 I'll call you back to the power channel. I'll call you back to the power channel. I'll call you back to the power channel. First of all, thank you for all of your time this afternoon. My name is David Eisenborn. I'm the director of the Baker Tilly and the project leader for this assignment. With me is my colleague Rachel Ramblin. I'm from, as you probably can tell from my accent, I'm from Texas. And our Dallas office, Rachel was walking here besides them now. And our other colleague that you saw, some of you met early on, Chris Strong, he led the last Zoom call for the Committee of the Whole had another conflict and couldn't be here. And he's just got a lot of important things filing up on it, including getting married. So he's trying to manage all of his work for these plus help organize the wedding. So we said, sure, Chris. So just by my quick way of background, when we met with you virtually as you're at the Committee of the Whole meeting, to give you sort of a midterm update on the strategic plan and we had some really good dialogue there. It became clear as the governing body asked that we come back and give this group an opportunity to weigh in on some of the things that you saw. I specifically talked about the SWAT analysis and what was in there and the staff and our product. So we're going to go through a SWAT exercise tonight. And then you were particularly interested in the process that we went through to come up with an initial set of goals and objectives. And those were draft form, but you asked us, what have you said? I remember very well. We want our turn with the sticky notes. So we're going to do the sticky notes. And so really what we're going to go through tonight is kind of an abbreviated version of what we did with the Todd and his team over the better part of the day, but focus in on those two things that you said we're really important to. So we'll work right in. And again, if you want to keep, that's fine. Go ahead. Now my point here. Do you advance the slides? Okay. So you have in front of you, so I am not going to read this. There's the agenda for the evening. I believe we're on the schedule of 5.30 to 7.30. And we're going to try to stick to that agenda so you see it. I have allocated lots of time. Those are estimates. And we may go longer. We may go shorter depending on what kind of progress we make and how much dialogue we have. But we're going to work hard to get you on 7.30. I understand from Todd that there's another function, I guess, in the community function. Yeah. I love it, Anne. Yeah. So we want to respect that. I don't think we used, I know we didn't use this the last time. We didn't use it this time. How many of you are familiar with that? I've used this slide for many years. So just what is that? What does that mean? What is it? I think it's hilarious. Company with a strategy. Oh, no, what should I do? With no strategy. So company with a strategy. We don't do that. Well, it's physical, but there's an important message, which is sometimes planning, strategy, setting, work program. This as much as understanding what you don't do as well as what you do. So that's why we go through these exercises and ultimately sift and sort and reorganize and re-prioritize so that when the final document comes out, it will really have the most important things that you do as an organization. And that doesn't mean there's going to be a line item in the plan for every single service that the city provides. But it does mean that it's going to articulate those things so that it's really the most important for the long-term success that we were in. So company with a strategy. We don't do that. It's always good to have some rules. And so here's the set. Cell phones offered a stud years ago when I did that. That's the worst cell phones. So pagers. If you have to take a call, we're certainly going to extend it. Like that is avoided much disruption as we can. The next one, because we've got it constrained and out of time is pretty important. So help us stay on track and stick to the agenda. Kind of ask your permission to at least gently suggest that we might want to move on. And I've asked the chair to help me with that. Not to control this, but just to try to promise it. Please participate. We really value your input. And sometimes people don't want to speak up. Sometimes people want to take all of the time. So I'm going to try to manage that. Sit there silently. If you begin to dominate a little bit, I might ask you to give some of those. Is that okay? See first understand. So we know a little bit. You're very collegial and cordial and all that, but not everybody in the room agrees on everything. We hope that this meeting, and I have no reason to be knocking. We're going to listen to each other, let it finish their thoughts, try to understand what they're saying, and then have your own say. I like to say avoid killer phrases. Give me an example of a killer phrase. What do I mean by that? Well, that's just a little bit. Won't work. We've done it that way. Look at this thing I ever heard. Not a great idea. And you know what? There may be things on there that aren't good ideas. That's okay. But the process will ultimately sit and sort those. There's the next one I love, and it's, I wish this was my own invention, but it wasn't. Conference around facilitation. This is not citizenship. That means enough. Let's move on. So you give everyone in the room, and then at some point, you know, we'd beat the topic to death, and you want to move along. Sometimes I don't always recognize me at the time. You were helped. This is serious business. No doubt serious business, but it can also be fun. We're talking about things that are important to the community. Yes. But keep us lighthearted even though it's serious business. Biobricks is needed. And we know where the facilities are, and are there any other rules that you want? Can we sign on? So the first thing that we talked about, or the main thing that we talked about at the last creative home meeting was this spot that they, and this was all developed by the staff or what we facilitated to ask the staff to kind of be introspective, to talk about what they felt like, the things that they were really good at, things that we want to leverage in order to achieve our strategic goals, weaknesses. We have to acknowledge that there are areas that we need to improve, and turn those weaknesses, overcome them, and turn those weaknesses into advantages where we came from. Then we went to threats, and that's while strengths and weaknesses are primarily internal to the organization. Breasts are really much more external. They are what I, with others, call me. Stay with me. What are the things that you worry about? What are the things that they happen to you that could really impair your ability to achieve what you want to achieve as a governing body and as an organization? And