Mar 24, 2026 Economic Development Partnership Board on 2026-03-24 8:00 AM (SPECIAL CALLED)

>> Okay. All right. We now have a forum. With the forum I will call this meeting to order at 8.03 a.m. We will now open with the working session. Item EDP 26-007, hold a retreat workshop and discussion facilitated by Opportunity Strategies LLC and advise staff on priorities regarding the city's economic development challenges, strengths, and goals for the 2025, 2026, 2026, 2027 fiscal year. Estimated presentation and discussion time is four hours. Welcome. I will hand it over to Alicia. >> I hope I'm sorry. >> Good morning, everyone. All right. So this morning we are going to get into writing some goals. Hopefully y'all had a chance to think about everything last night and jot down some things that you wanted to put forth as your priorities for today. Recognizing that we're not going to be able to do everything that you mentioned yesterday, all the things that you want to do, but today we want to get down to the three, four, five, six, no more than seven things that we want to put on your to-do list for the next year and a half of this fiscal year and next fiscal year. So just a real quick recap. We talked yesterday about development services. We talked about expanding funding opportunities, site development. Really, really a lot of people talk about celebrating our successes, driving home, the successes that we have in storytelling, becoming a hub for logistics. How do we leverage that? Medical. The chamber in the city, who's doing what and how do we divide what it is that we're supposed to be doing with recruitment that's already identified, but how do we make sure that we're tracking recruitment, diversify the businesses that we want here, Main Street, VRE. We talked about incentive sets for recruitment retention expansion. How are we going to capitalize and categorize the results from VRE? Like where did all of our, where does the records go of all of our conversations with our existing industries? Opportunity zones. We talked here about how do we identify and leverage our competitive edge, being site ready, providing white glove service around the city, frictionless development services. How do we kind of get that machine going well old? How do we ensure customer service excellence in all that we do? Relationship development, fostering partnerships, safety, homelessness, a target industry analysis that helps us with lead generation, knowing which businesses we need to go visit, where, trade shows. And then we talked about business round table with a bus tour, the growth summit that UNT and the Dallas Business Journal is doing. University commercial. Silver tsunami. How do we help business owners who are ready to retire, but they are ready to sell their business? How do we manage that? Is it an opportunity for us to work on that? And then we talked about the TWU Women's Leadership, the existing business transfer that Jason was talking about. So that's a quick kind of overview of all the ideas that we discussed yesterday. When we talked about the homelessness situation in Denton, I did go do a little bit of research last night about some cities who have found some solutions. And so the word solutions means different things, of course, to different cities. But I wanted to give you this as just kind of a to do list to search research out. Maybe you can talk to some people through TML or through National League of Cities, different places. And I know that's not really this group's job, but if you pass it along to some other city ACM, city mayors, good for city council to know these things. This is the result that I came up with last night with some help from AI. These are the five cities across the United States who've made really big strides the last few years in addressing homelessness concerns. I was shocked to see that Houston has reduced its homeless population by 63% in the last eight to 10 years. That's significant. So especially for a big city, but that's the only big city on there. The other four cities are in your population range or smaller. So Rockford, Illinois, Abilene, Bakersfield, California and Chattanooga. So those might be some kind of research figure out what all they did. But the one thing or the five things that all of these cities had in common was the process that they used. And the process was immediate permanent housing. How do we get people off the streets and into some kind of shelter right away, centralized coordination system. So one entity doing all the coordination, fast housing placement. So that meant anytime someone was identified and needing housing, they were housed within days to a week, not months. So there was someone looking for the opportunities and getting them housed immediately. And the big, the big key was city, county and nonprofits all aligned together. So whoever doing the number two coordination, they got the city, the county and nonprofits all working together to do that, which y'all know, that's a hard, hard thing sometimes. And then the last one was we've got to have places to put adequate housing supply. So anyway, I just thought I'd share that with you just did a little research on that. So whoever y'all need to pass that along to, to start doing some research on that, it's not really inside y'all's purview. So that helpful at all. At least have some places to start working and people for city management to start calling to say, okay, so what questions, concerns, feedback, ideas, anything from yesterday after sleeping on anything, anybody have any things that they pondered overnight? Was it outside of my reflection on last night? Great job in categorizing the box for the someone that you have a big, big, big variety. It seemed like we were, you know, you weren't working towards the common one. Okay. Well, this is a high level over thought, but for me personally, the quality of my piece is something I'm very much interested in because it just captures him. Okay. And so listening to have peers here, I just think we're just on the right path. I think that when we are talking about our city and not necessarily compare it to everybody else in the book, which is where we are certain people are gravitate towards us because we all agree that we're saying that same kind of flavor culturally, you know, we all agree on it. We have our own partners here, really care about what they're doing. I'm just talking from city council perspective. Yeah. And I'm just a regular citizen here as well. So I'm just really glad to be sitting here knowing that when I go home, you know, I've been on the council here for five years. I'm just so excited about sitting next to people that were born and raised. So being able to know that when I go home, I'm done with all the incentive to ensure that the investors here, the developers, the chamber of commerce, the hospitals, the school district, the airport, you know, everybody's just still working hand in hand to make sure that I'm safe. So I appreciate that. I really do appreciate it. Great. And I think that's a good important thing. We're all, everybody here has the same hopes and dreams for them, that it's successful, that it's a great place to continue the work, play and visit and all that good stuff. And so yes, we've got issues. Yes, we've got to overcome some challenges, but if we operate today's goals from our strengths and our opportunities and our successes and tell that story, I think that's a good lead for the goals. Yes, Rick. I think sometimes we don't take advantage of some of the assets we have. The chamber of commerce has done a fabulous job of having what they call leadership done, but I don't think we call on those alumni who have been through that program to help them stay current on, I mean, the first class 30 years ago. 41. 41. A long time ago. A lot of those people no longer live here and things like that, but the ones that do are still worth, you know, contacting to help them be our cheerleaders in the community. And I think sometimes we haven't done a good job of staying in touch and I can speak from experience. I was in class one and two, average honor. I think that's part of our cheerleading point that we've got some more cheerleaders out there. We're just not calling. Yeah, that's a great idea. So can you speak to what is the, is there an alumni group? How active is it? What does that look like there? It ebbs and flows. 41 years is a long time. You get hold of people. Sometimes you find out there's somebody that's been in class one that you didn't even know that I didn't know that. I'm glad to know you walked out in the first class. I'm going to put in our board for a minute. That's like the fact though that it's so strict. If you miss the first meeting, you don't, you don't get to come. So it's important that everybody come to all the things. So that's a good time. I think it has a, it has a great reputation. I know Matilda is a graduate from it. There's probably a few others. There's a graduate leadership in that here. There's three people. Okay. Oh, I am. Oh, you. But I think an alumni program has always been talked about. It's not a dual class project every year. He was the young professionals one of the years ago. They're working on a chamber foundation right now, which is exciting. But one of the goals is getting individuals that take the program to speak elected or appointed or board positions, but having the advancements to do it and the knowledge to do it. So not just instantly saying, oh, I've done leadership that now I'm going to go run for city council, working their way up through committees and appointments and whatnot and leveraging their community wide knowledge into opportunity to advocate for this community president. Amen. And that's the whole point. The chamber adult leadership programs across the country is to prepare up and coming business leaders to become up and coming community leaders. And, you know, the work starts after graduation, you know, is preparing them for all that. I don't think that we've convinced enough of them to go ahead and run for the elected offices. I'm going to tell you that I'm, I don't think the current candidates for city council have much background on behind the scenes. So we have an educational job that's huge. Right. Well, maybe you can lead this year's graduations and you can promote that. But that's really the whole point of that really is the whole point of leadership for them to graduate thinking, okay, what's my next step here? Is it running for office? Is it getting on a board? Is it working with a nonprofit? What does that look like? I like the United way. They do a good job of taking people who want to be on some of these boards and commissions who have no experience. And, and some of those who have been around, I teach the liability part of being on the board, uh, have in the past and have recently, but I mean, there's another group that they're, they're in this for the good of the community, but maybe from a different angle, but we all work together. Well, the one thing that came to my mind is we see this a lot. I think the barrier is always, that's great. We got to give people like ready 30 seconds to a minute materials that they can distribute like this, like that goes back to storytelling. Well, it comes down to like the boots on the ground logistics and someone owning those like snippets, those bits, those little pieces of facts. It's not a huge document like this, this big and people just look and they go, I'm not gonna read that. It needs to be like one slide. It needs to be 30 seconds video. Everyone's got TikTok brand. So they're not gonna, they're not going to watch it. They're not going to look at it. Like we just got to adapt to it. I mean, it's worth my visit for all the time now. All of our trainings has been turned into a minute and a half video. Yeah. Same here too. I mean, I used my strategic plans about five years ago. I started doing these one pagers because people are like, citizens aren't gonna read the whole strategic plan. One page with the goals listed and that's it. You're right. And the book, I think you can incorporate that in all that y'all do and especially on media, like in a video. If you have what Briggs say, and I think, you know, we can leverage those networks, but we have to give them that 30 second elevator speech too. Like, or else I'll just, okay, I'm engaged in community. What do I do? And everyone just stands there, looks at each other. Yeah. Right. Like that's the idea to execution. Yeah. Y'all have this year's graduation speaker yet for leadership? It's usually a member of the club. Oh, okay. The class comes and talks about what their project was and what they learned. So they have to appoint their own speaker. Okay. Yeah. Well, maybe that's a good message to give that speaker is like, let's talk about what's next after this and what we've prepared you for. And then maybe you're one patient. So I can, um, Lucy, bring up that. Oh, yeah. Yeah. It's just a white glove service. Like your service in general. I think we're all, um, a lot of businesses on the banking, I mean, it's all served, right? I mean, my bank or another bank is, you know, one, it's the service that you get that makes you want to come back. So I don't know if the city is any different. Um, but I think if you're going to have a 30 minute or 30 second or a minute and a half for sales pitch or storytelling, like it's a lot easier to do that. It's like what you're saying is actually true. Right. And, and the problem is, um, I mean, there's probably some challenges on how you only pay to get a faster service, but if it's been done in other cities, we should figure out how to do that so that we can offer that thing. But I think the underlying premise is we need to offer good service. Like in the last probably 90 days, I've had two instances with the city, one as a property owner where they tended to apply for a permit and they, the city closes at noon on Friday. So they sit around and wait and they don't notify them until the 11 o'clock hour on Friday that, Hey, your permit has an issue or has been rejected. I mean, there's nothing you can do or get to the weekend or, um, and then with that same tenant, I was just, they had transferred utilities over to the tenant. We were trying to get transferred back to us before they terminated utilities. We contacted the city facility department on Monday and they said that they call us on Friday at the end of the 11 o'clock hours, two instances, two for two, and I have zero billing C on a regular basis. And of course they're done at 1130. So then the electricity gets turned off that night. One that is the, um, uh, they didn't do the transfer. They still got to go back to the permit for the, um, inspection process, which was not true. All