That's just that's just >> All right. Is are we ready? Is the light on? >> It is. >> It is on. >> Okay. >> All right. Good morning, everyone. We'll call this meeting to order. Today is Thursday, May 7th, 2020 2026. It is 9:01
a.m. All council members are present. town manager, deputy town manager, town clerk, town attorney, and several of the staff members. We're here for our strategic planning meeting. Uh if you please rise for the pledge of allegiance. >> I pledge of allegiance to the flag of
the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. All right. Thank you. We only have one agenda item and that's the strategic plan. Will, are you going to start us
off or Angela? >> I think I am. >> All right. Go ahead, Angela. >> So, good morning. Uh, thank you all. Angela Christ, uh, director of the Florida Institute of Government at USF. Um, first of all, we are delighted to be here. This is our second forum, part B
or part two of forum two. And uh most of you have been with us along the journey. Welcome um to those newly elected. Just want to briefly mention even though most of you know who our team is. Um so obviously I'm Angela um uh Dr. Daly and
Dr. Neilie worked through phase one of the process with us and Britney who's on my staff. All of the lovely documents she's helped create along the way. And then we have our partners uh with SPC collaborative labs. Uh Tina is the co-f
facilitator today. You'll see Ann Marie over here. Uh she'll be the one taking all the studious notes. Uh PJ is right here. He is uh responsible for all of this amazing technology. So if we have issues, he'll take care of us. And then
of course Jonathan. Nobody can top Jonathan with his amazing graphic skills. And so he will be uh doing a visual illustration of what occurs today. All right. So just very briefly, here's what our plan is. Uh we're going to do a
quick recap of what we've completed to date. We're going to revisit the vision, mission, core values, and guiding principles. We're going to look at the strategic themes. Again, these are these are uh draft goals and objectives uh with some of the timelines. Uh we're
going to look at prioritizing and evaluating. Um we have five to seven on here. We'd really like to stick to three to five. Um and we'll talk a little bit about that uh later on in the agenda as
to why. Um and then uh Tina will be wrapping up with next steps and moving into the most important phase which is the implementation phase. So just really quickly um we've put this slide on here in previous but again
since there are some uh new individuals we just wanted to share it with you. Uh again our process that we've used along the way to get to this point has been a very participatory method. uh meaning we really tried to gather data and
information uh from different stakeholder groups including the employees community forums looking at existing documents and plans. Um we also um did complete real- time records which you have from every step of the way. Um
and again it was a uh process where uh where we collected the data every time we collected data we used that data for the next step of the process and so it really was an iterative process. We tried to be as comprehensive as possible
and then obviously if you go to your website and you go to strategic plan all of these documents are available uh for you and the public. Angela, just before you move on, just for those that may be just figuring out that this has been going on, when did we start this process and about how many meetings you think
we've had both, >> you know, just in the public and public? Oh, you already got it. You were way ahead of me. I just wanted to make sure people understood this wasn't just a new thing that's just all of a sudden here like the comprehensive plan. >> No, this is not something new. We have
been working on this since uh January of 2025. Uh we held our first kickoff meeting and you will see phase one of the project uh took us through this uh past November and that included uh a
town council kickoff that included stakeholder interviews, a resident survey, two community forums, an employee survey and an employee focus group forum. So that was really phase one which is really kind of that data gathering information gathering phase.
Uh phase two is the design of the plan. Really, that's where we hone in and use all of that data to come up with language. And so you'll see here we started that in December. And uh today uh we'll be closing up with 2.4A.
Uh and then fi following that will be a draft what we call a draft final report. and we are uh tentatively scheduled I believe for June 15th on the agenda to present that report to you. So that's really the design of the plan and then phase three takes us into
implementation. So we have done a significant amount of work um but again phase three is really the critical piece um as we move into that today. >> Angela quick question. So, if our residents want to get up to speed because maybe they just dropped in now,
they can get all this information from our website. It's all available. So, I would encourage them to go back and get yourself up to speed. >> All they have to do is go to the website. There's a orange, I believe, at the top. It says strategic plan. You click on it and all of this data and
information is there. >> Perfect. >> Yes. So, just really quickly again, I just reiterating going back to um what we had said again, uh thank you uh council member link. Again, all of these documents, there are real-time records,
there are reports, uh this is everything. If the public or anyone else is interested, please go to the website and and take a look at those. So I just want to briefly so I want to touch base and say after the last um
leadership forum too. I will say that town leadership Will and his team have done an amazing job. So I want to just briefly explain to you kind of how we got to some of these recommendations.
So, uh Tina and I met with um all of the leadership team which are calling the kids table um um twice uh for about 3 to four hours each time. In addition to that uh we had virtual meetings with uh
the leadership team as it relates to each strategic theme. So there was a lot of work that went into it, not just those meetings, but behind the scenes, the leadership team also really had to do some word smithing. Um, and so what
we're about to go over is really a culmination of all of the data, all of the things we've done plus their hard work over the past probably six weeks. So um when we came when we came together if you recall leadership forum 2 uh you
this was kind of your top idea uh for a vision and so the staff's uh leadership team recommendation it for the vision is as follows an eclectic coastal community where you can safely live prosper and
enjoy island life. The mission, their recommendation is as follows. The town of Fort Myers Beach serves and protects our coastal community by fostering safety, sustainability, and
economic viability. >> Vitality. >> Oh, excuse me. Vitality. Thank you. I can't see. So, and if you Thank you. No worries. and I had it right there in front of me. Um there is a piece of paper um that you
have that has all three of these uh together along with the core values and guiding principles if you'd like to follow along. Just remember your vision, mission, core values and guiding principles always all go together. Uh they are not siloed. So please take a
look as I'm going through and then um we will uh now move on to the uh core values and guiding principles. So ended up coming up with six core values. Stewardship, accountability, mutual
respect and civility, transparency, preservation, and resiliency. And you will see on the right uh the definitions. Those are the guiding principles. And just as a reminder, these are those non-negotiables. These are those behaviors that you as elected
officials that the staff that the community that the residents that once these are adopted this is how you would interact with one another. This is what you are uh kind of your your principal foundation um of those behaviors as it
relates to communication uh and interaction. I'm not going to go through all of them. um you are going to have a little bit of time later on to go in a little bit more in-depthly on some of these. Okay,
with all that being said and done, um you have ended up to this point with five strategic themes, 18 goals and 44 objectives. That is lofty and big. Um so the five strategic themes are
infrastructure, uh leadership, communications, community and economic development and environmental sustainability. And we created this graphic and I I I just want to touch base real quick just kind of as a precedent. So it's really
important that you understand that the foundation of your strategic plan is the vision, mission, core values, and guiding principles. That is the foundation. From that you then have your strategic themes. So we we chose these
graphics if you will to represent each theme for specific reasons. And so if you look at the infrastructure graphic, uh what we heard a lot about from residents, right, was um and you'll see
it throughout here, um transportation, waterways, and so hopefully that represents that. Uh if you look at communications, really looking at the ways that you communicate
uh with your residents, with each other, whether it be through town halls, whether it be through uh Facebook, your website, and then community and economic development. Um I found this graphic really interesting to me, um just going
through this process with you for the past probably 14, 15 months. The diamond to me was that you um the town is a diamond, right? And there is a lot of precious things that you guys treasure um for the town. Um but there's
also this need for investment and revitalization in certain areas. And so how do you balance that with your residents? Um and that's that's the picture of the house. So it was really that's kind of how I I came to that. And then obviously environmental
sustainability. um storm surge, wave mitigation, etc. But that's kind of where we're going with these. So, I'm going to um one thing before we get to this. So, as we were going through and looking at the
strategic themes and working on the goals and objectives, there really was kind of this overarching issue that kept coming up. And so we thought before we went through the goals and issues that it would be good just to
talk a little bit about this so that it helps you when you begin to look at the goals and objectives that you're looking at this through a little bit of a different lens. And so I think Joe's going to come up and just talk very quickly about the bridge loan and the
status overview or you can stay there. You don't have to come up. >> No, Angie, quick question. I know a lot of this was going on before there was any discussion of potentially um alleviating homestead property taxes. Did you guys have any conversation in your leadership meeting? At the time,
you probably didn't know this was coming and I'm just curious how what you've put in front of us how that's going to potentially be affected to achieve these goals should that come down. We I think it's pretty certain that something's going to come. We don't know what it's going to be, but how or will that have any effect on how the strategic plan
could potentially be imple implemented? 100%. I think right now there's too many unknowns for all local governments. Uh we're seeing it across the state and so um I think you're going to have to
reassess and regroup. Um it's going to take some time. I mean we could spend hours. I could tell you what I'm hearing out of Tallahassee. There definitely will be something. We just don't know what it's going to be. Um but I do believe there will be some studies and some other things that occur. um
hopefully before the impact hits you, but you you will have to reassess where you are uh once you figure out how it impacts you financially. I mean, there's there's no other way around it. But but the thing is every other local government in
the state of Florida will be experiencing the exact same thing. Not that that's helpful, but that's the reality. And wouldn't you think that um those kinds of things are always going to come up whether it's government changes how
we get our money or a hurricane comes our strategic plan should be our goal for for how we get there we may have to rep prioritize on any given six month or year to year based on those unknowns that come to us. >> You are 100% accurate. Your vision,
mission, core values, guiding principles, and strategic themes should not change. That is still the direction you're headed. >> However, the prioritization of what you're working on and how you're doing it >> possibly could change based on several
factors. That's why when we started the process, um, and we have always said that our methodology is very fluid and flexible. It's not something that you leave and put on a shelf. And as we get into it, Tina will and Tina talks a little bit about the implementation plan
and that phase. You'll see that. Okay. Joe. >> Okay. Good morning everyone. Joe Wanzik um finance director. The slide that is displayed for you with the bridge loan status overview is basically just to
convey to convey you know the simple idea that we we do have the bridge loan to contend with and that is kind of always behind the scenes until it is repaid. So this just gives you a snapshot of where we are with it. We
have borrowed a total of 11.9 million. We've used or are planning to use 9.7 million which leaves about $2.2 million left that's still available to be used in the future.
