* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.
          SILENCE. 
          [00:00:13]
THANK YOU. 
          ROLL CALL 
          [1. CALL TO ORDER/PLEDGE OF ALLEGIANCE/MOMENT OF SILENCE]
MADAM CLERK PLEASE. 
          MAYOR PLU. 
          HERE, VICE MAYOR FOLTZ. 
          PRESENT. 
          COUNCILOR DUNN. 
          HERE. 
          COUNSELOR FURMAN. 
          PRESENT. 
          COUNSELOR HOSNI. 
          HERE. 
          COUNSELOR KINSELLA. 
          PRESENT. 
          COUNSELOR. 
          F HERE. 
          OKAY, NANCY. 
          WE'LL NOW HAVE OUR MOMENT OF ART. 
          THANK YOU. 
          AND, UH, NANCY WILL INTRODUCE OUR CERAMIC ARTIST, BEN ROT. 
          GOOD AFTERNOON, MAYOR MADAM MAYOR, UH, VICE MAYOR AND COUNSELORS. 
          YES. 
          FOR TODAY'S UH, JUNE MOMENT OF ART, I HAVE INVITED, UM, SPECIAL GUEST BEN ROTTY. 
          BEN IS A CERAMIC ARTIST, EDUCATOR AND STUDIO MANAGER WHOSE WORK IS ROOTED IN CRAFTSMANSHIP COMMUNITY AND A LIFELONG PASSION FOR CLAY. 
          HE SERVES AS THE CERAMICS STUDIO MANAGER FOR THE DENNIS OT CERAMIC STUDIO AT THE SEDONA ART CENTER, WHERE HE OVERSEES ONE OF NORTHERN ARIZONA'S MOST ACTIVE COMMUNITY CLAY PROGRAMS AND SUPPORTS ARTISTS OF ALL EXPERIENCED LEVELS. 
          BEN'S PATH INTO CERAMICS BEGAN IN THE MIDWEST WHERE HE DISCOVERED A LOVE FOR WORKING WITH CLAY AND THE UNIQUE COMBINATION OF CREATIVITY, PROBLEM SOLVING, AND TECHNICAL SKILL THAT CERAMICS DEMANDS AND APPRENTICESHIP WITH RENOWNED CERAMIC ARTIST, DON WRIGHTS BECAME A PIVOTAL EXPERIENCE IN HIS DEVELOPMENT, EXPOSING HIM TO THE POSSIBILITIES OF CLAY AS BOTH AN ART FORM AND A WAY OF LIFE. 
          THE EXPERIENCE ULTIMATELY BROUGHT HIM TO ARIZONA WHERE HE CONTINUED TO GROW AS AN ARTIST AND BECOME AN ACTIVE MEMBER OF THE REGION CERAMICS COMMUNITY. 
          TODAY BEN CREATES FUNCTIONAL POTTERY AND WORKS INFLUENCED BY ATMOSPHERIC FIRING PROCESSES SUCH AS WOOD AND SODA FIRING. 
          HE'S ALSO THE FOUNDER OF THE VERDE VALLEY POTTERY FESTIVAL. 
          THIS ANNUAL EVENT CELEBRATES CERAMIC ARTISTS FROM ACROSS THE REGION AND HELPS CONNECT THE PUBLIC WITH THE RICH TRADITION OF CLAY. 
          THROUGH HIS WORK AT THE SEDONA ARTS CENTER AND IN THE BROADER COMMUNITY, HE IS COMMITTED TO CREATING OPPORTUNITIES FOR PEOPLE TO ENGAGE WITH AND APPRECIATE THE CERAMIC ARTS. 
          PLEASE WELCOME BEN RO TAI BEN. 
          DO HAVE YOUR TWO ASSISTANTS WITH YOU? I DO, YES. 
          THANK YOU. 
          I'M JUST TALKING TO THIS. 
          YES. 
          PERFECT. 
          WELL, THANK YOU ALL VERY MUCH FOR HAVING ME HERE TODAY. 
          UH, I SEE A FEW FAMILIAR FACES AND A FEW NEW ONES, BUT, UH, I'M VERY HAPPY TO BE HERE AND HONORED. 
          SO THANKS. 
          UH, AS NANCY MENTIONED, MY NAME IS BEN ROTTA. 
          I GREW UP IN THE MIDWEST, UH, IN IOWA AND FOUND CLAY AT VERY EARLY ON. 
          UH, ABOUT SIXTH GRADE WAS THE FIRST TIME I EVER TOOK A CLASS AT AN ART CENTER. 
          ART CENTERS TEND TO HAVE THE CERAMICS PROGRAMS ALWAYS IN THE BASEMENT, SO IT'S PRETTY FITTING THAT I CURRENTLY RESIDE IN THE CERAMICS PROGRAM AT AN ART CENTER THAT IS IN THE BASEMENT. 
          UH, I GOT A DEGREE FROM THE UNIVERSITY OF IOWA WHERE I WAS FIRST EXPOSED TO SOME OF THE COMMUNITY REGARDED TO CLAY. 
          UH, I FOUND THAT EVEN WHEN I WAS IN SIXTH GRADE AND IN HIGH SCHOOL, UH, TAKING CERAMICS CLASSES, THERE WAS SOMETHING REALLY UNIQUE ABOUT WORKING WITH YOUR HANDS AND FINDING AN OPPORTUNITY TO SHARE WITH THE COMMUNITY AND, UH, ENRICH LIVES, UH, THROUGH CERAMIC ARTS. 
          ONE OF THE THINGS THAT I DID FOR MY FINAL SHOW AT THE UNIVERSITY OF IOWA, UH, UPON GRADUATION WAS A FINAL PIECE CALLED THE COST OF WAR, WHERE I WORKED WITH, UH, VETERANS THAT HAD SERVED IN THE AFGHANISTAN WAR WHERE WE WERE STAMPING THE NAMES OF FALLEN SOLDIERS THAT HAD PASSED DURING THE AFGHANISTAN WAR. 
          IT WAS A REALLY POWERFUL EXPERIENCE, UH, TO WORK SIDE BY SIDE WITH VETERANS AND USE ART PART OF THE HEALING. 
          UM, IT WAS AN OPPORTUNITY TO TALK ABOUT WHAT THE COST OF WAR ACTUALLY IS. 
          UM, AND THROUGH THAT, AT MY EXPERIENCE OF WORKING WITH IOWA OR AT IN IOWA, UH, I HAD AN OPPORTUNITY TO BE, UH, GUIDED UNDER MATT RUDE, WHO ACTUALLY LIVED IN THIS AREA BEFORE ACCEPTING THE POSITION AT THE UNIVERSITY OF IOWA. 
          HE WAS THE ASSISTANT TO, UH, THE WORLD RENOWNED CERAMIC ARTIST, DON WRIGHTS, WHERE I HAD AN OPPORTUNITY WITH MATT TO MEET DON AND ACTUALLY CAME OUT TO ARIZONA TO BEGIN MY ASSISTANTSHIP. 
          SO DON WAS INCREDIBLY WELL KNOWN. 
          IT WAS A ONCE IN A LIFETIME OPPORTUNITY TO COME AND LEARN UNDER DON, AND MY CRAFT CONTINUED TO GROW. 
          I STILL WORKED, UH, WITH SOME OF THE THEMES REGARDING TO WAR. 
          HOWEVER, MY WORK STARTED TO TAKE A MAJOR SHIFT, PRIMARILY BECAUSE THE COMMUNITY THAT WAS DRIVEN AROUND AT DON'S STUDIO WAS RELATED TO THE KILNS THAT WE WERE FIRING. 
          SO THE KILNS THAT DON WAS VERY WELL KNOWN FOR WAS ACTUALLY ATMOSPHERIC FIRING OR WOOD KILNS. 
          AS NANCY MENTIONED, THESE KILNS ARE FIRED OVER THE NIGHT, UH, FOR SEVERAL HOURS AND ACTUALLY DAYS AT A TIME. 
          UM, DON WOULD FIRE THIS LARGEST KILN THAT HE 
          [00:05:01]
HAD ON HIS PROPERTY THAT WOULD BE FIRED FOR SEVEN DAYS ROUND THE CLOCK. 
          A BUNDLE OF WOOD WOULD GO IN THE KILN AND WOULD REQUIRE A COMMUNITY OF ABOUT 14 PEOPLE TO FIRE THE KILN. 
          THERE'D BE OVER 800 PIECES INSIDE THIS KILN, AND IT WAS SUCH AN INCREDIBLE OPPORTUNITY TO LEARN UNDER A MASTER, BUT ALSO BE EXPOSED TO SUCH AN INCREDIBLE COMMUNITY. 
          DON'S PASSING, UH, MADE FOR A MAJOR TRANSITION IN MY LIFE. 
          I WENT FROM FIRING A BUNCH OF ATMOSPHERIC KILNS TO BEING ALONE IN THE STUDIO. 
          UM, I HAD A PASSION FOR ATMOSPHERE AND ONE OF THE BIGGEST THINGS THAT HAPPENS IN THOSE KILNS IS YOU CAN LOAD A PIECE OF CERAMIC INTO THE KILN AND THE WOOD THAT IS MELTING INSIDE THE KILN CREATES ITS NATURAL GLAZE ON THE SURFACE OF THE PIECE. 
          SO NOT HAVING ACCESS TO THOSE KILNS ANYMORE. 
          I STARTED TO SEARCH FOR MY OWN WORK AND KIND OF CREATED A HYBRID OF FUNCTIONAL SCULPTURAL WORK WHERE I WAS MAKING MAYBE A CELEBRATION OF A VESSEL. 
          UM, AND SO I STARTED FIRING LOW FIRE ELECTRIC, UH, USING KIND OF A STANDARD KILN, BUT THEN SANDBLASTING ALL OF THESE PIECES. 
          SO THE SANDBLASTING CREATED VARIATION. 
          UM, I WAS VERY INSPIRED BY KIND OF WHAT I HAD LEARNED UNDER DON, UM, BUT CONTINUED TO REALLY STRIVE TO FIND COMMUNITY AND AN OPPORTUNITY OF TEACHING FOR THE COLLEGES LOCALLY IN NORTHERN ARIZONA, BOTH UP IN FLAGSTAFF AND OVER IN PRESCOTT. 
          HAD ME COMMUTING ALL ACROSS THE VERDE VALLEY IN NORTHERN ARIZONA, UM, TO FIND MY CLAY COMMUNITY. 
          SO I HAD AN OPPORTUNITY TO BE AN EDUCATOR THROUGH THOSE, UH, VARIOUS INSTITUTIONS. 
          UM, AND ALL WHILE THE PROPERTY HAD BEEN SOLD AT THE, UH, RIGHTS RANCH TO A COUPLE THAT STARTED WHAT'S CALLED THE RIGHTS RANCH CENTER FOR CERAMIC ARTS, UM, WHERE WE TOOK KIND OF THE LINEAGE OF DON AND ALL OF THE HISTORY THAT WAS OUT THERE AND STARTED AN EDUCATIONAL PROGRAM FOR A COMMUNITY, UH, REALLY ROOTED IN THE FACT OF ALL OF DON'S, UH, FACILITY THAT WAS OUT THERE. 
