage yes for PD fire. Now the project might be that you need to look at it

if you feel like this isn't happening. So, what I'm trying to do is keep you to what are the community outcomes that this means. We're going to get to the projects in a second. All right. So, let's look over here. We have safety. Um, you guys talked about local economy, diversified tax base. We got that intentionally planned. We got that. We have community engagement.

Not really. We talked a little. So we got we didn't really dive into this too much. Um we talked about partnerships. So so really this would be stakeholders partnerships and there's a lot that I see go into that even to the degree of intergovernmental like state and federal legislative agendas and things like that. But let's for a minute talk tell me what community engagement means to you like what would be an outcome like if you were talking to a citizen what are the outcomes that citizens you think they want when you say an effective community engagement what does that look like what are the outcomes

okay for me it would be for our person off the street to be able to understand what we're doing and whether that means that it's increased transparency or increased accessibility like that they are just more interested in what we're doing and more interested to to share their voice in that process. I don't know how you put that on a sticky note. That's your job. [laughter]

Your increase in transparency. So really this is increase in information. um sharing. So for me that looks like I'm going to put this right here for right now. For me that looks like well what are the what are the tools and the methods? So then it becomes about tools and methods. So and that's your KPIs. All right. So really not an outcome but how you would get there is you know your KPIs would be well how many social media users we had, how many lists we had, how many that you know, how many how many information [clears throat] or press releases did we send out? But, you know, the the outcome that you're hoping for is an increase in transparency and increasing in information sharing. I got to be honest with you, if you can figure out how to make people care about local government, let me know because you could come on board out there. You can lead a horse to water.

That's right. But you can't make them come to a meeting. No.

And and and you don't want to start that off. You don't want to start that off with the expectation that you are going to make. You can't make somebody do something. You have no you have no control over what they think, say, and do. You only have control over what you think, say, and do. And as an organization, same thing. Your role your role is not to make everybody feel loved and hugged, right? Your role is to is to create this environment for them. But I'm telling you, it's rough out there and you can create and do [clears throat] and have events certainly open up, you know, and and do things. But just just know this is Rebecca's little side note as um uh also coach that I have heard a lot of people bang their heads against the wall who are communication and marketing people and they're like but we did this this this this and this but you're not bringing the people to the table and so I did I I think I told you one time I was I did a co social capital survey and um we talked about the people were more willing to give blood. That's true. Than go to a civic meeting. Um and also though you can also study and look and maintain and also it doesn't always have to be fancy and some big huge survey. Think about your community and where you can touch the most people. So for one community I worked with it was interfaith community. Like it was like at the churches, okay?

Like it was just at the churches. And so for them, they chose to go to the churches to give information out about public services to those that would allow that kind of thing because that's where the people were really engaged.

So sometimes you got to go to where people are really engaged. Is that appropriate for everyone? I mean, I don't know. It just really depends on how serious you are about that. Um, and also stack capacity and also priorities and also all the other things. So, you know, all that's for you all to debate. I'm not saying that that's not a great goal because it always is. I would always say it is because that's one of my pillars of high performing organizations. How do you do that? That would be your project. How do we have an effective communication strategy? Do we have an effective communication [clears throat] engagement strategy? I don't know, but that could be a project. Right now, we're just saying, "Hey, I want an effective engage. I I want an effective communication engagement strategy, right? And that reaches as many people as we can. [clears throat]

As as the city government, our responsibility to provide a safe environment for our residents. We can't be trying to do everything for everybody, right? [clears throat]

You know, we we need to stay focused on the core responsibilities that we as a city council have. That is providing, I said, a safe uh environment for our residents that when you turn your water on, the water's clean, you get electricity services that provide and we got to do that with the the resources we have available to us,

right? tie that back to the old your return on investment. That's right.

Well, I mean, just to piggyback on what you said a while ago, you know, we have a city page. We post, you know, the meetings of every single meetings, you know, the summaries on that page. You know, we tell people all the time the information right there, right there. People would rather go on social media on a whoever created this website and say, "Well, I heard that this happened and I heard and this is despicable." And then everybody piles on and nobody has the real truth. They can't get it from social media. They can't get it from the newspaper. They can't get it from anywhere unless they go to the city page and look at it and see what happened, you know. But again, there's so much crap out there.

Yeah. That, you know, people just throw out whatever narrative they want to run with and then people run with it because all that stuff sells. It's all about money, you know, and people don't care enough. pick up the phone and call the city or go and talk to the city manager, make an appointment or go on the city website and look something up. You know, they want to be spoonfed a bunch of conflict.

And I think that's the problem that I have with the whole social media thing, you know, is that everybody gets on there and then everybody piles on, no, I heard this. Oh, I saw that. Woo, you know, and this is terrible and that I'm I'm not going to vote for that person the next time around and all that nonsense, you know. I mean, and and it just Yeah. They take what they see there as the gospel truth when really it was someone's opinion about a little snippet they read or they heard or somebody told them, you know. Yeah. And I don't know how we fix that. How do you fix that? How do you combat [laughter] that? I mean, How do we fix that?

