Strategic plan adoption and goals

54:56Commissioner uh just wanted to introduce the next item real quick. This is the adoption of your next version of your strategic plan and evolution uh that built on your last strategic plan that ends effectively in three weeks. It did this fiscal year. This will take us through the next four fiscal years and is aligned to the same four pillars that were in the old one, but many of the Goals, objectives, strategies were adjusted for the new reality.

55:27The work on this actually started two years ago, so pre-pandemic. So a lot of this work happened during the pandemic. The pandemic obviously affected some of the work that we put into this and some of the outcomes. But Mark will go into some of the further details. But this was a whole team effort and actually a whole community effort because we reached out to stakeholders outside the

55:47And it should deliver a much improved project product of the last strategic plan. And again, every one of these builds on the next one. So the next one will even build on this one in four more years. So with that, I'll turn it over to Mark and let him run through a short run. Cool.

56:01Thank you again, Mark Bellas, Performance Management. And um I'll I'll start with a little illustration of how important this is. I actually grew up in uh Oakland and in an area where uh we had a very, very old movie theater. And uh the theater was so old that they never played the first-run movies, they always played what we call back then B movies, which uh I don't remember any of the movies, but it was a dollar to watch movies all day long as a kid that was kinda cool and a rage is this

56:27Oakland, California?

56:28Oakland, California.

56:29I went to that same movie theater.

56:32That was yeah.

56:33Yeah, in the summer they had they had uh movies you could yeah. Yeah that old fashioned

56:40very good. Now

56:41I don't remember any of the movies specifically, but what I do remember is that in between the movies they'd play what they call newsreels. And newsreels were the old black and white films of any number of things. There was one of uh a cat who was playing ping pong. There was another one of uh uh uh a a lot of battle scenes and things out of World War Two in Vietnam and Korea. But uh the one I remember the most was one of a uh an archer uh and his name was Howard Hill. Now Howard Hill uh was probably the greatest archer in the 1920s and 30s and actually watching

57:11this was fascinating as a kid because he would draw back an arrow and at any time uh you pulled him 50 feet from the target he would hit it dead bullseye right in the center. He was amazing. I actually saw him in one of those newsrails take out a second arrow, draw it back, and split the first arrow right down the center of the shaft. He was actually He was amazing. I don't know uh if any of you are archers. I don't know one of you who knows how knows how to use the bowl whip very well. That one I do know. Um and I don't know you're as far

57:41as being an athlete, but um I can tell you one thing right now. That I could take uh any one of you here today um out of here to the grass, set up a target fifty feet away from where you're standing, give you a bow and arrow, and in two hours' time I could have any one of you hitting the target more consistently than Howard Hill could on his very best day. Any one of you, two hours' time. Provided we do two things. One, we blindfold Howard Hill. Second

58:12we turn him around so he does not know in what direction the target lies. Here's my point. No matter how good you are at something, how can you hit a target you can't see? This strategic plan is your target that the body of work we do is aiming towards for the next four years beyond. So it is incredibly important. And as Dan mentioned, we've been at this revision for a little more than two years now. And the idea is we had

58:42to really take a deep look at what was going on in our county and around us, inside and outside. We had to get a tremendous amount of feedback and look at a lot of information to try to build something to bring back to you that made sense based on what you told us your priorities are. So that is exactly what we did. We started with an environmental scan. You know that I have met. with each of you individually over the past year and we've talked through a number of different uh ideas and issues. We have opened this up to the entire

59:12community. We have both the voice of the customer. We have citizen surveys. We have our business surveys. We have our stakeholder surveys. We have uh meetings that we've done with the community, with citizens to open up and understand what they believe are the strengths, weaknesses, opportunities, and threats of our county, and more specifically here our county government. So our listening mechanism or On on full speed for the last couple of years. We talked to uh community stakeholders in various groups throughout the county, again, meetings