So far we've received $7.6 million of state revenue replacement grant that we are holding to repay on the side. It's in its own fund to repay the bridge loan with should we need to repay it. We've also accumulated almost
$1.2 million of interest in that same fund that we are holding to repay the bridge loan. So that leaves about $3.2 million um that we are still need to find a funding source somehow either by not
using the $2.2 $2 million that's left of the bridge loan, which could then be go towards repayment, which would leave us with about $1 million of funding that's still required to repay the bridge loan.
But we have um I mean the due date, let me just make sure I have that. Oh, I thought I had that with me. It it's several years into the future. Um, as soon as I find it, I'll I'll can I'm sorry, what is it?
>> It's 2033. >> Okay. Um, we we think it's 2033. I'm sorry. I thought it was in my notes. But basically, we have several years in order to raise that other million. I mean, some of it would be accumulated just by interest itself. But the the
point of this whole slide is that until we repay the bridge loan, we are subject to the restrictions of the bridge loan. And that is what is really limiting our um what we can do in terms of strategic plan um initiatives
for capital improvements. We are not allowed to use any of our nonadalorum general fund revenues. So, anything that's coming into the general fund aside from property tax is pledged
in repayment of the bridge loan after deducting our operating essential operating expenses. So, we're not allowed to start up any new programs. We're not allowed to use I mean use our non-anvelor revenue to start up any new
programs to um to fund any capital improvements until the bridge loan is paid. We're also not allowed to pledge any of these revenues um for any type of debt that we may consider like for example um issuing bonds. They would
have to be paid by another source other than nonedalorum revenues. Um but what so then what that limits us to is the use of funding. Where is it? Here we go.
>> Oh, it's on the back. Oh, okay. Thank you. I didn't realize it was on the back. So, we can use grants for capital improvement. We can use restricted restricted revenue such as park impact
fees, road impact fees, gas tax for capital improvements. Um, we can use the savings that were set aside for capital um replacement. um that was put to it was a replacement
plan that was put together prior to Hurricane Ian that we set aside an actual few million dollars in total for replacing our assets over time. That is also on the side and is available to
replace our assets as it was intended to be used. Um and then we also have um our of course our utility fund, storm water and water. Those are separate. It is um it has nothing to do with repaying the bridge loan and any capital improvements
related to water, storm water that can be funded through their revenues and loans based on their revenue stream for repayment are certainly are certainly allowable. But that so we're restricted in what we can do in terms of infrastructure
improvements to those revenues. >> So again going back to councelor link's I guess statement and and question uh this is a great example as to when you're looking at your strategic plan.
Uh this is that's something that um you have to consider as you're going through looking at your prioritization of the goals and objectives going forward. And so being fluid and flexible um if you get this paid off sooner uh
that may shift your focus in three years. And so I think that's again the point that um we're not changing goals and objectives but the priority and what you're working on and what you're able to accomplish. um there are some things that are restricting you uh from moving
forward with certain items. So, we just wanted to kind of put that out there, make sure it was on the record, make sure that there is an understanding um regarding that. Uh questions from any of the council regarding that. >> We need a red bucket and a bell at the
door. Put a couple dollars towards the >> Okay. So, very briefly so we can move into your work. Um I just want to go through the five strategic themes. Um so you'll see here the first one is
infrastructure. Again uh each strategic theme has a definition. Uh you do have a word document in front of you that has all of these on there that will help you. Um and so the first one under infrastructure, uh the town of Fort
Myers Beach maintains key infrastructure such as roads, lighting, water, and mobility to ensure community safety, quality of life, and economic stability. There's three goals under that related to infrastructure systems, mobility
options, and uh well-lit and safe town- owned streets and sidewalks. The second one uh is leadership and the definition for that one is the town of Fort Myers Beach focuses on attracting,
recruiting and retaining talent, investing in professional development and providing opportunities for datadriven decisions, excuse me. Uh underneath this uh strategic theme we have four uh goals
and so uh looking at recruitment, retention, succession planning, uh workforce development and organizational effectiveness. Uh the third strategic theme is communications and uh the definition for that is the
town of Fort Myers Beach prides itself on consistently informing the community about safety, services and opportunities while fostering trust. Uh there are four goals under this exc goals under this
theme related to being responsive and inclusive as it relates to communication and leadership. Uh expanding your community engagement uh having a connected internal communication system and then obviously very dear to everyone's heart is your
emergency management services and communications related to that. Your fourth strategic theme is uh community and economic development. And that definition is uh the town of Fort Myers Beach promotes responsible growth
by integrating community building, economic strategies, and sustainable environmental factors. Uh underneath this theme, there are also four goals. And so, uh, focused on economic growth, um, looking at business development,
tourism, having an effective short-term rental program, uh, making sure, um, that redevelopment redevelopment decisions are supportive, uh, for a thriving and resilient island community. And then, um, stewardship of community
assets. And then last but not least um is strategic theme E which is your environmental sustainability. And that definition is uh the town of Fort Myers Beach advances environmental
sustainability by protecting coastal and natural resources mitigating storm surge enhancing resilience securing grants and implementing conf conservation programs. There are three goals under this. as it
relates to your uh shoreline and coastal resilience, your storm surge, uh and then canal and waterway management. So, I just wanted to for the record briefly go over those. There is a handout. Um I'm going to turn it over to Tina because now we're going to uh put the
work on you um to go through all of these success. Huh? >> Tracy. >> Okay. >> Okay. All right. Hello everybody. Tina Fischer, good to see you. I wanted to pause for a minute and Tracy give you a
moment to share the dashboard of Achieve it to talk about this. >> You want the mic? >> Good. Yeah. Good morning everyone. Uh Tracy Kohler, deputy town manager. Um what we're passing out today is an example of achieve it, which will be our
strategic plan reporting platform. Um the handout encompasses kind of that landing page dashboard. Right now it looks rather underwhelming because we don't have any progress to put into the pigraph. So right now they're all gray. they say not started. But once we pass
the strategic plan and everyone starts working towards those goals and measurable metrics, those piraphs will begin to fill up. There'll be colors towards started, on track, off track, and not started. So there will be that transparency both to the
public of the overall plan and then the individual goals. And then internally, if you flip the page over, you're going to get some of those goals and um objectives that we talk about today. so that it's pretty clear where we are on everything and and I just wanted to share that with you so that as we move
forward these will adjust depending on any word smithing that we do today and focus areas that you deem as the top priority those will be the ones that we focus on. So, one of our advanced digital tools coming soon. >> Yay. I'm so excited. That's awesome.
>> You know, I'll tell you this. You showed me this this morning, Tracy, and this is this is really cool. And I think, you know, you guys should pat yourselves on the back because you could actually have a percentage in one of these because this is good communication and this is good transparency. So, technically, there should be at least a 1% in there somewhere.
>> Yes. I love that. Um before we get started with the goal prioritization, I first want to recognize the team sitting over here. They have worked so hard on these goals and objectives and I just want to give
them a round of applause because you guys are are stellar. Lot of hard work went into creating these goals and objectives and very responsive to feedback that we had. uh really talked about success metrics. So
with that in mind, Angela is going to hand out the more detailed level, but we don't want you to dive too far into the success metrics because those we're still trying to iron out. We want to make sure that everything is measurable.
So it's until you start digging into it during implementation like okay, we need to tweak this a little bit. That would be hard to measure. This would be, you know, better to measure. So, just keep that in mind that the success metrics is a starting point and we're definitely going to tweak those as we figure out
how to collect this data, especially in the achievement tool, but we wanted you to have all the great work that the team has generated to this point. So, that's going to help with that. I have one. Thank you.
All right. So up on the screen um you'll see the reminder that you there's 18 goals in the strategic plan that yes we launch in phase three. Super excited about that. So today our goal is to take a look at all 18 goals and we're going
to prioritize them to narrow it down to three to five. So the process will be for each of these themes we're going to take them one by one and get the top two. So theme A, infrastructure has three goals. We're going to figure out
which ones are the top two. Then leadership top two, communications top two, etc. So that gives us 10. So from that 10, then we'll further narrow it down to three to five. >> Does that sound reasonable? >> So just a quick question. You're talking about the goals, not the actual
strategic themes that correct. >> Those are in no particular order, >> right? So will the themes match your plan A through E? And there's three goals under infrastructure, four under leadership, etc. So, we're going to identify the top two from each theme.
>> I guess what I was trying to get at is if we're going to prioritize the goals, >> do we have to prioritize the theme, the strategic theme? So, that because they'll run concurrently. >> They all run concurrently. They're all equally important. So, uh, one, yeah, go ahead, >> Tina. Another question. So, if we pick
the top two or what, however many we're going to do, does that mean we're tossing out that other goal or we're just putting it on the back burner? Because I'd hate to lose >> It's not on the back burner, right? It's not on the back burner. It's we just want to make sure we prioritize what is truly important to focus on like the
next 100 days, next six months. And as you know, if the homestead comes through, you might have to do this rep prioritization again. That's why the strategic plan, like Angela said, is so fluid. >> Got it. >> That's a great point. And I really appreciate you bringing that up. Now, so one caveat, if you notice leadership,
that's this group over here behind you, right? So I want them to have an opportunity to weigh in on the priorities for that one in particular. So I put a star there so you can see it. you will all rank all five, but their
team is definitely going to rank the top two because we want to see if if you're in alignment with what they think should happen in with leadership uh strategic theme, the top two goals and what you do. I've done this with a number of cities and they're usually in alignment, but I just I want to have that it
generates a healthy conversation for the leadership group. All right, so here's how it's going to work. Uh we're going to complete this in five short rounds, one strategic theme at a time. Uh you'll first review the goal starting with infrastructure.