I would say it's very difficult when you don't have trust, you know, with each other and it's very polarized and, you know, typically, you know, if it's controversial, that's what's that's what's going controversy sells, right? I mean, look at our our TV and movie industry. Yeah. Look at look at what sells. It's it's not all happiness and you are not alone, right?

We're not alone. So I put telling the city's positive story over here too. I think that's part of what you're saying. It's like what like engage people, get people engaged in number of participants in some kind of events or some kind of civic engagement of some kind, right? And that's fine. That's fine. I'm just saying that and also we you have to have the other thing about that is the more that you could show value to their engagement the better off the more the more folks will be engaged. So like one thing that folks like to do is understand um customer service here. Do you have a customer service initiative at all? I was just going to say it's almost like a business and and how do they retain customers?

Correct. That's exactly it's customer orientation is what you're talking about. Yeah. Like it's what is it the 8020? Yep. That 20% of your customers are the ones who are actually your business and and [clears throat] those are the ones you concentrate on retaining. But for a city we need to concentrate on getting that 80% involved. Yeah. And could we have like that?

So, one thing I did was a one thing I did personally, it was a cafe conversation. But again, year after year after year, suddenly you're noticing the same people. So then I was like, I went out to the community, I went out to this, I went out to that. But I spent my free time doing that. Like that wasn't the city didn't pay me to do that. Yeah.

Um, I spent my free time and drove my kids absolutely berserk going to all kinds of different places to get people different people there. I also drove my staff to all over the city um to go to different um uh rec centers and that kind of thing. So, there are ways to do it, but at what cost? You know, you could say, well, I want to do a communication strategy and but do you have the funds to do it? Um, are you going to do like you said, look at customer service and look at priorities because you can do um you could find out you could you could do a citizen survey, okay? And I know I know a couple companies, one I use all the time, but it costs money and they'll do a scientific methodology survey, you know, within 95 95% and all this other stuff. And and you could do that and you could find out what citizens priorities are. Are you willing to take that data, but that's just data and then incorporate that into your planning process next year?

Thank you. I'm just saying that's that's sort of where you are. There are folks who want this, you know, a lot of things, you know, then when you say, are you willing to pay for it? Yeah.

I mean, Graham provides a lot of services to its residents, which is amazing, you know, and our residents take it for granted. I mean, when you talk about trash pickup lawn, you know, the the trees and all the things that the public works department work, you know, all folks people don't realize that a lot of they don't get all these services. They're like, you know, you don't have to pay for. Well, it's like you said, what 40% of our community is on a fixed income,

right? You know, they might want this, this, this, and this, but then when you go to raise their tax rate, so you can give them this, this, this, and this, they vote your butt out because I'm mad. That's what happens. They get very upset with you. And the wor the worst thing about reality the worst thing about what is talking about we used to see that have no tax in we're we're basically tied to the county. They set the tax rates. They set the values. All we get to do is tax. You don't you don't set your own tax rate.

Yeah. Well, we set our own tax rate, but what he's saying is the valuations on the home. Oh, no. I know that the county does the evaluations, but you all set your tax rate. Yes, we do. You can increase the tax rate or decrease it as you said you did before. Yes. You want parks. Okay. You just are dying for that other thing. Everybody's balanced. [laughter] Um, so parks and services maybe or whatever or is it just parks?

Let's see how this rolls. I'm just just making. All right, so parks and wreck. Oh, sorry. It's getting late. [laughter] It's getting late. All right. Parks and wreck. So, what what does that mean for citizens? What does that mean? Activities to engage their their families, their kids, you know, I mean, the kids here in Graham. I think our parks and rec department does a great job of engaging the kids in Graham and giving them programs to keep them active, you know. So, I think part of it.

What else? What do you think, Jim? Haven't heard from you. Like, you know, the activities, of course, it's going to improve their health. Um, that would probably

quality of life and health. You want to sound like a health department, but I get you. Yeah. the general well-being of the citizens and some some the business owners [clears throat] whoever is inside the city limits at any given time. There you go.

All right. What else? What else? So you have activities. How about the infrastructure or maintaining of it or the green spaces and all of that? What does that mean for them in your words? uh ensures that our town is aesthetically pleasing and fun to be in. Um but it also makes a little bit of a tourism destination. Pleasing fun. Which do get tourism tax? So

destination. Okay. Could you include like the safety of the parks up there because that would be a the parks are safe and well maintained so that a safe place for kids to go. Yeah.

I mean to leave your kids.