59:43with each of you. We looked at data and information. We looked at current realities around our demographics. What does the citizenry in Pasco County look like? What does growth look like? What does it look like in our own workforce? We looked uh at the economy, what is coming up, what can we anticipate, what can we need to be ready for. We looked at potential legislation that could impact us. We looked at the way we are intending to use land, how we use it now and how we want to use it in the future. We looked at the technology requirements to run this county over the next four years. And then we looked

1:00:13specifically at what we had been doing so far in our own performance. How do we do on the last strategic plan? How do we do in our own individual plans, our work plans and Within our apartments and meeting our levels of service and achieving what the customers require. So they had this huge, huge, huge body of information and data that we then began to distill down into common themes. So we had strategic advantages, we had strategic challenges, and then we looked at that in comparison to what we had in our plan for the four years we're ending now. And what did

1:00:43we think, and based on your feedback, needed to change? Stay the same, move forward. And again, the first conversations I had with uh with all of you were around what we had come up with, and you you gave us thumbs up, thumbs down, we made the changes accordingly. One of the things to to show a difference, as Dan mentioned, this plan that we're moving forward with now starting October 1 is much more robust. There was much more involvement in it, much more input, much more feedback. It was a very, very, very, in the

1:01:1330 plus years I've been doing strategic plans, one of the best efforts I've ever seen with everybody involved and everybody being part of the solution. So as we go through the plan, the goals you're going to see are addressing our strategic challenges. And though the challenges that you gave us or verified and validated are still things that we need to look at. And that'll make sense as I walk through it here. So, we of course have the reason we come to work every day, and that's to serve our community to create a better future. We have in place now in

1:01:43the strategic plan a way to find out if we are really doing that. I'll share that with you today. And of course, the objective overall, long term, our vision is to become Florida's Premier County. The way we measure that are all of our programs operating operating at top decile as compared to the other counties in the state. That's part of it. Are we able To uh win every award we go after, that's part of the validation. It's not about the awards, but it's about being that good as we take this journey from good to great. And of course, if we are going to become Florida's Premier County, you've

1:02:13verified that there are four big things we have to do. We have to create a thriving community, enhance the quality of life, we've got to stimulate economic growth, and we have to support all of these by continually improving performance across the organization. So how did we then dr take these giant blocks and drill down to more manageable bytes that we could turn into the work that we do in the organization to make this happen? So the next chart you see up here is we d we developed goal teams. And the way this works is the very top line up

1:02:43there, those are the four strategic objectives or the four pillars you saw in the last. Those are the major components of a thriving community. The next line is around accountability. Each of us at the executive level are now accountable for achieving these objectives. You see, there's two of us attached to each one. So this is another difference from the last strategic plan. There's direct accountability to make this. happen. So then the next line there, the the first with the the four blocks each Those are those strategic challenges, which

1:03:14we also call the intent of the goal. The intent of the goal is to actually address and uh and move the needle in a positive direction toward those challenges, to meet those challenges. Then if you go down one more level You'll see that in order to get that work done, we had to build teams or groups of those folks whose body of work is addressing those specific challenges. So, example, a good example here for today is goal 1.1 is around abating

1:03:44flooding. So the people whose work addresses that, you'll see up there you've got uh public works, you've got planning. You've got BCS, you've got uh Parks and Rec, those are the groups whose body of work generally comes together to address flooding issues. So they became the goal team. And their job as a goal team, so again, here we're across departments, we're across branches, as a goal team, it was their job then, working with their teams all the way through the organization, looking

1:04:15At all this information we had through the environmental scan to determine what body of work needed to be achieved to make that goal happen, or to move the needle positively on that goal. So out of that goal, they determined a few things. First of all, what the goal language should be anyway. And you see that you've got a working copy in front of you, the published copy will be coming out after it's adopted. But you'll see that there's the goal language itself. Then there are the strategies that that group determined needed to happen to achieve that goal.