then lastly, talk about opportunities. What do you see as the opportunity that a way for Chicago again that we can build those strategies? So, you have at your place the results of that activity from the staff. You also have at your place a blank swap template. These are all the order that you have. And what I invite you to do, to ask you to do, was take a few minutes to think about this from your own perspective, from an individual's perspective as the governing body. And what is your assessment of strengths and weaknesses? For the strengths we need to leverage. For the weaknesses we need to overcome. The threats we need to mitigate. Opportunities that we have. Yes, ma'am? We didn't have an opportunity to sort of review the slot analysis that's already in front of us. I understand putting our own information into the slot. But I sort of want to digest the slot that you're sharing with us. Because I don't know that I I don't know what I want to do with you. That you want what? Recreate the wheel. Okay, yeah, that's a great point. So, I'm going to say what I was planning to say and to make sure that that covers your concern. So, we don't need to recreate the wheel. We don't need to replicate what's already up there. If there's already a strength that you agree is a strength then you don't need to repeat it. What we're going to do, maybe that's the way it started, is we're going to take input from both of these groups and can solve it. You're asking for an assessment? Yes, but I would also say this. If there are anything that any member of the board thinks is it a threat or is it an opportunity? You can certainly voice that and tell us why you might think that. But it's just a great point. We don't need to duplicate what's up there. We want to hear your views about what's strangely an opportunity to address. But if you have a quarrel or a disagreement or even just need some more understanding of what that means up there, please say it. Did I answer your question? Okay. So, take a few minutes. You don't have to fill up each quadrant into a swap. Just what's important to you in terms of what are we good at? What are we getting better at? What are we worried about? What are we hopeful for? Make sense? I'm going to slip to your phone. One shift. That's the solution. Is that the interface that you put up there? Okay, so I'm going to look at that. Yeah. Yeah. Yeah. Well, I guess. I see that both of you have put your hand down. I'll give you a quick pause. In two events, which is easy. It's a tricky piece. It's that big and small. That's open. Right? I'll just take a quick break. I'll look up there. Okay. Yeah. That's great. I'll take a quick break. Okay. Be enjoying. I'm going to try to avoid repetition, so if we've already talked about whether it's already on the map. But if you want to weigh in on it in some way, say I agree with it or the sudden new loss that you want to talk about, you can certainly do that. What we're going to do is my colleague is going to capture these on another blank template and we'll watch this build. So anybody who wants to start, and we'll go around the counter-cop clock line. Strength, weakness, and threats, opportunities. So somebody give me a strength. Anybody? We're not going to do this in a super structured way, so I'm just going to capture here what you're thinking. And again, if you're talking, it's a human scale of community. Human scale. So if you want places you can practice, you don't have to get out of your state to go with this. Okay, that's interesting. So human spaces, walkability here. What are some of the other words you said? Yeah, don't explain the other state. Okay, human scale. That's great. Rush is a strength. I am under threat. Council, turn over. When you come on the council, what are they doing? Can we stick on the brakes for a minute? Oh, sorry. Okay. Do you have any strengths that you want to think about? Okay, that's fine. I know everybody would have the consensus that you've got a growth strategic relationship between these. I put down that. We had great opportunities. It's more of an opportunity. We do have some sort of person that knows. That's right. So you could very well say tourism is a strength of our community and our organization. But we can always get better. Others, do you have any others? I feel like everybody else. And I think we have a good administration position now. Okay, well, that's a strength. Good administration and leadership. Yeah, I have a strong responses needs all departments who just went through it. Go help see a reaction when we had all our people going on. Okay. So we're going to be set in frauds with the fire department, street department, police department, all department. So nobody was left all of us. You know, like I said, I live in power, so I'm going to be able to do that. Oh, wow. 40 trees on 40 houses. Right. It's great that you're able to say all of that. So really tough things for the city community to go through to know that the responder going to respond. I don't think. They mentioned leadership. Yeah. I've written down that in your conversations. Everything about it. You mentioned, but it seems as everybody's, it seems that everybody's here for the same reason. And that can be a real strength. I work with a whole lot of city council. There's some that every, every council meeting is public. I wanted to say, we don't know. Is there anything on the. Yeah. We already. They are. Organized. It feels like something they want to tackle. They are very organized and sort of getting it done. Whether it's. Examples. He's hard. I'll just keep you alive. But for me, whether it's that. Steps up. Steps up. That a function of our nonprofits. Yeah, I wasn't sure. Like, I think you should just see business. You know, that's right. Oh, okay. There's any other. Yes, ma'am. We have a lot of family of businesses. Small, large. Some of those. You know, we heard in our, our interviews. Also. Desire for. More. Okay. One. No, no. Visually conservative. That is a strength. And I also put that. Okay. I was like, yeah. Yeah. I was like, yeah, yeah. This can be conservative community or is that a reflection? Does that mean the organization as well? Certainly. City government. At both. Yeah. Budget. The opposite side of it. Okay. So I guess when we get to lead us as you can talk a little bit more about how those. You just said opposite. There's good and bad. Very. Okay. Anything else that if you look at the. The original. Right. Long. Right. Strength. Strategic thinking and planning. But where? What would have been internally? Yeah. Let's talk about the organization. This is the second. Sort of major version of strategic plan. And they have a pretty rigorous internal. Planning process that leads to the development of the budget. That's the kind of stuff. That the organization. Things strategically. You. Okay. You running this. Oh, no, no, no. Excited