There's three goals there. You're going to rate each goal in our system using your phone or tablet. We also have a couple of backup computers. It's really I we use it on our phones all the time. It's a really easy software to use and our team tested it out. But if you choose if you would rather do it on a
phone or a or excuse me on a computer, we have like three backups. So let us know the criteria that we're going to rank each goal on are community impact from 1 to four, financial sustainability
again 1 to four, and doability which is uh being able to to get things done. So you're going to submit the ratings and our system shows the top two goals. So it will show a mean of the top two goals and we'll repeat the process for the
other four themes. So I want to show you the rating software and then I'll give you the QR code. So when you log into your phone, this is what you're going to see. And you see the first goal, robust, adaptable, and capable infrastructure systems. So you're going to answer these
three questions for each goal. This one just has three goals. So you're going to answer these questions. What impact do you feel that this goal has on our community? You would choose one, two, three, or four? Low, moderately low, moderately high, or high. And then you
would go to financial sustainability. To what extent does this goal support long-term financial sustainability? And you'll notice the low we put advancing this goal creates additional financial burden or is not feasible due to bridge loan. And at any time if you have any
question please pause and maybe Joe or Will or Tracy can answer some of these questions if you're like hey does this have a impact with the bridge loan and then four is high advancing this goal supports long-term financial s sustainability and is feasible with the
bridge loan to what extent and then the last one is doability to what extent can this goal be realistically completed over the next 3 to 5 years one is difficult two is moderately difficult three is moderately Hi. Easy, right? And four is easy. All
right, PJ, would you mind passing? >> I have a quick quick question and and please don't take this the wrong way. I'm trying to channel my inner Jim Adterholt here. This this seems very in the weeds and complex to me to I mean, this is pretty straightforward what they
laid out, at least to me. I don't know how my fellow council members feel, but either we agree with them or we don't agree with them. I think if we go down this path, we could be here till tomorrow talking about maybe you pick one, you pick two, I pick three, you know, and then you're going to have a big discussion and you're going to come
back to the same place where these are the top priorities laid out one, two, three by staff who implement this every single day. To me, this I think we're going to go down a rabbit hole here that we're going to be here for a long time. >> It actually it the process goes really fast. So, if you see on the screen, what
what it happens is you don't have to say what every person voted. You just go to the far right column and see the average and the top two rise to the top. It really it's really quick. It takes five minutes to go through the rating system, but it gives everybody a chance to give
input because if you just go through all 18 goals and say yes or no, then that actually generates more discussion than letting everybody uh look at it through the lens of impacts, financial, and doability. >> I think we should test one. So, >> yeah, let's test one.
>> Yeah. I I guess sharing Dan's concern, but also um I want to ensure that we're able to learn from each other during this process as opposed to just voting because >> um >> there's and and from each other meaning
from staff as well because they've thought long and hard about this >> and I would like to get their feedback. >> It's not a it's not a private voting. You are welcome at the table to say, "Hey, what are you what are you thinking about community impact?" This is a
discussion. >> This is just putting >> tested by doing the quick >> voting >> that puts a ground level of perhaps, you know, where what did we what came out in the wash, but then I'd really like to
understand if somebody disagrees with it, what they would think. >> Yep. This is just uh this rating system is quick and easy in the software, but it gives you a foundation to have that discussion. >> It gives you a starting point because
you might get to well why did you choose four on that or why did you choose one? If there's any outliers, it would be interesting to know and you'll have that on your phone as well to see. >> So I I have a question. Um you guys did a fantastic job. Um, but I think one
thing is missing and and maybe there's a reason for it and that's the school. I don't see the school in our strategic plan and I think it's absolutely necessary that if given what's going to happen that should be a big part of our strategic
plan thoughts? Well, I guess we'll vote on it through this app and then we can have that discussion and see where that falls in under one of the five themes, but I don't disagree with you.
>> Infrastructure perhaps Rose. Well, maybe not. >> Well, your point is it's not actually listed. >> That's my point. >> That's what I thought. >> Yeah, maybe that falls under theme committee. >> So, I guess my my question then is can if if we feel that needs to be added,
>> do we add it? and and where. >> Yeah, I I think it it was definitely discussed. I I'll I'll want to clarify that. We definitely discussed it and and but it's it's still an unknown. >> I mean, I I I feel very passionately about it. I know a lot of us do and and
you know, but it's still kind of an unknown of whether or not we will be able to proceed. I think we're getting pretty close. So, I would like to hear from the council. Uh I'm I'm happy to add something like that into one of our goals or objectives, if you will. an objective within one of the goals
>> maybe community development >> maybe where would that where that might fit >> so another question I have is so I know this is a living breathing document I don't we've all agreed since day one that we don't want to stick this on a shelf and not not see it so if something big like this comes up like the school
um are we going to be able to add things or who knows what's going to come up next right >> so are we going to have the adaptability to add things like that in the future is that once a year what's what's the process process for that. >> So during phase uh phase three when we
launch the implementation plan that's one of the things we discuss is not only how often you're going to review the plan, how uh how the information will be relayed, but also how are you going to incorporate uh changes to it.
>> And so I just want to go back to the school for a second and just comment. Um, I think the the one thing to remember is that this is the town's strategic plan and so how you put in that goal or objective as it relates to
the school is critical because there are certain things that you don't have control over as it relates to that. And so that's one of the reasons it wasn't in there. But I think the way we word it and put it in there would be critical. But I just want to reiterate that um
that this is the town strategic plan and whether it's a partnership or it's um you know working with the the school district, school board, whomever. So I just want to put a pin in that. >> Yeah, I think Scott this to me falls in that same bucket as the the homestead
property tax. The unknown is still out there, but I think it's good getting it on record that it's a priority potentially. It's pri we'll discuss it, but I think it's a priority for council. um as well as figuring out a path should the homestead property tax change. And to your point, as long as we can adapt it later and move it, I think you asked
about that, Rebecca. >> Right. >> Because it's going to have it may result in some some economic pressure. So I think it's going to change different goals we have. Right.
>> So I I to add to both of your things. Um so I would see that as I'm looking at community and economic development. And I just for a quick second I'm going to dive down and we're talking about objective how I would put the school under D13 identify and pursue
opportunities to expand year-round tourism offerings, diversify visitor experience and increase tourism generated revenues. So maybe somewhere in there, you know, it's like we need a community that supports out a season.
Maybe we tweak one of those because I would see then if we can do a school, it becomes a task that then has deliverables. Who owns it? Who's driving it? This goal should never this objective shouldn't change. >> The tasks underneath it are though, and
I think as we sit down in council meetings when we're looking at big things, we should if we really want to make this work worth our wow, which I support 100%. we'll start knowing this thing inside and out because we'll say, "Where does this task fit?" Yeah. >> Oh, it doesn't fit in here. So maybe
it's just someone's pet project and that's not in alignment with our goals and objectives. So we're not making a task out of it. >> Well, I I would suggest that it actually is not really tourism driven. It's resident driven. So it should be under redevelopment decision for
>> let's not get ahead of these guys because I agree with you where it should be but maybe not in that specific objective. So when we get to that one let's cover it because I think >> to your point that makes the most sense of the theme it should be in. But >> I just don't want to get ahead of these guys and then we're jumping back and
forth trying to >> Yeah. So, what I really appreciate what y'all are saying is, yeah, let's take a first glance and this was developed with a lot of thought put into it, but you're the second set of eyes to say what's missing. And it's true, the school would
be an action item. Maybe it could be tweaked in that objective, but maybe it needs to be a new objective and we don't have to wordsmith that today, but that feedback is what's going to be built in for when we do the final report to you. So we'll say, "Hey, we took this
feedback that you said, oh, I think this is missing." And they might add another objective or or tweak one. >> Yeah, I agree because that school is going to be tied in economic development. I mean, yeah, you know, you're going to have these resorts coming in and the way to attract good people, not only that, that live just
off island, >> could be a whole another M&P meeting just about where to put it and how to get there and all that good stuff. >> But I think it ties ties into our economic development for sure. >> All right. Thank you. That's a great point and I'm glad that you saw that and keep that lens open to see if there's
anything else glaringly that you feel should be in the strategic plan because it's noted in our real-time record now and that's something that our team will take back and take a look at the objectives. >> Tina, I have a high level question for you andor Nancy. She may be on a call can probably answer it. So, we're so
used to looking at ordinances and resolutions and we kind of have to live with them, you know, and then go through a big dude to tweak them. This does not fall in that category. Is that correct? At any time, I mean, we will look at it on a, you know, annual basis or
whatever, but anytime the council, the community, whatever, we could shift these things, right? This is not like an ordinance that we're putting in place and can never change. >> Yeah. >> Yeah. I would say you can shift your priorities, but going back to the
comment you made a few minutes ago, >> your themes, goals, and objectives should remain the same, but the action items, the tasks, and what you prioritize >> absolutely fluid. >> Yes. And I I just add like we're doing now,
we do that in as public a forum as we can because we're we're you know we're we're addressing not just internal like goals and objectives but ones that the public has shared with us that they want us to address our residents. So if we do make those shifts that we do it as transparent as possible. >> We're all in alignment.
>> Yeah. Yeah. >> Great. All right. So let's give it a try. Uh PJ, would you pass out uh not the top not the team two QR codes, but just the top paper? >> Yeah. >> You know, I don't I I'm not trying to be
a miser here, but I I I really want to know we live in a world now where everything's digital, right? And we're going to be going through this exercise and we talk about transparency. Not saying that would happen, but how are we going to handle this? Should somebody request a public information request on
how each person brought up or how they voted? I'm so glad you asked. We provide them with the raw data that shows your vote. >> Okay. So, we'll be available. >> Yep. >> Okay. Just wanted to make sure. >> Great. I love the focus on transparency. >> Yes, Tracy has your back. >> She's got her back.