1:04:45So then those are also in big blocks, and I'll drill it down here in a minute. Then they determined the key performance indicators or measures to apply to those strategies to make sure they're being achieved. Again, accountability. We're watching this thing now, all the way along the line. And then, even more importantly, each of These goals has an outcome measure, which then tells us whether or not we're achieving our mission of serving our community to create a better future. So I'll share more of that here as we go along. So we drill down just

1:05:15in the creating a thriving community and we look at goal one. You can see goal 1.1, 1.2, 1.3, and 1.4. Each of those has a different challenge that they are meeting, a strategic challenge they are addressing. And that group you can see that is putting together their body of work to achieve it. And at the bottom line, you'll see that there's also a goal owner who not only is responsible for the development of these goals, but they and their teams will be Responsible for achieving them over the next four

1:05:46years. So they're again a whole nother level of accountability with this particular strategic plan. So walking through a few of these things, and if you have questions or anything on here, I'll show you how it drills down here in just a little bit because now it's nice to have a four-year plan, but how do you drill it down into an annual plan and into the activities and actions that are happening in the in the specific programs and departments? But just to walk you through here, this is this hasn't changed from the time that I I reviewed it with all of you. I'm

1:06:17going to go through the challenge here, and then if there's specific questions or anything around that, go ahead and jump in at that point. Goal 1.1. Goal 1 is the objective is to create a thriving community, and the challenge we're addressing in 1.1 is around flooding. So again, even here today, we hear that that's a challenge that we face as a county. So all of the body of work within 0.1 is designed to do that. 1.2 addresses our transition. transportation and our infrastructure. So this is around road repairs, maintenance, those types of things.

1:06:49Goal 1.3 is our utilities infrastructure and their ability to keep up with growth and to continue to upgrade systems and keep up with where we're going as a county. And really the same idea here, 1.4 is around addressing development and also redevelopment. So all of the work that you see and you again have the copies that show the strategies and the KPIs that we walked through before. That gives greater detail this. Objective two is really about enhancing quality of life. So one, of course, public safety. A lot

1:07:19of focus on public safety, always will be, and uh and that's absurd and important. This second goal 2.2 is really addressing service delivery to uh generally underserved populations or those uh that might be stressed populations. So that has to happen there, that body of work. 2.3 addressing the quality of life opportunities. This is really if you look at uh Um over time we've asked our citizens many times uh if you are willing to uh pay for quality of life services uh up till the GO Bonds, the answer was generally not. The

1:07:49Go Bonds were a vote of confidence that A, the decisions we're making here are very good, and B, we're willing to pay for those services that make our lives better. And so that's what that specific goal is around two three. Two four is around our continued efforts around land conservation. Objective three is about econom the economic growth piece. One is our own fiscal health. So one 3.1 is the health of our own organization. You see that going on. You see that with our fund balances and the way that uh we've been able to use some of the federal funds coming in very, very smartly.

1:08:20Uh 3-2 is around commercial growth, making sure that we're doing that properly, that it is bringing in employment, it is bringing a higher level of of income and so forth to the county. Stimulating economic growth 3-3 is around business-friendly operations. So making it easy for folks to do business here, to bring their companies, to bring their operations, and to do business and build here and build their businesses. Three, four is around collaboration. This is something that really each of you said you wanted to see throughout this plan, so we made sure that it was a common thread because

1:08:50we can't get to Premier by ourselves. We have to have collaboration between the private sector, our other constitutionals, and the and the public as well. And again, all of this has to go over with an umbrella over of continuously improving the way that we do what we do. So first of all, 401, making sure that we are focused on customer service, that we are not about telling people no. We're about telling people how they can get done, what it is they want to get done. And if you have to tell them no, tell them in a way that they understand

1:09:20it makes sense and they're and they're good with it. We want to make sure that um we also take care of our internal workforce and you can see uh one of the things, thank you, board, uh Dan has brought a lot of things to you that you've approved that have helped us to attract, retain, and grow a very, very good workforce. We have outstanding people working for us. They were all part of this design, they were all part of the execution of it. So um uh a thank you on their behalf too, on our behalf with that. Yeah. The other ones here to look at is of course improving everything we