we had to do was just transfer it from one order to the other. Um, but they waited five days to give us that information and it was right 30 minutes before they closed. The only reason that's happening is because some employee thinks that that's okay. There's no, there's some, there's no one who's told that employee That's what I'm saying. Like they think that's okay because no one from above them has told them that that's unacceptable service at the city of Denver. Right. So that standard has to be good. So we've had permits that have been issued and I'm not so happy with the work that you be done. Okay. Oh, you're kidding. What happened the last nine months? Uh, you know, we're not going to do that. I was just thinking of writing some thoughts on it yesterday. I felt that was here for this morning. Really I was, I was looking at the perspective of our organization, you know, the larger organization here probably seem a clearer as long once they're still trying to figure it out, but every department has to collaborate. We have to look at it as we have one common goal. Right. And, and if the organization is the city of Denver and we, he, the board is one department, then we have to identify where our farmers are across the aisle. We have to identify who the other components are of this organization that we are misfiring and we have to align. Because without it, you're not going to fix what he and I have talked about. You're not going to fix the builders that come once and they tell you that's it. I'm not coming back. Right. Uh, and we burn to a lot of big builders that way. Um, but it's that collaboration that this patient, the, the, Hey, this is, this is not EDP. This is not your other. It's a holistic reputation. Right. And as much as I agree with what's taking us, I love the outdoors and I want the outside, I have to figure out how to tax for that purpose, but I also have to figure out how to create opportunity for the, maybe not the size of the organization that I want to see, but I do need some of those. I do need some large organization. I need some little, some small. The problem is like someone like Lee that has interaction a lot, someone like myself that has contact in the city, like we can pick up a phone call, so I would get up somewhere at six or seven o'clock at night and get a thing over the weekend. I didn't transition in my face and get that fixed. That's not available to. Well, in the back of the, you shouldn't even have to, it shouldn't be on who's got contacts after hours to get something done. It should be an expectation of all employees out of the city that says these are our standards and you will live up to these if you plan to continue work. I agree with what they're saying. Well, there's, there's another part that I look, you know, some of these subcommittees on building inspection or plan approvals and checklists, and the amount of submittals coming into the city is pretty large. And, you know, like I said before, a lot of the projects are part of projects that are being worked on today. So I think it's got to be a city management leadership and city council saying we want this piece of our city to be the best service because we see the importance and see. So I think we have to meet with city manager and city council members and say, okay, we have, if we will truly believe what's coming out of this, that time to get something done in customer service in those departments are the number one, because I said yesterday, ready employees, they're ready sites. Basically there are a pipeline of employees. If that is the real over incentives, not that we don't want to get rid of it since, but those are the real top two things that most people are looking for. Let's make it, let's make a decision. We're going to put funding to that, right? We're going to put our money where our mouth is and let's go advocate because that's about what we can do in those areas. Let's go advocate, get that done because we don't have a lot of funds because the real train to go through a money deal. Let's, let's service them. We're at the top of the city, state of Texas, the top of business and everybody pays the same, doesn't matter where you stop, don't you walk in. So what do I have to sell? Cirks, somebody's closing at eight, seven o'clock on a Saturday morning or they're at seven o'clock on a Saturday morning. You know, you're already paying, you just said, well, it is actually because you look at the number of permits coming in, the process and the flow, you know, I'm not defending them getting back to you, but they may have had 2000 of those that day, you know, they didn't have it twice. So it sounds like a trend, but it's looking at that workflow and going, are we, are we putting our money where we think it actually moves the needle? It's, it's building metrics for analytics that drive that. That's the same thing. If you go through purchasing refuse or whatever, and guys who are accounts payable have 5,000 a day, they don't know they just see a stack of 5,000. They don't have like an aging report and some other key metrics that actually give them the dashboard or the transparency to know what's important. Like it's not, it's very easy to say that people don't care. Right. That's nine times out of 10, it's not true. They typically don't understand either their part in the whole system or they can't see the results of what they're doing. Right. So if you can, if you can put those things in front of them, it'll fix it like five times out of 10. Agreed. And I think you're right that most people, when they know better, they'll do better. It's often an opportunity, it's often a problem of them not knowing what this is for and what the vision is. If all city employees can't say what the vision is for the city, then they don't see their piece in it. If this might be an IE question, you know, I know our industry is run by KPIs. That's where I just wrote, sorry, NIUP. So for a city, when it comes to permits and things like that, where does it start to set goals? And what I mean by that is if I had 5,000 permits a week and I can only process 200, that's fine. But do we have goals of what kind of 200, what level of impact 200 are we going to process? And how many do we want to? Is there any type of common goal of achievement as a city that we're trying to do when it comes to that? And I'm being like, because in my industry it's all about KPIs. Right. Everything is on push. I think that's the answer right there. And because we don't have development services sitting here at the table today, but I think this quarterly roundtable where everybody comes together and there's a, you know, where development services is sitting there with all of y'all in a big group, that question can be answered there. What are the KPIs? Are they on track with what we need? They're working hard and they have reviews and they have processes internally that, you know, serving on some of these subcommittees of these things. They're working very hard at those things. You know, I think part of the problem is in that part, we can forecast our business, right? We can know we're going to go bid on 15 jobs, we're going to close three or whatever that is. The city then has to take whatever's submitted. So one month that thing may spike in the next month it might be low. So I think that's their hardest challenge is balancing that workload because they don't have any control. If you guys are busy, you're not going to bid jobs for a few weeks, right? Until you know you can get to those projects, the city has to take. And so that's one paddle that they have. So I think it's just helping out again, back to say, okay, we're going to fund this, even it at the highest level because this is the problem. But I know they are working very hard on that. Scott's here, Charlie's kind of taking the reign on that and it's just hard because it's huge fights. Not that it can't be overcome. He can manage to overcome. And I mean, I think we don't know what all that is until y'all sit down and talk to them. Like they're doing a good job on a lot of things. They need to be sitting here and talking about what all that is with y'all. So they do developer town calls. And I think they're probably the same way that like Kristen or Jamie report on mainstream or EDP, they can always do a quarterly report to have some of that fact. Are you doing quarterly? It's just like anything else, right? The more you sit down and talk about it, everybody understands. And when everybody understands, everybody kind of does better once they understand it. So that's the economic film. They may ask for you. They don't. A lot of times I'll talk to development services directors that they don't understand where they are. They don't even understand that they're doing that. What that is and their piece in it. So I think the more y'all can collaborate and work together with all that, I think that cross-department collaboration can be really important. And one thing I'll say, kind of speaking to Rick's thing, and then we'll start writing some goals. Talking about the chamber, one of the best things that I've seen where chambers have a long history of alumni classes, but not a real solid, robust alumni group. It could be next year's project. I know you usually let them decide on their project, but you can also feed them and say your project this year is you're going to create an alumni group. They don't decide. Our board decides. Okay, well there you go. So you get to help decide what the project is for the leadership class? The board. The board folks got it. Yeah, that might be a good project. So like let's say leadership class that starts in August. Your project this year is you're going to build and execute an alumni organization, and then they figure out what mechanics are. Anyway, that's just one of the best practices I've seen. And then when they own it, all of a sudden it's really, really strong. Yes, every other challenge. Was there any briefing day? Especially with experience. Let them build it. They're there to do stuff like that. And then they're on, but he already knows. Yeah, he's done it twice so he knows what to do. He was forced into that, but I think, I think you're right, Rick, that that's a good action tool that we're not really activating yet. So okay. All right, any other things? Okay, so hopefully you've decided on what your top two goals are for the year. I hope you, just a refresher. I'm going to give you, I'm going to give everybody two post-it notes. The colors don't matter. We're going to have different colors. When I give you your two notes, I want you to tear them apart. You got one goal on one sheet, another goal on another sheet. Now a goal is kind of an overarching goal. We're going to have multiple strategies underneath. When we get three to seven goals put up here, we're going to have strategies underneath them. So what's going to naturally happen is something that you think is a goal. Somebody else has a bigger goal. And so now you're going to become a strategy under another category. Okay, so we're going to, you're going to help me organize all this on the flip charts. So I want you to think about for this organization, what are the top two things that we need to put our goals that we need to get done next, the rest of this fiscal year and next fiscal year. So that's like a little over a year and a half or whatever. So be thinking about that. If you need to get up and walk around and refresh yourself on the stuff we mentioned yesterday, I want you to think about the SWOT analysis that we went through. I want you to think about the staff's SWOT analysis, which was real similar. And so look through if there's anything you circled or took notes on yesterday that stood out to you. So we'll get everybody's top twos and then we're going to see, is there anything really big missing that you're, whatever your number three is probably going to be somebody else's. So we'll see what's missing. Use your sharpie for this, please. I want you to write just a quick goal on the sheet of paper and use your sharpie so folks can see it from across the room. I'll give you a minute. I was like you've seen the same, but two of those already lost your sharpie or you stole my sharpie and took it home and I'll get any of the other ones going. No, it's not for our legs. Top two, disorientation. And I also want you to think about yesterday we talked about things that we can get done and things that we can get influenced. Anybody need a sharpie? We have an extra one. No, don't tear it. Y'all don't tear your sheets, okay? One goal per sheet. One goal per sheet. I mean All right, everybody got two sheets. Now workforce development, think about recruitment, retention, VRE program, white gloves, all that stuff. So some of your goals are going to be things that you can do. Some things are going to be things you can influence that others can do. Use your sharpie right large so people can see it across the room. Who needs another sheet? Change your mind? Messed up? You need to get up and walk around, please do. Who needs another sheet? An additional sheet or replacement? Pass. Maybe another minute. You can walk around if you can't see any of the words up there. Look at the SWAT from yesterday. What did you circle? What stood out? Well, like the SWAT during council, they receive, which I do all the time. Those lights are actually very very hot sometimes. Well, thanks for asking. To be a little sister to this guy. He's five years young. Five years, okay. So he just colors like that. He's not turning gray, he just colored like that. Got a bound book of the 10 generations back. Oh my gosh, oh my gosh. Today is old. I've got a couple people working. Oh, you just turned nine. So I'm David. So competing. Puppies are not raised again. Do you want the sound on? I'm sorry. Is that what you were saying? Yes. There we go. Yeah. One of these puppies for getting this weekend. All right. Okay. All right. Okay. People still writing, but that's okay. We'll just go ahead and start going and see what seeing what we got coming up. Okay. So what we're going to do here, what we're going to do here is one person is going to call out one of their goal areas on their goal language. And we are going to categorize them up here. Maybe three on this side and two and three. We'll see what happens here. But as people start calling them out, you're going to help me organize. Where do you think it goes? Because a lot of these things that you're going to say, you know, in multiple categories. So we're not trying to get everything perfect. We're just trying to get everything that makes sense logically in the right areas. Okay. So who wants to go first? One goal, just call it out. What you got? Well, mine wraps around funding and the perception of funding