          SO GIVING, UH, PEOPLE AN OPPORTUNITY TO FIRE THESE KILNS, UH, BRINGING A GROUP TOGETHER. 
          AND MY WORK AS THIS CONTINUED ON, OBVIOUSLY MADE THESE MAJOR SHIFTS EACH TIME I HAD THESE OPPORTUNITIES TO WORK AT THESE NEW, NEW PLACES. 
          UH, DURING COVID AS WE ALL RECALL, UH, THE INSTITUTION OUT AT WRIGHTS RANCH, UNFORTUNATELY WASN'T ABLE TO SURVIVE. 
          SO I WAS BACK IN MY STUDIO AND REALLY FOCUSING ON MY COMMUNITY, WHICH ARE MY TWO LOVELY KIDDOS THAT ARE SITTING HERE, UH, WHICH PLAYED A MAJOR INFLUENCE IN THE NEW DIRECTION. 
          IN MY WORK, UH, THE BOYS AND I WERE DOING A LOT OF HIKING 'CAUSE THAT WAS WHAT WAS AVAILABLE AND ACCEPTABLE DURING SOCIAL DISTANCING. 
          AND SO WE WOULD TAKE SOME OF THE ROCKS THAT THEY WOULD LOVE TO PICK UP DURING OUR HIKES. 
          WE'D CRUSH 'EM UP IN THE STUDIO, AND THEN I WOULD INCORPORATE THAT INTO A LOT OF THE PIECES. 
          SO A LOT OF THE NUMBERS THAT ARE ON THESE ARE TRAIL NUMBERS FROM SEDONA AND THE VARIOUS NORTHERN ARIZONA REGION WHERE I WOULD INCORPORATE SOME OF THE LOCAL RAW MATERIALS INTO THE CLAY PIECES THAT I WAS MAKING, ADDING JUST MUCH MORE MEANING TO MY PIECES AND CREATING THAT VARIATION IN ATMOSPHERE. 
          UH, IN MY OWN WORK. 
          AFTER KIND OF COVI HAPPENED, I REALLY STROVE TO FIND WHAT TYPE OF COMMUNITY I WANTED TO BUILD AROUND MYSELF. 
          AND SO I STARTED WHAT WAS CALLED THE VERDE VALLEY POTTERY FESTIVAL. 
          I STARTED IT SAFELY IN MY HOME STUDIO IN CAMP VERDE. 
          UH, WE HAD ABOUT 750 PEOPLE THAT ATTENDED THE VERY FIRST EVENT. 
          I HAD 10 CERAMIC ARTISTS THAT CAME. 
          IT'S ROOTED IN EDUCATION AND COMMUNITY OF CONTEMPORARY CERAMIC ARTS. 
          UM, WE'RE NOW STARTING OUR FIFTH YEAR, NOVEMBER 13TH THROUGH 15TH. 
          WE'VE ACTUALLY BEEN PICKED UP AFTER THE FIRST YEAR, UH, DA RANCH OUT IN PAGE SPRINGS, UH, OFFERED THEIR PROPERTY, WHICH WAS SUCH A LOVELY SPACE. 
          UM, IF NONE OF YOU HAVE BEEN TO IT, I ENCOURAGE ALL OF YOU, IT'S FREE AND OPEN TO THE PUBLIC. 
          WE, ALL OF THE ARTISTS ARE INSTRUCTED TO GIVE EDUCATIONAL OPPORTUNITIES. 
          IT'S REALLY GREAT TO HELP RAISE AWARENESS ABOUT CONTEMPORARY CERAMICS AND REALLY ROOTED IN EDUCATION, WHICH IS KIND OF MY FOUNDATION. 
          WITH THAT BEING SAID, MY CURRENT POSITION HAS LANDED ME UPON THE UNFORTUNATE PASSING WITH DENNIS OTT. 
          UH, I FOUND MY, I GUESS, DREAM JOB, IF YOU WILL, OF THE PERFECT BLEND OF BOTH COMMUNITY EDUCATION, UH, TEACHING, UH, AND, AND CERAMICS ALL WRAPPED INTO ONE. 
          SO BACK TO THE BASEMENT CERAMIC STUDIO, UM, AT THE, UH, SEDONAS ART CENTER. 
          UH, I'VE BEEN VERY FORTUNATE TO TAKE OVER THE STUDIO MANAGER POSITION, UH, FOR THE CERAMICS, WHERE WE HAVE A INCREDIBLY THRIVING COMMUNITY, UH, CONTINUING TO GROW AND BUILD, AS NANCY MENTIONED, ONE OF THE STRONGEST CERAMIC PROGRAMS IN NORTHERN ARIZONA. 
          SO WITH ALL OF THAT, UH, IF YOU'RE INTERESTED ANYBODY, UM, I ENCOURAGE ALL OF YOU TO COME VISIT OUT IN DA IN NOVEMBER, UH, WHERE WE'LL BE DOING THE VERDE VALLEY POTTERY FESTIVAL. 
          WE DID BECOME A NONPROFIT JUST TWO 
          [00:10:01]
WEEKS AGO. 
          SO VERY LOOKING, MUCH LOOKING FORWARD TO DIFFERENT OPPORTUNITIES AND FUNDRAISING OPPORTUNITIES TO TRY TO HELP GROW THE EDUCATIONAL OPPORTUNITIES FOR THOSE THAT ARE ROOTED IN CERAMIC ARTS. 
          THANK YOU AGAIN SO MUCH FOR THE OPPORTUNITY. 
          THANK YOU AGAIN. 
          BEFORE YOU GET UP, UH, I SPENT SEVEN YEARS ON THE BOARD OF THE SEDONA ARTS CENTER AND WAS, DENNIS WAS A DEAR FRIEND AND I THINK HE WOULD BE SO HAPPY THAT YOU HAVE TAKEN HIS SPOT. 
          YOU'RE THE EXACT RIGHT PERSON FOR THE JOB. 
          THANK YOU SO MUCH. 
          YEAH. 
          UH, DENNIS AND I MET IN JULY BEFORE HIS PASSING. 
          HE HAD OFFERED ME, KNOWING THAT HE WAS HAVING SOME HEALTH ISSUES AT THE TIME, BUT HAD SUGGESTED THAT THERE MIGHT BE AN OPPORTUNITY AND HE WAS THINKING THAT I MIGHT BE THE RIGHT PERSON. 
          SO SOME ENORMOUS SHOES TO FILL FOR SURE. 
          UM, BUT I'M SUPER GRATEFUL FOR THE OPPORTUNITY AND TRYING TO MAKE DENNIS PROUD, SO THANK YOU. 
          OKAY, THANK YOU. 
          UH, CONSENT ITEMS. 
          [3. CONSENT ITEMS - APPROVE]
IS THERE ANYBODY ON THE COUNCIL, STAFF OR MEMBERS OF THE PUBLIC WHO WISH TO PULL AN ITEM OFF OF CONSENT? OKAY. 
          HAVING NONE, I WOULD ENTERTAIN A MOTION. 
          MAYOR, I'D LIKE TO MAKE A MOTION PLEASE TO APPROVE CONSENT ITEMS THREE A AND THREE B SECOND. 
          ALL THOSE IN FAVOR? A AYE. 
          OKAY. 
          WE HAVE NO APPOINTMENTS. 
          SO WE'RE ON NUMBER FIVE. 
          SUMMARY 
          [5.  SUMMARY OF CURRENT EVENTS BY MAYOR/COUNCILORS/CITY MANAGER & COUNCIL ASSIGNMENTS]
OF CURRENT EVENTS BY MAYOR, COUNCILOR, CITY MANAGER, AND COUNCIL ASSIGNMENTS. 
          I DO HAVE SOME EXCITING NEWS. 
          I WAS JUST APPOINTED TO THE RESOLUTIONS COMMITTEE OF THE LEAGUE, WHICH MEANS THAT THE RESOLUTIONS THAT WE HAVE BEFORE WE HAVE SUBMITTED, ASSUMING THEY GET OUT OF THE COMMITTEE, UH, WILL GO TO THE RELU, THE OVERALL RESOLUTIONS COMMITTEE. 
          AND SO I WILL HAVE A VOICE THERE. 
          SO I THOUGHT THAT WAS VERY EXCITING. 
          CONGRATULATIONS. 
          THANK YOU. 
          THANK YOU. 
          YOU'RE WELCOME. 
          ANYBODY HAVE ANY, UH, COUNCIL ASSIGNMENTS OR NEWS THEY WANNA SHARE? ALL RIGHT. 
          EXECUTIVE SESSION REPORT. 
          [6. EXECUTIVE SESSION REPORT]
MONIQUE. 
          THANK YOU, MAYOR. 
          I HAVE TWO EXECUTIVE SESSION REPORTS. 
          THE FIRST EXECUTIVE SESSION, RATHER THAN SUMMARIZING THE MOTION, WHICH IS WHAT MY OFFICE TYPICALLY DOES, THIS WAS A SPECIAL MATTER. 
          SO, UM, IF YOU WOULD INDULGE ME, I WOULD LIKE TO READ VERBATIM WHAT THE MOTION, UM, THAT WAS MADE AND THAT PASSED UNANIMOUSLY. 
          I MOVE THAT COUNSEL ACCEPT RELUCTANTLY THE RESIGNATION OF CITY ATTORNEY KURT CHRISTENSEN, EFFECTIVE AUGUST 13TH, 2026. 
          AND FURTHER THAT WE EXPRESS OUR DEEP GRATITUDE TO HIM AND WISH HIM AND HIS FAMILY ALL THE BEST WITH THEIR RELOCATION. 
          AND FURTHER THAT MONIQUE CODY BE APPROVED AS INTERIM, UH, CITY ATTORNEY, EFFECTIVE AUGUST 14TH, 2026, AND THAT A RECRUITMENT PROCESS TO PERMANENTLY FILL THE CITY ATTORNEY POSITION START IMMEDIATELY, UH, AS DIRECTION WAS GIVEN. 
          UM, SO THAT'S THE FIRST EXECUTIVE SESSION, AND THEN THE SECOND EXECUTIVE SESSION, UM, COUNCIL UNANIMOUSLY, UH, VOTED TO APPOINT DAN WINZE TO THE PLANNING AND ZONING COMMISSION. 
          AND THAT'S MY REPORT. 
          THANK YOU. 
          AND, AND I GUESS I'LL REPEAT FOR THIS AUDIENCE, OUR, UH, GRATITUDE TOWARDS KURT FOR HIS SERVICE. 
          HE WAS AN EXCELLENT CITY ATTORNEY AND HE SERVED THE CITY WELL IN HIS FIVE YEARS THAT HE WAS OUR CITY ATTORNEY AND WE'RE EXCITED FOR HIS FUTURE. 
          HE'S GOING INTO THE PRIVATE SECTOR AND HE'S RELOCATING BACK TO WHERE HIS WIFE GREW UP AND HER FAMILY RESIDES IN ATLANTA, GEORGIA, OR THE ENVIRONMENTS. 
          OKAY. 