about that. It's about the organization going through exercises like this. And trying to align resources to. Then the staff. Institutional knowledge. What is it? It means that they have been here. You have a 10 year staff. So long, long memories. Institutional institutional knowledge. You know, they know what's happened in the past. Apply that. To the speaker. It's a measure of. And I'd invite. Chatter time. To amplify on anything. I don't do. I don't do justice. You're doing a good job. Well, let you know. Okay. Let's go to weakness. Good. Good organizations. Like it. Are. Are the ones that can take a little bit of suffering. So who wants to give us one week. Yes. Reference. Reference. There's a fix. And I don't think it's going to go through. You know, I'm just going to. I don't know about it. I don't know about it. But I just. I don't know what it says. And it says. And so. I don't know. I don't know what it says. Well, I don't know what it says. I don't know what it says. Okay. I don't know what it says. Yeah. Sometimes you're meeting up with your meeting staff, yeah. Communications with employees. And internally, meaning management or, or of this, I mean, like, do back at each other's place. So I'm just going to group those together. I can make marketing slash communications. And I also feel like the reasons that are on the ones that are in front of us and attended, like the, often they look you to the team on the coverage, internal communications, external outreach, and it's consistent messaging. Like that, all of this marketing. They call it all type of. It all is at one. Those are like the things that are doing the better. Like marketing and communication. Every phone is a major reference, right? And then here are all the things that fit in with that. Yeah, I think that's all on how in our conversations that you all came out. We need to do a better job of telling our story. Yeah, that's what I'm saying. From the center. From the night that folks came. Okay. Any other weaknesses that you, you know, thinking about all the things you want to accomplish. I see that you want to go friendly. Okay. Any other examples? So I would personally like to see while we place groups on buildings, like city-owned buildings, to be quick for all the panels on them so we can best show that we're kind of lost in the long run because we have these old terms that can feed our own buildings. But also, I think we have to invest in more electric ports to cars as those become more popular. Yeah. And I think, especially with the whole plan coming down, I think the city's writing is more creating outward. It looks kind of like we just talked about. Yep. Communicates sort of side-to-side. Larger. So I think we need to be more conscious of where. That's, there's my work that's really conservative. Sometimes we're penny-wise and pound-pullish. So, oh, we can't afford to do that. But in the long run, it's cheaper if you do like, do about, well, the solar panels on those with a quick cross-point. Mental groups with cross-point. But the long journey can be back-to-back. But you've got to be out of front of both of my needs as a self-proclaimed. Another thing, sometimes it's difficult to do that distraction. Hang with me. I have, it's getting the older citizens employed as the ones available to them. And any people who don't have internet, they get quite impressed or whatever. That's a community that's not really a employed paper. Okay. So the idea is, is to get, so they probably know what's all available to them. But it wouldn't hurt to remind them once more. What's the other thing? I mean, you've got to, since I said what the services are, they'll drop off. All the other things that they might not have known about. And again, that's just the basic communication in the vast sections of people that don't have the technology. To where if I said, well, you can find them on our website. Oh, really? What if I wanted to do it? I have several people that have it. They call me, I have to make that. I don't have a computer. Help me figure out where I need to go to this. And it's really easy to just make a lot of trashes. But again, they need to know that people have it. Why don't you talk about it too? So I can't hear what you're saying. But how would you advertise it to them? So again, how do you do it? Church bullpence of the son, the beast, whatever it's available to them. There's those items that they say, I don't want the leads are beaten up. Because I've tracked that. Okay. But I don't know if all the senior citizens, there's two more that you know that. I know I'm truly both available to them. This is just a constant reminder for you in the third section. I think you can leave it as part of this very good job. If you're on the website. Yeah. Or you're already here on the page. Maybe it just might be just take another step further and figure out another way to get that information even though it's citizens hands. Whether it's a virus, whether it's a repetitive thing that you've heard, potentially come to staff, both that the last day and we'll just be pregnant by trying to keep you here. The focus on your boy does create a set of challenges. Oh, but I think we can capture the way you've said it up here. You know, some of what I'm sorry. Amanda. Okay. Since broadly, is that we have a weakness around around the telemarketer. And we can't wait until the people are aware. I think one staffed wearing more than one hat or slash fold, right? I think that's a cute weakness. There may be an example or two. If, you know, some last communication person, so someone said a fill in on the website. We lack of an intern department. Someone said a fill in on that. Sometimes some of those duties become sort of, we put it in this bucket and I would left it there. It doesn't get sort of shifted out again. Right? I don't know if it's more than one hat or sort of reflecting on staff responsibility. I don't know exactly how to put that, but. I'll do a test on you. Sure. I won't put that on, I'm going to scratch it off. But yes. Okay, so I mean, that sort of goes to staffing. You're all, are you saying you're under staff? Yeah, well, yes. Cause I also, we're here like under recruitment culture, you know, sort of, there's all things that are staff turnover, old style, lack of favorite hires. You can say lack of staff, or see the lack of favorite hires. Not the staff who are lacking in diversity. It's the hiring that we're lacking, right? So, first time. Yeah, and that's, I think, in terms of how the staff put it reflective of theirs, say we've got to do a better job of what you're saying, so that we can have a more diverse. Yeah. So I mean, I guess, like what I'm saying, it all kind of goes back to recruitment culture, but. So we should be put that in recruitment culture as a potential way. Sure. What about the culture side? The culture, sort of