1:09:51do, whether it's a process, whether it's a policy, just the way we do our work, looking at it making it uh as close to the requirements of our customers as possible, uh making sure that our folks have the tools, technology, and so forth to get the work done. And innovation, this wasn't our last plan, but this one has a lot uh more behind it because we also realize that there are things going on in other communities, other countries that we could be learning from and that we could uh we could have some really large, large steps

1:10:21forward by looking at best practices outside of even our own our own industry. So again, the golden threads throughout this new plan, resiliency. This was something that always came up, whether it was in groups of citizens, SWOT analysis, whether it was our own folks internally, an awful lot of concern about the future, which is good. So one of the things that you'll see in this plan is not just a four-year horizon, but looking at what we're going to need to be doing over the next four years. To

1:10:51prepare us for what's going to happen in the next 15, 20, or even 30 years. So you'll see a lot of that thought process. You'll see a lot of folks are actually building resiliency plans to make sure that we are prepared and that we are sustainable. One of the things that's unique about Pasco is that we've really got three things in this county going on at once. We have the maintenance of what exists, we have redevelopment in those areas. that require it and we have growth. If you look at the counties of our s to our south, they have maintenance and redevelopment, but not

1:11:21so much growth. And each of these requires a lot of different things. So all of this had to be taken into consideration as this plan was developed, particularly around the strategies that we need to to roll it out. And of course, the other common thread is collaboration at every turn in this particular plan. So we're really happy about how that worked out. So now you have this big plan. Again, great big chunks that we've got to achieve. How do you break that down into smaller, more manageable bytes that all of us in our departments and our programs can actually achieve?

1:11:52Well, if you take a look at this example here, and this is a public work public works example, there may be a few things that are different there in their particular plan. But on the right-hand side, those four items really represent what you would see. In a business plan. So perhaps in a public works business plan, you'd see that for goal 1.1, which is around flooding, they would have things like making sure that their maintenance levels are maintained, or bringing them back, or they might do a resiliency action plan, or there might be

1:12:22several major pipe projects. Those are the bodies or the pieces of work within that department that they Then help to achieve a strategy in the strategic plan. And of course, this one is around maintaining and rehabilitating as necessary to evate flooding, which supports goal one-one, which is to evate flooding altogether, which then supports the objective to create a thriving community. So you can see all the way through the organization to individual contributor level, folks realize that the work they are

1:12:52doing. all the way out to the to the furthest field level, they know that what they're doing is aimed at achieving what is in the strategic plan, which links it together and gives folks the ability to be part of something even bigger than their individual job. And I think that just the the number of folks that were involved in developing this really taught us a lot about the kind of folks we have on board that do want to be part of something this big. So that was an exciting piece. We talk about tra we talk about accountability and tracking.

1:13:23All the way from the vision down to individual contributors, we are able to set the expectations for performance and back up the line the other direction, we're able to measure at every level how well we're doing. It is our objective to make sure that we are able to publish And we're publishing, we're gonna we want to do this uh on the website at some point when it's ready to go, uh scorecard to show you and the citizens how well we're doing on the strategic plan. So that's a that's a goal we have right now. And really looking at at the type

1:13:53of measures that we do. You'll see then the working copy you have, everything gets measured. What gets measured gets done. It helps us to improve things quicker. It helps us to make sure we're on track, make sure that we are in fact aimed at that target that you have set for us with your strategic plan. The one piece in this that's going to be very different from the last plan is those outcome measures. And if you think about it, we measure a lot, we measure a lot of stuff here. We have we have inputs and outputs, which is how much do we do? How many potholes do

1:14:23we fill? How many animals did we rescue? We have all sorts of data around that. We have some data the next level up is around quality. So not just how much do we do, but how well do we do it? So do we do it on time, on budget, within specifications? We have some of those measures too. But the ultimate measure is not how much do we do, is it or or how well do we do it, but is anybody better off because we did? That's our mission. So we now have measures, outcome measures for all 16

1:14:53goals that point to whether or not what we did in that body of work made a difference in the community. So that's something brand new this year. We're very happy with that, and that's what we're going to report out to you on a regular basis. So that is the next evolution of where we're going. We are on the journey from good to great. I can tell you that in the in the past ten years, from what I have seen here, we are better than we have ever been. We are a very good organization. We are operating very, very well. Is it enough? No, we want to get to great. We want to get to great.