          UM, I WILL OPEN THE PUBLIC FORUM 
          [7. PUBLIC FORUM]
AND I HAVE TWO CARDS. 
          TIM PERRY, FOLLOWED BY ALICE MADAR. 
          GOOD EVENING COUNSELORS. 
          MY NAME IS TIM PERRY AND I LIVE IN SEDONA. 
          AND TONIGHT'S INSTALLMENT OF THE LIES TOLD BY THE CITY OF SEDONA. 
          WE'RE GOING TO LOOK AT THE LINE, THE FY 27 BUDGET, THAT THE EXPECTED COST OF THE CITY'S FUTURE SHARED USE PATHS IS $13 MILLION. 
          WELL, THAT'S A PARTICULARLY UNBELIEVABLE NUMBER. 
          IF YOU LOOK AT WHAT THE CITY'S ACTUALLY SPENT SO FAR, 3 MILLION ON THUNDER MOUNTAIN, 3 MILLION ON ANTE, 2 MILLION ON COFFEE POT, 3 MILLION ON DRY CREEK, PROBABLY FIVE AND A HALF MILLION, ALL IN ON STAB ALLEY. 
          AND WE DON'T EVEN KNOW THE COST OF THE FOREST ROAD PATH BECAUSE YOU GUYS MONKEYED WITH THE NUMBERS ON THAT PROJECT AND BURIED THAT INFORMATION FROM WHAT INFORMATION WE CAN FIND IN THE BUDGET, IT SEEMS PRETTY CLEAR THAT THE CITY SPENT AT LEAST 24 MILLION IN TAX DOLLARS ON 10 MILES OF 
          [00:15:01]
SIDEWALKS AT THAT RATE. 
          YOU COULD BUILD A NEW TRAVEL LANE ON 89 A FOR A LOWER PER MILE COST. 
          IF WE TAKE THESE NUMBERS AND WE EXTRAPOLATE THEM TO THE 26 ADDITIONAL MILES OF PATH THAT STAFF WANT TO BUILD AND ACCOUNT FOR INFLATION OVER THE NEXT 10 YEARS, IT LOOKS PRETTY CLEAR THAT THE COST OF THAT ADDITIONAL PATH IS GONNA BE IN THE RANGE OF $90 MILLION, NINE ZERO, NOT THE 13 STAFF HAVING THIS YEAR'S BUDGET UNDER THE ITEM FOR FUTURE SHARED USE PATHS. 
          NOW, THAT'S $115 MILLION IN TOTAL FOR PATHS THAT MOST PEOPLE PROBABLY WON'T USE, ALL BECAUSE OF COUNCIL'S IDEOLOGICAL FANTASIES AND PURITY CULTURE ELITISM. 
          AND THAT'S, THESE KIND OF DECISIONS ARE DEEPLY CONNECTED TO THE FACT THAT THIS COUNCIL AND STAFF HAVE NO REAL INTEREST IN ENCOURAGING MORE BIKING IN SEDONA, OR THEY WOULD'VE DONE SOMETHING ABOUT IT. 
          MOST PEOPLE IN SEDONA DON'T REFRAIN FROM BIKING BECAUSE THERE AREN'T PATHS THEY REFRAIN FROM BIKING BECAUSE IT'S HARD TO PUSH A BIKE UP A HILL IF YOU'RE NOT ONE OF THE, UH, RETIRED MILLIONAIRES WHO CAN AFFORD AN E-BIKE. 
          NOW, COUNCIL COULD HAVE DONE SOMETHING ABOUT THIS BY TAKING A TINY PORTION OF THE MONEY THEY'RE PREPARED TO POUR INTO THE SHARED USE PASS SYSTEM AND SET UP AN E-BIKE SHARE PROGRAM THAT WOULD'VE PROBABLY COVERED ITS COSTS IN THE LONG RUN AND ACTUALLY GOTTEN PEOPLE OUT OF THEIR CARS. 
          BUT THAT WAS TOO OBVIOUS A SOLUTION BECAUSE THIS COUNCIL ISN'T REALLY INTERESTED IN HELPING CYCLING. 
          IT'S INTERESTED IN VIRTUE SIGNALING AND GIVING STAFF MORE PROJECTS TO PAD THEIR RESUMES. 
          WOULD IT KILL YOU PEOPLE TO STOP LYING? ALICE, I AM ALICE MADAR. 
          I AM A RESIDENT OF SEDONA, AND I AM HERE REPRESENTING THE RESIDENTS OF SEDONA WHO LOVE HUMMINGBIRDS AND BIRDING, AND WHO WANT TO SEE THE ANNAS HUMMINGBIRD BECOME THE OFFICIAL CITY BIRD FOR SEDONA. 
          THIS IS AN OPPORTUNITY FOR THE CITY COUNCIL TO GIVE RESIDENTS THE GIFT OF A WILDLIFE SYMBOL OF THE BEAUTIFUL ANIMALS THAT LIVE HERE. 
          WE CELEBRATE OUR RED ROCKS, BUT, UH, I THINK A LOT OF US WANNA START CELEBRATING THE ANIMALS THAT LIVE HERE AS WELL. 
          AND I WAS JUST LOOKING AROUND THE ROOM BEFORE THE MEETING AND NOTICING, OH, THERE'S A PICTURE OF A HUMMINGBIRD RIGHT THERE, . 
          SO WE HAVE A LOT OF ARTISTS CELEBRATING THEM. 
          UM, SO I'M REQUESTING THAT THE CITY COUNCIL AGENDIZE THE REQUEST TO MAKE THE ANNAS HUMMINGBIRD THE OFFICIAL CITY BIRD FOR SEDONA. 
          WE HAVE A PETITION THAT WAS SIGNED BY MORE THAN 250 SEDONA CITY RESIDENTS, AND WE WILL CONTINUE COLLECTING SIGNATURES. 
          THE EFFORT IS SUPPORTED BY NORTHERN ARIZONA AUDUBON BUTTERFLY ENTHUSIASTS OF NORTHERN ARIZONA, KEEPS SEDONA BEAUTIFUL, AND THE INTERNATIONAL HUMMINGBIRD SOCIETY. 
          AND I HAVE A QUOTE FROM ONE OF OUR PETITION SIGNERS ABOUT WHY THEY THINK THIS IS SUCH A GOOD IDEA. 
          THEY WROTE, ANNA'S HUMMINGBIRDS ARE BEAUTIFUL AND VIBRANT AND ACTIVE, EVEN THOUGH SMALL, JUST LIKE THE SEDONA COMMUNITY. 
          PLEASE AGENDIZE NAMING THE ANNAIS HUMMINGBIRD, THE SEDONA CITY BIRD. 
          THANK YOU. 
          OKAY. 
          I AM GONNA CLOSE THE PUBLIC FORUM AS I HAVE NO OTHER CARDS, AND WE'LL GET TO REGULAR BUSINESS. 
          WE HAVE NO PROCLAMATIONS, RECOGNITIONS, OR AWARDS. 
          UH, WE'LL MOVE TO NINE 
          [9.b. AB 3348 Discussion/possible action regarding approval of the Sedona Police Department’s strategic plan for 2026-2029.]
B AB 33 48 DISCUSSION, POSSIBLE ACTION REGARDING APPROVAL OF THE SEDONA POLICE DEPARTMENT'S STRATEGIC PLAN FOR 2026 THROUGH 2029. 
          GOOD AFTERNOON, CHIEF AFTERNOON COMMANDER AARON. 
          SO MAYOR, WHILE EVERYONE'S GETTING SET UP, I THOUGHT I WOULD INTRODUCE THE ITEM AND INTRODUCE JARED BERGON, WHO IS OUR CONSULTANT WITH THE CENTER OF PUBLIC SAFETY MANAGEMENT, WHO'S BEEN WORKING WITH OUR TEAM ON THE PLAN. 
          UM, AS WE BRING FORWARD THIS PLAN TO YOU TONIGHT, I DO WANNA START BY ACKNOWLEDGING THE VERY REAL CHALLENGES THE DEPARTMENT HAS FACED OVER THE PAST THREE YEARS. 
          STAFFING SHORTAGES, COMMUNICATION HURDLES, LEADERSHIP TRANSITIONS IN THE INCREASING DEMANDS THAT COME 
          [00:20:01]
WITH SERVING BOTH OUR RESIDENTS IN A HIGH VOLUME VISITOR POPULATION. 
          ALL OF THESE PRESSURES HAVE SHAPED THE DEPARTMENT'S EXPERIENCE TO DATE. 
          UM, AND THESE THEMES, THEMES CAME THROUGH CLEARLY IN THE SURVEYS AND FOCUS GROUPS WITH EMPLOYEES AND COMMUNITY MEMBERS WHERE COMMUNICATION, PLANNING, TECHNOLOGY LIMITATIONS, AND WORKFORCE STABILITY WERE CONSISTENTLY RAISED. 
          A KEY PART OF NAVIGATING THESE CHALLENGES TOGETHER AND MOVING FORWARD TOGETHER IS COMMUNITY TRUST. 
          WE NEED TRUST IN OUR POLICE DEPARTMENT AS IT'S FOUNDATIONAL TO THE PUBLIC SAFETY, TO OUR ABILITY TO PARTNER AND TO THE KIND OF COMMUNITY POLICING THAT SEDONA VALUES AND WANTS HERE. 
          THIS PLAN REINFORCES THAT BY FOCUSING ON TRANSPARENCY, CONSISTENT COMMUNICATION, AND STRONGER ENGAGEMENT, BOTH INSIDE THE DEPARTMENT AND WITHIN THE COMMUNITY. 
          SO THE PURPOSE OF THIS STRATEGIC PLAN WE'RE BRINGING FORWARD TONIGHT IS TO HELP THE DEPARTMENT MOVE FORWARD IN A POSITIVE AND PRODUCTIVE DIRECTION. 
          IT LAYS OUT A CLEAR PATH TO IMPROVE COMMUNICATION, STRENGTHEN OUR INTERNAL PROCESSES, INVEST IN OUR LEADERSHIP AND EMPLOYEE DEVELOPMENT, AND MODERNIZE OUR POLICING PRACTICES. 
          WE WANT TO PROVIDE FOR MORE STABLE AND RESILIENT WORKFORCE, AND MOST IMPORTANTLY, IT REFLECTS THE VOICES OF OUR EMPLOYEES AND OUR COMMUNITY, AND IT POSITIONS THE DEPARTMENT FOR A STRONGER AND MORE SUSTAINABLE FUTURE. 
          SO WE LOOK FORWARD TO PRESENTING THIS TO YOU TONIGHT AND ANSWERING ANY OF THE QUESTIONS YOU HAVE, AND WE HOPE THAT YOU SUPPORT OUR EFFORTS MOVING FORWARD. 
          AND WITH THAT, I WOULD LIKE TO ASK, UM, CHIEF FOLEY, UM, TO MAKE HER INTRODUCTORY COMMENTS BEFORE, UM, JARED DOES HIS PRESENTATION FOR YOU. 
          THANK YOU. 
          THANK YOU, ANNETTE. 
          UH, GOOD AFTERNOON, MAYOR, COUNSELORS. 