Yeah. What about increasing of green space? Is that important to anybody or just to maintain what you've got or part? We did we put I think we did put we put um crosswalks, lighting, pedestrian safety, but not really walkability. I thought you we did put walkability walkability. Oh, we did connect sidewalks to walkability. um with the increasing with this master plan for the regional park that is going to increase our our parks offering significantly. Um so I would want that in

not which part the the making Graham regional master plan a reality in the coming future. It's just a huge plan so we've got to take it off and serious investment. All right. So um Um yeah, I think you know improving increasing green space

that's kind of a kind of the same I mean we want we want some kind of industry manufacturing to come in um as well as you know single family homes and such as that but at the same time we don't want to give up a lot of our natur natural envirment environment and um because I think that you lose trees and stuff be taken away um so it's that's another kind of double story that happy balance it is a happy balance

you know have me in Burlington you know as our neighbors we don't want to be duplicating a recreational uh program that is readily available you know it's not that you know right so that should be master plan right right right

like Burlington had invested seriously in football courses No, don't say you're taking away the pickle ball. It kind of blew up on them though because it's not as popular as I thought it was going to be. But, you know, it's not like Burlington's 20 miles away,

right? I mean just having come from Northern Virginia, our little community fits within, you know, Elements County is not a large county. And one one thing Graham has as an advantage over Medon and Burlington is our main street, which is what's so what makes Graham Graham. The courthouse is the That's that's Graham. We're we're less than a mile from the interstate and our you know it's just a straight drive from the inter interstate to our downtown. Burlington um you've got to jump up and down, pat your head and rub your belly and maybe you'll get there. Um Mean's the same way. Mean can't make up their mind where they want their downtown. So it's we we are actually better as a downtown destinations that I think

which is why you all did this. But there's there's one aspect that that we haven't talked about and that's the grand master plan that is a really wonderful place to take children go fish right shared lake

that's all up in here though right um protecting natural resources quadrant We haven't really discussed any like financial uh stuff because that was on our vision things too. I think we need to throw that up there for maintaining [clears throat] solid a solid financial plan from the city. You know, keep the finances. Okay.

I see one other thing that you had up here too. I was going to mention it, but I do you want to should I'm going to make the case that we maybe take these two and combine them for create an effect uh environment for effective economic development growth. Um something or other something or other like smoosh them together

maybe so we can put another one up there because really six is a lot of goals beyond that. I mean, and we can word smith this later, but since this is really just about these are the big fishes, right? We need jobs, we need diversified tax base, and we also need, you know, small town. Yeah, that that makes sense to me. The only weird ones really are these two. And I'm not sure if they go there or somewhere else, but they're there on the chart, so we're good. But I think you're right. The one thing um that we haven't touched on are your finance like your organization

your organization and and what you want to do what are the outcomes you hope to achieve with that. So financing, you said good and and I'm just going to put good financial management and we can talk about what that looks like later all day long like debt management, budget, all of it, right?

Well, what else that you all talk and I was thinking about even way back to your successes. you had some successes there that talked about um improvements or you know the ability to improve or technology and that kind of thing. So tell me what kind of outcome you would hope to achieve through high performing organization for that capital improvement in regards to the equipment necessary to provide service that makes our department more efficient and effective in performing providing the services our residents.

Yeah. capital improvement equipment IT for effective efficient services. Did you get that ish? How about people? How about our employees? What do you what do you what what do we really what outcome do you hope to achieve for them? 30 years. We want to keep them around. We want want to stay. Oh, having like a U like we were discussing earlier, the fact that we've got a career ladder, health insurance benefits.

Yeah, benefits that we keep our our city employees here.

Do you know how many employees? very small something like to provide benefits, wages, training and development necessary to empower employees, keep them around. And then so what you would measure of course would be retention. Do they have the proper tools? Do they have

the do we provide the benefits necessary? you know, whether it be, you know, health insurance or whatever you provide them, but do you have enough resources there that you can empower your employees to do the rest of the stuff here? Right. Anything else that you can possibly think of that we needed to outline here on the gold map or any changes Shall I go through it? Because then I'm gonna ask you uh Yep, we have time. We're gonna take a break and um then we're going to come back and we're going to use this goal um outline. There's six of them. And I'm going to ask you what major projects or initiatives that you have in mind. Oops.

Yeah. that you have in mind to move forward. What do you think staff? Anything really big holes missing? Think they did a relatively good job. I think one thing to add under the high performance is staying on updated on processes or whether it's financial responsibilities and stuff like that. Do you mean not technology but like processes and protocols and things like that and then improving them right

you're a techie effective process and improving um processes I like it not a treky see I knew it I just knew it from I heard it used to yeah I train in six sigma So, I'm all about that. Okay. All right. Let's take a break. Let's Let's say it's it's 2:01. Let's come back. Can we take a bio break? Maybe two 210. All right.