>> I no doubt's back. >> Yes. Okay. So, the QR code is at the bottom of your handout. If you would prefer to have a laptop, let me know. And I just want to I just want to make one comment and that is so as you're
going through doing this, this is the worksheet that gives you more of the detail that should help you in your decision making. So it's not just the goals and objectives, but kind of looking through the timeline, anticipated timeline, and the proposed
success metrics. So >> I'd put your first and I would enter your first and last name when you enter, especially if you're John. I just saw you enter. You know, >> I'm good. Thank you. Can we ask that um
the finance Joe >> gives us a head up before we look into anyone? This is impacted by the thing that we don't have to ask them every time. Just before we go into it >> is our bridge. >> So will the question is that's okay. uh
if there is any goals or that are impacted >> by the bridge loan to give them a heads up. >> Okay. >> Would you know that >> necessarily as we go through these because I don't know that I would. Dan, you probably would. >> I would be willing to bet Joe would know
because it's very specific what you can use that money for. >> Right. Right. I'm sure Joe does. I didn't know if he stepped out. If you know them where Will would be able to speak to it. >> I think between Will and I we could cover the majority of >> for now. Yeah. We'll do it. Joe Joe's available uh just by a quick uh quick
reach out if we need it. >> Good. I'm I'm light on that side, Dan. So, I need some help. >> Yeah, it's it's it's pretty specific. >> Okay. >> Just parap Basically, the bridge zone is day-to-day operational stuff. You can't use it any commercial. You can't use anything else >> pretty much. Okay.
>> Got you. >> All right. So, the first goal you see is A1, and you would rate them one through four for each of the categories. Then you select next. and it'll take you to the next goal.
>> It's It's kind of cut off. >> Yeah. >> Oh, the table. >> Are we going through all the goals at once? And just >> just on infrastructure. >> Yep. So, >> just infrastructure. >> Just Yeah, that's the only one you'll
see is infrastructure. So, select your ratings, click next, go through all three goals, and then you select the check mark, >> which will submit it. >> Where's the next? I'm sorry. >> Middle right kind of scroll. >> Oh, scroll. I'm scrolling.
>> Got it. Thank you. >> Yeah. >> Can you uh get him back on round one, please? And then piece on round five. It needs to be on round. Yeah. >> You got a scrim gold A3. I'm guessing
middle. Oh yeah, scribblers there. >> John, that's your job. Get that out. >> Scribblers. >> Yeah, >> he's our editor. This is the >> admin. All right. Looks like two people have
raided completely. >> No pressure. >> No, no pressure. We have time. >> So, we're just doing the these three then or >> just those three and we'll figure out what the top two are
>> and have a uh discussion. No pressure. charge my phone this morning. >> Do you need a charger? >> Okay. >> And again, this is I'm this is this is adding another step. You just mentioned we're going to go through what we just voted on. If we're having the
discussion, why couldn't we as a group decide verbally? Because right now people that are watching are wondering what the heck's going on as opposed to having an open discussion about this is important more than this. To me, this just seems like an extended exercise that we don't need
to do. But if everyone else is comfortable continuing to do it, that's fine. But I think >> we're going to discuss it anyway. So why are we >> This might streamline our discussion. We'll see. We'll see. Yeah. >> Yeah. Because if we all agree, >> then it's easy. Yeah. >> Okay. >> How many ratings are in?
>> We can disting Let's try it. >> We just did. >> We'll be calling you Jim. >> We just did. >> Don't be an add. >> Don't be a knucklehead. >> That was a good one. >> Oh. >> All right. Did you all do all three goals and hit the check mark? Oh, yeah.
>> To hit submit. Make sure you hit the check mark at the bottom of the screen and it'll say Yep. And then you hit submit. >> Yeah. Oh, that's it. The check mark. >> Check mark. All right, we have three so far. >> Yep, you got it. That's it. You got it.
You're in. >> Or you could have said don't. >> John, you left the session. >> Again, >> that's because I didn't know if I did the check mark or not. >> I went next, but >> yeah, but it's not all the way at the bottom. That's what I had done, too. I missed that.
>> Where are you seeing the Well, now I'm thoroughly confused. Did my count or not? >> I was already >> I did not if you didn't hit the check mark. >> All right. >> Am I blue? >> Blue. >> Am I submitting? >> It is blue.
>> Yeah, >> it's blue. Okay, guys. >> Hit it again. Do you want to use it on a computer? I just think I finished piece three. You want me to hit a check mark? It should have been right after that, not below
the next goal. A3 >> next went to the next section. >> There was no >> Well, I I can't >> I know I know you're like Chris. You need to touch things. deliverance. >> I just did it.
Wow. There's the teacher youth >> and wife, I might add. >> Jonathan's relatable. >> I like your dolphin. >> You don't see the dolphin. You know, all our dolphins have names back there. >> We got this lady that knows or is that
A3? A3. And then you need to rate those. >> Huh? >> So that's A1. >> This is not by name, but she's A3. >> There's ways to attract them. >> You do all three goals. >> You're not supposed to. But you're not supposed to.
>> Yeah. Back back in the back of old school, they used to put forks and drag the forks and spin to create a fish and distress. So the dolphins >> Wow. >> No, I had no idea.
>> Not yet because he's logged in. those. >> Okay, it should say five now. Does it say five? >> All of a sudden, I'm hearing that you're actually supposed to >> Let's go ahead and >> show the results and do it. Yes.
>> All right. Go ahead and turn it on. Close. Okay. So, it looks like overwhelmingly goal A3 Um, it should say well-lit. I'm not sure why I mistyped it. Well, list, well-lit
and safe town streets and sidewalks, followed by the other goal, robust, adaptable, and capable infrastructure systems. So, those would be the two that would move forward as far as uh starting to prioritize the top three to five.
Any discussion? I want to pause here. >> Sure. And I'll start. And this is the reason I think this is backwards is because the street lights are almost completed. So why should that be on the top? >> I think it's overweing doability is
what's happening. >> Yeah, >> in my mind, >> I think those two are flip-flopped. But >> can we not get >> that's that's I mean >> then it' be nice because we have a check success. >> Yeah, but that's like that's like cheating on a test. We already we already know >> we already accomplished most. already
accomplished that goal or it's almost complete. That's been that's been a goal that's been seven years in the making. So I to me that's completely backwards. >> I don't disagree, Dan. >> I think that goes to the bottom and everything shifts up >> which aligns with what the staff I think
has in here. >> But that's that's my two cents. I think that what staff has on this piece of paper is perfectly aligned. >> One, two, and three. >> One, two, and three. Yeah. >> Yeah. Don't sometimes when isn't don't you want to hit the lowhanging fruit first? >> If you want to take the easier route,
sure. But >> well, but if we're almost done with it, it should let's get it over with. >> But should it be a goal if the goal's already been achieved? >> I wouldn't go as far as the goal's been achieved, especially if in some areas of downtown. I don't think it's been
achieved yet. Well, it No, it's >> Well, we're way that we're way >> Yeah, we're close to retirement on that one. >> Are achieved, but there may be more tasks added at the same time.
>> I honestly feel like the way that they are ranked quite frankly is community impact is ranked one, two, and three, which is in the correct order that was presented to us. And I think it's being or close, but
it's being skewed >> when you look at the difference in the doability score, it's being skewed more towards the already almost accomplished goal. >> And I'm not sure that that's very much of a stretch
>> achievement, if you will. >> If I may, if I may add, uh, hold on, let me make sure I'm on. Okay. So, if we look at page four of the details here, take a look at goal A3 and the
objectives. So, it's not just the townwide lighting. That's objective A31. Objective A32 is formalize and establish relationship with Florida Power and Light to ensure an ongoing maintenance and replacement of street lights as needed. And then A33 is determine the
best communications method educational tool for citizen reporting of issues utilizing new town software platform. So all of this is encompassed under this goal. >> But again, A32 is already it's already in the contract for a 10-year maintenance plan. That that goal has
been achieved. It's already done. Now, if we're talking 10 years from now, we want to further that. That that makes sense. But a lot of the lighting stuff has already been achieved. I mean that's I see that as a goal that is maybe 80 to 90% done that >> right and I still see it as well that
there's tasks under there which you you spearheaded and champion task done task done 99% done but I think there's additional tasks under this big objective um if if you go to the FPL site there are so many great things for
homeowners to use I do them there's an outage you you know and you can see maybe we're linking some of our residents into seeing some of that from our own site. So I think it that goal is like this is important to us. It will always be a a an objective. We may add
tasks or not, but >> and I and Rebecca, I don't disagree with you, but let me let me ask it to you this way. >> What you just laid out with FPL and the lighting project that is almost completed. Do you find that is a higher goal that we should strive to achieve over having a complete mapped u
assessment of our storm drains? Do you think an 80% completed goal takes precedent over having a completed map which we're nowhere close to? >> No, but the statistics weigh it that way because of how I voted on everything. So, it comes out that way because it is a low hanging. I >> I understand the statistics and how they
work, but I'm just saying I don't agree with the statistical way that this is this is playing out to John's point. >> Yeah, >> if I can add if we can add just a staff perspective. Hold on for this. like it's not it there there's more to like if you know A31 Jeff can talk to it
townwide perspectives yes the first and for the first priority was the FPL it is nearing completion but there are others go ahead Jeff >> all right Jeff Hogy community services director yeah and Dan to your point yes the FPL project's almost done but we have a lot of areas in the town that
still aren't well lit for public safety um OSC being one the parks being the other Um, I think we still have opportunity to make it safe for the residents with lighting. So, just that's my two cents is that the FPL project wasn't our only the only thought in that
it was the townwide safety for, you know, parking lots, sidewalks, you know, those kind of things. >> And and again, I want to say I don't disagree with this being one of the objectives. I guess what I'm asking staff then is what you what you said then why do you have it ranked the way
that you have it ranked? Or do you think having the well-lit areas that aren't lit take prison? >> No. No. There's no priority order. It's not >> in our discussion. They weren't ranked in. That's just how they came out. >> Well, but it sounds like we're being asked to funnel of the three objectives down to potentially two. Yes. >> And of you had to choose as staff as to
one of these that is still an objective but not necessarily a formal objective that we're trying to narrow it down to. Which one of these do you feel is the least important or not least important but is either ongoing? What do you think we
have to put put more energy into now? >> What are the major concerns of the residents? It's traffic and storm water. Those are the two things that continue to come up. I get well and well lit seats, streets, but that is
mostly complete or at least has a plan. >> No, some several tasks are complete. >> Some haven't started. >> Some of them haven't. But the but there has been definite progress on on them. >> So I have a question for the leadership
team and will if you were going to rank these which two would you choose and why >> good one. >> Yeah that's good. >> I just thought I just assumed that maybe that was a bad thing to do but I just assume that A1 A2 A3 was in the list.