          I ALSO PREPARED SOMETHING, SO, UM, I WILL READ THAT. 
          AS YOU'LL SEE TONIGHT, THE STRATEGIC PLAN HIGHLIGHTS SOME OF THE GOOD WORK THE DEPARTMENT AND TEAM MEMBERS ARE DOING WITH THE SUPPORT OF EACH OTHER, COUNCIL, CITY MANAGER, AND OTHER CITY DEPARTMENTS AND STAFF. 
          THIS SEPTEMBER MARKS MY FOURTH YEAR AS CHIEF OF POLICE. 
          I BEGAN MY CAREER WITH THE CITY BACK IN 2005 AS A DISPATCHER BEFORE ATTENDING THE POLICE ACADEMY ACADEMY, AND BECOMING AN OFFICER. 
          LOOKING BACK ON THAT JOURNEY, I'M INCREDIBLY PROUD OF WHAT WE'VE ACCOMPLISHED TOGETHER AS A DEPARTMENT OVER THE YEARS. 
          OUR TEAM WORKS HARD TO SERVE THE COMMUNITY. 
          OVER THE YEARS, WE HAVE ADDED SERVICES AND PROGRAMS THAT HAVE HELPED US SERVE THE COMMUNITY MORE EFFECTIVELY AND PROVIDE MORE RESOURCES TO OUR CITIZENS. 
          OVER THE LAST TWO AND A HALF, THREE YEARS, WE HAVE FACED OUR SHARE OF CHALLENGES. 
          DESPITE THOSE OBSTACLES AND DISTRACTIONS, OUR TEAM REMAINED FOCUSED ON SERVING THE COMMUNITY AND MOVING THE DEPARTMENT FORWARD. 
          AS A RESULT, WE HAVE ACCOMPLISHED AN INCREDIBLE AMOUNT TOGETHER. 
          THIS IS A PRETTY LONG LIST, SO PLEASE BEAR WITH ME. 
          AS I ACKNOWLEDGE THE HARD WORK AND ACCOMPLISHMENTS OUR TEAM HAS DONE OVER THE YEARS. 
          WE'VE ADDED A NEW SIREN SYSTEM WITH THREE SIRENS BEING INSTALLED WITHIN THE KINO COUNTY AREA OF THE CITY, AN EMERGENCY MANAGEMENT COORDINATOR, CHANCE OOK, WHO STARTED IN NOVEMBER OF 2025, AND ONGOING EMERGENCY MANAGEMENT TRAININGS FOR THE POLICE DEPARTMENT, CITY DEPARTMENT HEADS, AND SOON CITY COUNCIL, A VICTIM ADVOCATE, JAMILA CARSWELL, WHO JOINED US IN NOVEMBER OF 2024. 
          A COMMUNITY OUTREACH OFFICER WHO ACTS AS AN ADDITIONAL RESOURCE TO THE POLICE DEPARTMENT TO HELP CONNECT UNHOUSED WITH RESOURCES. 
          A QR TEAM, WHICH IS A QUICK RESPONSE TEAM THAT ACTS LIKE A SWAT, BUT ON A SMALLER SCALE TEAM TO OUR PD FOR HIGH, HIGH RISK SITUATIONS. 
          THE TEAM RECEIVED SPECIALIZED TRAINING. 
          CURRENTLY FOUR OF OUR OFFICERS ALSO ARE PART OF THE ORIGINAL, THE REGIONAL SWAT TEAM FOR THE VERDE VALLEY, A CRIME SCENE TECHNICIAN TO HELP WITH MORE IN-DEPTH CRIME SCENE AND COLLECTION. 
          BRANDON K MURKY, WHO JOINED OUR TEAM IN SEPTEMBER OF 2025. 
          WE WERE A PIONEER IN THE STATE FOR CREATING EVACUATION ZONES THAT OTHER COUNTIES AND CITIES ARE NOW UTILIZING TO ASSIST IN TIMES OF EMERGENCY. 
          CREATED OPPORTUNITIES FOR OUR PROFESSIONAL STAFF FOR ADVANCEMENT, AND CREATED CIVILIAN ADMINISTRATIVE ROLE EQUIVALENT TO A POLICE LIEUTENANT OR COMMANDER. 
          WE ARE CURRENTLY IN THE FINAL MONTHS OF COMPLETING A MAJOR RADIO IMPROVEMENT, THIS HUGE MILESTONE WHEN AARON LOEFFLER, OUR SUPPORT SERVICES MANAGER, TOOK OVER THE PROGRAM THREE YEARS AGO. 
          WE WERE 10 YEARS INTO A FOUR PHASE PLAN, BUT STUCK IN PHASE ONE. 
          AARON HAS ACCOMPLISHED THE ENTIRE UPGRADE OF RADIO'S, EQUIPMENT, AND INFRASTRUCTURE WITHIN TWO YEARS. 
          PD RECORDS ARE NOW PAPERLESS. 
          SOFTWARE FOR PUBLIC RECORDS REQUESTS, SCHEDULING, ASSET TRACKING MONITORING MOSS 360 A COMPLIANCE POWER DMS TRACKS, E CITATION, A NEW BODY WORN CAMERA, AND IN-CAR SYSTEM, 
          [00:25:01]
A J DRONE PROGRAM. 
          WITH YOUR APPROVAL AND LAST YEAR'S BUDGET PROCESS, WE ARE GRANTED 10 AND A HALF NEW POSITIONS FOR THE POLICE DEPARTMENT. 
          THIS NOT ONLY IN INSURED ADEQUATE STAFFING TO HANDLE CALLS FOR SERVICE SPECIAL EVENTS AND ADDRESS THE NEEDS OF OUR COMMUNITY IN A PROACTIVE MANNER, BUT ALSO IN HELPING OFFICERS AND SUPPORT STAFF WITH WORK LIFE BALANCE BY ALLOWING THEM TO ATTEND TRAININGS AND TAKE TIME OFF WITHOUT WORRYING ABOUT THE IMPACT ON THEIR PEERS IN THE DEPARTMENT. 
          WE ADDED AN ELECTRIC PATROL VEHICLE TO OUR FLEET, WHICH WILL COME OUT NEXT YEAR, UPDATED OUR POLICE EQUIPMENT AND MUCH MORE. 
          I WOULD ALSO LIKE TO TAKE A FEW MOMENTS TO RECOGNIZE PEOPLE IN THE DEPARTMENT FOR ANNUAL AWARDS. 
          VOLUNTEER OF THE YEAR WAS RON SIDWAY, PROFESSIONAL STAFF MEMBER OF THE YEAR WAS JAMILA CARSWELL, VICTIM ADVOCATE. 
          SHE ALSO RECEIVED AN ADDITIONAL AWARD THROUGH THE ANNUAL YAVAPAI COUNTY WOMEN IN LAW ENFORCEMENT CELEBRATION. 
          ROOKIE OF THE YEAR WAS DALE CARDIN. 
          OFFICER OF THE YEAR WAS RAMON DOMINGUEZ, DUI, OFFICER OF THE YEAR WAS COLE TAYLOR. 
          SPECIAL RECOGNITION TO SUE DONAHUE, A DISPATCHER WHO WAS GIVEN THE CHIEF'S AWARD, MEDAL OF COURAGE AND ACCOMMODATION, BOTH TO SERGEANT NATE DORFMAN AND OFFICER ANDREW CARY LIFESAVING AWARDS TO OFFICER BAILEY EHRLICH CANINE OFFICER BEERS WAS RECOGNIZED FOR HER FUNDRAISING AND VOLUNTEERISM THROUGH SPECIAL OLYMPICS LAW ENFORCEMENT TORCH RUN. 
          AND WE'VE ADDED A NEW CATEGORY FOR A TEAM AWARD, WHICH LAST YEAR WENT TO THE MAJORITY OF THE POLICE DEPARTMENT, AND ALSO OFFICERS FROM COTTONWOOD POLICE DEPARTMENT FOR THE APPREHENSION OF THE HOMICIDE SUSPECT IN THE CHAPEL NEIGHBORHOOD. 
          SO WITH ALL THAT, I WILL TURN IT OVER TO JARED TO PRESENT THE PLAN, AND WE WILL BE AVAILABLE FOR FOLLOW UP QUESTIONS AS WELL. 
          THANK YOU. 
          WELCOME. 
          WELL, GOOD AFTERNOON EVERYBODY. 
          HOW ARE YOU? ACTUALLY, GOOD EVENING AT THIS POINT, HUH? WE'RE A LITTLE EARLY. 
          UH, SO, UH, I'M HAPPY TO MEET WITH EVERYBODY AGAIN. 
          I KNOW THAT I HAD AN OPPORTUNITY TO SPEAK TO MANY OF YOU, UH, DURING THIS PROCESS. 
          UH, JUST BY WAY OF INTRODUCTION, MY NAME IS JARED WAN. 
          I'M A RETIRED POLICE CHIEF, I OF AN AGENCY IN SOUTHERN CALIFORNIA. 
          UH, AND FOR THE LAST SIX YEARS, I HAVE BEEN ENGAGED IN CONSULTING WORK, UH, PRIMARILY WITH THE CENTER FOR PUBLIC SAFETY MANAGEMENT. 
          YOU'LL JUST HAVE TO BE CLOSER. 
          OH, DO I BE A LITTLE CLOSER FOR THE ONLINE PEOPLE? OKAY. 
          SO, A LITTLE BIT ABOUT CPSM. 
          UH, CPSM ORIGINALLY STARTED AS A, AS AN OFFSHOOT OR AS A, AS A PORTION OF THE INTERNATIONAL CITY AND COUNTY MANAGERS ASSOCIATION. 
          UM, ESSENTIALLY A QUESTION WAS ASKED MANY, MANY YEARS AGO, HOW DO WE KNOW HOW TO MANAGE PUBLIC SAFETY AGENCIES IN THE RIGHT WAY? HOW DO WE KNOW IF OUR PUBLIC SAFETY AGENCIES ARE STAFFED APPROPRIATELY? WHAT IS THE BEST WAY TO MEASURE WORKLOAD AND HOW TO AND HOW TO DO THAT? SO CPSM WAS BORN OUT OF THOSE QUESTIONS. 
          UH, IT IS NOW BROKEN OFF INTO A PRIVATE COMPANY PROVIDING, UH, CONSULTING WORK FOR PUBLIC SAFETY AGENCIES THROUGHOUT THE UNITED STATES AND EVEN SOME IN CANADA. 
          TO DATE, WE'VE DONE NEARLY 500 STUDIES OF AGENCIES THROUGHOUT THE COUNTRY. 
          UH, A MAJORITY OF THOSE ARE STAFFING RELATED STUDIES. 
          THE DATA DRIVEN ANALYSIS OF WORKLOAD, UH, THAT'S THE, THE BREAD AND BUTTER OF WHAT THE COMPANY DOES. 
          BUT WE ALSO DO ANY AND ALL THINGS TO HELP PUBLIC SAFETY AGENCIES, WHICH AT THE END OF THE DAY IS WHAT OUR GOAL IS. 