and people out there are thinking that someone like me is taking money from someone like this, so I can give them special treatment, you know, and that kind of thing. I like for us to be more transparent in, you know, how funding works for a Norway community. I said how things are built, the incentives part. And then I have executive help and leadership, but we need more in just perception of how funding works. Okay. So is this a funding category or is this a storytelling category? It's going to be both, but mostly we want to put it out as a funding thing. Okay. Well, I can tell the storyteller. Let's put it on the storyteller. Okay. So the way you're describing it, it sounds to me like it's getting the word out about what we're really doing on the transparency. How does it work? All that. Okay. Okay. So let's put that here. We'll start with storytelling. Who else has a storytelling goal or marketing goal? Kim? Yeah. So I wrote a messaging campaign and the three things would be a piece of messaging blog, if you should do at our city, stakeholder buy-in, which was meeting everybody that would need buy-in from this, and then free earned media, crack up our messaging blog. Okay. So messaging campaign, cohesive messaging, stakeholder, and earned media. Okay. So now y'all see what's happening now. Her storytelling goal is now strategy under a bigger goal. There may be even a bigger one here. So we'll, we'll keep this category going. Why don't you have some storytellers? This is creating, create, and tell the story of that. So more broad. Right. Now, is this the story of economic development in general or the storytelling of economic development in Denton and what we've won up at the top? Okay. I think this is a bigger overarching goal. Okay. Who else has storytelling? Promoting the impact. I think part of what the monitoring is you bring people about all business. They come with it. They contribute to that and also tell that story. It's tiff. The big analysis is always called butt fool. Butt fool is the speed here. All this other stuff that happened. Right. Right. What do you have? Read it for everybody. Celebrate past successes, thus encourage repeats. Celebrate past successes and then encourage repeat. So I think this part right here, I don't want to gloss over what Jason said on the multiplier piece. He said promote a multiplier effect of new businesses. So talk about what the impact is right now. What are y'all using a data impact tool? We are using impact data source. Okay. Good. And so is that, is that software mainly used in-house or are y'all using that to promote messages like the, like what Jason's talking about? It's mostly used in-house, but we can definitely certainly hear in a way to promote it better. Roger? Sometimes different because the tip structure is different than the state I came from. But you know, when you get over the city council and there's an argument, it's always over you. You're asking for future money. Right. You can get money up to 20 years. And the funny thing and funny as they start counting this money, it's like, you know, this project isn't going to generate any money. I'm not taking anything away from you. I'm taking part of it. Right. Zero loss. Like until that's almost been part of that before. Right. So just to clarify, everybody probably knows this already, but in Texas, we call them TURS, Tax Increment Refinance Zones. In other states, they're called TIFFs. And it actually is a TIFF, but a TIFF is a Tax Increment Finance Process. And so what he says TIFF is the same thing as TURS. So it's got a good story for that too. It's a discussion. Yeah, it is a TURS. Right. If you said you could do that exactly. Since 2005, I think when that started, this is generating this much income. Had we done nothing, it would have been $96 times whatever, because it was all ahead exemplary. And then the next sentence is, which the tax payer would pay. But for those taxes coming in, the tax payers would have to pay that. I mean, a residential. You can do that on a single penny planet round to that, go back at one point and say, picture one, picture two. Yeah. Yeah. And that's part of that story time for sure. So who in here has seen the impact data source software product, the result that Brittany's talking about? Do y'all know what that is? I see one hand shaking yes. Yeah, it's okay. Y'all know what impact that is. So Impact Degasource is a company and they provide software service to cities. And it's an input output model. So whenever a project is considering coming to Denton, we figure out what the numbers are. You put that into the software and it says, if this company comes here with this much jobs, this much capital investment, this much tax augmentation, here's what the impact of that company is. One year, five years, 10 years, whatever. Yeah, we see it. We didn't know where it came from. Yeah, they're doing a good job. Yeah. That data is a piece that can really tell a good story if you use that for storytelling. And it's also what happens if a business comes and says, Hey, we're being ported by Louisiana or Oklahoma or Georgia or whatever. We're fixing the lead. You can put that in there and you can generate a number of what that would cost you to lose that company. And that's how you start generating the numbers for an incentive or retention incentive. So that's a really great tool. But you can go a step further and using that data to tell stories. So, Clay? I was making sure I was going to mention that it was in the presentation that they mentioned. Okay. All right. Who else has something along the lines of storytelling? I don't know. And this is a tough one, but I put spotlight economic development impact of the homeless problem because, like I said, I was at a candidate forum for city council last night until 10 o'clock. And I would say, you know, 2% of the people I listened to understood economic development. And almost all of them said, you know, basically we should, the sky is no limit to the funds that we should spend. But I don't know that they, getting out the story of how it had detrimental effects for reputation management. Yeah. But it's a tough subject to know. Nobody wants anyone to suffer. No one, no limit to spending the money on what? Just the whole, I mean, some people believe as many homeless come here from wherever. I mean, and I heard this last night, the more that we should have, we should just keep funding, take away from wherever else it's basically. Yeah, go back to that triangle, right? Is that what we want our tax dollars to go to, to that extent? There's no telling that story. Right. And that's right. So this relating to that. You're right. Okay. So that goes in storytelling too. So, and I think y'all can articulate a clear message about what that impact is. What else is storytelling? Anything else? I might under storytelling, I wrote fuel and focus partnership with opportunity and collaboration, not competition or adversaries. So I think we all work together. The city can't tell the story, Main Street can tell the story or Stoke can tell the story or the chamber can tell the story. So I think utilizing each other more strategically as partners and not, we're sitting at the same tables all the time collaborating on the same work. We have to share the same goal with vision. Okay. What if we say this is a new goal of like partnership boss, like fostering partnerships, building relationships, something else, but have a feeling that is you're not going to be the only one. Okay. I just, you're almost like, I know your brain's on the same place as other people. Let's see what you got. Okay. Lucy is set intentional inter-department collaboration. All of this work has to be intentionally brought together and not just so happen to come by. Oh, I do need this. Okay. So y'all see where Lucy's is the same set different. Like she's talking about partnerships across groups. Lucy's talking about partnerships across departments in the one group of the city. So we've got both of those are going to be critical for relationship building, right? What do you have, Jeremy? I just quit. Well, I quit development advantage and then I put servants in department collaboration below that as let's have categories. Okay. I don't know. Competitive advantage service. I just did the community. I kind of have to say, yeah, this is something different. I think, I think what, uh, what Aaron and Lucy are talking about here is like, how do we build up our bandwidth and our strength together as a unit? But I think this is like we need to, how do we set the stage for this? If we do it through this, but I think this is a whole nother goal of, um, that that whole competitive edge right there. Well, you shall lose me. I had this for Lina. I have pretty much the same as Lucy cross department collaboration and all departments. Yeah. So see the leadership and well, the service coach, then they are, and maybe they've never quit that. And this round table idea that y'all have, I think is a means to this. Um, when we get everybody on the same page, it's, it's hard to not see your place in the, in that situation. So, okay. So we've got cross department collaboration, all departments, same vision, same goal. And so, um, this might have to go, you know, higher up. So the city council, do y'all have a, uh, annual retreat like this where you kind of set the vision for the year? Okay. So, uh, you know, everybody here kind of understanding what that is too. Well, but there have been problems in the past where certain city council members refused to participate with the facilitator. And so we just called it. So I'm just saying, and, you know, they have varying degrees of symptom and we have to, sorry, I just felt like we should be like, we have to know those things because I mean, we don't leave anything. If we're trying to get a solution through and half of the, you know, half of the people sit down and say, I'm not walking. That makes it hard. Right. Which is part of the point of what we're trying to make here. Cause what I'm putting here was I was trying to think backwards. What's the goal? The goal is the recruitment and the retention. That is the economic development is that fruit and the name. Right. If we understand that to be the goal, then we need alignment with the city. Right. For those two goals, going back to what Lee was saying is we understand how we participate in the collaboration. Okay. So, um, this might be combined with this in a minute, but does recruitment, so this is just a matter of how y'all want this to look our recruitment and retention together in one goal or are they two separate goals? Separate. Except two separate goals. Okay. From my perspective, I think they're one because they don't hand in hand with each other. It's the same sword. Okay. So in your strategic plan or your, this is really a work plan for y'all for next year, are you, um, do we want recruitment and retention to be in one goal or should it reside in two where we can track kind of two tracks? Okay. All right. So we'll come back to yours in just a minute there because I think we'll divide that up. Does anybody else have anything about competitive advantage with, uh, white glove service? Yeah, we've got storytelling, then we've got fostering relationships, and then we have another thing here about how do we build up our competitive advantage like the white glove service that comes. So. Ha ha. There you go. Ha ha. Ample male white glove development service department. White glove service. I'm going to be drinking more, so just get ready. Streamline. So Kim's got streamline industry recruitment with university research strengths. What Brian said yesterday, I present it. So in my mind, this kind of goes with partnership development, but what do you think? Where do you think it goes? I think, um, I just think about recruitment is, but yeah, you're right. But I mean, I kind of think maybe it make this should be and so recruit my stuff. What do y'all think for streamline industry recruitment using with university resources and strengths, research, I think it probably goes. Okay, so we kind of have this customer service excellence white glove. It might end up going somewhere else in a minute, but I think it's strong enough y'all. Y'all said enough about it yesterday that it probably needs to be a standalone thing. So who else has like white glove customer service excellence? Mine's not quite white glove, but it is intentional touch points with current businesses to strengthen the ties to it, which would lead to the restriction. Okay, so that's a B R E thing, right? Like we're having a business retention expansion program in place where we know a program has like 10 or 15 steps in it. So like knowing where we are in the B R E steps, I think that's one of the steps right there. Okay, so who else has anything customer service excellence? What do you have? We have, I just hadn't been asked. I was going to put a robot, but that was kind of up for just saying, okay, we have to know where we're going before reading. You have to understand your customer. You have to understand like the culture of that business. I don't want y'all listening to all of that. I'm sorry. Well, you're a big player, but you're not the only player. Exactly. Yeah, I totally understand where you come from. So that brings up a good point. Who can tell me how many registered tax ID businesses y'all have in Denton, have a Denton address inside and outside the city limits? Who knows the number? No, there's over 5,000. There's over 5,000. Of 1,400. 1,400. He said 1,400. Was it 4,000? Maybe I've transcribed the numbers. I thought it was 1,400. So, okay, while looking up on the break, I thought I looked it up last night. It's 1,400 businesses in town. But whether it's 1,400 or 4,000, that's a lot of businesses for one, two, or even four people to call on, right? So like, what is the depth of the touch points? So we have, I swear that number was 1,400 yesterday, but you got 120 businesses. What about the real estate partnerships? They get tax up. Yeah. So whether it's 1,200 or 4,000, we're going to have a lot of people doing visits, right? In a year, you know, how many, what is y'all, so we are doing a lot of VRE stuff. So I know you're the contract with the EDP, but you're also calling on non-chamber members, obviously, right? That contract. So what does that number look like for y'all? What are you shooting for to be in the office, interviews? So we are contracting to do 50 a year. Jamie did 60 that he qualified, but on an everyday basis, we don't write every single one down, honestly. And that's just Jamie, just by himself. That is not myself or our director of business development, it's just Jamie's solo staff. Okay. Yeah. So it's reasonable that one person can do about 60 visits in a year, right? 