No, that's not how they wanted to do. >> No, I didn't assume that, but I did assume that this is absolutely skewing the results. It's the doability portion. >> I agree. >> Yeah, it's Yeah, it's not it's all it's just looking through it in three
different lenses. Community impact, financial sustainability, doable, >> but they're equally weighted, which is I think >> but that's the whole point. So, when you're doing this type of >> Can't hear you got >> I'm sorry. So that that's exactly the point. So when you're doing this type of
uh exercise, you would you would be looking and you would want whatever is in the top right quadrant, >> you would want that's that's the lowhanging fruit. What I just heard someone say, that's the lowhanging fruit. If something is harder to do, you
may not want to choose that right now because there are other things that have to other tasks that have to happen that have to be put in place to be able to do it. So the reason for doing this is that there's three things that impact or that determine how well you are successful.
It's does it have a community impact? Is there some financial sustainability? And how easy is it to get done? So if you look at this right here, number one, goal A.3, okay, in the top right quadrant, you're saying, okay,
that's something um to your point, right? That's something that's kind of lowhanging fruit. It we're we're doing it, but there's a lot of other action items that need to occur, a lot of other objectives that still need to happen. But then you can see, which is interesting,
the infrastructure systems is in the lower right section. So the while the community impact is really really high it's very difficult to do >> right >> so is this this is this is where it gets
a little frustrating for me are we set you know a goal is not meant to be easily achievable to me if you're setting a goal that you already know you're going to achieve or is 80% already achieved is that really still a goal I mean if your goal is to get to 100% are any of these really going to be
100% % to me. I think it's more important to know what's what's more what has more impact on the community and and what I mean maybe I'm not making sense but to me having storm drains clean and know how they operate where
they're at to me that is far more important than than accessibility that we already kind of have. >> Yeah. I mean Mr. Mayor it's actually exactly what we were going to what we what we came up with too in our discussion 312
like you like like the council came out with here what's on the board. They're all they're all important and you know we heard we hear a lot not just during the sessions leading up to this but daytoday what's important to the
residents um as far as infrastructure when it comes to our storm water drains when it comes to uh lighting when it comes to any other infrastructure needs. But also there's been a long time desire for kind of like a multimotal you know s you know system around to get around the
island better and not you know and not have to drive. Uh that may be not as feasible to achieve as some of the other goals in here but still something that we are trying to achieve >> if that helps. >> Well that brings me to the next and I'm
not trying to be a pain in the butt here. I'm just trying to understand if staff has laid out that this these goals are important. >> Why are we trying to funnel them in? If if what's wrong with having a bigger or more robust >> that you know that's a great question
because goals it's a 3 to five year strategic plan. So we're we want to have a few priorities so they know exactly what you want to see movement on because they're going to continue moving on all the goals. are all important, but you
can't do everything all at once. >> Okay. Well, >> so the timeline that we should be thinking about this versus when we revisit it, is it one year? Is it the next fiscal year? Is it two years? Is it three years? Is it five years? Because
if it's five years, we have a different view on it than if it's >> two years. If it's two years and it's not something that we think is going to be able we're going to be able to address, then it should be further down on the list. And I think that was
>> Yeah. And I think we we can all agree that once the bridge loan is resolved, that blue one goes right up to the top because it's more doable. >> It's doable. >> Correct. >> Correct. But right now it's just not. We've all agreed that it's at this time it's just given budgetary constraints.
It's just >> and I'm not I mean I'm not going to stand in the way of progress. I don't certainly don't want to stand in the way of progress at this meeting. >> It's still it's still number two. It's still going to be one of our >> Yeah, it's we are going to be doing these guys are going to be doing multiple things simultaneously. >> All right.
>> So we did see that A3 and A1 rose to the top for y'all in leadership's and agreement. Can we move forward with these two and go to the try the next one? >> Okay, >> this is all backwards. I just my brain works completely different.
>> PJ, you have a QR code. >> My mic is going in and out. Um PJ has a QR code for the leadership team. >> So I think you're still you're still correct what you're saying. >> He's gonna change.
>> All right. So we're going to go to leadership. Yeah, if you want to open it up, you all are going to have a different XLE session, so it's totally separate, but we're going to show them on both screens. All right, so
leadership has four goals and we're looking for the top two. >> Yeah, I'm still on leadership. Still, I'm stuck in that. >> Oh, yeah. I did see up on the screen Diana said you left the things. Wonder why.
Excuse me. Tina, can you help me get back to leadership? >> I'm in the wrong again. >> I tried over there on the >> I need to scan back in. >> The blue head. >> I just touched the
>> refreshed it. >> Yeah, >> there you go. Thank you. You're welcome. That's a good one. All right. So, four goals. Rate each and click next. And at the end, you'll click the check mark. Everybody okay?
>> Everyone okay? Any problems? We're going beyond B1 then or >> B1 through B4. >> Thank you. Thank you. So in this organizational effectiveness it's a little different than here. So that's council effectiveness of council
not staff. >> Is that correct? >> They need to use this to understand. >> Yeah. Use the >> right. But this one doesn't say council. >> Oh, it says council. This one does uh for the software to make sure we're their leadership team. This is council.
>> It has nothing. So it's not leadership of council. That's a good thank you understanding. Okay. I was just saying that's just my dashboard software for council. >> Gotcha. Gotcha. Thank you. four so far. Thank you. All right, let's go ahead and show the
results for council. Actually, before you do, can we see how many are Can you want to go ahead and exit out of real quick and let's just see how many are doing for leadership going that way? You're right. Okay. Date. So, we
council and let's show the results. All right, we need a drum roll to see the results for council priorities for leadership. All right. So, succession planning through organizational alignment was
first and then the second is organizational effectiveness. Interesting. Okay. So, B1 and B4. So, let's see in comparison what the leadership team selected.
It's about to >> on this one right here. Okay. So, on the left screen, um, they selected B4 as well, but they selected B3. So, I want to give y'all an
opportunity to share why B3 is so you rated higher than the other two because you actually have B1 as the fourth workforce development.
>> So, for me, um the reason why I I know I personally rated this one higher, >> can you tell me your numbers in the order just real quick? Staff has what? Oh, no. No, I'm just talking about me personally. Our our team ratings are here. >> Um, one of the reasons why I personally
um selected B3 wasn't because that the title is innate as what as to what it means, but when I looked at the description sheet, it talked about standardized performance evaluation framework and I thought that was important. Um, as well as establishing
professional development goals for each person. So that's the reason why I happen to choose that. But I share the mic with anybody else. >> Yeah. >> Anybody else want to add? >> Sure. I will. Yeah. Um kind of the same thing that Tracy just said. I think if
you develop a good workforce, you're going to have all these other outcomes come underneath them. So I think assessing the goals, having strategic goals for for our our workforce is good and having annual work work plans and and budget outcomes and with this system
and uh achieve it, we're really going to get that in the metrics that we want. So it's going to it's going to enhance, you know, productivity um and hopefully um the morale. Yeah, I recall in our discussions that
there were the team is super excited about having the software to have the goals and objectives and being able to align the performance evaluations to the strategic plan. Do you all have any comments on council of why you put B1 succession planning as
number one? My guess is because of the past history of this island, there's never really been a succession plan. So, my guess is that's probably why it scored as high as it did. Um, you know, workforce development. To me, that goes without
saying, but I understand why the staff I would hope you'd want to develop your workforce, but I think my two cents is that's probably why that ranks so high is because we haven't had it in the past. I would also say that, excuse me, that
because you are a pretty lean team, there isn't a really uh clear succession plan in in place because each one of you is kind of spearheading a pretty big portfolio, right? So
>> the other thing I wanted just to point out on page five uh B1 succession planning uh the objective the first objective conduct an organizational assessment of the town's workforce structure to validate operational best practices for success.
The timeline is they're going to do it starting next year. So they're it's not that this one's going to be forgotten the succession plan. They know how important that is. So that's why they wanted to do an assessment first and present that to y'all. Are you okay with moving forward um
organizational effectiveness and B3 workforce development? >> Honestly, I personally hadn't taken into account the automation and the software and tying that together. um that wasn't part of my thought process and that
would I think that that is important and it's something that they are implementing and it'll make them more effective across each of these dimensions to myself. So I'm happy to take their guidance on this. >> Yeah, I'm with you. I mean you guys live
it and work it every single day. We're not here every day working with the staff like they are, you know, they know what works in their realm of how they're building their team. So, I I would defer to their ranking. I'm fine with it. >> Scott,
>> I'd like to ask Telissa what she what her number one was. >> Thank you, Scott. Um, so for me, succession planning is um the most critical. you know, the past three years coming in after Ian, we really had to,
you know, be very flexible with our org structure to support the needs at the time. And so, it's been a very unique um progression. So, I think now that we're stabilizing, it is so important that we assess our current org structure to ensure that it's, you know, best suits
the current needs of the town. And then we want to continue to build that out and uh forecast for the future. Um growth is such a driver for recruitment especially with millennials and gen Z. So being able to build out our career
ladders and expand in our growth opportunities. One, it fuels our succession plan, but it also will assist us with recruitment and retainment. >> Thank you. John, any questions for staff?