          UH, THE PROJECT TEAM FOR THIS CASE WAS MYSELF, UH, ROBERT HANDY, WHO'S ALSO RETIRED CHIEF, UH, SPENT THE MAJORITY OF HIS CAREER IN THE PHOENIX AREA. 
          AND THEN MONIQUE LEE, ALSO, UH, UH, FROM ARIZONA HERE AS WELL, WHO ASSISTED WITH THE EDITORIAL PROCESS IN PUTTING THE ACTUAL PRESENTATION TOGETHER, UH, IN THE NICE PACKAGING THAT YOU'VE RECEIVED. 
          SO, A LITTLE BIT ABOUT THIS PROJECT. 
          CPSM WAS ENGAGED BY THE CITY OF SEDONA, UH, TO FACILITATE A FORWARD FOCUSED STRATEGIC PLAN, UH, TO GUIDE THE CITY AND THE DEPARTMENT, UH, OVER THE NEXT THREE YEARS. 
          UH, WE INTENTIONALLY STRUCTURED THIS IN A WAY, UH, AND WE, AND WE BUILT IN PHASES TO IT. 
          THAT WAS TO DESIGNED TO PROMOTE ENGAGEMENT, TRANSPARENCY, AND ORGANIZATIONAL OWNERSHIP, ALL WITH THE INTENT OF HELPING TO IMPROVE THE SEDONA POLICE DEPARTMENT AND POSITION THEM, UH, IN, IN THE BEST WAY POSSIBLE OVER THE NEXT SEVERAL YEARS. 
          THE PROCESS THAT WE EMPLOYED INVOLVED MULTIPLE STAGES. 
          UH, SO FIRST THERE WAS A DATA COLLECTION PROCESS. 
          WE ASKED TO OWN A PD FOR A NUMBER OF DOCUMENTS RELATED TO THE WAY THAT THE ORGANIZATION IS STRUCTURED, THE WAY THAT THE ORGANIZATION IS MANAGED, THE WAY THAT PEOPLE ARE DEPLOYED, HOW THE POLICIES WORK, THOSE WE, WE JUST ASKED FOR A NUMBER OF, UH, DOCUMENTS TO UNDERSTAND THE AGENCY AND THE GREATEST, UH, EXTENT POSSIBLE. 
          WE ALSO CONDUCTED A CONFIDENTIAL EMPLOYEE SURVEY. 
          UH, AND WE DID IT INTENTIONALLY AS CONFIDENTIAL. 
          'CAUSE WE ALL KNOW THERE'S BEEN A NUMBER OF INVESTIGATIONS AND THINGS THAT HAVE TAKEN PLACE HERE IN THE CITY. 
          AND SOMETIMES SOME OF THE, WE, WE ANTICIPATED THAT SOME EMPLOYEES MIGHT BE RELUCTANT TO TALK TO US, SO WE ASSURED THEM THAT THERE WOULD BE CONFIDENTIALITY THROUGH THAT PROCESS. 
          WHEREAS WE ASK QUESTIONS TO UNDERSTAND THE MOOD OF THE ORGANIZATION, UH, GENERAL THEMES WITHIN THE ORGANIZATION, NONE OF THOSE ARE SPECIFICALLY INCLUDED IN THIS PLAN. 
          [00:30:01]
BUT ALL OF THOSE AND THE INPUT FROM ALL OF THAT PROCESS HELP GUIDE OUR DISCUSSION AND HELP ULTIMATELY DEVELOP THE GOALS AND OBJECTIVES THAT ARE FOUND IN THIS PLAN. 
          OUTSIDE OF THE SURVEY, WE ALSO DID INTERNAL AND EXTERNAL INTERVIEWS. 
          SO WE TOUCH BASES AND MET WITH, UH, I WOULD VENTURE TO SAY PROBABLY A VAST MAJORITY OF THE EMPLOYEES WITHIN THE POLICE DEPARTMENT, EITHER THROUGH ONE-ON-ONE INTERVIEWS OR THROUGH GROUP SESSIONS WITH EMPLOYEE GROUPS. 
          WE ALSO MET WITH EXTERNAL STAKEHOLDERS. 
          WE MET WITH OTHER CITY EMPLOYEES. 
          TALK ABOUT THE POLICE DEPARTMENT, THE RELATIONSHIP WITH THE POLICE DEPARTMENT, HOW THE POLICE DEPARTMENT INTERACTS WITH OTHER CITY DEPARTMENTS AS WELL AS COMMUNITY. 
          WE MET WITH FOLKS UP HERE IN THE DIOCESE TO TALK ABOUT SOME OF THE, YOUR CONCERNS. 
          AND WE ALSO MET WITH THE COMMUNITY IN GENERAL. 
          WE MET WITH A, A COMMUNITY, HAD A COMMUNITY FORUM IN THIS ROOM, UH, WITH A NUMBER OF PEOPLE TO ALSO GAIN THEIR PERSPECTIVE ON THE POLICE DEPARTMENT. 
          THROUGHOUT ALL OF THIS, WE, WE, WE DEVELOPED THIS AS ESSENTIALLY AN AGENCY SWOT ANALYSIS. 
          LET'S ESTABLISH WHAT THE STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS FACING THE SEDONA POLICE DEPARTMENT ARE. 
          AND OUT OF THAT, WE ENGAGED EMPLOYEES IN A WORKSHOP. 
          SO THERE WERE SELECT EMPLOYEES FROM THE PD THAT WERE BROUGHT TOGETHER. 
          WE BROUGHT ALL OF THIS MATERIAL THAT WE HAD GATHERED THROUGH THE INTERVIEWS, THROUGH THE SURVEY, THROUGH THE SWOT ANALYSIS THAT WE HAD DONE, WE BROUGHT IT ALL TO THE TABLE. 
          AND WITH THOSE EMPLOYEES, WE DEVELOPED THE GOALS AND OBJECTIVES THAT YOU SEE HERE IN THE REPORT. 
          UH, EVERYTHING WAS DONE. 
          EVERYTHING IN THE REPORT CAME AS A RESULT OF SHARED EXPERIENCES, COMMENTS FROM EMPLOYEES OR THINGS THAT WE HAD OBSERVED OURSELVES. 
          UH, AND THEN AFTER WE HAD DEVELOPED A DRAFT OF THE PLAN, WE WENT THROUGH A REVIEW PROCESS WITH POLICE DEPARTMENT STAFF, AND CITY LEADERSHIP TO REFINE THE PLAN TO WHAT YOU HAVE TODAY. 
          AND AS I UNDERSTAND, WE ARE STILL GOING TO WORK TO PROBABLY ADD A FEW MORE THINGS IN THERE, SOME DETAILS TO MAKE SURE THAT WE'RE RECOGNIZING THE RIGHT PEOPLE AND SOME OF THOSE TYPES OF THINGS. 
          UH, AT THE END OF THE DAY, THESE DOCUMENTS ARE LIVING DOCUMENTS, AND THEY'RE INTENDED TO, TO GUIDE AN ORGANIZATION INTO THE FUTURE. 
          SO I'M GONNA TALK A LITTLE BIT ABOUT THAT SWOT ANALYSIS AND THE THINGS THAT WE LEARNED ABOUT THE ORGANIZATION. 
          AND I WANNA HIGHLIGHT, UH, UH, THAT FOR ANYTHING THAT WE RECOGNIZE THAT WAS A STRENGTH COULD ALSO BE A WEAKNESS OF THE ORGANIZATION. 
          THAT, UH, THAT THERE'S LOTS OF THINGS THAT COULD HAVE MULTIPLE MEANINGS DEPENDING ON ONE'S VIEWPOINT. 
          UM, AND SO WHEN I SAY THAT WITHIN THE CONTEXT THAT THE VERY FIRST ONE UP THERE, POSITIVE ORGANIZATIONAL CULTURE, IT'S, IT'S, IT'S NO SECRET THAT THE, THE ORGANIZATION HAS HAD CHALLENGES, UH, THAT ARE CONNECTED TO THE CULTURE AND CONNECTED TO THE WAY THAT SOME PEOPLE FELT ABOUT THE ORGANIZATION. 
          BUT COLLECTIVELY, WHEN WE TALKED TO PEOPLE, WE MET WITH THEM AND WE ASKED THEM, WHAT IS IT THAT YOU LIKE AONA PD? WHAT IS IT THAT YOU LIKE ABOUT WORKING HERE AND WORKING IN THIS COMMUNITY? THEY CITED THAT THEY LIKED THEIR COWORKERS. 
          THEY LIKED COMING TO WORK HERE, THEY LIKED SERVING THIS COMMUNITY. 
          AND THAT IN GENERAL, THERE WAS A SENSE OF FAMILY OUTSIDE OF THE FACT THAT SOME CHALLENGES HAVE HAPPENING. 
          EMPLOYEES COLLECTIVELY ACROSS THE BOARD, DID CITE WHAT THEY FELT WAS A POSITIVE WORK ENVIRONMENT AND COMING TO WORK IN A PLACE THAT THEY ENJOYED COMING TO. 
          THEY ALSO TALKED ABOUT FEELING SUPPORTED BY THEIR SUPERVISORS AND, AND, AND THEY FELT THAT THEIR SUPERVISORS WERE APPROACHABLE, UH, AND THAT THERE WAS A GOOD NETWORK OF, OF, UH, OF INTERACTION THERE THAT TOOK PLACE BETWEEN EMPLOYEES AND SUPERVISION. 
          THEY ALSO WERE APPRECIATIVE OF THE COMMUNITY. 
          THEY FELT THAT THEY HAD STRONG COMMUNITY ENGAGEMENT AND STRONG SUPPORT FROM MOST PEOPLE IN THE COMMUNITY. 
          UH, UNDERSTAND THAT'S NEVER A HUNDRED PERCENT POLICING IS A TOUGH BUSINESS, BUT IN GENERAL, THEY FELT VERY SUPPORTED BY THE SEDONA COMMUNITY. 
          THEY ALSO FELT THAT THE WORK THAT THEY DID HAD MEANING THEY, UH, SEDONA POLICE DEPARTMENT IS NOT A LARGE POLICE DEPARTMENT. 
          IT'S NOT A PHOENIX PD. 
          IT'S CERTAINLY NOT AN LA OR A NEW YORK PD. 
          WITH, WITH, WITH THOUSANDS AND THOUSANDS OF OFFICERS. 
          IT'S A RELATIVELY, IT'S A MUCH SMALLER ORGANIZATION. 
          AND WITH THAT IS A MUCH MORE INTIMATE CONNECTION WITH THE COMMUNITY THAT YOU'RE SERVING. 
          AND SEDONA ITSELF IS NOT A LARGE COMMUNITY. 
          AND THEY FELT THAT THERE OPPORTUNITY TO COME TO WORK HERE IN THIS TYPE OF ENVIRONMENT, SERVING THIS TYPE OF COMMUNITY AND SERVING SOMETHING THAT WAS THIS SIZE AND FELT MUCH MORE MANAGEABLE TO THEM. 
          THEY, THEY FELT THAT THERE WAS MEANING IN THAT, AND THAT WAS A POSITIVE PART. 
          UH, THAT WAS THAT WE, THAT WE PULLED OUT OF EMPLOYEES. 