50 to 60. Okay. Yeah. How far did it say? Yeah. I looked up on the website and it said 16. Yeah. And on that list is also businesses who've gone out of business, who aren't active, but they have a tax ID or whatever. So that number is probably somewhere between a thousand and 1200, probably somewhere in there, like active doors open businesses, selecting sales tax or some electrical taxes. Okay. So who else has something before we get back into VREs or anything else on customer service excellence? Okay. So let's go into back to recruitment and retention. Who has a recruitment or retention goal? Rick, what do you have? The strength of public service, servants, specifically elected officials, but it could be others too. Right. And how do we go about, this to me is like a result. How do we go about that? We work with leadership then folks and encourage them to run for offices. Oh, so you're saying future public service. Okay. Um, right. Let me write that on there. How to recruit people that are in business, um, and have business experience. I've found personally, I mean, not that I'm a big business, I'm a very small business, but I found it to be very helpful. And I think we, you know, different was set the table, but no, we don't have a lot of that. And so I don't know how to, I think maybe there's a perception that it's impossible to have a job and be on council. And so, um, I think that's part of the problem with economic development is the lack of experience that some have on council, not everyone, you know, and I think we do need different sectors represented, but I think that it's the same is true on the school. Yeah. So a couple of fixes to that, Jill, we have to make sure, and I'm not, I'm not here selling my services. There's other games in town, but every council needs economic development, right? I don't care where you get it. You get it online, you get it TML, you know, if you go to the TML economic development conference, every fast drop, or you go to the sales tax training, or you go to TTC, or you have somebody like me come in, but every city council board needs to, I mean, every city council needs to understand community development, economic development. I want to change one of my goals. That would be great. Okay. Well, that's okay. You can, yeah. But I would challenge you to add school boards to that. Oh, of course. Yeah. That's another one. Yeah. Yeah. It doesn't mean that y'all have to provide it, but somebody has to get that, but going back to your goal here of public servants. So that should be, Jill, you're talking about the adult leadership force of leadership dentin. Is that what you're talking about? When you were talking about getting the right people in the class? I think that's one way. Okay. So is that a requirement that everybody in leadership has to be a business fit for? No, we usually get about 50 applications and we take 20. It's a written application involved with in-person interviews with alumni. But no, we've seen a tremendous uptick in public service participants. So everything from police and fire, and of course we have our university and school district representatives that know you're not required to be a business owner or business representative. We historically haven't seen a lot of individual citizens over the past few years, but we do want a healthy intersection that represents the industries in our town. And nonprofits as well are all represented. Yeah. And so, yeah, some, I mean, in theory, it should work backwards, right? In theory, we should have business people going through leadership and then they become a board member on a nonprofit or a city council member or something like that running for public office. But sometimes you got to go backwards and, you know, get some of those folks. But a lot of leadership programs weigh that. They have a criteria weight where if you're put forth by your business, you have a better chance of getting in than just a random citizen signing up because they're likely to go forth and serve in different capacities. So not to change your criteria. But a lot of chambers do that too, where they give higher priority of a business put the candidate for. So how do we go about this? Where does this go? Improving strength of future public servants. So is this primarily just the leadership program? Well, in a lot of ways, it's a whole lot of it goes under that collaboration part of the training, building strengths. Or unless it's a separate thing altogether. But to me, it's part of the collaboration too. It's a result kind of, right? Of the collaborative energy. We'll put it here first and we'll see where that goes. At least you could be under like influencers, how this work could influence. Yes. Collaboration. Okay. Yeah. And I think some of this we kind of mix in here of these are things y'all are going to say we're going to do. And then some of these things are going to be the things that we can influence other people to do. So we're going to make sure that both those are highlighted and it looks like they're kind of coming together right now. Okay. Who else has something for recruitment or retention? I have recruitment. I have a certified science program. I think would land on. Okay. Certified science program and building a tech ecosystem to recruit some of those startups and assist them with growing and staying. And I know that would create a different, different types of jobs that UNT maybe students would like to see. So maybe they could stay here. Those are my two. Okay. So kind of an entrepreneur is this kind of going entrepreneur stuff? Or is it existing businesses? Build a tech ecosystem. Recruitment. Okay. All right, discovery Clark. Perfect. Certified science program recruitment. Does everybody know what a certified science program is? Okay. Can you describe that Brittany? Just so everybody can kind of get your perspective on. Sure. So it's a strategy that many economic development agencies do to in order to recruit companies in. And so whenever a company is looking to move to your city, they're typically looking for x amount of acreage and x amount of utilities and proximity to an airport. But the problem is sometimes they're not the side of a shovel ready. And so something that the focus Christie regional UDC did is they created a qualified science program where they were an investor based nonprofit, but they utilize their investors to, they paid for their engineering firms to finalize and phase one environmental reports. And so that environmental reports identify utility lines, soil samples, what type of buildings are built there, where the utility lines were. So that's something that may be beneficial for us. There's also a full-fledged program that I think Amy back in the day had maybe researched. But that's where the city actually pays for the utilities to build out. And, but they've worked it over. They signed up with the landowner just to plan for future recruitment purposes. So there's land available and funding bill. So this whole concept of certified sites, I would say started maybe 15, 20 years ago or so as a result of site selection consultants. So the consultant of the company hires to help them find their next location. Site section consultants got fed up with economic developers promoting sites to them that weren't ready. They said, oh, we're shovel ready. And then they get there and there's no phase one environmental. There's a brownfield and they just don't know what they're selling. So this certified site program concept has been born from site section consultants saying, please don't waste our time showing us something that's really not ready. So that's what Brady's talking about is how do we not just get sites ready, but certify that the site is really ready so we can promote that. So we kind of, this once it happens, it kind of goes into storytelling as well. So just have ready sites and identify where they need to be and make utilities available. But to help with that is I think we have a very detailed checklist to say, okay, what is our stage game process to go get a site ready? Do we have to do a component change? Do we have to do a zoning change? Is there an SUP? Is there neighborhood meetings? Is it preliminary planning? You know, understanding preliminary planning is good for two years. And you don't want to final plan it because you don't know exactly what that building layout is. Again, that's going, I could get in the weeds here, but that's going to development services because to get a final plan you have to have cool engineered. And so there's like this, when you say site ready, what I think we would need to do is first look at our comp plan and say, okay, where do we want a swab or whatever for industrial use? Identify the area we want that. Then if we have certain sites, have a phase one done, have a plenary plan done, have utilities extended to that. Well, I have a site right now, we're building a road that we don't know, we get a plenary plot, but we, so we know where our road needs to be. But then that can be a, they can be a 20 acre site or 200 acre site. We're getting, we're working with the city. So this is actually happening to extend the sewer line to that point and water lines getting run. So we're having, we have a 300 acre site, we have a plenary plot to take it down to 20 acres. So have it to a plenary plot with the due diligence, with utilities extended and the road built at least to the site, you know, so that some that's shovel ready, you know. So I think there's some clarification of what is shovel ready, right? Right. Is that different things to the site selector shovel ready, doesn't mean, oh, it's clean and it's freefield. Oh, we might run three mile off site sewer line and go get easements. That's not site ready. They're saying I want sewer at the edge of the property. So about two million square foot building or 200 thousand foot building. So I think it's maybe educating what shovel ready is. So you've seen the same thing. Yeah, I agree with that completely. I think maybe 15 years ago, shovel ready and that phase one has been done and it's, we've purchased some, you know, now today it means, and especially in Denton because of the time it takes to get a site shovel ready, it really means everything we just described, which is an allocation of investment in targeted infrastructure improvements. Essentially, it's what it boils down to when it comes to time and money. It's how are we going to get the infrastructure there to the site? How do we identify that site? And how are you paid for the level of work? Because you're looking at... Me? Oh, yeah. In just engineering and city review fees and like we're worth 500,000 to a million to a site, before we even, a big site, right? Before we even stick shovel in the ground. How many sites are we talking about? Site ready? You know, what's the motto? Now we're adding commas, not zeros, we're adding commas to being site ready. And it's part of the ecosystem we're talking about. Hey, we may not be able to get that 50% site ready for about 10 years, and I'm just going out there, but we can gradually get there. But where's the money coming from? Who pays for it? You know, like, what's the total investment we're looking at? We have a way to do that. And we've done it before. And that is the industrial church that we set up. And that created a mechanism to pay for that infrastructure. It was large enough to attract several industrial users. Sounds like that. 10 years, you know? And that's, I think, where Fenton really struggles is without the south tax corporations. Like, where do we get money? We have all the mechanisms we could use. That's right. That's right. The church was not always successful. It's outperforming the regular projected numbers. So, you know, do we try to replicate a process like that, identifying eight-meter acres or, you know, a corporate campus special thinking and utilizing that tool to get a source of funding that developers can then go out and leverage? Right. Well, I think on top of that, if you look at what the engineering sewer water master plan is, then you say, okay, we're going to allocate, they're running a big sewer lobby on the north side of town, you know, the master plan, which is a great thing. It needs that. But if we say, okay, city goes expense X amount to put a sewer line that's drawn on the master plan that's already been identified or a water line. And then we come to economic development and say, we got these three projects budgeted for the next five years. Where do we see as a city economic development that we could have, we can move the needle the most, depending on which project we put in. And that's back to that collaboration. Right. Of going where we build roads, where we put utilities in, that's going to have the biggest uplift. Right. You know, not just an engineer saying, well, we think over here is going to, we know we got a problem. Right. Allocate, because the city already has dollars, they're going to spend for infrastructure improvement. Or it's maybe just coming together and saying, okay, where's our biggest lift as a city? If we spend dollars on top of the tours, like, you know, the developers still has to fund that if it gets reimbursed over time. But the merchant, those two things, what I'm saying together and bringing EDC in. Where do we put this power line? You know, along highway that gives us a hundred foot easement. Right. So we don't have any retail within that hundred feet. You know, it's like, let's put that power line back here. So we'll leave that side. So whatever it might be, I think it's, again, working with, you can see where. Well, and that's the best stewardship of the taxpayer dollars. It's the best stewardship of getting the right projects that we want. If y'all are building and incentivizing too, right. If we're saying, we're going to figure out where the city's already building the infrastructure, find some sites near there, incentivize those sites for our targets. Now it's all strategic thinking. It's not letting the prospect pick all the sites and saying, we've got these three sites available. We're getting these shovel ready, whatever. So that makes the most sense for the taxpayer and for the investor. So I think leads really, that's the, that's the ideal way for all this to happen is plotting it out that way. Okay. So what else? What else on recruitment or retention? Anybody have recruitment or retention? What do you have, Kristen? So Brian mentioned it yesterday that this is one of the things that I kind of focus on in the VRE visits is the small business succession plan. We're up against, you know, businesses, business owners that are kind of aging out and have what kind of plan they have to continue their business. Okay. How we can kind of figure