Let's take Let's take a 9 minute break. I want you to walk the room. What I'd love for you to do is look at your vision themes. Look at uh Don't look at what we carry necessarily. That's coming up next. But look at your vision themes. Um, and really make sure that this feels good to you. And we can, you know, again, this is just strategy mapping, but what would happen is these would, you know, you could always say be wordsmith a little better if you wanted them to be. Um, this is just making sure that we get all of your your goals related to the city out and and um and articulated in some way. And then so next thing we're going to do, let's say, right? Next thing we come back at 210 and we will talk through uh our 12 to 18month plan to get this done. Okay. 12 to 18 month plan to get this done. All right. See you at 210 financeforming. Yep.

Oh my god. I saw I was like, "Wow, we ate a lot, too. [laughter] We ate a lot." And there's a lot left over like doubled it. be my new name for him now is Andrew. Oh, don't do that to him. Oh my goodness. I feel so bad about that.

Uh it could be worse. It really could. Although I am kind of slipping down it feels like they need to be like angled and my legs are too short to be doing that on its own.

You know, one time um this was not this year, it was last year. Um but I went to my daughter my granddaughter school play thing for some other sitting one second I was sitting in the metal chair and the next second I was not I was I was right down and I knocked over like the chair in front of me people were allicial page and it says [laughter] my pride is her right. [laughter]

I was like what was going on? But it feels like right off of it just got not complain. This is better than the metal chair over at the civic center. So, I'll do that to make sure keep you honest. It certainly makes you lean forward.

It does fall across the table. This is great invigorating strategic plan. That's right. It's amazing. Amazing. I'm just trying to keep myself in my chair. Oh, I mean that was interesting. I just want to be You got to save it for yourself. I know. You got to save it for yourself. You brought to the table this year.

You got to save it for yourself. It it's it's interesting because when you start trying to think

anything I'm legit I'm going out he's the one to go out after pizza all day all day long you know but people should just know I mean I can't but I would if I could I'm actually a junior party one beer that's it I either. I'm just saying I'm done. I got to go home. Got to go do a 5 hour drive. I'm not excited about it. I mean, I could Well, I couldn't I did I could have stayed another night, but I think I'll just lay there going, you know what I mean?

Oh, I'm sorry. They let everybody know

heavy. Okay, let me get started. It's been heavier. It has been heavier. Is

that why you don't eat them? I think I'm going to use this. I think I'm just going to use this wall. How about that? Well, it's working for the next 10 realize that our goals are actually the same.

There's a price to pay built in the given day again. And now our It wouldn't help at all. [laughter] She looked at me. Yeah. I was like, "What?" Makes it a little bit easier.

Cold. Yeah. I told he very active doing things interact. He interact with them like with the what is it community night out? Yes. The police. Yeah.

Different communities. Do they set up like their big uh like movie night and all that other stuff? Well, it seems like it's still cold even when you go to school. That is wonderful for the

you know the national police had every one of the communities that were hosting And they do a lot of times. Um I see especially well even larger cities they their parks and wreck and their police department um kind of lean into that. So this really helps and our fire department has different and fire department. Yep. Helps a lot Christmas.

They'll go around their homework. I'm not sure what you Yeah, that's awesome. Jimmy's here. Anybody want anything before we pack it up? Okay, I just want one donut before. Yeah, just a donut that's going to sit in my little thing is going to be an emergency sugar rush for me getting home. She's going to the beach. You're going all the way. I'm going all the way. So, we'll see. I don't know. How long is it? Four and a half hours. Four and a half

because I'm I'm I'm closer to like I'm kind of near my It's like between Riceville and Myrtle. So, do you go out 40 or do you go through? I went 40 going up, but I don't know what I'll do going back. I'm gonna hit whatever. I'm going to hit the maps thing and be like fastest way. Like what is the fastest way? And it sometimes takes me some really crazy. Sometimes I'm like, what? And you know, but I don't know. We'll see how really good about getting you there or getting it crazy getting there. I also warned you about cops.

Cops. Not that you would speed or anything. Not that I'm speeding home at all. Put voice on. Oh no, that is funny.

All right. Um,

okay. That's so super weird. It's just Did you see that? The texture on the wall. Yeah, the wall is I know, but that was still very strange. Yeah, like this particular one I'm writing in green and it's turning blue. So weird. I love it. Smell. No, but this one does. I just smelled it. I was like, "Wait, what? I'm serious." Look, see, smell it. I was like, "Okay, so this is our 12 to 18 month." Um, I'm going to put um Yes.