          UH, WE ALSO OBSERVED, AND THIS IS OUR OBSERVATION, IS IN OUR INTERACTION WITH FOLKS, WE REALLY MET A LOT OF EMPLOYEES THAT WERE REALLY COMMITTED TO THIS ORGANIZATION AND TO THIS CITY AND PROVIDING SERVICE HERE. 
          UH, AND WE, WE, UH, UH, AND, AND AS MUCH AS THERE ARE SOME THINGS TALKED ABOUT IN THIS REPORT THAT MIGHT BE REVIEWED AS WEAKNESSES OR SOME FRUSTRATIONS WITH SOME TECHNOLOGY PLATFORMS, AND WE'LL TALK ABOUT THAT HERE, EMPLOYEES ALSO WERE WILLING TO GIVE CREDIT WHERE CREDIT WAS DUE. 
          SO THERE ARE SOME ADVANCES THAT THE ORGANIZATION HAS MADE. 
          THERE HAVE BEEN SOME INVESTMENTS IN TECHNOLOGY. 
          THERE HAVE BEEN GOOD INVESTMENTS THAT HAVE BEEN MADE IN THE, AND THE EMPLOYEES WERE WILLING TO RECOGNIZE THOSE THINGS DURING OUR INTERACTION WITH THEM. 
          I HAVE WEAKNESSES AND THREATS ON THE SAME PAGE HERE, BECAUSE IN MANY WAYS THEY FALL INTO THE SAME CATEGORIES. 
          UH, BUT ONE OF THE WEAKNESSES OF THE ORGANIZATION WAS COMMUNICATION AND COORDINATION. 
          NOW, COMMUNICATION IS A COMPLAINT THAT WE GET IN VIRTUALLY 
          [00:35:01]
EVERY ORGANIZATION THAT WE GO INTO. 
          UH, IT IS JUST NATURAL THAT PEOPLE FEEL THAT, UH, UNLESS THEY KNOW ABSOLUTELY EVERYTHING AND THE INTENT BEHIND EVERYTHING, THEY'RE GONNA FEEL THAT, THAT THAT COMMUNICATION CAN BE IMPROVED. 
          AND THERE WAS NO EXCEPTION. 
          UH, IN THIS CASE AS WELL, THEY ALSO HIGHLIGHTED SOME COORDINATION CHALLENGES. 
          SO, YOU KNOW, THERE'S THINGS WITHIN, UH, THAT ALSO GO HAND IN HAND WITH THE PLANNING AND ORGANIZATIONAL DISCIPLINE WHERE, UH, YOU KNOW, EVERYBODY KNOWS THAT THERE IS AN EVENT THAT TAKES PLACE IN A CERTAIN TIME OF YEAR IN THIS COMMUNITY. 
          AND THERE IS PLANNING THAT GOES INTO THOSE TYPES OF EVENTS. 
          AND THAT, YOU KNOW, EMPLOYEES COLLECTIVELY SAID, HEY, WHY CAN'T WE PLAN FOR THOSE THINGS MONTHS IN ADVANCE? WHY IS IT SUDDENLY AN EMERGENCY IN THE WEEKS LEADING UP TO THE, OR THE DAYS LEADING UP TO IT THAT WE'VE GOTTA STAFF IT AND MAKE SOME OF THOSE ADJUSTMENTS? AND SO WE SAW THAT AS A WEAKNESS. 
          WE SAW THAT AS A CHALLENGE FOR THE ORGANIZATION AND AN AREA FOR IMPROVEMENT. 
          UM, WE ALSO RECOGNIZED THAT THE SUPERVISION CORE OF THE AGENCY WAS VERY, VERY YOUNG. 
          UH, THOSE SERGEANTS, THOSE FIRST LINE SERGEANTS THAT ARE SO CRITICAL TO THE HEALTH OF AN ORGANIZATION, TO THE PROFESSIONALISM OF AN ORGANIZATION. 
          SO IMPORTANT FOR MODELING THE BEHAVIOR THAT YOU WANT AND SETTING THE STANDARD THAT YOU WANT. 
          THAT WAS AN INCREDIBLY YOUNG GROUP OF OFFICERS. 
          UH, AND THAT IS NOT TO SAY THAT THEY ARE NOT UP TO THE TASK. 
          THAT IS NOT TO SAY THAT THEY'RE NOT DOING A GOOD JOB, BUT WHEN YOU DON'T HAVE THE REPS AND YOU DON'T HAVE THE YEARS, OR YOU DON'T HAVE A MIX OF YOUNG AND FOLKS THAT HAVE BEEN IN THE CHAIR FOR A LONG TIME, UH, YOU HAVE A LOT OF INSTITUTIONAL KNOWLEDGE THAT CAN BE LOST. 
          AND YOU HAVE A LOT OF THINGS THAT COULD BE RECOGNIZED AS A WEAKNESS IN THE ORGANIZATION. 
          AND SO WE RECOGNIZE THAT HERE. 
          WE GAVE THE ORGANIZATION SOME RECOMMENDATIONS TO MAKE SOME IMPROVEMENT, UH, THERE. 
          AND THEN OF COURSE, SOME OF THE MODERNIZING SYSTEMS, THE RADIO PLATFORM HERE, SOME OF THE DEAD SPOTS OF THE CITY. 
          SOME OF THOSE CONCERNS CAME UP QUITE A BIT THROUGHOUT FACING THE ORGANIZATION. 
          UH, WE ALL KNOW WORKFORCE ATTRITION AND STAFFING CHALLENGES, AND THEN SOME OPERATIONAL AND SAFETY CHALLENGES THAT GO HAND IN HAND WITH THAT. 
          UM, TURNOVER HAS BEEN RELATIVELY HIGH HERE. 
          WE UNDERSTAND THAT. 
          UH, WE UNDERSTAND THERE'S TIMES THAT YOU FEEL THAT YOU'RE WORKING THE CORNER AND THEN YOU HAVE, UH, SOME FOLKS THAT RESIGNED AND, AND YOU'RE, YOU'RE, YOU KNOW, YOU'RE PLAYING CATCH UP AGAIN. 
          UH, THAT WAS A, A, A CHALLENGE AND A THREAT THAT WAS CITED FROM PEOPLE BOTH INSIDE AND OUTSIDE OF THE ORGANIZATION. 
          AND THEN SOME OF THE OPERATIONAL THINGS WITH A SMALLER ORGANIZATION, UH, SOMETIMES YOU FEEL LIKE YOU DON'T HAVE, YOU DON'T HAVE THE CALVARY NECESSARILY BEHIND YOU WHEN YOU'VE ONLY GOT A COUPLE OTHER OFFICERS OUT THERE THAT YOU'RE WORKING WITH, RIGHT? SO SOMETHING REALLY BIG HAPPENS THAT, YOU KNOW, OFFICERS CAN BE A LITTLE BIT, UH, THEY CAN BE VERY, VERY CAUTIOUS ABOUT HOW MANY RESOURCES ARE REALLY THERE TO HELP IN THE EVENT OF SOMETHING CRITICAL. 
          UH, AND SO THOSE ARE, THOSE ARE BROUGHT UP AS SAFETY CHALLENGES. 
          UH, AND THEN OF COURSE, THE, THE, THE DEAD SPOTS IN CERTAIN AREAS OF THE CITY WITH, WITH YOUR GEOGRAPHY AND THE RADIO SYSTEM THAT, UH, THAT WAS, UH, EXPRESSED TO US SEVERAL TIMES THE OPPORTUNITIES THAT WERE IDENTIFIED. 
          UM, AND THIS LEADS INTO SOME OF THE ISSUE IDENTIFICATION AND SOME OF THE THINGS THAT WE REALLY BUILT A LOT OF THE GOALS AND OBJECTIVES IN THIS REPORT. 
          SO WE SEE THAT THERE IS A GREAT ABILITY TO ENHANCE COMMUNICATION IN THE ORGANIZATION, TO IMPROVE THE WAY THAT INFORMATION FLOWS, AND THE WAY THAT INFORMATION IS DELIVERED TO NOT ONLY INTERNAL EMPLOYEES, BUT ALSO EXTERNALLY TO THE COMMUNITY. 
          UH, WE, WE SEE AN OPPORTUNITY TO IMPLEMENT A STRUCTURAL PLANNING PROCESS, BE BETTER AT THE WAY THAT YOU PLAN FOR AND ANTICIPATE THINGS THAT ARE COMING UP, UH, IN THE FUTURE. 
          WE SEE AN OPPORTUNITY FOR LEADERSHIP DEVELOPMENT ACROSS THE BOARD, UH, BOTH AT THE MANAGEMENT LEVEL, SUPERVISION LEVEL, BUT ALSO WITHIN THE RANK AND FILE LEVEL TO HELP EMPLOYEES FIND THEIR WAY IN THEIR CAREER AND DEVELOP INTO GOOD POLICE OFFICERS, SUPERVISORS, AND LEADERS IN THE ORGANIZATION IN THE FUTURE, SEE AN OPPORTUNITY TO MODERNIZE TECHNOLOGY, SOME OF THE INFRASTRUCTURE OF THE AGENCY, AND THEN SOME OF THE WORKFORCE MANAGEMENT PRACTICES THAT WERE HIGHLIGHTED. 
          WE SAW AN OPPORTUNITY TO EXPAND SOME OF THE CIVILIAN OPPORTUNITIES IN THE ORGANIZATION. 
          UH, I PERSONALLY SEE THE WAY THAT SEDONA HAS STRUCTURED THE ORGANIZATION. 
          UM, THE FACT THAT YOU HAVE A CIVILIAN IN THE MANAGEMENT, UH, UH, RANKS OF THE ORGANIZATION IS NOT SOMETHING WE SEE IN EVERY DEPARTMENT. 
          I THINK THAT'S TO BE APPLAUDED HERE. 
          UM, WE, WE, AGAIN, THERE WERE SOME ISSUES BROUGHT UP WITH, UH, IMPROVED FACILITIES AND WORK ENVIRONMENT, SPECIFICALLY AS IT HAD TO DEAL WITH SOME ERGONOMIC THINGS THAT SOME EMPLOYEES EXPRESSED SOME CONCERN ABOUT. 
          AND THEN OF COURSE, EMPLOYEE ENGAGEMENT THAT WE FELT COULD BE IMPROVED WITHIN THE ORGANIZATION. 
          AND ALL OF THAT LED INTO IDENTIFYING MAIN ISSUES THAT WE PRESENTED TO THE, UH, EMPLOYEE WORK GROUP, UH, THAT HELPED GUIDE US TO DEVELOPING THE GOALS AND OBJECTIVES, COMMUNICATION PLANNING PROCESSES, LEADERSHIP TURNOVER, TECHNOLOGY TRAINING, ADDRESSING EMPLOYEE ATTRITION, UH, OVERALL EMPLOYEE DEVELOPMENT, AND THEN DEPARTMENT INFRASTRUCTURE IMPROVEMENT. 
          THOSE ARE THE MAIN ISSUES THAT WE PRESENTED TO THE WORK GROUP. 