out, kind of work with them and get a plan together. Okay. To ensure they continue on. So there's several surfaces that you remember how I said, there's all these categories in VRE. One of them is how do we help our small businesses as well as our, are you doing construction? Okay. So small business and everything under VRE. Okay. What else? Who else has something recruitment or what do you have planned? Developer developed suppliers. I'm sorry. Well, they'll have supplier targets for recruitment through VRE. So like doing more partnership with us and chamber through their VRE process and being able to take those takeaways from those interviews and conversations and email in the name of a supplier that you go try to track down. Okay. So this is what we call warm leads, right? This is what Brian was talking about yesterday, where we go call on our existing industry, find out who their suppliers are, and then we go call on them. So it's a VRE strategy, but it leads to retention, I mean to recruitment, right? So I think we'll put it here for later. Or do y'all want to put it in recruitment or retention? Okay. Who else has anything recruitment retention? Maybe we'll have something completely different we haven't mentioned yet. What do you have planned? I think I'm going to go back on a collaboration, establishing P3s with universities and or the IST. Okay. Ideally kind of in that sense, it's probably in a workforce development like situation. Okay. Thank you. You're like a ninja. I didn't know you had to get up again. Okay. So establish P3s in the university. So this kind of goes in this collaborative thing right here. Okay. When we're talking about P3s, what are we talking about? Whether it is, I mean, I could be doing a bunch of different approaches for something like Blue Grown, whether it's something like what we're talking about putting on some of these events and everything. It's some of these career day situations, whether that is a small portion of our budget or sponsorship or something for sponsorship of an event goes to some sort of Blue Grown workforce day situation, whether you scale that up to university. I know we've talked about too, we did just kind of like an internal brainstorming thing at the beginning of the year on a specific industry level with some of the university programs and everything. This is a beautiful downtown thing. If you want to talk about that kind of the merchandising shared partnership situation. So we held a retail round table with all of our downtown retailers and then invited the university UNT's merchandising hospitality group to come. Because I think that's one of the things that our small business struggle with is just staffing and they have a built-in workforce that are that's already there. I'm a graduate of that program as well. So I think it was great to connect them with our small businesses because then they're creating that relationship. And so if there's staffing issues, if there's, you know, something that we need support on downtown, then we can we've already made that connection. So it's been really helpful in some of those small business owners have spoken to those merchandising and hospitality students. And so just getting that that connection there and making it stronger. Yeah so you're talking more collaboration. So if you look at Iowa State, Iowa State City and the university and the students run a farm. That's what I'm talking about station because it's really a monetary venture as much as this collaboration. I mean they run a farm and then the market and all that kind of stuff that's, you know, spilled around. Generating money but also internships with students on that stuff. And so and put in the money side as opposed to very sensible collaboration. Okay all right. So kind of thumbing VRE and thumbing collaboration here. Okay does anybody have something that's not included anywhere? A big goal or a six goal something that goes in one of the existing ones? Maybe the extension of the idea around my head with all the university suits plus this small business that I just came up with. This silver suit obvious. Have we ever thought about doing like a reverse job fair where it's like a you want to be an owner fair? Yeah that came up yesterday. A lot of people want to own stuff. Or start something. So you got to guarantee a cash flow when you buy it. You got a bunch of business students and everything else that are looking to stay in that area. They don't know that those jobs or people are looking to sell it or whatever. And you have financial institutions involved in that too. So that there's plenty. Yeah same thing. How are they going to get a loan to buy the business? They just got out of school in England. They got parents. Oh well if you look at this it's 60 percent of second generation or seven percent of third generation don't make it. And what's left it's quite third generation. It was only like 13 percent actually make it. Which what I mean by that is that while everybody wants to be a business owner until you do it you realize how much you may not want to be a business owner because there's a lot of things you don't know. So as the economy development are focused between the gap of knowledge between what it really means to run a small business with the mindset of growth or the acquisition of a business that has been successful for a long time. Because if you jump into into a moving train and your legs can't keep up. That's the train wreck for the economy for the rest of us. Because we're left picking up the aftermath of those businesses that can't figure it out. So how it would be as an economic development potentially could help build the gap in education and knowledge. Of course it would. It might not be in our alley. I know that from experience there is a big gap. Right. So I know some of that. So does I know TWU. Yes they do and even but Main Street does some and Chamber does some. So yeah between all the workshops and seminars that these entities are already providing. Is there a need for additional training at what workshops or is it just the alignment of all that? It's alignment to how you market it right. To market and develop people from even what I understand doesn't seem like that's the target audience. It's more just like we do a lot of collaboration and I think we do a lot of really good collaboration. It's like how do we make this intentional collaboration. Like I'm collaborating you know we got to have fixers do that stuff but this is intentionally with the goal of partnering people up you might be interested in carrying this business forward or this kind of thing or whatever right. So people kind of know that. Yeah a goal and then contacting those groups. What do you have slated this year? If anything that meets with you know this particular gap and then if so how can we help you market that? Or no one's doing it. Is this something that maybe one of these groups would be interested in? For sure. I like that. Let's hit the things each year this year that need to be covered. It helps you answer the question. If you have that goal in mind getting like oh well Brian thought about this idea but you didn't think about like we need to have finances right. Like well you know maybe we need to invent we need to invite certain groups. So an example I think is like veteran in small business little brains right. So then there needs to be veteran groups invited. You're whatever right. There's like you can start really figuring out who the audience should be based on who would be a potential to do that. Like who could actually meet the goal. So this is really good subject because I think the first thing we have to do is a bit about are there businesses in our community saying okay I'm going to retire. What do these look like right? That's the first thing we don't have. That's there and yeah so that's the number one but what the biggest thing we did in our business when I started when I was 26. So when I was probably 30 we set up an advisory board in our business and it was the best thing people ever done and we still do it today. Matter of fact I have it next week and we went from monthly to quarterly now but you know first time somebody sat down and said Lee what's your forecast through the end of the year and I go I don't have a crystal ball I don't know and I left that meeting really frustrating. I'll never forget and I spent the next 30 days you know how do I know my forecast right? What contracts do I already have? What's my revenue going to be? What's the schedule on those? It really wasn't that hard to figure out but first time somebody hit me with that so I think it's leadership and it's my favorite thing to do. I have young guys I've built multiple companies set up their QuickBooks. How do I send a bill right? And our CFO has sat down with them and built their base QuickBooks. I love love that more than anything I do and all the points I serve on. When I see a young person trying to start a business and not send their first invoice they've already done the work. It's my favorite thing to mentor those people up but I think if we identify what businesses could be and then we don't just say oh we hope somebody comes along we have some kind of structure of a of a staple of young people will say okay these these people are qualified they may not know how to run a business yet but they've got the work ethic and the craziest I mean to be crazy enough to go do it. How do we foster that right? As to what you're saying so there could be some structure of we set advisory boards up to help as people go acquire these businesses and you're free qualified. We've already filtered some of these people to say okay they can take over these businesses and try to make that connection because brokers are doing that right now and I get businesses for sale on my email every day right but if we could be strategic about that that would be a fun project. I love this idea and I just did the same thing I just had an advisory board to my business last year and it has been a game changer in fact I just booked the retreat yesterday for the next one because this is this is how you get to where you're going. I mean that's an example of that I own my own business and suddenly was raising my granddaughter and it was a big priority shift for me I didn't want to be trying to grow a business and raise a baby at the same time so I was going to shut it down I was working towards an early retirement plan and shut the business down and was fortunate enough that I had some colleagues that were like wait wait wait let's see if we can sell your business rather than having to just completely close it down and about nine months later that's what I did. I think that's we've got to teach small business owners and young business owners that you got to have a village but we can bring the village to them if we build it. So we have we have all these pockets of you know management gaps and whatnot do we have a funnel where uh aging or or people live life changes and things like that they can turn to? Okay I'm aging too. It's like well dare you call me an agent. But um no what I'm saying is I'm saying you're going okay but does the current business owner know where to turn to because I can tell you one thing that longer not the longer in our industry a lot of people don't want to go to private they'd rather work with a young person and mentor them just like they're saying and see the next generation and so so can can we create a funnel for for people and even advertise they look back to the marketing hey our city is looking to help transition businesses to the next generation the next leadership the next um if you're interested in visiting you part of this that's really what I hear brian and and this group saying is that let's set up the funnel let's let's be the let's be the organization that sets that up and identifies those matchmaking opportunities and kind of go into what Lee was saying so I think I think this is all this right here is saying uh a succession plan a reverse job fair small business workshops on transition all of this kind of goes into are we you know us becoming the funnel for that and three of you have said it so far so I think it rises to the level of this is probably going to be part of your b.r.e. well to your point I sold two businesses to project to you that don't know what scope does I believe at that level it's more helping smaller businesses and maybe some of those home-based businesses that need a spot to office space okay or the startup so this is more of a transfer because it's a lot of the skills are the same I mean it's not pretty good like good like leverage that I think this is really innovative like I've said I've done uh awards judging for IEC awards I thought yeah and have read most innovative programs going across the country but I've not seen something yeah I think it's a big need I mean y'all can actually build this and present it for an IEC award the small business development center talks a lot we meet with them pretty regularly about the business comes in and they say we're closing in six months right we're going to run out of money so it's a great contact relationship with to say who are you meeting with who can we connect you with because they see it every day where somebody comes in and says hey we need help funding yeah that's a good point the sbdc being a part of that the top end of that funnel okay so erin had a comment and then we're going to take a restroom break you're adorable it was going to be I don't think one person can help with like breaking components along with her already existing but it's going to take everyone every partnership organization is going to have to have a goal right yeah yeah and I mean these are the goals that we're writing here this is for y'all as the edp entity saying we want to take these things on and so there's going to be some city responsibilities here there's going to be some chamber responsibilities there's going to be some city council responsibilities in here but it's going to have to be this whole group saying this is what we want to do so before we take a brace is there anything it's conference is there anything in here that's not realistic for this group to have as a goal or an influence or anything that's just so outside of our scope we can't manage in this next two years is there anything unrealistic up here right okay so let's take a restroom break it's 10 minutes okay let's take 10 minutes we will start back at 10 43 we're gonna recess that 9.43 now we're all back in session at 9.45 all right so okay so anything else is there anything that we need to add to any of the discussions that we've already had here okay so it seems to me that we have consensus that these are the five goals knowing that some things inside here