Strategic action plan. Okay. How about that? And I like to say strategic action plan. And the reason I like to say that is you could call it strategic action plan or or you could put key strategic action KSA

that sounds better than [laughter] right. Um but at the end of the day um what we're trying to do is remember that these things were um this was uh gram shall we say two or three your goals three no Remember your vision was so your vision themes those were five right so if you come up with a vision you're looking out at least five years

at least

at least um but grams like you could say two to three years. So what we're looking at here you want to at least say two years because most of the time it's going to you know you'll want [clears throat] continuity in what you're doing already. you want to leverage what you're doing. Um, and you don't want to switch it up so much. You'll want to revise them, tweak them, you know, that kind of thing. And maybe meet we So, if you were to move these forward in any kind of way, in a more formalized way, have to adopt them. You could just incorporate them as part of your budget discussions, whatever you guys want to do. Um, but if you wanted to, you could come back next time, next time we're together, and say, "Where are we and did you, you know, what did you do here?" So it creates sort of a a framework around and a reference around your budget development, around your agenda items. This is the work. I'm not saying this everything, but this is the work that you council and staff should be about this next 12 to 18 months. And so something I'm not saying that things don't come out of craziness because it does. You'll get a wild hair or maybe you'll have to leverage something or maybe you'll have an opportunity you need to, you know, take advantage of. But for the most part, they should fall into your six goals, right? One, two, three, four, five, six. So, that being the case, I'm going to ask you now, hang tight. We're going to go goal by goal. There are six of them. I'm going to ask you, what is a key strategic action? All right. And here's what I'm going to ask you. Um, I'm gonna ask you one what it is. Is it a project? Tell me. You know, is this a project? Is it a policy decision? Is it a process improvement thing that you want to move forward? Something already or is this

completely new? Okay, I want you to kind of understand that. And we're going to go goal by goal. So wait till the goal, you know, le let's let's try to go goal by goal. Okay, let's try to do that and I'll try to leave space because we might want to talk about where to position them. Okay? All right. So let's start with let's start with this one. And this is I'm going to number them because it's just easier that way. And by no means does this mean one's important to the other. Okay. So this is just a numbering of circles. Okay. One, two, three, four, five, six. Okay, so one, just so I can shorthand it. So we're doing one, and that's um to be a safe and secure community. This is where we talk about crosswalks, lighting, pedestrian safety, traffic, maintain effective coverage for the fire and police department. We need a low crime rate. We need a low response time and we need to maintain and provide appropriate buildings and equipment. At [clears throat] the very minimum, that's what it should be for our community, right? And you could build out objectives and key performance indicators to make all the UNCC school of government folks happy, right? But for right now, um [snorts] you've got, you know, a um a goal and some outcomes. [clears throat] What project that you know of needs to happen or policy decision needs to happen in the next 12 to 18 months?

Figure out a funding mechanism for the fire station.

Okay. Decide on a funding mechanism for fire station. Now remember, we're not making a 20,000. We're just sticking to key strategic action. Anything else? Like we talked about your lighting idea for the crosswalk, I would say within the next 12 to eight month, 18 months, really less than that. We want to make it a goal to um we have the money so we want to make it a goal to get DOT approval

to install them and then get them installed install lighting crosswalk lighting crosswalk lighting around yes R

install crossro lighting for circle downtown what uh for Court Square,

hiring um um fire fire department staff and police officers. Is that something that we do every day? Not every day. No, I know that I know the fire department's under staff. I mean, and if we're talking about building a new station, that's going to have to include manning for that station, and we wanted to get them trained up, you know, because I know that they're operating right now on three people per shift. That's really below the standard. So, we want to bring them up to the at least the standard for what they should have because they're operating off of what is it? Three, four,

four people. But they're supposed to have is it seven fire or fire and police? That's just fire that I'm talking about. I did. Pretty good. I was going to say she said that if they hired the the positions that they already have vacant that we would be in a good place. So that's not us funding it. It's just him filling those. So yeah. So is this so when I asked if this is something new like is it current ongoing replacement people it's this is actually new positions this the police department I think has the positions they need okay got it

and say they just haven't hired people into them yet so but we're I'm talking to allocate additional staff so prioritize um fire department staff Yeah, right now they're below the international standard per ship. So, we want to see if we can approve improve upon that a little. I'm going to say improve measures because once you start saying yeah I'm sorry

response times and stuff like that and I was like what but and also um to is this to plan for the new fire station but that in the next 12 months

yes I think it's a combination of both trying to meet the standards if I'm understanding correctly meet the standards as of today and have people in place for the new station assuming it's funded and constructed Can we add number one since we're looking 12 to 18 months out that we're deciding on a funding mechanism but starting to move forward on the construction of that? Yeah, the final funding mechanism for fire station and construction,

begin construction or move forward or whatever. At least begin it. You're not going to begin something and then just stop. Yeah. So, you'll you'll do something, but at least begin it. Ear's open. Okay. Anything else on um goal one the program that maybe you got us the finance for improvement. Yeah,

that's something we'll be doing in the next next 12 18 months. a special [clears throat] meeting February 9th at 1:00 and that'll be a funding [clears throat] presentation from Davenport Associates to discuss funding of capital on both the 10 side which is fun and 31 which is utilities. All right, let's move on to Did you hear what I thought it No, I'm sorry I didn't.