          AND THOSE ARE THE MAIN THINGS THAT WE 
          [00:40:01]
WENT FORWARD IN DEVELOPING THE GOALS AND OBJECTIVES, UH, THAT ARE FOUND THROUGHOUT THIS REPORT. 
          SO I'M NOW GONNA GO THROUGH, UH, THE FIVE GOALS, THE OBJECTIVES BEHIND THEM, AND THEN WHAT WE ANTICIPATE THE OUTCOME OF ACCOMPLISHING THOSE COULD BE. 
          SO, GOAL NUMBER ONE WAS TO IMPROVE ORGANIZATIONAL TRANSPARENCY AND COMMUNICATION IN THE, IN THE ORGANIZATION. 
          UM, WE KNOW THAT CITY OF SEDONA HAS, UH, A-A-P-I-O TEAM. 
          YOU HAVE A PROCESS, YOU HAVE A SYSTEM, UH, THAT'S BUILT OUT THAT IS DESIGNED TO REACH THE COMMUNITY THROUGH VARIOUS METHODS, BE IT SOCIAL MEDIA, DIRECT ENGAGEMENT, WHATEVER IT MIGHT BE. 
          UH, BUT WE ALSO HEARD REPEATEDLY THAT JUST IN TERMS OF THE POLICE DEPARTMENT, THAT MAYBE THAT EXISTING STRUCTURE WAS NOT ADEQUATE TO SUPPORT THE POLICE DEPARTMENT IN SOME OF THE CHALLENGES THAT THEY WERE FACING IN TERMS OF EXTERNAL COMMUNICATION. 
          AND SO WE'VE GIVEN THE ORGANIZATION SOME, UH, UH, SOME RECOMMENDATIONS ON HOW THEY MIGHT BE ABLE TO IMPROVE THAT, AND HOW THEY MIGHT BE ABLE TO EMPLOY SOME STRATEGIC COMMUNICATION TO ADDRESS CERTAIN CHALLENGES THAT THEY'RE FACING. 
          WE ALSO TALKED ABOUT DEVELOPING A PROTOCOL INTERNALLY FOR COMMUNICATING POST MEETING SUMMARIES TO THE AGENCY. 
          AND I'LL GIVE AN EXAMPLE OF WHERE THAT CAME FROM. 
          SOME EMPLOYEES MAY TALK ABOUT, UH, SOMEBODY IN THE ORGANIZATION GOT A DIRECTIVE TO WORK ON A PROJECT, HELP DEVELOP OUT A POLICY OR SOMETHING OF THAT NATURE, AND AN EMPLOYEE MIGHT DO THAT WORK AND THEN NOT NECESSARILY GET THE FEEDBACK ON WHAT'S HAPPENING WITH IT. 
          SO THAT WORK GETS PASSED UP TO MANAGEMENT. 
          THAT WORK IS DISCUSSED AT THE MANAGEMENT LEVEL THROUGH THEIR EXECUTIVE, UH, LEADERSHIP MEETINGS. 
          AND MAYBE THERE'S A DECISION MADE THAT THAT PARTICULAR ITEM IS GONNA GET PUSHED OFF FOR A COUPLE MONTHS, MAYBE IT'S GONNA MOVE FORWARD IMMEDIATELY, AND WHATEVER IT WAS THAT WAS DECIDED ON THAT PARTICULAR ITEM. 
          OR EVEN SOMETIMES IT'S JUST STABLE BECAUSE IT'S NOT A PRIORITY, THAT FEEDBACK LOOP BACK TO THE ORGANIZATION COULD BE IMPROVED. 
          AND SO THAT'S WHERE THAT COMES FROM. 
          DEVELOP SOME OF THOSE PROTOCOLS SO YOU CAN, THAT YOU COMMUNICATE WHAT'S HAPPENING IN THOSE MEETINGS TO THE, UH, TO THE, UH, TO THE GREATER AGENCY. 
          UH, DEVELOPING THAT FEEDBACK LOOP FOR EMPLOYEES. 
          UH, AND THEN ENHANCING THE ORGANIZATION'S BRAND THROUGH MODERNIZING, UH, BRANDING MATERIALS. 
          UH, THIS CAME UP. 
          WE NOTE THERE'S SOME DISCUSSION ABOUT UNIFORMS AND POLICE CARS AND SOME OF THOSE TYPES OF THINGS THAT'S ALWAYS AT THE FOREFRONT. 
          SO THIS WAS PUT IN THERE THAT WHEN YOU ARE BRANDING THE ORGANIZATION, WHEN YOU ARE DOING THINGS LIKE THAT, IT CAN BE PART OF AN OVERALL PLAN TO ENHANCE THE ORGANIZATIONAL, UH, UH, UH, HOW IT APPEARS TO THE COMMUNITY AND HOW IT ENGAGES THE COMMUNITY. 
          AND THEN WE PUT THIS IN THERE AS WELL. 
          AND THIS IS, THIS IS AS MUCH OPERATIONAL AS IT IS COMMUNICATION, BUT WE UNDERSTOOD THAT, YOU KNOW, TRAFFIC ENFORCEMENT WAS A BIG DEAL IN THIS COMMUNITY. 
          AND IT'S ONE OF THE DRIVING THINGS FOR, UH, FOR OFFICER DEPLOYMENT AND SUCH. 
          WE ENCOURAGE THE AGENCY TO DEVELOP A PUBLIC FACING, DATA-DRIVEN TRAFFIC ENFORCEMENT PLAN. 
          SO, IN OTHER WORDS, YOU DON'T NECESSARILY HAVE RANDOMIZED ENFORCEMENT OF TRAFFIC. 
          YOU DON'T JUST HAVE, UH, OFFICERS ADDRESSING WHATEVER THEY THINK MIGHT BE IMPORTANT, BUT TO HAVE AN ACTUAL STRATEGY BEHIND WHAT YOU'RE DOING WITH TRAFFIC ENFORCEMENT, BECAUSE THAT IS SUCH A CRITICAL PIECE OF THAT PUBLIC INTERACTION IS IF YOU GET STOPPED BY A POLICE OFFICER, IF YOU HAVE THAT TYPE OF INTERACTION, LET'S MAKE SURE THAT THOSE THINGS HAVE A NEXUS TO A STRATEGY FOR POLICING IN THE COMMUNITY. 
          SO WHAT DO WE EXPECT TO, UH, UH, THE OUTCOMES TO BE FROM ACCOMPLISHING THAT GOAL AND WORKING ON THOSE PARTICULAR OBJECTIVES? IMPROVE CONSISTENCY IN COMMUNICATION AND ENHANCE COMMUNITY ENGAGEMENT. 
          IT'S ALL DESIGNED TO IMPROVE COMMUNICATION AND ENGAGEMENT WITH THE COMMUNITY THAT YOU SERVE. 
          SECOND GOAL, IMPROVE INTERNAL PLANNING AND ORGANIZATIONAL PROCESSES. 
          SERIES OF OBJECTIVES THERE TO, UH, TO DEVELOP THAT INTERNAL OPERATIONAL PLANNING CALENDAR SO MUCH AS WE TALKED ABOUT AN EVENT THAT MIGHT BE COMING UP AT A CERTAIN SEASON OF THE YEAR. 
          DON'T WAIT TILL THE LAST SECOND, BUT HAVE AN OPERATIONAL PLANNING CALENDAR IN PLACE THAT, YOU KNOW, FOR THINGS THAT ARE GOING ON IN JULY, WE'RE GONNA START THAT PLANNING PROCESS IN JANUARY OR DECEMBER OR WHENEVER IT IS APPROPRIATE, BUT DON'T WAIT UNTIL THE LAST SECOND, HAVE THAT ORGANIZATIONAL CALENDAR IN PLACE. 
          AND THAT ORGANIZATIONAL CALENDAR ALSO HELPS REALLY GUIDE DECISIONS ON WHEN PEOPLE CAN HAVE TIME OFF IN THE ORGANIZATION. 
          AND AN AGENCY THE SIZE OF SEDONA PD, YOU KNOW, VACATIONS CAN REALLY TRULY, WHEN OFFICER, WHEN PEOPLE GO ON VACATION AND TAKE PRE-SCHEDULED TIME OFF, IT CAN HAVE A PRETTY SIGNIFICANT IMPACT ON THE ALREADY THE STAFFING CHALLENGES ALREADY FACED IN THE ORGANIZATION. 
          WHEN YOU'VE GOT A CALENDAR IN PLACE AND YOU'VE GOT AREAS BLOCKED OUT AND YOU KNOW THAT PEOPLE CAN'T HAVE TIME OFF DURING CERTAIN TIMES, IT HELPS WHEN YOU KNOW THAT AT THE BEGINNING OF THE YEAR WHEN YOU'RE PICKING THOSE VACATIONS, UH, VERSUS ADDRESSING IT LATER ON IN THE PROCESS. 
          UM, IMPLEMENTING A PROCEDURE FOR KEY FUNCTIONS, EVENTS, SCHEDULING, ONBOARDING, TERMINATIONS, ET CETERA. 
          WHERE THIS CAME FROM IS INTERNALLY EMPLOYEES, UH, EXPRESSED A LITTLE BIT OF, UH, FRUSTRATION AT THE INCONSISTENCY ON MAYBE THE ONBOARDING PROCESS, MAYBE THE 
          [00:45:01]
CELEBRATION FOR AN ANNIVERSARY, THE CELEBRATION OF SOMEBODY'S RETIREMENT. 
          MAYBE ONE PERSON THAT RETIRED, WASN'T TREATED IN THE SAME WAY OR HAD THE SAME PROTOCOL THAT ANOTHER EMPLOYEE, UH, HAD RETIRED. 
          AND ALSO THE COMMUNICATION PROTOCOLS OF NOTIFYING, HEY, THIS PERSON'S GONNA RETIRE, OR THIS PERSON'S GONNA RETIRE. 
          YOU KNOW, IT WAS CITED TO ME SEVERAL TIMES WHEN WE WOULD, WHEN WE WOULD ENGAGE WITH PEOPLE THAT, THAT SOMEBODY HAD RETIRED AND THEY DIDN'T EVEN KNOW IT WAS MONTHS AND MONTHS LATER. 
          AND IT'S A SMALL ORGANIZATION, SO THEY WOULD REALLY EXPECT THAT YOU WOULD KNOW ACROSS THE BOARD WHEN THOSE THINGS HAPPEN. 
          SO DEVELOP PROTOCOLS FOR HOW THAT INFORMATION GOES ON, GOES OUT TO THE ORGANIZATION, AND TO MAKE SURE THAT THINGS HAPPEN IN A VERY CONSISTENT WAY ACROSS THE BOARD. 
          UH, AGAIN, THOSE QUARTERLY PLANNING REVIEWS WITH POLICE MANAGEMENT, UM, TO, UH, NOT ONLY REPORT PROGRESS ON, ON THINGS THAT ARE GOING ON, THINGS THAT HAVE BEEN ASSIGNED, PROJECTS THAT HAVE BEEN, THAT HAVE BEEN DISCUSSED IN THE ORGANIZATION. 
          DEVELOP THOSE PLANNING REVIEWS WITH THE ORGANIZATION TO, UH, TO HELP ENHANCE THAT. 