the old style, but we're voting here, I don't know exactly what that means, but if I had a thinking that sort of, that unwillingness to sort of, to see the other side, side of a conversation, internally, externally, right? The unwillingness to invite the right business slash organization slash people to the table. Yeah. Yeah. As I recall, as I recall the staff discussion, that last thing about how we used to work in really the compartmental lines, but we're working very hard to do that. Right. If that's, I'll put that close, right? It's comfortable if I'm tweaking, but breaking that open for further, the great style. Great. Does that feel like a, what do you want us to bear up? No, I don't. Okay. And it, it bumps on that, and it's not the correct word, but we insist the in-friend community, and it's the- In-friend. In-friend, and that's not the right word, but that's not the right word. That's for sure. No, I know what you mean, that's a generational problem. No, I don't know. Well, I'll say that. It's like, I just came back to get stuff, and I went from the really a hundred thousand down to the city of Chicago, yeah, because the steel mill's up. So, we have a community that, I mean, it's filled with title to all of the wonderfulness that we have. And I want to say, we better appreciate it, because not everybody is like this, and it's just that push full of, they want it. They don't know how much it costs, and they've never been anywhere else to see, this is pretty good, you know? And I don't know how to say that. So, a community that's unaware of Germanities, unaware of the grass is greener here? The grass is greener. Just that, I don't want to put words in your mouth, Are you saying that, that kind of all of insular perhaps, is a barrier to attraction? Because we're so close to it, it doesn't unwelcomingly, you're not part of us. Oh, I think what she's trying to say is that, there's a lot of complaining about things, but they don't get it, and they haven't been outside of the boundaries of the community to see the assets up here. Well, that also I think I'm back to, is because we aren't telling our story, and it isn't communication, it's telling them how great it is. That could be. It's like, be grateful, be thankful, continue to do what you're doing, and get out and dodge every once in a while, so even with the rest of the world is like, it's a while to get out and choose. Well, thank you, so, but I run into that. I do my best to encourage them. Thank you, sis. Thanks for the last part. I just want to know the words for one, the small ball going side here, there was one more. They got my ID support, but that was support from the department. I think I would also contend that support for the department, well, if you turn the page, if you turn the page, if you turn the page, if you turn the page, if you turn the page, if you turn the page, if you give the best possible. So it's for more person in terms of support. Okay, so, technology kick off. I'm not asking questions of the things that are up there. So the department operate on islands, is that for the silo conversations? Is that something that you've observed? I'm asking, I'm asking, like, is that what that means or what is it? That is what it means, Amanda. The concept of an island is actually worse than a silo. The concept of the island is the fact that the communication between islands is so small compared to a silo that you can actually get to in the communication. Yeah, we might have a lot of islands, though. We do. And then there are everything I think they answer. Good. Talk about fresh and keep you awake. What do you want? Because these are generally, these are generally... I think they want to show business. It's on the business real position, but that we're a big manufacturing team. And it's more manufacturing that leaves us high drive. There's some kind of business here. But that's an opportunity for life, right? Right now, we're still a very big manufacturing team. And you're saying you're losing your manufacturing sector is shrinking? Well, I think, yeah, I mean, it is. Yeah, so is that the threat you're trying to describe or... Yeah, more or less. When I was working for the school district, my job was careers. And the biggest employer in Shboygan County, Polar Company, right? The second biggest was the county. And then school district came in after that and they all lent out after that. So, you know, and Polar is starting to shift more and more jobs to China. You know, to have a major adapted or whatever, you know, they're shifting there. So that is hurting us. Yeah, right now, if it's instructions, trade, and a lot of others, that's the job market. You know, pick up people pretty easily, but it's the training part. That nobody wants to take the steps to do the training to get there. They're just going to jump and be in there. So that's hard for us as a city. It's hard for us as a city. It's hard for others. Would you say that just speaking to that business that's being unwilling to train, would you say that it's called a state fraud or is that part of the relocation? Well, I know like the trains have a lot of that sterile ratings. Or did I just understand? No, no. There are some jobs that, you know, like the IT, you know, they need some kind of background in that. They're not going to learn that on the job. They'll have to come up with some solution that might learn new things on the job. So the word that just popped in my head, I've been fishing for, there's a term for the company. It's offshore, right? Offshore. Sharing the under state districts, and it didn't hit me until I went to one of the legislative records and I looked around the table and there was not one representative from the city, so one lived in the city of shore. And that's what our state looks like. And it's because they cut the city in half so that we don't have, we don't have a city representative. And the concept of that is the fiscal constraints that are set upon us. Fiscal constraints. State fiscal constraints. Or fiscal. Fiscal as in money or physical. Fiscal. Fiscal as in money. We're on here in that more legislative, more and more. But I'll say more, since that, excuse me, we're on fresh. That's, this could be a loss. So it's a tradition, employee attrition. Where are they going? Are they going out to because they're retiring or are they going to their door? What do you treat? That's a lot of fishing. We often have this. And it's one of the people that's on it. That's also, that's the thought. Or how can I say, this man, and he certainly, council turnover, they're on his plane, up on them. They're there at the meeting. You know, I know that, that they do get a little bit of training out of, you know, Robert's rules of order departments. And I'm still struggling with who to call when I have a question. So, you know, I very rarely call Todd. Probably I call DPW the