could live either places but those purposes for the next for next this year next fiscal year these are the five categories that we're going to say that we're either going to do or that we're going to influence somebody else doing um so what i want to do we've got about 23 i think 24 people here today to kind of work this out so um we can do this one or two ways i just like to give groups a choice we can you're going to be working in small groups putting together the goal language the strategy language and the metrics for today um you all want to do five groups of five how many board members do it maybe more actual board members one okay one two three four five six seven eight we have 11 board members here 12 all right then that's all i have to be voting on on voting board i was trying to get an idea staff versus board members okay so um so we have enough people we can do five groups or we could do uh three groups so that would be one group just working on just for the rest of today so working on developing the storytelling portion fostering relationships customer service excellence business recruitment and business retention expansion so do y'all want to divide up into five different groups and hammer this out or you want three groups uh two or three groups working on two things which may have different groups i want one board member at least on each direction here but if we yeah we had two yeah two you still have two almost for all five for each but there is 11 okay so then we can have yeah but not everybody may want to do the things that we want them to do i want y'all to pick the things that you want to do oh then maybe that's on the side of me first yeah well i want to do storytelling okay so we'll we'll divide it all up and just going to be thinking about what's your number one group is be thinking about what your number two group is and i'm not trying to get you into one or both of those so it should put customer service excellence and business recruitment together in one group wow this is this is really customer service excellence with like development services and city staff do you think all that goes in bre i don't think that all those at bre but i think the same people are going to be oh that's interesting both categories going together i'm shaking okay so what we're going to do in our small groups is each of these categories storytelling each of these is going to have its own sheet you might have two sheets number one do not write on the back only write on the fronts i've got lots of fronts okay so the goal here um don't well let's go ahead and put these in order what what order do you want these to appear on your written deliverable what order trial wordy what do you want number one to be recruit i mean y'all are responsible for these two kind of first and foremost right read them again it's kind of small for the whole people okay recruitment bre business retention expansion customer service excellence this is all like city customer service excellence so we can't control this we can influence it fostering relationships partnership development story tell okay okay now oh which one let's put these in order real quick recruitment first then retention first okay then recruitment well wait a minute we said number one thing that businesses are looking for is employees that's the number one thing the number two thing is how quick can they get something under the city right so those fall underneath the global of those two things because we've got to go back with what we said two top priorities of business right that's true those fall well in workforce development stuff falls in this one and this one i bet it's not really outlined here very well we said before we started those are the top two things companies right we have the the education workforce development that fostering relationships talking that's where can try to talk to it okay i'm sorry say that again sit there it's in that fostering relationships it was one of the collaborations with yeah a couple times it's all you got a p3 and then you've got the text startup with right but aligns with the college's expertise or whatever right but i think what these things split it out this is uh it's a whole workforce development that's what i'm i mean it's nowhere written up here y'all said workforce development is one of the number one things um but it's not really outlined here i mean it goes in almost off the base but i think we probably need to spell that out so it's not lost in here so what does that look like but i don't mean to confuse any shit i just know i think that's we're all over the country and i think we hear that from ricky too people want to know that you can get employees and how quick can they get their building on the ground so i'm just a bit yeah so it's really workforce development through these relationships you know that's what i think is we can't this board influence workforce development by building those strong connections that's our book that's our yeah that's our role with that like we can't i don't know how to teach someone how to be an engineer but i i can get the right we do have the influence to say hey next month i want an update on x when that will drive someone from the city or university or someone else to deliver tags right so that's kind of how we have to be intentional about what we ask for basically in line with how we influence it either do it directly or influence so if we're thinking about workforce development from a pipeline you know relationships with our schools school superintendents universities cte programs that that information comes through the vre but should and it's developed through relationships but should workforce development should all that be spelled out in its own goals separately should there be a sixth goal of everything that we're going to do for workforce development my question would be like when you're talking to businesses how do you agree that's top on the list do you agree that that's or or are they saying we're coming if i get the sentence or number one thing do you have any employees for us yes that is one of their top three priorities is workforce and so something that we do is always provide comparison of salary ranges of similar positions in the area what i will say with more businesses coming to the city there's going to be limited workforce skilled workforce right so i do think it's important maybe have a different category for workforce because i think we would like to create an upscaling program at some point because there's there's a lot of i think different residents that want to maybe get in manufacturing or get into a different industry but they don't know how or maybe they don't have the funding to do so i remember attending a city council meeting i don't know if councilman duster remembers but um she there was a young lady who wanted um who said i can't find a local job i don't she's like i've been applying i just can't get into the right job that i want until she was just really saying i need help getting a job so it would be nice if we could create some type of you know resource programming to get those type of residents a higher end job or hiring job yeah on the workforce development though because because it's a big blanket and this is a really big rush right and i think there's different categories because when i would think of a topic i look at the university and say we have a plethora of students available that we need to figure out how to retain them whether it is by creating a opportunities for startups so that some of them will venture out all right why not but then the other question is what are the categories we're not considering on some workforce development that key employers are looking for because if i'm if i'm gonna and i can be naive but if i'm gonna look at manufacturing that's a really big beast to tackle right uh and education and the infrastructure and the investment that i have to get just to even be at the end of my way so what are the other categories of the workforce development is it is it this type of employees this level of education because the big brush is going to be something how they're very i think this i can tell y'all i was gonna say let's let's talk to somebody that's already doing this is what we are really focused on uh number one thing number one thing that i hear from corporations is soft skills the people that come out of college cannot they would rather have hire somebody that's farther along has reliable experience number one day consistently erica airlines uh to i mean if peter bills has said it we've had that cannot problem solve so that's number one thing internships is the number one thing to job hotline so they want internships in so that leads to you know understanding that organization um being familiar with the language that's used uh upskilling re-skilling is a huge focus cert uh certificates and some type of manufacturing or continued education those are the things that we are hearing right i think a lot that's what britney's also talking about so is there is there uh at unt or tvu or anywhere is there a kind of a funnel that's uh identifies students who need this is there like a connectivity matchmaking thing so brine college of business is our college that does it and they do a great job because they have they have alumni that work right that funds it and they do it well what our goal is with the corporate concierge team is to make sure that every college has that so we're streamlining it for our corporations which we're not right now doing that possible so that is that's a that's a shortage we have well well what about someone who's not affiliated at all with the university they're just a random citizen that needs some scaling up services we launched a new program that sea which is focused on uh many credential certificates continued education if it's you know management leadership is a big thing that we work from corporations that you know people want to move up and need you know sigma six training or something like that that's another thing that we're so how are you finding those people that aren't affiliated with the university at all to get into that program that's one of the things that our enrollment is working on we have also we're tracking and this is something because we have a shortage and enrollment concerns because of visas is we're tracking all the people that have college credit that haven't finished their degrees okay and we are that is we're taking a very strategic program to target those people that are already that that have you know a few hours left or 30 hours left that we let's get this done figure out how to do this on the top brain that works for your schedule so what is the gap yeah so we will volunteer for the program it's him yeah so what what is the gap between what you're offering and what you're you know people are telling you that they need how is that i mean is there a role for this group to make the connectivity between those two the biggest gap is our ed works on things florida congress yeah i mean that's the biggest gap but i don't know yeah i mean it really does that is the biggest we're not working on business fee which is our biggest problem that's what i'm trying to change but i think nctc we need to get somebody from nctc involved with this too that needs to be a top priority when we talk about rewriting that but that's one of the points nctc to be on nctc junior college because it's just an extra layer that i worked on in michigan and when you came in this this was manufactured the manufacturer of beverage equipment quarter million dollars to 15 millions on from scratch right so it's a six synonym process but the local partnership was any employee that came in will spend the first two months training with every department yeah and it was subsidized by a grant or something with the local university but what it did is it worked with soft skills it'll work with with engineering knowledge it's just overall picture and the overall health of the company because every year exponentially was growing because the trending and the focus was different so i understand the business speed and the innovation speed how do we reach that gap how do we how do we create that because really the incentive from the business side is there the the transport is not all there yeah it's just it's about having the facilitating of a relationship where it says everything even that we did like deep work very close with the mba students now we've been doing it for like 10 years but basically just started because someone will do something versus it being like an intentional strategy we're now like implementing actually implementing programs from that npm program like at theater of life like culture culture initiatives rewards programs those came from those students but it took us like you know the last two or three have been really really good it took like five or six years of like stumbling and learning each other and like learning what they can do what we can do but you got the right people to the table to start this conversation but i think it's it's doing some more of that kind of stuff but intentionally instead of dynamically and how did we got some experience why did we not have members from the school board on this committee rather than superintendent we don't have a city manager here we have representatives from the council i mean i don't understand why that they're going to promote programs to the superintendent and others to support what we're trying to do here yeah usually the school's different and it is a member of this and she is but she is but she's just not here okay well why not elected officials you know we've got two here in city school board yeah yeah yeah for sure the city manager can come anytime yeah okay so back to my original question does is this the group to do it is this the group to in the edp be the one that identifies workforce cogs and builds solutions to them so so do we need a britney's idea of a separate goal for this i think so i think so i think it's a very conversation it's a whole lot you might just categorize some of the other things under that i think yeah i got soft skills i think our power is we can make we can influence can't necessarily be but we can be the squeaky wheel that continues to ask for certain updates or certain things that's going to drive people to make that whatever that is right as a board that's what we can do you can put it on the agenda even if it's six months from now it's still it's like gosh start right right and this can look like whatever this group says it needs to look like y'all can you know you already have some people that are standing in the standing as the conduit between the the main thing here is how do we connect the dots between the employer's