>> What's the capital of North Dakota? >> You're asking me or asking them? >> Who's ever willing to >> everybody? Yeah. >> Ask an answer. >> So, we're all good with moving forward uh B4 and B3. >> Tell them very strategically.
>> Okay. >> I'm sorry. What did you say? Uh we're moving forward organizational effectiveness and workforce development as one of the top 10 that we're going to evaluate again. >> So we're going to be 1 423. >> No. No. >> No. >> Or what? >> 43. And then the other two are still
going to be worked on, but we're just pulling out B4 and B3. >> Oh, I got you. >> So from the first round, we pulled out A1 and A3. Correct, PJ? A1 and A3. And this one we're moving forward B3 and B4 into the top 10. Um,
I think the person to Scott's question who probably has the most insight of anybody in this room is Tissa. >> Yeah. >> And we just dumped her number one choice. And I'm not sure I'm comfortable with that. >> And which was our number one choice. I
mean, usually, you know, >> you know, in any corporation, you a succession plan is just crucial. Right. >> I mean, workforce, they're all crucial, right? But I mean, given given what we've gone through, you know, her biggest challenge has been succession planning and
>> Right. And if you don't have that, these other ones are just weak weak. Yeah. >> So, I would move to defer to Tissa's number one. >> Okay. >> Personally, as a recommendation, >> which one would you get rid of in order to keep one? Would you keep organization?
>> Again, I keep Why do you have to get rid of anything? >> Because we're just trying to picture them. >> Then let's say let's rank them. But when you say let's get rid of them, it's it sounds like they're going away. I'm just telling you what people are hearing out there. >> They're not going away. We're just reranking them.
>> Good clarification. >> Prioritizing. >> So you're in alignment with Tissa. B1 is moving forward. Now the second one um could be B4 organizational effectiveness or it could be B3 workforce development.
>> I think whatever their what you know leadership in in in it every day um whatever their whatever their second choice was or whatever their top choice behind >> succession planning I think we should go for >> was three. >> I think it was development.
>> Yeah. Yeah, it was three. >> Dan, >> well, their first choice was organizational effectiveness. >> Their second choice was workforce development. >> I mean, I think the way that we have it
ranked is to me my brain that's you have a succession plan. Then you have to figure out is that organizationally effective? >> Yeah. >> Right. And then, you know, if it's not, then you're going to bring in and recruit people that will work into the organizational effectiveness based on your succession plan. To me, I think the
way we have it ranked makes the most sense in my brain, but and I think the first one aligns with what Tisa has and to your both of your points, she's the one that has to kind of be that what did you call it? The org. The orb. >> The orb. >> The orb.
>> Yes. All right, that sounds good. So, why don't we move forward? B1 and B4. >> You're welcome. Thank you, Tissa. >> Okay, now we're moving to the next the third round. Communications. There's
four goals. Make sure to use the worksheet. Look at the objectives, please. Communications uh continues on to page eight. I have to reload again.
Excuse me. in Jacksonville. >> She's in scared. Make sure when you get to the end that you select the check mark to submit. So far we have two that have submitted.
Oh, now we have three. Now we have four. >> All right. All right. We have all five. So let's go ahead and show the averages. Look at that. You have a tie with C1 and C4. C1 is transparent, responsive, and
inclusive communication and leadership. And C4 is emergency management services. Do you need uh any input from the leadership team? Are you comfortable with moving C1 and C4 forward?
Uh, I'd like to just get their um feedback on 95% I the responsiveness to public inquiries being I thought something that was extremely important and something that you all have been working very hard about. Um, so I'd like
to just get a little bit more feedback. I I rank I actually rank that as one of my top ones, but I'd like to hear >> Oh, under C3 C31. Mhm. How are you concerned that the statistic is too low? No.
>> Uh, no. I'm I'm pleased with the progress that you're making and I think it's uh its impact on the community and the way that the community um views the town. Um, I I I just think it's probably one of the key metrics
that is the uh, you know, is is a comment that is often heard and it's one that I know that you take very very seriously and have been working diligently on. >> Yeah, absolutely. Councelor McClean, I I
agree. understand it was one of when I first got here it was one of the first kind of you know directives and goals I gave to the staff was that we answer within 24 to 48 hours all the inquiries that come in and that's that's definitely a goal and we're going to maintain that no matter what I mean but it's super important because it affects
so many things it affects how the residents feel that they're being supported um by the by the town staff um but it also helps going back to our previous discussion it helps with our overall organizational effectiveness so um and What now? There's there's ways
we're going to work on expanding that uh the ability for for uh residents and so forth to reach out, provide feedback. Things that uh Abigail and Tracy are working on. Um if Abby has anything to add, please.
>> Yeah, I would only say, you know, that number is 95% and not 100% because, you know, we're still discussing internally what a resident inquiry is. is a Facebook comment a resident inquiry is a you know disgruntled person at a meeting a resident inquiry so I think once we
establish SOPs around what an inquiry actually is that number could be 100% but you know I would say we are very close to that 95% already so it's incredibly feasible >> yeah I I that was my feedback that's what I >> you know for me John C3 is kind of
encompassed in C1 under the inclusive communication and leadership I mean inclusive to me would also include internal communication system. That's why I ranked that one as high as I did. Um, and obviously expanded community engagement that also falls into the
transparent, responsive, and inclusive communication. So, to me, I think one and two are the top. The way we have it ranked makes the most sense and the fact that it's a tie should tell you a lot, >> right? >> Yeah. the So that's that was my thinking
in my in my selection is that C3 and C2 were kind of encompassed into C1 in a roundabout way. >> Yeah. >> Abby. Um just like Vice Mayor Safford asked Tisa, I would ask you, do you mind sharing how you
>> Rebecca, they can't they can't hear you when you turn around? >> Yes. So um I'm asking Abby just like Vice Mayor Safford asked Tisa being your area. Would you mind sharing how you rank these? >> Yeah, I mean I I would completely agree with the the tier that you guys came up
with. Um and again, I think C2 is just last because like the mayor said, it is encompassed in C1. >> Uh you know, emergency management services is is life or death. So I would even put that on par with goal one, but day-to-day I would say goal C1 is definitely a priority. So I agree with
this ranking 100%. >> Great. Thanks. That feels good when we're in alignment. Um, would y'all like to move to the next one or do you need to take a quick break? >> Keep moving. >> All right, keep moving. All right, moving to the next one. >> Okay, next one is communication and
economic development. Community, excuse me, community and economic development. Thank you. And it's four goals. Make sure to look at the worksheet with the objectives too, please. This one is a long one. Kind of goes
from page 9 to 11. Lots in here. I find C4 very explosive. >> Oh man, you had a dad joke in there. >> Knew it would blow up at some point. >> Thank you. This falls here
versus >> I agree. How you doing kids? >> Eating turkey. But three. >> Okay, we have three in so far. Is he saying y'all are at the kids table? >> I'm being quiet. All right, we have four in.
>> I want a dog sitting at my feet. >> We're lucky we have a service dog at Collaborative Labs. >> Oh, do you? >> Very fortunate. All right, we got all five. So, let's see what the ratings are. >> My uh I just moved my parents to a new assistant living yesterday the last few
days and they have therapy dogs coming. >> Wrong one. >> Yeah, >> I think the tablecloth is moving this. So, let me There we go. >> It's a moving tablecloth. >> All right. So, it looks like D1,
economic growth through business development and year-round tourism. And we have a tie for supportive redevelopment decisions for a thriving resilient island community and D4 stewardship of community assets. What questions do you have?
What information do you need from leadership to help with your prioritization? Well, let's ask Frankie. >> Yeah. What's with staff's? >> All right. Frankie's gonna pipe in here. >> Yes. Hey. Hello. Frankie Garpach,
community development director. Sorry, we're just having a little internal discussion here. Um, obviously the the number one choice is the number one choice. you know, we don't we don't exist as a community without having some sort of path to move forward both on the
residential side and as the commercial side. Um, and then you throw on the cherry on top, which is tourism, right? We've been the cash cow to uh TDC for for years and years and we don't see the benefit of that. You know, the bed tax that gets collected does not come back to us. It stays in a big cookie jar
somewhere else. Um trying to get a bigger piece of that pie and make it work for the residents that put forth the effort and their tax dollars to make it happen uh should be a huge huge objective moving forward. >> And and the the the tie
>> Yeah. >> Yeah. Just >> so that's yours. Is that yours? >> No, that's yours. No, they only they only >> they only participated in the leadership one. >> I was just asking for his opinion. >> The short-term rental piece. I know that's a hot topic, but you know,
obviously that's just a key. It's a piece, not a key uh to make everything work. Um, you know, it's not it's not something that's driving this town. It's been a problem for years and it's a it's under the new uh software and management system that we have currently in place.