most. That's most of the questions from constituents is, you know, probably problems for not having to open their neighborhoods. So they're here. There's a real, a lot of runway or a real steep climb. Yeah. We have a lot of meetings and, you know, they don't realize that that's what they're coming into is the amount of meetings that they have to attend. What did you say that, I guess, yes, there is the turnover, but you know, the main thread is that we don't have onboarding. And there isn't sort of a guideline of what is expected of you. That isn't written out. Yeah, you're learning as you go. Some of us are getting our hands up for something, but other people are getting away with it. And I'm like, wait, what's the role here? Right? So that's somewhat of what is expected of us. But also, you know, that people, you know, you get 16, you get two people in the industry, you have to have the person kind of work with you and you get some of it. So we're not out there to do more. It's got brought in faster. One of the good things about this, it's fine where it is. That's something you can fix. That's not outside of your control. Yes. But we're also all volunteers. We're giving our time. We're like, we all have folks, most of us, you can take care of it. But that's something the city is. The organization. Great, but I don't want to do that. No, that's not what we're going to do. And the distinction between the council and the council's broadness and bridges and responsibilities, responsibilities, priorities and privileges and the city administrator's responsibilities and priorities and privileges. Are you saying that's not clear? I think it's not clear. It's not clear. I think it gets mixed up. And with a higher turnover, it gets more mixed up. I don't want to use the word turnover. It's more about there is no guidelines or onboarding for this information. There's no way to hand it to the people to understand that this is for one person. This is for one person. It's not written out. It's not the council that keeps turning it over. I don't have anything forever. You should have wanted that either. But there needs to be things in place and when that happens, you're onboarding appropriately and that sort of piece out. There needs to be a roadmap of how to navigate through the space and what's expected of you and what's expected of the other leadership. I agree. When I joined, they did do that. They did do an onboarding meeting where all the others got an orientation meeting, but this is a subjective view. This is the process. You can't do that for you to read at your leisure to understand better the policies and stuff. We did that, but it was right. There's still gaps. Correct me if I'm wrong and just ask you. I learned something about this through our discovery. I think there are opportunities kind of department by department where the department heads will take you in and show you around to see if that's right. So there are a few reach out for There's sensibilities on that on the company. This is going to work on time. Any more threats or any more things that really work. Then we'll move to the client part which is on the truth. I have shared with the old guard this is what I put down internally. Old guard is a better community and organization business but then internally the old guard sort of it kind of gets back to the island saying the old guard is on the island and carry that information. To find the old guard how do I differentiate old guard? I think that for here we have the strength of the staff I don't think it's a great good sense really long time. At what point someone's done their whole career here how many staff members do we have over 15 years? The majority. I think when it comes down to the old guard it could be both things yes it could be a recess I see that as a threat but it is a strength because you're retaining the staff and there is a turnover but it's also that you place it and that's where the islands exist. Let's go to opportunities this is the fun part when we may not have enough space to work but we'll capture all the charts otherwise. So when you think about opportunities to leverage your strengths or address your weaknesses or minimize or mitigate your threats what are some of the aspirational kind of things out there that you think are opportunities to make the organization better? You've heard several right already I'll give you some things there's to use your example a multitude of opportunities to improve our external communication that's why maybe another one we've got an opportunity to improve our technological capabilities I don't want these don't need to be mine they need to be yours I'll go for the communications I'll take the good stuff I'll take that I'll just show you how we can talk about all of these how do you address opportunities and opportunities to best agree that you need to attract businesses here to our population are those separate or are they the same thing? I bring this here so I think we're doing a good job we have an opportunity to make more green I don't think we spend enough time on that we've done enough of it yet the botanical healthy we're putting a lot of apartments down people want to walk we have this opportunity especially now that we're moving farther south to work more with solar water I thought you were talking about green environment I thought you meant better well I think yeah and then and like native to the states well we have a good portion more forward that saves us money also you're giving electricity from solar energy it saves you money the name is we're seeing what yeah we have a lot of apartments that we've just built downtown right now people want to be in walking so you don't want to have to take the power it's a long game well other ideas what is a good opportunity to address new opportunities for staff not just new council members there is a new council member I am saying new staff and council members do new council members a young person. No, I hope not. Well, I hope not too. I thought that's how I didn't even put young in there. I put question after young. We're just referring to this. That's how it is. It's on the internet. It's on the internet. Yeah. I guess I like trails, yes. Can you do bike and walk? Yes. Yeah. Typically, you'll have the turn wheel here. I can bike. Here we go with that opportunity since we have so much older housing and older buildings. We have an opportunity to spiffy up the infill spaces instead of going to continue and do these little infill spaces. Well, I watched in time, by the way, I'm about five minutes old, but we're at one thing. Let's get the best stuff we've got. What do I call it? Is that like placing them? Yes. Okay. You're teaching placing. That's a new important kind of term of art. How do you mean place making? Does everybody understand that concept? Check. We, and again, because I mentioned the