needs and the education providers offerings right whether that's cte school board level university level junior college whatever how do we connect all those dots and i think a lot of that is targeting very specific not specific companies but maybe specific types of companies that we leverage their their subject matter expertise in what colleges they have that are the most successful most well funded or most whatever right so we can say hey we've got the number three logistics college in the country you're a logistics company like here's this or we have this integrated you know health care system here now like you're this kind of company like it's not this we're very generic sometimes where you say hey the average income is this median this and all it's like i'm a company i don't care right i care about like are your schools good like a bisd level right and do you have people like engineers or logistics people that i can hire and give them two months of training or whatever and then i can let them go do stuff right what companies care about so those are the components of a tia so does it sounds to me like y'all need a target industry study right target industry analysis or borrow one from the area huh i was thinking about a hug you know what are we you know as we're as we're defining who we are economic right and this is not an inexpensive endeavor a tia is about 50,000 to 60,000 dollars we just did that with our strategic planning that i think some of y'all have it but i'll share like y'all did yeah yes he's done for us okay well pretty okay so she designed for y'all so yeah so but again that's right back to saying take somebody like him at unt drive and saying oh being here today taking the time and put that collaboration piece of that right at 60,000 bucks we could have gone out and spent but because the right people in the room you're going from there right that's the perfect example and so all y'all's tia took into consideration all the utilities existing skill set all that is this yes uh skill set not utilities yeah y'all know this group will know well that takes too much water we can't do that yeah that takes too much power we don't have whatever but yeah i mean job postings positions um projections does it come with legion like xyz company in clayton ohio i mean you need to go visit okay okay y'all that's a fixing battle project so uh so really it's not created tia it's leverage unt's tia right and how have you done that pretty recently that within the past six months okay yeah i have it for state county uh collin county and then regional so well that's even better because that says what would work in this region which kind of broadens the well it says what your neighbor and you are neighboring communities to chase it yeah like you know well because if they have a main industry we can target the subsequent industries best of four and and then the new and then all those other things that we can we can make them share right and that's the position that the definite has been on for a long time is although we have a lot of extra space a lot of disabilities kind of get to they pay where we want to go and what we want to build right well and if y'all remember from last time when we did the understanding the economic development process workshop in november december i talked about those are the three steps of economic development product development what are we taking to market whether the sites the buildings the shovel ready stuff the sign certification all of our skills all of our workforce stuff what is our product that we're taking part in second part was the target industry identification who might want to buy what we're selling and then the third part is the marketing and storytelling so y'all you still have some product development stuff to do of course but i think that kind of sums up the whole part two of everything that y'all are trying to to achieve leveraging that so so kim how soon can you get everybody here a copy of that or get a break at night yeah so okay so it sounds like we have a sixth category of workforce development everybody agree to that so thank you for mentioning that okay so we got the number one thing so we don't we don't even need to number this right now because i'm going to take care of you here's what we're going to do we're going to divide up into uh i think maybe three groups now each take two you'll get about that you can kind of at least get one that you like i think there's they naturally go together vr e and workforce development business improvement as part of this foster relation process they're up nicely okay so these two going together you said i i agree so this is the part of strategic planning where i started to get overwhelmed like okay now we're gonna make all these plans but yeah i'm gonna implement them um so i would just challenge us all to think about how what's a reasonable way to expect implementation of these goals that were in the process of putting together um one lot might be you know the established a workforce development task force that meets once a month or once every other month for the next year that one of we've got six staff members in here that are focused on economic development between the chamber and the and the city and we got six categories up here let's have an ongoing and then let's get nctc in the room let's get the isd in the room and have a task force that works on the implementation of this over whatever duration is um is intended to do yeah and there's something where what i don't want is for britney and and jamie and uh everybody's team to walk out of here and be like and we just got a whole new job description on top of everything else we're already doing yeah you i would encourage all to rely on us and other members of the community the task force doesn't have to be made up just with the people sitting in this room that can identify key players and hold into those conversations that's how stoke happened it was the technician it was one of these six goals here we go and we had as we pulled together a group that cared very much about that specific issue and that you had weekly once off then so you raise uh another thought should this today be a three year instead of a two year it's really finishing out this year and next year a lot of this stuff is going to take you a little bit longer than that well i think we're i think we don't even know what everything else one texas has done for sure hello nctc because they have well in school to add i mean this they probably have a lot of this work already done yeah and i don't think that i think if you look at the funding that they have for these things i don't think it's something looking oh gosh we gotta fund this whole thing i think a lot of work may be done between texas workforce commission nctc unt tw i think it's just getting the right people at the table and yeah we have that oh we've done that study and then implementing it right okay so yeah i added that on here identify with the reskilling and upskilling and workshops and stuff identify the needs and who would put in that school referring offerings is offering what already before you go rebuild okay well the exercise then going back to i think what she's addressing is there's visionaries in the group and there's because they're actually trying to do something about it but you have to give them enough and every group come up with uh two three four places where we start like so here's the three places where we say immediate action could yield more action yes that's what i want you to do on these sheets right here so and keeping in mind the framework for today that some of these stuff is going to be boots on the ground y'all are actually doing some things are going to be we're going to create a system we can influence the city to do it or the university to do it or somebody else to do it so influence plus action so um in your groups so i think we're probably going to do three groups of two three groups handling two goals so um right here the goal this first line is this word storytelling okay it's just don't say storytelling the first order of business in your small group is to write the goal sentence and i don't want you to spend more than 120 seconds okay you can get bogged down on semantics decide in the first two minutes what is the goal what is the goal of storytelling what is the goal with customer service excellence okay you write that out and then right here on this strategy sheet you will see that there's no numbers there's no letters there's no bullet points i want you to put it in the order that makes sense to you don't worry about the format i'll fix all format make everything uniform later okay so it can be one two three can be abcd it can be one abc2 abc however makes sense in your group so your first like let's say here fostering relationships we have multiple sticky notes some go together and some of them are very separate the first order after you write the goal language take all these sticky parts apart lay them on a table and i want you to figure out how many actual strategies and this is my semantics goals first then strategies then action items or objectives or whatever categories but you know you may say different in your company but for today's purposes goal is the overarching goal and then the first level of strategy so how we're only going to have time today to do the first level of the how so how many strategies do we have here is this two is this 10 what is it you lay it out on the table and make the decision and then spell those out okay and what what are the and so you might need two sheets three sheets whatever but capturing everything that is sitting here and then if you need to go one level deeper this in collects for this what he was just saying workforce development if the goal is established workforce connect workforce development connectivity with existing industries or whatever the first step is to create the task force and then what are the task force going to do sounds like what amy was just describing so hammer out what the steps are here whatever order you like and then the best guess here for the start quarter and the end quarter and the metrics i'm going to give you some feedback on that in just a minute but we need to have a little bit of idea here who's going to be responsible for this is this going to be the edp as a whole is this going to be strictly this is inside the contract with the chamber so we already know the chambers expected to do certain things or the city city staff edp whatever that looks like university we can put our partners in here but this is really for brian's benefit brian's going to want to know who to call on for this piece so it doesn't mean that you have to do it just means that you have to see to it that it gets done so once the plan is published and it says you know jason's responsible brian's going to say jason have this coming along and then you're going to give an update on that so that's where we have some accountability here um so that's what this form is for so you know if we were here you know two whole days we could get into different level but for today's purposes that's about all you're going to be able to do is the strategy and maybe one level of the action the how to so as far as quarters go are we doing this on a fiscal year or on a calendar year fiscal okay so what we're going to right now then so we're into it so you're not going to get this time for about six weeks so let's start with q3.6 all right okay so you got six quarters in this plan is that right okay we're going to stick with that is that reasonable okay metrics kpis there's a kpi category next to every strategy you don't have to measure every single thing the things that need measuring everybody has their philosophies on this if you think every single thing on your group needs to be measured that's fine you can do that if you think this is just a step and once it's done it's done we don't have to measure that that's fine too but if your strategy here needs a metric there's only three ways that i know how to measure anything we can count we can count dollars people visits announcements trade shows lots of things we can count we can do a percentage up or down increase decrease by five percent ten percent whatever and the third way so we can count anything it's binary we say we're going to do it you either do it or you fail to do it okay so some of the things that you list on your goal sheet are going to have numbers we're trying for this we're trying for this many visits we're trying for this many surveys whatever that looks like or percentage or if it's just you know matilda says she's going to do it she either does it or she doesn't do it right so we can either check that box or that box has left me duck if you know what the number or the percentage is i want to see it in the goal sheet if we don't have any idea so you just said you know jane he's doing expected to do 50 he exceeded his performance metrics by 10 did 60 what is the number for the next year probably 50 is a good goal that's what's in your contract and enlist that and you can always exceed those goals so if we know what that number is listed if we don't know what the number is then we're going to count it this first year and then next time we'll know exactly what we're up against how what those dollars or what those numbers are okay that makes sense any questions about what i'm going to ask you to do on this form okay and i'll be walking around helping you so what i do want to see is at least one to two board members one board member at least on each of these hopefully two and then staff i want you to kind of divide up too for all the staff in the room go to the thing that you're most capable or interested in advising like we're already working on this or this needs to go this direction or whatever so i want some professional staff to advise some of the board members on things you're already working okay so we've got bre workforce development as one and what did you say and you thought those together customer service and business recruitment and then storytelling and relationship building being one i still disagree i thought that makes sense in my brain one makes sense in my brain too so this is not to say that this is the only thing you're going to be expected to have an opinion on for the next two years right this is just for today's purposes that you're willing to put these things together on paper to make sense for the whole organization okay all right so chairman do you get to go first which one do you want do you want this great workforce development bre retention recruitment and customer service excellence or storytelling foster relationships who wants to work with brian on this so i know vicki said she wanted to do that who else must