Um, after one full year of operation, I think we'll have better metrics to to decide where it fits into the scheme of things. But I definitely think that we need to keep our eye on the prize, and that's redeveloping this town in in a way that no matter what impacts us in the future, uh, we have that bounceback
ability to come back. And that's either through building stronger, more resilient structures in the community, which we are following FEMA's guidelines in the Florida building code, and also really promoting uh that for our business community as well as they build back. You know, for me, this is just
like the last one, D4 and D2 kind of roll into those top two. you know, stewardship of community assets that rolls into that, you know, D3 and D2 to me rolls into the economic growth, business development, and you're on tourism. So, those two kind of are
encompassed in my opinion in the ones that we've we've selected. >> Yeah, I would concur. One uh thing that as Angela was reviewing through the plan, if you take a look at page 11, objective D42,
she was suggesting maybe the school would fit into that one. D42 on page 11. >> Yeah. So, we'll make sure the action item of the school could fall into that that one. So, it's captured
>> for me. I had in my notes, I had the school combin under either D14 and you could potentially even take D14 and roll it into D13. That was what I thought you could do for >> I'm sorry, could you repeat that? >> So for me, I had on my notes that the
school potentially could be in the D14 >> D14 >> and to me D14 could almost be rolled into D13. Okay, I'll take a look. >> You know, because if you if you would have put it in the D14, it says, "Draft a Fort Myers Beach Recovery and
Resiliency Visioning Plan >> supportive of townwide adaptive growth." To me, the school would be part of that adaptive growth. And then that whole section could go into identify and pursue opportunities to expand year-round tourism, offerings, diversify visitor experience, increase tourism,
generate revenues. Maybe not so much. But to me, that's where I had the school parked there. That discussion, >> which would fall into our number one goal that we selected. >> Perfect. >> I think it could be I mean, it can be in both, >> I think, because there's different there's different goals like for the for the one you're mentioning um Mr. Mayor,
definitely part of our our vision, our short and long-term vision is to reestablish that for the support of the community. But if in uh in B4 uh 42, um it we we have to figure out how we're going to fund it, you know. So we need to develop ways to acquire the funding
to achieve that vision. So I think it fits in both. >> I think and we and we'll make a note of that and and reference it. >> The school fits in the two. >> Can I ask a question um um of Frankie and Will, this may be too deep, but on
D11 improved permitting process through userfriendly software. >> Who owns that? Who owns that process? Is it the towns or do we outsource it? Gov well that we currently purchased is the town. So once we are complete with that which will be very short it belongs
to the town of Fort Myers Beach >> all within our control >> and it it grows as we grow. It's a beautiful thing that we adapt. >> Thanks. >> I would like to say that it was our first AE or AI based uh software >> advanced digital tool. >> Yeah. Yeah. >> I'm sorry I'm not hip with the acronyms
as you kids are. >> Great. Okay. Good. Thanks. That helps me. Gus hopping on the bus. >> Don't need to call. >> I guess just to wrap this up, is council okay with the way we have it ranked one and two?
>> Yes. >> Object. I'm good. >> All right, >> let's move on to environmental sustainability. >> We got it. >> Okay, so they they're agreeing that D.1 and goal 3 are their top two.
>> Perfect. Thank you. All right, last one. Uh, is environmental sustainability three goals? >> Round five. >> Five. Yeah, I have that. I just
>> because of that one playing this or >> yeah it's a good thing we have smoking man >> I I was in Ireland >> last year the amount of they jump everywhere >> it's obscene it's obscene they were they
were taking like little bobcats and sweeping them up >> like downtown area where all the bars are they would actually sweep them up and then this bobcat would come all the batteries disposable. >> Is it >> is it that like they just use so many
more disposable ones because most people that vape here use are using like reusable over there. >> Wow. Okay, looks like we have five. >> All right, let's show the results. >> Interesting. >> All right.
Shoreline and coastal resilience. E1, E2, storm surge mitigation. >> Again, for me, number three kind of wrapped into >> into number one. That's why I had it ranked the way that it's ranked.
>> Yeah. I had uh I I know cleaning up the canals is super important and getting them dredged, but given the fact that we didn't have a program in place, the do the doability is just not there. It's >> not short term. I mean, it's It's a
must, right? But the doability right now, I think we kind of all saw that, too. >> Uh, I agree completely. I think it's a hard lift. It's going to be a challenge. Um, personally, I thought the storm surge and maintaining the FEMA ranking
was more important than reourishing the beaches, personally. But as long as it ends up in the top two, I'm okay, I guess. Um but that was my thought for it is more about the storm surge and >> maintaining
we all know the impact right >> and again even number two storm surge mitigation to me that's coastal resilience so they kind of all go to number one >> certainly come together if you took a a mitigation while we're talking about shoreline protection as well as
>> storm surge mitigation. John, >> I misspelled. >> Okay. Everybody's in agreeance with the staff. Do you have any heartburn on what you see there? >> No. I mean, personally, I I probably would have put storm surge mitigation at
number one, but I mean, it's it's in our our top two, so that satisfies us. >> Okay. All right. So the next if you want to switch us over to the PowerPoint and he's going to switch.
So behind the scenes PJ has taken the top two from each of the five strategic themes and put them into a poll and we want you to select your top three. Uh,
hold on. Let's go through here. All right. So, uh, on the back side of your handout, on the back side of this handout right here, and I only I put it on the handout. It looks like >> this one right. >> Yeah. >> So, it's another QR.
>> Yeah. Just for y'all. Just for y'all. So, it's not public. >> So, we escape out of the other one and into this one. >> Yes. and it's also on the screen and you'll see the top two that were pulled out from each of the five strategic themes.
So, we have 10 total. Please select your top three and we'll see which ones rise to the top and determine what our priority goals are. >> Can you scroll down a little so they can see all 10? >> They can see them on their >> So, what do we just pick one through?
Yeah, just pick three. >> Pick three. >> Pick top three. Okay. And it won't in any particular order. >> Nope. Any particular order. It doesn't matter. >> We're probably not tracking you. What? Which is bad.
We're probably not tracking what they >> need. I think they did. Just double check. >> Is there any submit or we just select three? >> Just select three. >> That's it. >> That's it. It's difficult because the titles don't
really encompass what we just walked through in some regards. Right. I would actually think some >> titles would >> and some go into and some go into the other. >> Yes. Exactly. >> All right. I need to shake and scroll.
>> All right. So, it looks like Oh, we don't have everybody's in yet. >> Not yet. Because we have 14 and we need 5* 3 15. You're good. >> I used to be a math professor.
>> You showed >> Tracy and I have some things in common that we were both teachers. >> You more mean or more average. >> What was that? >> You don't think she's mean at all? >> Mean. >> Mhm. >> Standard deviation. >> You didn't think you were mean at all?
>> That's because I have a degree in electrical engineering, >> so I'm very scientific. Make sure >> I've got three items. >> Yeah, there's 15 checked. >> Yep. >> So, there was no submit button. You just >> You got it. Right.
>> All right. So, it looks like >> just clear. >> No. >> Was it in the slide deck, PJ? I think you accidentally hit clear. >> No, no, it's still in there. I promise.
See? >> All right. I have to be very careful with the scroll bar here. All right. So, we do have a uh we have A1, robust and adaptable capable infrastructure systems. D1, economic
growth through business development and year-round tourism. Are we able to switch that slide so they can see it too? Are they able to see that? you have the clicker. Um, and then we have C1, transparent, responsive, inclusive communication,
leadership, and E2, storm surge mitigation. So, we definitely have those four. >> Okay. Tell me your tell me your thoughts. >> For me, quite honestly, I think there should be a top four, not a top three, but
>> And that's fine. Yeah. >> Because >> Sorry. So what I have >> so >> A1 D1 >> C1 >> E2 >> what was number one >> uh 27% uh oh number one scroll >> the reason I say that is because number
nine you got Do you want to say numbers or do you want to say the E's and the D's and the whichever way you want me to say it. So E1 and E2 to me goes into C4. Sorline and coastal resilience and storm mitigation goes into emergency management services or at least
planning. So I think that's an important one to have there. >> Yeah. And you can help for >> Yeah. >> So C1. So I'm So just so I'm clear, I want to make sure I have it right. A1, D1, C1, and B2.
>> Is that correct? >> Yes. >> Well, or you Yeah. However you want to because those other ones are going to drop into that. >> Yep. >> So say those numbers again. >> A1 D1 >> C1 C1 E2.
>> Actually I would say C4 because E1 and E2 should go into C4. At least that's the way I look at it. But >> I kind of understand. I want to go back to this though just to make sure that
Yeah, I I think if E1 and E2 were interchangeable, so to speak, and kind of sounded like that, I know there's a little bit of a nuance difference, but I'd take an E1, but I'd be fine with E2.
Well, for me, the the C4 that to that should read emergency management, planning, and services because then you could encompass E1 and E2 into that C4 bucket. >> But I don't know if we can change if we're too far gone down the rabbit hole not to change. >> Yeah. Yeah. We're definitely not
changing the >> I think C4 should be >> I think sorry five. Yeah, we don't want to go more than five because that's all the reporting that the leadership team is going to have to make sure that
they're prioritizing those. >> Although they would still report on the other ones, but just maybe more on a quarterly or annually annual basis. >> Based on this, you would have four because you two that tied for number one and two that tied for number three.
number being there is an argument being made for C4 to be included as well by the mayor. >> Well, what I'm hearing is that that we're too far down to change anything, but I think staff understands what I'm saying. At least, you know, to me, emergency management that should have
been planning and services because that would have then encompassed shoreline and coastal resilience, storm serve mitigation because when you're going I'm assuming when you're going through your e managing planning, you're you're looking at all of those buckets anyway. You're looking at shoreline. You're looking at wavewall mitigations. You're looking at funding. You're looking at
canal dredging. You're looking at all of that to encompass in an emergency management plan. I would I would assume. >> Yeah. I don't think I think this is more about response as opposed to forward planning. >> That's the way I've read that. >> It's not that the others >> Yeah, Mr. Mayor. It's not that those
things you just mentioned aren't included in all in in an objective somewhere in this, but in each one of those goals, there are objectives underneath those. So that's where I'd say you can't or I wouldn't recommend necessarily saying that two of these goals could be combined because there
are there are different objectives underneath each of those goals. >> Um but uh a lot of the points that you brought up, mayor, they're they're covered in many of those objectives spread throughout >> these goals. >> So prioritization. >> Well, I think we were given the task
three to five and we just hit top four, which >> I'm good with. You're good with >> Yeah. everybody else. >> All right. Fantastic. Then the last wonderful news I have to share with you. So we've had three visual illustrations through the community focus group one,
community focus group two, and leadership forum one. This fourth visual illustration will be developed after the session as a gift to y'all from collaborative labs. We are going to create this is an example. I just want the small one. Uh this is just an
example from another um engagement. Yours will be landscape but the four um after speaking with Tracy are going to be displayed on >> maybe maybe >> maybe possibly on that wall there. So when community comes in they can see the
whole process of how the strategic plan was developed. It'll probably be like that, but it'll be full color. And we'll provide you the four when we do the presentation of the drop strategic plan on June 15th. Are y'all excited? Yeah.