man and we've got some work to do to consolidate him. So, you feel good about this strength. This is our opportunities. I can just read this off. So that one would be for my operation. I don't think we want to understate how much focus has been on that for the last couple of years. The more efficient we could be, the better service we could provide them, the better it is for those staff and residents. Okay. We have an opportunity to operate efficiently. More. Anybody need a quick break? Okay, so let's advance the slide. Now, whatever you asked for the statement. So, we're going to do a statement. So, this is a replica or the same graphic that we use for ultimately bills on this. We said it's high priority action item. Those are, those are the things you have to do in order to meet your goals. So we're not going to talk about the past today. So we're going to talk about a big picture. You have in your, in your hands. This was what emerged from the staff. And these big deadlines are the ones that we were calling the strategic goal. Practice intentional communication engagement, strengthen government processes, advance human capital, embrace continuous improvement, build community alliances. Make focus infrastructure investments and build it all inclusive and supportive culture. And what we, as we shared with you in the last meeting that we appeared at, as we look at this as a list of priorities for the city, it looked to most of us as this was more principally internally focused. And we went back and said, well, what might some more community focused sorts of objectives look like. And we, we had some sort of headed. But I think I'm speculating that perhaps some of what you saw missing. And what we had from that work was kind of that things that were really community priorities that then ultimately dropped. And ultimately dry. The staff. So, very effective. So, here's the exercise. It says close your eyes. You're going to. But, but this is by the way of facilitation technique on future poll. The idea is go out in your mind. The place, whether that's five years from now or 10 years from now, where you're where you want to be. Of course, you're never actually going to get there because you're going to keep trying more, but you leverage your strengths. You know, you take it advantage of those strengths. You overcome your weaknesses, you mitigate your threat, you grapple with those opportunities. Imagine that in your head. And now kind of looking back to. In 2022, when you did a great strategic plan, that's where the, that's where the time to turn for the better. Here's the question and we've got these sticky notes in front of you. What specific actions did you take? What specific. Initiatives programs. That you said, we took action. This is what we did to get this in that place. And I'd like you to write those on your little sticky notes. You've got the notes and we've got a. Sharpie. Try to write as much as we can. It'll be a little small because we've got just that space. And then what we're going to do is ask you to start sharing those with us. And what we hope we'll do as a part of this process is identify some of the. So take a few what one idea for note. Written as logically as you can. I felt that test. Oh, just the things that you think you're all. I have a role goes up in the summer. Concert. It was. It was. Because. I'm going to. Push it under. You. Chair. Choose. I'm in. I'm in. It's. It's. It's. It's. It's. It's. It's. It's. It's. It's. Surgeon. I appreciate it. And there's some places. All right, I'm going to give a start here, so I didn't need somebody to offer up what just want to give me one of your ideas. Focus on the city's greatest assets, its employees, for rent in the county. So I'm going to stick this up here and then ask this, are there any other ones, any other of your ideas here that go to that site? We have a casual man taking care of our punks. What's yours? What's yours? I'm hired to help you with your business. I have new things. All of our intermediary members. And I also have onboarding with MPQ and capital. Yeah, I'm going to let you check me. So I would say now, based on what you've got it with. So you would like to see one of the things that's going to make us better is onboard and guidelines for all there's a committee. And building diversifying really what you're saying here. There's all of them, staff members, all the persons in committee. Any more that sort of fall into this as far as that? Made a concerted effort to engage more. Okay, I want to make a, make a guess that that may start something new. That's, that's a good one because we've got a lot around that. This is more about, I understand. This is sort of citizen engagement. And most of this here we're talking about the organizations. Here's more of help from county governments. Yes. And I have a bill of responsive relationships with state officials and staff. I got one. Let me read these out just to make sure everybody. So we've got another kind of category starting. Get more help from the county government. So this is starting to become this idea of improving their governmental. What's your work with the state legislature to create a better map? I'm just curious how does that work in Wisconsin? How does that work in Wisconsin? The state legislature draws the congressional district map. Let's see. A non-partisan group. They're all meeting for counseling. Oh. So do we have any other ideas about improving their governmental? I don't know. Maybe mine will go there. If we disagree, we don't need to vote the same all the time. You're talking about the council there, right? No, I want to make sure. It could be with the county and state. Let me go back down here. Made a concerted effort to engage more on more diverse citizens and governments. If you had anybody else have something about how you engage with the community, that would be a concrete step you need to take. That would respond. So, yeah. Create a communications department, which is a little bit worse than any amount. But if you had that, would it be that department's role to drive more engagement? Or is that a set of those, or those completely separate? Well, maybe one of the things I can look at is, right? Yeah. Yeah, I would say. Like you were saying that the first one is the goal. But the second one is the team that was. How implemented, but not alone. Right. I'm looking for a more diverse and rich culture kind of thing with engaging people. I don't do that again. I just can move around. Is your communications there? Well, I have a question. Okay, I'm going to read these out when you talk about it. It says open communication both external and internal or internal. And by business organizations, people to the table for external projects. Conversations. It's all, it's all time. We have to have communications to have that happen, right? It could, it can't be the, the