It's okay. We have Davenport Associates. They're financial advisors. We onboarded for this fiscal year to help look at funding long-term needs related to capital. City council set a special meeting on February 9th to discuss the strategies for that and to put the dollars to really walk what we walk away with today to put the dollars to that so they know what it looks like for fiscal year 27, what it looks like for 28. So I don't know how that relates to the this. I think it's just for you to know. Oh, got it. Financial. The financial part. Okay. We'll get to that one. Yes. Hang tight with that one. Okay.

All right. Sorry. Commu. Uh, so goal two, uh, effective community engagement. I'm going to just go down a minute down here. Okay. What are the Let me let me outline it for you. We've got um partners and stakeholders, Duke Energy and others and NCO. I don't even need that right there. Um we've got increased transparency and information sharing, customer service priorities, tools, methods, number of events, increase events, um civic like civic events, and then telling the city's positive story [laughter] to ensure effective community engagement and stakeholder engagement. Some kind of strategy for that. So, what would be a key strategic action to do over the next 12 to 18 months? You're asking staff, hey, this is what I'm going to want to move forward and I want to see that in your budget.

Sure.

Yeah. to ensure effective community and stakeholder engagement um or strategy like a strategy thereof. So you have stakeholders, Duke Energy, NC DOT. You've got customer service priorities, increase transparency, increase information sharing, just understanding your tools [clears throat] and methods for communication like social media, press releases, all those things. Number increase the number of events for civic engagement and know how many participants you have and then tell the city's positive story. Those are the kind of outcomes that you hope to achieve there. So if there isn't anything there isn't anything I'm not asking you that we could skip that one for now move on to the next

but is there a project related to that telling the city story I think is a good story through social media. So, a little bit about that, Megan. Does do you have So, it's a new position, I understand. Um, do they have a communication strategy already? No, this position was funed as of July one, probably not filled until August, maybe September.

What do you think would be a good thing? like since it's new and you know and all of that, what would be a good long you know um project or initiative for them to expect out of that new position over the next 12 to 18 months I think knowing what they want us to post on social. So Kaylee is her name. Okay PR specialist technically is her title but she's funded through occupancy tax dollars. So by law, her role has to be dedicated to the promotion of Graham and the promotion of travel and tourism within Graham. So we don't have, you know, unlimited, you know, she's not free to do anything. Her her role has to be dedicated towards that for us to stay within our our statuto requirements. Got it.

But knowing what to post on socials, you know, we've got lots of ideas or social she has lots of ideas. She's very creative. You know, um a downtown lowown series is something that she's proposed early on. Actually, we have them do a project in the application process and interview process, but they had to come in and pitch a project to us. Hers was the downtown lowown to promote downtown Graham to get people to go to different places in downtown Graham. But the focus wouldn't just be on downtown. She's got to make connections with those business owners. She's going to make connections with business owners throughout Graham.

Awesome. Um, is it is it something that maybe um could be called like a like a maybe a communication strate like a 12-month communication strategy that they then maybe what I'm hearing you say would be presented to them and then they can kind of get feedback as to what they really want promoted.

Yeah, it would be helpful for us to know what city council's vision is and communication strategy. What objectives do they want us to meet so that we can put emphasis on those and still stay within our statuto guidelines. So develop an appropriate communication strategy and seek council input. I think that would be helpful. I think we've got to be able to see something

and for us to give some input without getting too far in the weeds, but that's kind of Does that feel good? Okay, feel good everybody. That'll give you something, I guess, to start on since since that is a new position. That feels That feels good. Okay, moving on. We good?

All right, goal three. All right, we've got high performing organizations and in this goal we've got good financial management and budget uh processes, effective processes in general for the whole city um and improving those processes. So that could be from wherever capital improvement um plans equipment I don't know what that means equipment FT I don't know what that mean efficient and effective oh I think for people to provide efficient and effective services isn't that what that is something like that

and then to provide uh benefit wage and travel or I'm not sorry not travel and training and development necessary for for um employees to be empowered. Yeah, I like that. Back to the council improvement, it also includes fixed assets, buildings. [clears throat] Okay. So, effective asset management. Yeah. Include the I guess [clears throat] Yeah. All the equipment and stuff like that replacements. Yeah. Yeah.

All right. So, is there any special project or initiative you are wanting to come forward um during the year like anything majorly important? The various department heads specifically fire department, police department, public works need to establish [clears throat] a replacement cycle for equipment [clears throat] and I think this goes along with going to do with Davenport. Yeah. I will say by and large the replacement schedule is there it's just not been funded.

Yeah. Is this part of the Davenport study? Diving port would be just the funding possibilities and where council is willing to go to fund these endeavors. Okay. Can I since we're there, can I put that here? That's on there. So, say that what it is. Receive the Davenport study and implement approved options. Implement um council funding priorities. You've got rather than Davenport, what is it called? A financial study.