>> Nice color. All right, Jonathan, take it away. Hold on. Let me give you >> You're on. Okay. >> And we'll have signed editions for just $19.99 at the end of the show >> if you buy two.
>> Okay. Well, two for two for 15. >> Um Okay. Well, the the the fourth uh the fourth drawing in the installment here. Um we've got this uh this centerpiece basically u visualizing that
we're all in it together kind of you know that's that sense that that we felt that uh whatever we come up with uh whatever goals we have uh we've got to do it with everyone in mind uh resident
business tourist uh you know everyone has skin in the game and um so That's where we started. Um and also the old idea of uh you know some certain things we have to balance uh you know the needs
of our residents uh needs of our businesses um you know the idea that uh we are serving protecting um individuals but also are our our resources that we
have here. And um so and we'll uh sort of clean up our uh our goals and um add a little color and that's it. >> All right. >> Well done.
>> All right. So let's just talk about next steps. All right. So coming up um June 1st is when the draft final report review uh will be coming to you. Then we'll have the draft final report to council on the
15th. And in July, we already have our planning meeting set up to talk about the strategic implementation. Implementation phase three is when the strategic plan officially launch launches. So we are moving forward. the team has
already started talking about how to collect these metrics because as we were looking at the objectives you know the main question is how are you going to measure that you're making success and they nailed it. So they started thinking about it some of that we may need to go back and tweak which if they figure out
oh that would be difficult to measure we can't measure if they attend a session but we can measure uh maybe if they found it valuable and do a survey. So there's different things in there that we can change and tweak, but they're moving forward creating action items. So they're not waiting for me to come back
in July. They're moving forward with action items, starting to collect those success metrics. They're going to identify action items for each objective. Uh continue refining the time frames, uh the champions for each goal and objective, finalize the report, presentation, and then we're going to
determine the best process. So that includes mayor what you were saying is what if something changes with homestead? What if we have a change that happens or I'm not even going to say the h word. So we that's that's where the strategic plan is flexible, livable,
breathable. We change it. We modify it. If something occurs like that, maybe one of the implementation sessions, we take a look at the plan again to rep prioritize if necessary. This is something that is evolving. It's not okay, we only have these four and we're moving forward. That's not it. This plan
is completely moving forward. All 18, all 18 goals, 44 objectives are moving forward. Success metrics are being collected. Action items are being defined and you'll get to hear the progress and see it on achieve it. So yes,
>> I I have one question and it it goes back to the very first thing we talked about the vision. Um, I still think we need to have the reemerging portion of it because so much of our lives up until this point and going forward is
is reemerging this town, rebuilding this town. And I think that has to be, you know, part of our our vision is is how we rebuild this island because we we're in a a we're in a a place that most communities
aren't. We're rebuilding and I I think that needs to be a core understanding that, you know, a core vision of ours is that everybody's in a diff different place. Either they're rebuilding, they're still fixing their home or still fixing their condo. Um, we're trying to
attract PE, you know, new new builds and new businesses to come in. So, I I I I think that reemerging word is that's just me. I but >> okay >> I completely agree with you vice mayor. I think that all these things though
lead to that almost as an outcome. This is what we're going to be measuring will and his team on how effectively are they doing that based on what we hear. I think it's up to us as council counselors mayors to go advocate for what we want our town to be just like we
did when we pulled everybody to look at the comprehensive plan. You know, I think that's kind of our outward- facing role. Listen, bring back, tweak, but >> I'm not so sure that maybe they thought that, hey, we, you know, we we don't
want to, you know, keep harping on this that we're rebuilding, but I I think it's part of who we are right now. >> It is. It is. >> Um, >> we went to two ribbon cutings this week. >> I know. >> Yeah. Wonderful. >> For me, I I I thought about that, too, when I first read it, Scott. To me, reemerge is not I think we've already
emerged. I think we've already reemerged. I think now this vision is more about we've I think we've proven that we've reemerged to your point. We've ribbon cutings are happening. Approvals have happened. Houses are coming out. Now this vision is where are we going to take this new reemergence and and continue it into the future.
>> So that's why I wasn't I wasn't hung up on the reemergence, but I agree. But when we discussed this originally, that was a big focus because we weren't quite to this point yet. >> Yeah. I I honestly feel that um while I understand where we are, we have come so far
>> and if I were to add it, I would put a thriving eclectic coastal community or something like that that is more >> aspirational. Yeah, like the definition. >> That's a good point because that that is a vision, right? >> That's where we're trying we're that's
where we're seeing our future, right? And so >> our vision is to be thriving, not reemerging, right? Correct. That's what you're saying. >> Yeah. >> Okay. noted thriving. I'm glad I brought it up. >> Yeah, me too. I see your point. I see your point. That's that's great. Yeah, that's more of a vision. We are reemerging, but our vision is to be a
thriving community. So, >> and I think through that reemerging, we found that some of these things we prioritized were really important. How effectively do we communicate with our constituents? How, you know, effectively is the software that supports us? You know, all those little tasks kind of
emerged. I'm wondering has anyone I'm sure you have. How does this fit in with our comprehensive plan? Because that is our vision that just recently we have all agreed that's that is our big vision. Did you see anything as you were going through this that you know
diverged from that vision just for the public's benefit? >> Yeah. No, I would say no. And so I just think it's and I've said this from the very beginning the comprehensive plan is is very different than the strategic plan.
The comp plan uh complements the strategic plan. I don't I there was no outliers nothing was different uh than what we have seen in the data. Uh the comp plan is part of the strategic plan.
Um, but again, the comp plan is focused on bricks and mortar and facade and those types of things. >> I agree. I just wanted to see if you thought anything jumped out at you. >> No. >> Good. Thank you. >> And I think it's I believe it's in one of the objectives as well, like called
out. It is uh it's it's in uh C41. >> Let's just look at that real quick. >> Mhm. All right. Well, I want to thank you for your time today. When we started this journey with
you, we were going to the trailer, the port or the portable, right? >> And everybody was just starting to rebuild. So, you have reemerged as PJ and I were driving onto the island. We're like, look how bustling it is. Look, everybody's walking and riding and jogging down the streets and the houses
are rebuilt and looks like people have moved back in. It's pretty It's not totally there yet. having I mean I live in near the Treasure Island Bridge. I get it. It takes a little bit of time, but you're definitely you're definitely becoming thriving, more thriving than ever before. So really proud of y'all
and thank you for your time today and through the process. >> Thank you. >> Thank you. >> Thank you. If there's nothing else, John. >> Oh, >> do we need agenda? >> Oh, agenda man. Oh, I forgot about that. Yeah. Does anybody want to add anything to the agenda management? >> I do. Well, I I uh realized that I spoke
a little premature at prematurely at the last council meeting. So, the um topic of how we evaluate public benefit, I would just like to move that into um the
>> So, when you brought that up, you said another joint meeting with the LPA. Is that still part of your thought process or is it just a open discussion with us? I'm not sure. I'd like to take what what you all think, you know, if if um you think it would benefit the LPA to
have them involved and get their take on it or not. I'm looking at how we evaluate, not items like you give us this, we'll give you two floors, but um a discussion around how we evaluate because every project is different, right? to your qu sorry to your question
Scott. Yeah, we we can do a joint M&P joint council uh LPA like we did for the comp plan in the past if if that's so interested all of you. >> Yeah. Well, if it's important to you or not one way or the other. >> It's your it's your >> Well, I would like to have them there. I think it helps everyone.
>> Let us know what you think and we'll give you consent. >> That's that's what I think. I would like to have council and um LPA. >> Okay. Anybody have any objection? >> I'm a big fan of the aliad.
>> Yeah, I only I mean we'll have I'm always willing to have a conversation, but I don't know what more we can discuss that we haven't discussed already through the implementation of the comp plan. I mean, we've laid out public benefit, but if you want to have another discussion, I I don't understand. I guess I need to understand
a little bit more about and you've gotten enough people to get it put on the MMP for for a joint discussion. I'm just trying to understand. And so I understand what you're looking at. If you're not looking at doing a this for that or prioritizing 1 2 3 4, what is it exactly you're trying to achieve?
>> So I'm looking for a way that we would evaluate that we ask everyone to sit down and think about a public a public benefit as well as to let developers who may want to purchase here or are p or have to would we evaluate it? Um because
we cannot do a if you give us this we'll give you that right that is against our you know that's quid proquo we can't do that but we can say things like these are just some ideas we evaluated on a handful of criteria and given this
particular project here we would say is it proportional to the ask you know you're asking for this is it proportional >> I I understand where you're going >> is it sustainable >> okay >> is it um doable kind of like high level stuff >> what does it mean Okay. Yeah. All right. We can have that. I'm totally fine with
it. >> Uh so that right now we're looking at the June um June M&P. We've got a review of the ebike ordinance as requested um by council. We've got the uh the draft water and golf uh taxi um ordinances.
Those that's those two are on the June M&P right now. Um, if we don't do it June, then we're looking at August or or a special meeting. >> You know, I think you guys have got a lot on your plate over the next two months. To me, it makes most sense to to
do it in August. >> There's a lot going on next month. >> I don't think it's urgent. It's not going to change anything right now, but I do think it's something we keep talking about. But >> does that work for your your guys' schedule? >> That works. I'll cut it down. >> John, anything else? >> Nothing for me.
>> No one else? I'm good. >> Okay. Now, John, take it away. >> Move to adjourn. >> Wow. All right. Any objection? We adjourned at 11:11.