1:15:23We want to get to Premier. We want to be that top decile. And the things that are going on now, the work that you're seeing, the way things are being run and managed, and the input and the buy- at all levels is the best that I've ever seen here. So it's it's really exciting. So with that, I would answer any questions and then ask you to adopt this.

1:15:44Mr. Chairman Mariano. Ms. Mark, great presentation. Uh I think the team did a phenomenal job putting all this stuff together. Um as you brush through this high, high level presentation, um the information I got a little bit different than your slideshow, so it was I fear I'd let you go through the whole thing before I want to go back and touch on a few things. And I'd I'd like the real board to do the same as if you if as I talk about these things and in case you get your own to to jump in but go back if you go back to one one. Um we're talking about What's

1:16:14that? Oh no, sorry.

1:16:19we're addressing um Drainage, flooding, infrastructure. You mentioned Pinellas County and how they don't have new growth coming, but they got redevelopment coming. One of the things we do differently, and we've talked about this at the Bulge Forest, not the first time we had the conversation, but I never heard it measured, is when Pinellas County does a redevelopment structure that goes in, once they're done. the time clock starts all over for they'll say the fifty percent rule. We're treating that different. We talked years ago

1:16:49about separating out roofs, air conditioners. You could even separate out flooring. And we we don't do it that way and I think it really hurts us on redevelopment up and down Also I'd say US nineteen especially up and down the coast. Um I'd like to get a measurement because the u the only objection I've heard is it may affect our rating. What does that rating mean to us and how much does it affect them and maybe do some research on why Penellas County says If it does affect their rating. They're doing other things

1:17:19as well to keep us. I think they're at least as high a rating as we are. Let's go take a close look, dive into that. Go measure it. Go find out what would it be if we did go to the 50% rule that changes after permit. And there's an effect, but let's go find out what it is. No one's ever measured that. I never get that detail back. And I think it is a critical thing for the future for us to look at. Going on to uh 1.2 key performance indicators. Um one of the things is it talks about is increasing transit

1:17:49ridership by 3% from the same month in the previous year. Now we've never done this and those of you might have heard I just came from Mac from Switzerland so I got a couple of ideas I want to kind of bring out. Uh in Switzerland they don't have a bus system. Even their rural farm areas, those people Take the tr reg regular transit to and from school back and forth. I think it's something maybe we should look at real closely. Maybe it doesn't work everywhere, but let's go take a look at it. Um the people there they don't want to wait in line like our Mums do for all

1:18:20these things. They find a way to get their kids there. We've already got the buses running. Maybe it means we double the amount of runs, maybe increase uh some of the frequency in the morning, whatever it may be, but let's maybe try to work with the school but to kind of find out is that something that can be worked. uh working together to kind of put some efficiencies in there. I mean let's face it, when the buses are running empty, it's not helping anybody. Um Another thing it talked about is uh maintaining an average payment condition rating of 80 to 84. Now, it

1:18:50was about four years ago that little road up and down from let's say 52 down to the south was just falling apart. People have to move in, move out, move in, move out, because it was unraveling. Uh recently we had APS do a presentation in front of the MPO. In front of the MPO, they should we they showed a video from embassy up to I think Fox Hollow and it showed all the potholes that are starting to peel out. Now it happened to be from that presentation forward, staff had gone out there and like repaved them all and filled

1:19:20in a lot of those holes. I will tell you, at least 50% of those holes are already peeled back out in their holes again. And now there seems to be even more. So it's going to be continual over and over again. We can make that standard happen just by saying we want it done. And we can go further to say to DOT, we want to increase. Standards too. Because drive down 19, it was, I want to say seven or eight years ago, it was unraveling. It was supposed to be four more years before DOT was going to redo it again. When we put pressure on DOT, they came