work on this group that's held up hold your hand up now this is all this is a lot for two board members to do so any other stuff okay y'all can staff can figure out where they want to go to but well okay we'll dig some people up to your other so legit but for logistics we all have to stay on camera so you're gonna have to like maybe shuffle around tables yeah so y'all might have to come around here and brian or whatever y'all share okay so first order of business lay all your flip chart post it knows out and figure out that we have two strategies or 10 or whatever it start putting them in the right order what goes underneath so organize it paperwise before you start writing on your sheet okay and this is the final sheet you're going to turn into me so if you need to scratch pad it out first will you scratch pad it out first okay so i'll give you two here to start with okay y'all right on the back thank you um so recruitment business recruitment and ensuring customer service excellence at the city okay lee jeremy play and amy i want you to do something that you find probably this in fact no it's your contract is okay so where y'all want to go this group where y'all want to go we've got tables back here okay all right you give them you give them your best direction and then workforce development and b.r.a. so now y'all can you know it makes these goal sheets you only need one one sheet or two sheets for each one don't come by okay these are six separate goals so who's doing b.r.a. and workforce to help okay kim what was erin lucey me what do i see i'm learning all the things all right erin you know lucy there jimmy where everybody has to pick i'm not signing anybody anything so i'm just waiting to see where i'm needed whatever this is our new white glove service when i exist upon so take the category that you can have the most influence or suggestions on okay that's right so there's one for each one but i'll be right does everybody have a tea oh for your skill best utilize oh so sorry very good so like uh it can't be right so much so very you congratulations oh and there's an alternative that they shouldn't need the focus right my books are available if y'all need to come up here and draw something out i've been involved in the whole story what's the point how many strategies do we have yeah well we just have to get our goal with a section same thing if it helps you write your goals in that class you can save it for last if it's too hard to put it together sometimes it's easier to see it all written first one uh the first question i always ask is can i say financial assistance yeah it's not work force gonna be and i'm seeing the magician errors i'll send them they carded the gold and i think it's too crazy to see the questions was in that no no i'm a little bit more than that's what i was told that i guess but that's what i'm going to do that because i was trying to create a strong story that they're looking to go there what this is that's what they're doing to keep this even the services in the back of the lag and i need to find their clients out like that's right you can't say why you're not so or is the heart saying that's what this is like that is one of the best how to get feedback from characters is all set a question together you know decided on that's probably not in the day do you want to put it you know they have you know should just stop up creating a new thing until that'll be a show or attention with what we're working on what is that priority i think the priority data i agree that the purpose of which the promise i did is i'm improving our data so that's a lot of difference with a priority of hate so yeah so i was like improve it with the data reporting so that from that data then is that so so but it's not always just what you should be doing because of the shame you're feeling so it's making the most of them so you know an action item or the other side of the fundamental misunderstanding this is like very thoughtful action draw this and draw it like elections in here's or land in here's parks here we all like this is kind of like we all know maybe all dollars based on sometimes it's get to you is that national may access it says purpose and for that you'll fortunately be able to also teach me like are i think you're right here for 46 years yeah here was it it's like year one that was we built half a truck in the 80s there was no only a question there in year 46 this is that's the best but don't have to go through yeah i think that is i'm just thinking that was a gift art only that's way to run into you right this is something that you are here to be are you you have a little bit to bring that into the video how much you're about to take that before you like try to stop this that's that's how it's always a bunch of so like it's a good idea that you know this way he says they didn't bring on the other day they are a bunch of stuff but it's kind of like the same thing that it's coming i want to start again but i think it's smaller right and they're going to have to be a pack of four or five stores that anyone has these we were awesome or something to share became on my cell phone i don't want to take the time but most people are like all that all there okay we've done nothing like that so we had from 2005 to 2025 of this we're thinking ahead a hundred dollars right you see that you know 25 million dollars it happens a lot of a lot of small businesses primarily that's why you don't have warehousing relationship thank you thank you yes uh yeah sure yeah i think is but so um so this is a big reason because it's not it's more like to do here's what a chamber is here's what it does but this is kind of skirts around it but it'd be good to have like a this is the right name because i think telling this was actually very just a baseline like hey this is not filled like this is what it is in 30 seconds you've got to pay for that you've got to pay for stuff you want that's the only three ways to pay for it three ways you have to use something that's going to be i go back to the final triangle which is you can have it fast or slow yep you have two out of three you're probably never going to outline all three yeah so how do we make sure we're always hard and ready to fire up the alternative you know because they're both terms of using strange and that's the story and that's the so but that's you very they're also minutes on this first one and we haven't moved over to your side yet all right you're moving on to the side oh we have to get good like our skills we have to run the train you have to sign to our friends we don't have to have solutions we have industry very simple very good stories like tracing some of his stoles they just can't trail so you also have like this i mean you just can't do so what are you and they help is it what you mean what's your time and best crap i mean if we say people close again and there's these three centimeters that may be years they cry now like i just like yeah that's a good the business that you're talking about we don't want to put all of that so we're away from you to shepherd some of the businesses you're talking about helps to do that so how are y'all coming along are y'all okay that's one of your first ones yeah you know you got about eight more minutes on your first one oh maybe we're up in with some of the ass so if it helps to peel the papers off y'all do that storytelling right now yeah oh yeah so once you if i help you you once you honor the words on the first one you can throw it away well like you know you're honoring your big one there and then building out so if that helps you so is there here's a plan to do but i hear you might as well show and there are things like that this is my first page of course development so if remembered so that's you can try all these credits out and then you can read for whatever but those like who's gonna identify as so the task force is great so you can go back and read later just make sure it's in their brain and what we did on the other side i first you know is so you're already doing like the tia that's a perfect example of when we know what you've got and then you have a little bit to fill up the insulator thing but don't leave out that i think okay hey that's y'all's alarm that you should be moving on to your second one if you haven't yet and they would get included in our password so and then and influence so so i got developed three or four other way correct how to develop it by us tag you inventory of success stories you like existing tag lines are great so it's where you get a number into the course of years in the story because is this is a lot like that is only that's all and and then it's like hopefully i've already seen it you can't wait to do it oh i want to ask for about this actually so much and it's still just my general click because that was my yard there's not a social channel there's not a huge hallucinatory scroll yeah exactly because it is growing like truly and you're like hold on let's get the process right first and then we put like real and you're like yeah but the one thing i like about that is that that's a good point i think i'm gonna put it over here you know yeah yeah is i mean like we're doing that too why are we not emissions are being let's even though we are actually working on right now because was it was it was a size of all of the time we're going to have a trade sorry in addition to that we're not we're not holding this person right now they're not really in it's but i guess all of us you know i'm feeling there are we don't even have this we don't know how those make it i know and then all the education partners uh there's so much pressure that so so i mean that's the like i said remember that maybe you have to do it yeah maybe it's like that i mean you're like very more fun just put them on there so open open down yeah innovation i would take that then the next part of the line is to see if my programs are the same since it's very important that's what i thought it is and so sorry that that was very important was to expand to all for the you know what i mean like the public sure like okay sorry but that's it's that's that legal absolutely a sitting on the shelves to say okay right down to that competition right yeah actually uh maybe would be just instead of thinking about balls they stare to everyone that's why they were doing it yeah right and it's yeah i think that this is the question like it's called the air something but it is ran by all things that are in the day how long over there that's really important that we don't be just one they work that we have all that i think they agree yes because one in the jar need to work you know he's trying to get one or take a picture yeah I don't know the names but if we start with one way that's great the mail that i requested well it's like responsibility shared responsibility shared but it's basically but like everyone there is a big picture just to be put like the band's good chambers got this so you kind of just you all work that out together now we understand how we collaborate and I'm going to challenge you to call it because it's not it's not the point I did one group I had a turn that you can say how are you putting this out or are you at the after you got it with water and what's the long terms of bank holders they have that very long so we can be 10 so I think you have the most because we have one so are they okay do you know me that we are purchase community first and later then okay or whether you know I think that's we don't have established that's all we're going to have to do is have a business to really go to say you know what is your strategy for building this area you put together the program or you're going to try to do it on your own and copy somebody else's we have what y'all got a rich and they can do but y'all got a written yeah process so what software did you decide to use I'm just going to I'm just going to do a break with it until it has just arrived to call out when she realized that this is a bunch of people with her words as anyone yes I got this for the summer school and there you put it in the polls and be synchronous to make sure that that's one of y'all's steps to the next basic about who's using which softwares because I don't even know what it's all through most everybody out here and so one of the things we talked about is how much is the dsc system know where you're trying to go website all the public is going to be able to bring this to this company as it says to do our customers and push them off several other centers so if I get a little bit more managerial we're going to act right now. And so we say hey the CEO actually that's top of the population right now we're going to be getting up there right now and that or something like that I think that's what I'm going to be sure to be sure that they come up with information for people who are out there for you to even write articles about well and we don't know what's going on so this person but you're hard but you're awkward and that totally tends to cancel it you're you're creating this almost like it just changes regardless of the way you feel about it. I'm sorry I think that's just the nature of it. There's whole. Relationship storytelling. Yeah. That's great. That's how it's going to be. I'll make sure you're honoring the words on all your papers if you want you to decide everything's. That's right you can water down there throw it away. I mean, I'm just saying we're trying to understand how to collaborate with each other. I went through the. I don't know. So she is. I'm like. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. How big do they go. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. So let me say this way. Yeah. Yes. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Hey, we already did. I had somebody yesterday send me their edits and they've already checked off 30 things off their list. So that's fine. We're still gonna put it on the plan, but we can put a check mark to it in red on the plane. So you can say we planned this and we already got it done before it even got focused. Okay. So I'll get that to you. Is there any other questions? Comments? Arguments? Disagreements? Anything? Okay. Thank you all. Thank you all. Good work. Y'all did excellent work. I'll get this to you soon. So, all right. So if there's any other comments or closing comments for anybody? I do. So we have a four meeting on the on the eight. And so right now we have two incentive for reviewing. So we may need to push that meeting back a week, but we'll let you know as soon as possible. Okay. All right. Any other concluding items? There are no other concluding items to do. We'll turn this meeting at 1157. Thank you very much for your day. Thank you. Thank you all. Thank you.