Um yeah, that's fine. funding strategy and implement council approved options. Okay. And then two would be to update [clears throat] equipment. Um yeah, so the list for equipment and vehicles is there. It's just not been funded. So maybe implement [clears throat] um updated

funding profile reserves reserves capital something like that. That's what you're trying to [laughter] I'm not either, but I feel like I know. Well, what what we're faced with, we always are re reactive, piece of equipment breaks down, and we already know it's already passed it replacement date. Mhm.

And all a sudden it's like and we're surprised when it finally stops and now we got to buy all of a sudden find you know funding for it versus if we know we got to replace right a trash truck just do it and it's good for 15 years then we should be thinking about okay right we need to start a fund that says hey we begin putting money aside to [clears throat]

Okay. So, what I have I think you're right. I think we're saying all the same things. Um, what I'm understanding though is that it that they have the plan. Council didn't fund the plan. So, they're not surprised, but you all are surprised when you have to one off things because you didn't fund it to begin with, like the plan. So, I'm going [clears throat] to put implement a funded vehicle and equipment plan, replacement plan, sorry, replacement.

And that way you can fight about how much. Sorry, that is really bad writing because it's getting batter as I go. But, um, it says implement a funded vehicle and equipment replacement plan. Okay. So that way, you know, you could debate how much of that is and what's needed and all the other things during budget, but at least you know whether you do or don't. That's a yes or no. Did you do it or not? And maybe it's different levels. And it's not just for the vehicles that it's the paving of the roads, replacement of the water lines. All right. That'll go on another one. But those Yeah, that's all part of this long range

financial funding strategy report. Great. Anything else for goal three? We've got good financial management, effective processes, people, um, lots of fixed asset management, capital improvement. Anything else there? That's a lot. That That's going to be a lot right there. If you can get that done in any way, shape, or form, that'd be wonderful. I think for for you guys, one more right there. Sure. And that's funding any more um financial software modules that we need to bring us up to the 21st century.

I'm going to put three here. It's a little messy, but she'll get it. All right. So fund technology improvements from the Is there a technology improvement plan or something that was funded? No, we we've handled the bulk of it. We just kind of have some little onesies. Okay.

Fund the remaining. I'm gonna put technology improvement plan and then you all can figure out what that plan looks like and how to find it because it might be your one off. Right. Right. One, two, and three. Good. Y'all think. Let me think. [clears throat]

All right, goal four. Um, we've got parks and wreck. Um, so we've got uh complete the master plan outcomes and projects, protect natural environment and green space. Um uh improve or increase activities to engage family and kids quality of life, healthy and well-being of citizens to ensure parks are safe and well maintained to en ensure athletically pleasing and fun destination. Okay. Are there large things that have to happen? Did [clears throat] you already do the master plan? Did you

in December? Dang. Can we just make that part of our plan now and check it off? That sounds great. How about what? Now what? Now what do you do? Let's phase out. We have to do it in phases. In five phases. Okay. So now what? What's this year? Funding. Fund each phase as we go. Funding of phase one. So maybe so this year you intend to fund it and start it. Well, wasn't phase phase one was where the fire department

I don't I don't know this this year but lay the groundwork with the board so we can figure out how to So, I think we all would like to start it as soon as possible, but we just know there's too many things on the budget that we already Okay. And also, you don't want to lose it. So, maybe bring forward phase one. Are you going to bring that forward to them at any point?

I believe they maybe sort of by consensus landed on the area around the fire station when they adopted the master plan, but without looking back at the minutes, I couldn't tell you for sure that that was kind of where they where they ended up. [clears throat] I know wasn't with me and just had received the plan in October had two months. So, it came back to them for December, which was the organizational meeting. So, the I know the council was one continuous body, but technically the old council, right, because they had received it. So, the two new members,

I'm sure they knew about it. They just weren't sitting up there when it happened. So, we would have to look back at the minutes to see if there was a consensus on that part. Is it fair to say except easy? That almost ended your retreat. We're not done. Stop. We're getting there. We're getting there. Is it fair to say that you will bring it back to them at some point over the next 12 to 18 months to sort of refresh and get I think our consensus was at the December 15th meeting when Brian was talking about the phases more. Okay. Um so it was this council and I think yes that's when you landed on

we did say that yeah up there because it was going to be the easiest first term, right? Um in theory, right? That way we can put in the new move forward phase one as proof by council. I think move forward is vague as you move forward. Are you going to get a check mark at the end of the year? [laughter] I don't think we're going to end up with a check mark. I mean on that one.

Move forward is good. I think it's going to be hard. It's going to come down to what city council wants to fund. So I think after the February meeting with Davenport, we'll have a more dialed in number for a lot of these and the the pennies will say that it takes to make it happen. So I think it's great probably to word it like that now, okay, with the understanding that February and and after that it's possible it could change. It's got a pretty price tag

and even as forward as the engineered designs of what the the road work is. That's forward. That's a check mark. Step forward.