directors of saying public works or city planning. I have to also on top of that, where that had to get those people. And you get somebody that's helping them out and sort of recruit and continue with engaging and supporting those communications. Is this perhaps married. Yes, yes, yes. More ideas, any ideas. Sean. Alright, that's fine. Yeah. Continuously. With a reviewed employee. Yeah. So we're, we're, we're not going to tell Larry or is that going somewhere else? I can see a thing because the rest of my, you're going to be able to process this. Okay. Well, let's go that way. What else you got? I don't know what the application is quite there in turn, but instead of application, there are processes so that there's a standardized way that there are interactions happening. Why are they just sort of working? I don't know. It's down the same line. Yeah. Yeah. Codify inter, inter departmental process. Okay. Okay. So that's kind of the economic development. Provided dollars incentive. Monetary incentives. For downtown business. Part of my vision is more private. Whether you could offer development ideas. So that's sort of an inclusivity. Yes. I'm going to put that between the capital for now. But that's part of. I'm going to put that between the capital for now. But that's part of. We're working. We're working. Yeah. So. So. So we shot. You both got. My is. Investing for parents on all of our. So. Everybody. Saw this invested in solar panels on all. So. As we've been talking about that sort of. And I agree. And. I just, I like no. Sure. I probably. Put it where you want to put it. I would probably put it here. I would probably put it here. So. Put it where you want to put it. I would probably put it here. But somebody want to write that down? No, I don't. Everybody remember what we mean by island. They make a distinction between what I call silo and what I call island. You say islands are tougher to deal with than the silo is tougher to deal with. I hope I don't put you to that. You're right. Correct. The problem, as I said earlier, in Amanda was correct. Silo is our individual, you know, plans as an example. The problem of an island, if you have some culture, its own language, it's separate from everyone else, communication is very difficult. So it's a lot different than a silo. So these things here, at least we got to eliminate these islands and maybe some of the things you do to do that is to have a book. Those are sort of tabs. And making sure that processes are documented so now you see the same way. Same walk house. What else you got? What is that? That was a note that you put. That's better to say. It's probably the islands and no islands. That's going to go into the last one. That's going to do the problem. I'm going to work with her to deal with that. What would it look like for the results? Yeah. We certainly read it. We read it. And as we've been working on that idea of internal goals versus external goals, we borrowed some material out of that. Okay. So the last five year plan that was totally accomplished or wasn't accomplished at all? It was probably even percent accomplished. And the stuff that was left was beyond our control. Yeah. I could go back. And more. And put that on there. Maybe revisit the strategic plans. I'm here with you. You might say. This. Yeah, we talked about that year three of looking at it and the opportunity to maybe do a course correction. We're the market and where anything will be three years from now. So that was kind of a plan and that's kind of built into the contract to kind of give us a framework to do that. To be evaluated. Yes. I call it a course correction because who would have thought of COVID and things like that. So anything can happen in our community or new technologies, new opportunities. It's just that, you know, I get. Okay. Okay. But you get beyond much more beyond three years or more and more speculation. That's my. That's my. That's my. It does. It's a lot. Three years ago. Yeah. Yeah. See that some of the. Plan. No. That's probably. Look at it. It's a lot of. Yeah. Yeah. We have the vision up here. We don't have the mission. We're here. We've actually drafted some of those. They're not. here, it's like this thing, and it makes it work. It also tells us to be physically responsible, like I'm the healer next to you. Like there's things in there that it says that don't need to be set up out, that should be sort of standard, but I think we should revisit it. I think if you take it, it's still responsible. Most missions don't say that. It's what is our, what is the organization's duty to the community? And then that gets sort of laid out in the stairs or in the strategic plan. It doesn't, I don't know, I should review it a bit different. But, yeah. Typically, as she said, mission statement talks about what our purpose is, what do we care to do, and who are we concerned with? Protect our nation. Oh, good. Yeah. So, let's see. Where do we find it? So, maybe it's not infrastructure alone, but it's environmental awareness. Work our roads have bike lane capabilities. Work our roads have bike lanes. Yeah, I'm sorry, yeah. Work our roads that may have bike lane capabilities. Oh, okay. Which I think put some words in your mouth. They're sort of a concept now in urban design called complete streets. Yeah. They make provisions for, you know, a particular traffic, congestive traffic, bicycle traffic. Yeah, exactly. Yeah. I use the bike lane. I call it all over the town. So, Okay. Okay. Okay. Okay. Okay. Okay. Okay. Okay. Okay. When you see more and more and more and certainly the, you know, hard asset streets. That came up a lot in conversation, that's a goal, that's certainly an idea, that's what it is. This is how I do it. But I want it to be your initiative, so I'd like to get that kind of work together. We'll get all of these ideas to the degree that I've got with my attempt to really reflect your intent, number one. So make sure you're comfortable with how we improve them. But then I want you to name each one of them with an expression as well. So for example, just to use what we just talked about. If these are the right things that we have here, invested in solar panels on all building roofs, incentivize businesses to have car charging stations, protect our land, state, our goal would be something like to promote environmental sustainability or something like that. I mean, I just made that. Which is, this is exactly what we did to the stand. We said, all right, got all these ideas, and what are we going to call this? So what are we going to call this? So if you don't mind, get up and work together, talk about it. And you may often happen as you do that. Like, you know what else isn't here. Okay. Come on. We're working on it. Yeah. Yeah. This is an opportunity for you to do that. I'm good. I'm good. My bad. Sorry. Oh, okay. I have breaks. In case you go too