1:19:50in, they redid the road, and now it's unraveling again, not everywhere, but certain spots. The technology of that straight seal going across, and maybe even look at closely, are we making the asphalt thick enough? is something we should go look at to get a longer life. So let's go do these roads once and be done. In all my time at Switzerland, it's funny, the technology they were using is the same as what what we're proposing here and that technology's been on for twenty years. They've been using it. I did not see a single pothole

1:20:20in any busy street, intertwined street, anywhere. Even when I was out to the farms, we kind of like took a bike ride, went around through the farms and all those areas, not a single pothole was there. They had some cracks, whatever, and they did crack ceiling, but I'm not saying the roads were perfect there, but not a single pothole to go out there. So I think When we're gonna go for these goals, they're great, they're high level, but I think now's a good time when we've got this information that's out in front of us, let's go find a way to execute it and bring it forward. And I think the board's already voted to consider it

1:20:51and bring it back and DOT's looking at it. Um

1:20:58Going to uh two point four. Uh talked about improving water quality by preventing pollutants, hazardous materials from entering natural waterways through regulatory education and educational programming. Currently we can go up and down the whole coast. certain areas, Gulf Harbors, whatever, the runoff that goes right in there, it goes right from the roadway, right into the canals, and that's where we have all the biggest silt coming in. Between DOT, between the county, I think we need to protect these waterways

1:21:28better. I mean in Switzerland, I tell ya Drive walking down the main streets and interlocking. It was l like Disney World. You know you walk in Disney World's clean as can be? It was just like that. I saw a landscaper guy who was cleaning up, trimming some trees up. And and I didn't see any brush around when he got done. They swept it all up, they took it all away. We need to go take that type of move and make sure we do the same thing. I think all these intercoastal uh all these coastal communities that have the canalways, we have grass up next to it, even the golf courses like Beacon Woods. We

1:21:58have the canal way that goes and you've got grass that's going in there, that's got fertilizer going in there. That's right. I think Pinellas County has got some type of rule which you need to go investigate. Uh Janet Long actually mentioned it at the last meeting we had at Regional Planning Council. where they prohibit any clippings to go into the canal. And I've had l people in even Beacon Woods say, look, I've got this floral TM Highland that's coming in front. I said, Well, what are you doing to hold your grass back? We need to go take a look at that. Every one every one of the not only the coastal canals that are in there, but anything connects to it, that

1:22:29any of these waterways. 'Cause all those pesticides, all those fertilizers are g are going in effect on us. And if there's some ideas we have about ever protected better that way, then let's go let's go take a look at it. And if that means There's a cost involved, right, to get rid of this rid of the stuff and where it's gonna go. If that means working with waste man uh our own waste management group to allow them to go take those clippings and other brush that's there and give 'em a a free place to go deposit it so they don't get charged so they do collect it and they do make it go, it's what it's what we should be doing. I think up in New

1:22:59England, for years they've had these paper giant paper bags that take all the clippings and they put 'em in that. They'll store it in there and then they kinda decompose it from there. Maybe with Merrow Brothers we can work with them to help make that happen, help facilitate that. But I think it'd be a a much better way to go than you know, every twenty, thirty years watch or not canals get silted in, pesticides go in, water quality goes down. I mean, from what I saw pictures years ago with Hudson, The the the fishing was phenomenal. I think slowly it's gone gone gone down. I think we're

1:23:29on the way back, but I think this is something we can go take a look at and bring it back. Um One thing is interesting as far as runoff goes. From the glaciers up above with a run water the rainwater comes down um In in in at Interlaken they had the uh canal that would run right through it. Um They put hardbody across the board to protect their waterways. They had flow from the street direct discharging