Easier to ride up there, isn't it?

Yeah. Okay. So, what this says, this is as vague as it gets, but um understanding that we're looking out 18, you know, 12 to 18 months. So, move forward master plan phase one with development of budget and approved actions. So, when you get the budget and you understand what what's going to happen and you understand your financial funding strategy, you understand all of that, then you say, "Staff, this is the funding I'm giving we can allocate to this." and they come back to you and say this is what we could do. Could be nothing, could be something, could be one thing or [clears throat] the other. And then that is your action plan, right? We could do the cross or we could do this or we could do that or or we could do nothing. And you know, you still have done something. Um but you know, you have to I would say you have to press yourself. If you're going to do ma master plans, um, then you should at least have them on your on your strategy to to implement them. Otherwise, don't do them, right? That's what everybody tell you. Don't do them if you're not confident. Okay. Uh, number four, parks and wreck. Is that it? Is that what we're going to do? I think that's big. Um, safe, well-maintained. Yeah. That doesn't mean that you're not doing anything because you're doing everything every day.

Um, okay. Number five. Goal five. All right. Goal five. What do we have there? Anybody remember what it is? Economic development.

Economic development. This was big. Okay. So, maintain effective growth and development for city to provide services to everybody and also create environment for effective economic development. We're going to mash those two together. We've got um uh diversifying the tax base um industry, commercial, retail, residential, ensure local jobs, ensure responsible tax rate, uh maintain the UDL planning, comp plan, small town charm, quality of life and identity, effective code enforcement, effective solid waste, and effective um inspections and planning. Did you say again? Yeah,

I did. So, is that what is there in there in our 12 to 18month project that we have to do to to move the needle here? [laughter] Funding the Sorry. Go ahead. Get a quote or quotes to start. Okay.

Fund and begin UDL revision. We put that off because you were you were doing the other parks and recck thing and Oh, yes. We didn't want to do them all at one time because it's expensive. And the 2035 plan all at the same time a lot. It's a lot. That's huge. Okay. What else we got?

Huge. Yeah. If we can do that, we're great. Rebecca, that we're good. All right. I'm proud of you guys. Keeping strategy. I'm really proud of you. Okay, goal six. All right, to ensure infrastructure is wellmaintained. So, this is where we're talking about streets and uh pave streets, roads, catch them up, make sure they're done in a timely manner, water lines, um catch those up, repair, replacement, and you know, connect sidewalks and walkability and all those things. What is it that we need to do in the next 12 to 18 months? There has already been a plan. So like this is how many miles of street we need

paved and we haven't funded it in the past and that's the catch up. So we need to fund the street. We got to figure out process first. It's the repaving of streets. It's not building new streets. Yeah. I think a lot of it fell behind during co lack of materials and everything else. They couldn't even get some of the painting materials that were needed. So now we're playing. Yeah. Perfect.

Yeah. Do it. Let's go. We need to live. Yeah. I felt really bad for you guys. Not really bad. It's just part of the right. We haven't done it yet. It's part of of other councils or can Okay. Then, you know, find a water improvement. Water line. It's different. [clears throat]

It is what it is. I mean, you live in the current day. This is it. I'm glad you all are being very realistic with what you got going on because that's a lot. Can we uh can we change water lines to utilities? Sure. Because we have some sewer lines that are Yeah. antiquated also. So, we're talking water and sewer. Sewer. And storm water. And storm water. Okay, that makes sense. That's a lot, y'all. Yeah. Mic drop moment. I don't know where I [laughter] Good luck. I'll be back next year. We'll see where you at. Welcome to our world.

Oh my goodness. That is quite a lot. All right. So, can I before we end, do we want to do anything on sidewalks? I just was wondering if we wanted to put anything on sidewalks up there. I know this is a lot, but in 12 to 18 months, we want anything up there. It doesn't have to be. You know, we hear folks wanting sidewalks, but then you when you ask them, are you willing to give up part of your property for the sidewalks and go, "Whoa, not my property." They didn't get on our our goals.

Yes. All right. For new developments, we require the new developer to have sidewalks. It's in your old communities. that don't have because back then when they were approved sidewalks nobody walked sidewalks. Do you have sidewalk um funding now? Oh, we require a new development. Oh, yeah. Yeah. But not a not a funding mechanism like you set aside something to do for but that's for repairs. Yeah, mostly repair stuff like that. It's mostly upkeep. Okay.

Because I mean we don't have like a new sidewalk fund. Yeah, that's what No, I mean I can barely keep up with the upkeep as it is now. So, we have a a resident who keeps campaigning to add a sidewalk up east to allow students and folks to walk to get to Graham High School.