fast, I can throw a break. Oh, okay. Thank you. You're welcome. That's a big one. Well, I have to order. Take it away from you. That's right. I see an idea. You're good. I'm not going to come to you. This is stupid. Sorry. Sorry. I'm sorry. Okay. So, Sorry. All right. This is your very. Yeah. Very. So, Ormille. She definitely follows. And you know, it's clear. They are blows. I think it's stronger language is to start with a verb, you know, some kind of action You don't want to make that one a lot of communication. Here are four days. Okay. I'm not saying it's a better. I'm just gonna say what you know. Well, I'm coming up with a standing title. Let's see. Intergovernmental Cooperation. Intergovernmental Cooperation. Strengthen it, blow it up. Strengthen it. Intergovernmental Cooperation. You have to get a good start. Establish. Yeah, we have nothing here. There's some. So we just really need it. Waiter. Well, five minutes. Let's switch back. It has to be the action, which is self-advance. How he wraps in the city. We have no communication. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I got a direct. Yeah, I'm, I'm. Oh, yeah. I'm not sure I should do it. But yeah, I'm sure I could. I'm gonna get a complete, but again, it's not going to help. And I'm not sure I'm going to do it, but I'm not sure if we're able to do it. But I'm the one who will pick up and go away. No, no, no, no. He's telling me it's not going to happen. We'll see if we get a good start. Okay. I'm going to do a screenshot saying that. That's okay. Okay, thank you. I was saying, um, that's not, that's not something that you're going to do something. I hope so. I can send cards. I don't know. I don't need it. Um, I need to communicate with the person. I don't need to best say communication. That is, that is an. An activity to implement something bigger. Right. So, so, um, And it could, this is very simplistic, but it could be. Improve internal external communication. That may not be as sexy as we'd like. But then what do I need to do to do that? Create a communication department. Marketing team. Those, those are, those are implemented. What we call initiatives. How did you. I just said, um, That's okay. Thank you. That's good. Okay. I'm going to. Oh, I guess it's been the greatest accident, it's already on here. I know my way. I didn't get that to clarify what I was trying to say. Hey, you're doing good. He's in courage in us. Just alright, you got one, two, three, four, no problem, five minutes. Okay. But you were getting close on this one. It wasn't an accident. I'm still at the same age. What we're trying to do is strengthen. Well, that goes to the employees that are here. I need to like that. Develop? Develop? I don't hear that. You could do that. I think these things go beyond just employee relations. I think there's a bigger kind of deeper. Develop? Develop? They are. That's why I like that. Higher age of kids will get somebody in charge, focus on the asset, on board, everybody that's involved in governments and this engage our employees in decision making. So all of these things deal with how to develop and deploy. If we say invest and grow, I'm on this. We can move it. That's fine. I don't think that can go here. I don't think that can go here. I don't think that can go here. No, I suppose that is more of a preference. Yeah. What did you say? Invest and grow? Yes, I want to work for them. Yes. I'm going to go back to this. I'm sure. Where did you get that? Where did you get that? Where did you get that? The asset stewardship. The asset stewardship. The asset stewardship. The asset stewardship. I don't think that can go here. I don't think that can go here. I don't think that can go here. This is an environmental thing. This is an environmental thing. I don't want to be too far off. I don't want to be too far off. You're investing in your building. Because you're investing in bite. You know, like bite things and you're just adding a bite and also more. What are you interested in? Primarily, infrastructure and asset management. It's also got a strong, It's also got a straw, I don't want to say subtext, but it's another aspect of it, which is the grain dance. Right? That wasn't himself. I didn't think the white things would do. So is. The civic is exactly what it is. This is like a cell troll. So what are you thinking? No, I'm not exaggerating. I'm talking about, now we're really taking where our beaches, when we get an opportunity to improve on our lakeshore when something goes away, that we can improve on it and protect our lake and our shore. So this is all eco-green. Well, I don't know. Now it kind of looks like half of all of this is stewardship. It doesn't fit in. And should that go here? Well, that's not exactly it. Oh, it is. Because, I guess at least the lamp, that was strictly not our success. Okay. This is our jam. That's it. What, Joe? It's good not to have to worry about that. So the panoramids are coming up with the color of the lights here? Yes. Okay. I got one. Two down there. And one up here. This one fits the sun, which is... Is it more about eco-groom? Is it more about... That's a good answer. I think we should put some banical surcharge up. Okay. That really got me. We can put it with the non-scientific. Yeah. Okay. We need to put better lights. That's a great point though. Maybe a deep space. That's a great point though. Maybe a deep space. You know, if you want to attract the best liquor you're going to have, let's make that investment here. And more meat. So, we'll have a liquor harvest. And infrastructure... And then begins to take... Yeah. We'll probably have to have beers. And now, I think we're going to have a laugh. One or two. One. Two guys. And keep going. Keep going. Not by union most part. That's over there. Central station is going to be. The most sustainable. Alright. Yeah. After the, after the launch it works work work. It's all great. Yeah. You know, I think you should play. I'm going to move your invited business and organizations to the table for external projects, et cetera. We're moving it to education. No good. This is what they have to do. I'm going to move your invited business and organizations to the table for external projects. I'm going to move your invited business and organizations to the table for external projects, et cetera. I'm going to move your invited business and organizations to the table for external projects, et cetera. I'm going to move your invited business and organizations to the table for external projects. I'm going to move your invited business and organizations to the table for external projects, et cetera. I'm going to move your invited business and organizations to the table for external projects, et cetera. I'm going to move your invited business and organizations to the table for external projects, et cetera. 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