1:23:59into the waterway. Now, the advantage they have is they have a lot of electric cars, a lot of diesel, a lot of high performant cars. and they have very little grass everywhere. It's like all asphalt. But it's all clean, every step of the way. So that runoff didn't pollute the waterway, it doesn't pollute the waterway. Uh Mark, you spent some time in Switzerland. You know how clean it was. I'm Catherine, I'm sure you've

1:24:25I'm telling you, I'm I'm learning from you. But really, these ideas that what they do are good. Now in the valleys, from the farms that were there, and I think some may have been organic farms, whatever, but literally from the farmway they had a canal running down I don't know how far, but through the farm through the roadway, out into the Gulf direct. And along it there was just a th there was just a wild grass bank And in it though. The seagrass was flourishing all the way through. They had a

1:24:55couple of areas where they'd stop it, so they collect the grass that might be flowing through, so it didn't get into the canal, but they'd hold it and there must have been a way for someone to just go in there and just clean it out, clean it up and go. Little bridges walking over, and then boats parked all the way along. It was amazing using, where they don't have as much land, let's say as United States of America, how they maximized every bit of their use every step of the way. And I think that's again something something we can go take a look at and learn from. Um And as far as Ecological

1:25:26percentage land. Um I know we've had some great people working for us in the past. Maybe we need to If those people have retired still work, maybe we could bring some back. I won't mention by name, but um could be some opportunities. Now let me ask another question. Let me go to 3.4. Um In trying to work with the contractors that are doing work up and down all over the county. Sometimes you get a building that's in position where there's gonna be a change in the structure. It's

1:25:57a huge ordeal. Some people tell us to go through the whole process. Some start know what to do. They make mistakes. Sometimes you just ignore it because they want to ignore it. But someone brought up an idea to me that years ago If you applied for a permit, You could apply for the permit and stop the work. Now you did it at your risk in case you weren't doing it right and someone calls you out on something. But instead of having to wait the whole process of going through, waiting for a permit to be approved, Which could take six weeks, it to could take six months. Someone

1:26:27can get the work done. have the inspections done when needed be, but at least it wouldn't hold them up as long. And I'd like us to take a look at that because sometimes it could be a simple firewall that's going up. Changing out a window, changing out a roof, uh other things that are just holding people up. I mean it could be someone doing docs, whatever it may be, if they're gonna follow the code, they've got their license, they're licensed by the state, which is the most important license, that they know how to do the professional work, let's give 'em some slack to let them get started. And I haven't even talked to Sally

1:26:58about this or something I Uh I had a conversation yesterday with someone and just uh You know, talking to Mark, I figure, okay, do I bring it up now or other whatever I figure now's the time to bring it up. Um But I think there's there's ways we can make it better for our contractors doing work, which is better for our citizens doing work. And it's just if we're gonna make this strategic plan, I wanna bring these ideas up right now, it's in front of all of us, so that we can say, this makes sense. Yeah. I want to say one other one other thing, I'm not sure where it would tie

1:27:28in the project, but in Switzerland, drive along the roadway. Um Again, roadways are perfect. Sometimes it hit the berms. Uh matter of fact, do you have that tape? So twenty-five second video, yeah.

1:27:42I think we can bring it up, yes.

1:27:50Sometimes these roads are sunk down. There's commercial right on right at the edge of it. And it rotates out. Sometimes it's commercial, other times it's farmlands. Sometimes you'll see it coming up as homes in the background that kick back up. But I think we should really take a close look at our certain roadways that we if we have a scenic area, which I've got some people that want to do commercial stuff, they can't do it based upon the code and I wanna take s take a close look at that. But that's just a that's only one little section. But literally sometimes there's wide open farmers

1:28:20with a house in the back, sometimes you'll have a business right at the edge. Just I think we need to maximize what the opportunities for businesses are. And that's all I have, but again, thank you very much.

1:28:31Thank you,

1:28:31Commissioner.

1:28:33Boot for

1:28:33approval. Sorry. Got a motion and second. All those in favor say aye. Aye. Aye. Aye. Opposed like thone. Motion passed 5-0. Thank you, Mark.

1:28:44Thank you all. Thanks, Mark.