          UH, DEVELOP BUDGET PLANNING TIMELINES, ALIGN WITH CITY PROCESSES. 
          SO AS YOU ALL KNOW, YOU HAVE A DO PROCESS. 
          YOU HAVE THINGS THAT FALL IN LINE WITH THAT. 
          THE POLICE DEPARTMENT'S PROCESSES AND PRIORITIES SHOULD BE IN LINE WITH WHAT THAT PROCESS IS TO MAKE SURE THAT THINGS FIND THEIR WAY UNDER YOUR AGENDA, AND THEY NEED VEGETARIANS, NOT GUIDELINES. 
          , AND THEN THE REALIGNMENT OF ANCILLARY ASSIGNMENTS, UH, IN OUR ORGANIZATION, THE SIZE OF, OF SONSONA, THE REALITY IS, IS EMPLOYEES WEAR A LOT OF DIFFERENT HATS. 
          UH, YOU MIGHT BE A PATROL SERGEANT, BUT IN ALL LIKELIHOOD YOU'RE A PATROL SERGEANT AND YOU'VE GOT A PIECE THAT HAS TO DO WITH TRAINING, AND YOU'VE GOT A POLICE THAT HA A PIECE OF YOUR JOB THAT HAS TO DO WITH QUARTERMASTER DUTIES, ISSUING CERTAIN TYPES OF EQUIPMENT, AND THEN AN ORGANIZATION THIS SIZE QUAD. 
          OFTEN WHAT HAPPENS IS, AS PEOPLE MOVE AROUND TO DIFFERENT PARTS OF THE ORGANIZATION, THEY CARRY DUTIES AND RESPONSIBILITIES WITH THEM THAT DON'T NECESSARILY MATCH WHAT THEIR, WHAT THEIR NEW JOB AND AND RESPONSIBILITY IS. 
          THAT'S PART OF SUCCESSION PLANNING. 
          IT'S PART OF SPREADING THE KNOWLEDGE AROUND THE ORGANIZATION. 
          BUT YOU HAVE TO REALIGN ANCILLARY ASSIGNMENTS WITHIN THE ORGANIZATION AS PEOPLE MOVE SO THAT THINGS FIT WHERE THEY ARE AT THAT POINT IN THEIR CAREER. 
          WHAT ARE WE THE DESIRED OUTCOMES FROM THAT? IMPROVED INTERNAL COMMUNICATION, INCREASED INTERNAL SATISFACTION, AND IMPROVED EFFICIENCY AND EFFECTIVENESS ACROSS THE BOARD FOR THE ORGANIZATION. 
          GOAL NUMBER THREE, ENHANCE LEADERSHIP, EMPLOYEE DEVELOPMENT. 
          UH, DEVELOP A FORMAL SUPERVISORY TRAINING PROGRAM. 
          SO AGAIN, I CITED THE YOUTH IN THE, UH, UH, THE TENURE OF SOME OF THE SUPERVISORS IN THE ORGANIZATION. 
          UH, WE, WE LEARN THAT THERE IS NOT A SPECIFIC FIELD TRAINING OFFICER PROGRAM FOR SERGEANTS WHEN THEY'RE NEWLY PROMOTED. 
          SO ALL THE THINGS IN YOUR JOB THAT CHANGES WHEN YOU MAKE THAT TRANSITION FROM BEING A POLICE OFFICER TO A SUPERVISOR, THERE'S A LITTLE BIT OF INCONSISTENCY IN THE WAY ALL THAT NEW INFORMATION IS FED TO THOSE NEW SUPERVISORS. 
          THAT IS ACCOMPLISHED BY DEVELOPING A FORMAL FTO PROGRAM FOR SERGEANTS. 
          DEVELOP AN ORGANIZATIONAL SUCCESSION PLAN. 
          UH, THAT IS NOT TO SAY THAT, UH, YOU IDENTIFY TALENT IN THE ORGANIZATION AT THE POLICE OFFICER RANK WITH THE THOUGHT THAT THAT'S A FUTURE SUPERVISOR, THAT'S A FUTURE MANAGER, THAT'S A FUTURE CHIEF. 
          AN ORGANIZATIONAL SUCCESSION PLAN IS ENSURING THAT PEOPLE AT SPECIFIC POINTS IN THEIR CAREER RECEIVE THE TRAINING AND THE DEVELOPMENT THAT POSITIONS THEM TO BE SUCCESSFUL AT THEIR CURRENT LEVEL AND AT THEIR FUTURE LEVEL, AND ENSURES EQUITY ACROSS THE BOARD WITHIN THE ORGANIZATION. 
          SO IT DOESN'T NECESSARILY IDENTIFY SELECT INDIVIDUALS TO GET LEADERSHIP TRAINING. 
          IT IDENTIFIES WHERE YOU ARE IN YOUR CAREER AS TO WHEN YOU MIGHT GET THAT LEADERSHIP TRAINING AND WHEN IT'S APPROPRIATE. 
          AND THAT'S ALL DONE THROUGH A SUCCESSION PLAN. 
          AND WHAT THAT ULTIMATELY DOES IS IT BUILDS A DEEPER BENCH WITHIN THE ORGANIZATION BY ENSURING THAT CERTAIN BENCHMARKS IN AN, IN AN EMPLOYEE'S CAREER IS, ARE MET TO POSITION THEM TO BE SUCCESSFUL. 
          WE ALSO DISCUSSED WITH THE ORGANIZATION, PARTNERING WITH SOME OF THE REGIONAL AGENCIES, THE SHERIFF'S DEPARTMENT, COTTONWOOD PD, WHOEVER YOUR REGIONAL PARTNERS ARE, TO BRING SOME REGIONALIZED LEADERSHIP DEVELOPMENT TO, UM, TO THE REGION. 
          SO THERE ARE SOME GREAT PROGRAMS AROUND AROUND THE COUNTRY, WHETHER IT'S FBI LEADER PROGRAMS, WHETHER THEY'RE AT THE STATE, UH, PROGRAM OR EVEN SOME OF THE PRIVATE VENDORS GO OUT THAT, THAT, UH, THAT OFFER SOME TREMENDOUS LEADERSHIP DEVELOPMENT FOR POLICE ORGANIZATIONS. 
          SOMETIMES IT'S HARD WHEN YOU'RE IN AN AREA LIKE THIS, IT'S HARD TO BREAK EMPLOYEES AWAY FOR WEEKS AT A TIME TO GO TO THOSE TYPES OF TRAININGS THAT MIGHT BE HELD IN METRO AREAS AROUND THE COUNTRY OR SOMETHING OF THAT NATURE. 
          WHAT WE HAVE SEEN THAT IS SUCCESSFUL FOR A LOT OF ORGANIZATIONS IS IT IS, IT PROBABLY WOULDN'T BE VERY PRACTICAL TO HAVE A GROUP COME IN AND PROVIDE THE IN-DEPTH TRAINING TO THE ENTIRE JUST SEDONA PD. 
          BUT WHEN YOU REGIONALIZE IT AND WHEN YOU PARTNER WITH IT, AND WHEN YOU SHARE THOSE COSTS, AND THEN YOU SEND YOUR GROUP OF SUPERVISORS AND YOUR GROUP OF LEADERS AND THEY JOIN THEIR PEERS FROM OTHER NEIGHBORING AGENCY, THERE'S COLLABORATIVE LEARNING GOING ON, 
          [00:50:01]
BUT IT BECOMES AN EFFICIENCY ACROSS THE REGION TO BE ABLE TO DO THAT. 
          SO WE'VE MADE THAT RECOMMENDATION, UH, FOR THE, UH, FOR THE ORGANIZATION TO CONSIDER, UH, ENHANCED, REGULAR AND ONGOING TRAINING FOR EMERGING POLICING ISSUES. 
          UH, I FORGET, UH, CHIEF, YOU'LL HAVE TO REMIND ME, WHAT IS THE GROUP IN IN, UM, UH, IN SEDONA THAT DOES THE LEGAL UPDATES? OH, EDWARDS AND AMATO. 
          EDWARDS AND AMATO. 
          SO ENHANCE SOME OF THOSE ONGOING EMERGENCY, UH, UH, EMERGING POLICING ISSUES THAT ARE TAKING PLACE. 
          ARIZONA HAS THAT VERY GOOD STRUCTURE THAT'S ALREADY SET UP, UH, DEVELOP AN INTERNAL MENTORSHIP AND SHADOWING PROGRAM. 
          UH, WHERE THAT COMES FROM IS THAT IS A WAY TO SUPPORT, UH, EMPLOYEES THAT ARE COMING ON BOARD IN THE ORGANIZATION. 
          SO YOU HAVE SOMEBODY NEW JOINING THE ORGANIZATION, AND I'LL JUST USE THE EXAMPLE OF A SWORN POLICE OFFICER. 
          THEY'RE GONNA GO INTO A FIELD TRAINING OFFICER PROGRAM. 
          THEIR RELATIONSHIP WITH THEIR FTO, UH, IS, UM, IS NOT NECESSARILY A FRIENDSHIP THAT FTO IS THERE TO GET THEM THROUGH A PROCESS THAT FTO IS THERE TO EVALUATE THEM BASED UPON THEIR PERFORMANCE. 
          A MENTORSHIP AND A SHADOWING PROGRAM IS A LITTLE BIT DIFFERENT. 
          A MENTORSHIP AND A SHADOWING PROGRAM IS DESIGNED TO TAKE THOSE EMPLOYEES AND CONNECT THEM WITH OTHER PEOPLE IN THE ORGANIZATION THAT ARE VERY GOOD AT MENTORSHIP, THAT HELPS SUPPORT THEM ON A PERSONAL LEVEL OUTSIDE OF THE FORMALIZED TRAINING THAT THEY'RE, UH, PROVIDING THOSE TYPES OF PROGRAMS THAT CAN BE VERY, VERY EFFECTIVE AT ULTIMATELY GETTING PEOPLE INTEGRATED INTO AN ORGANIZATION IN A MORE POSITIVE WAY. 
          SO WE'VE MADE THAT RECOMMENDATION TO THE ORGANIZATION AND THEN WE UNDERSTAND IT WAS ALREADY UNDERWAY, BUT IMPROVING, UH, AND, AND ENHANCING THE DEPARTMENT'S CURRENT FTO PROGRAM. 
          UH, AND, AND AGAIN, THAT WAS SOMETHING THAT WAS ALREADY BEING WORKED ON AND WE INCLUDED IT IN THIS, UH, IN THIS PLAN. 
          WHAT DO WE EXPECT TO GET FROM THAT? UH, GREATER CONSISTENCY ACROSS THE ORGANIZATION. 
          UH, CLEARER PATHWAYS FOR PROMOTION AND SPECIALTY ASSIGNMENTS, UM, UH, CAREER DEVELOPMENT FOR THOSE PARTICULAR EMPLOYEES THAT THROUGH A SUCCESSION PLAN, UH, INCREASING INTERNAL SATISFACTION. 
          SO YOU KNOW WHERE YOU ARE, YOU KNOW WHERE YOU'RE GONNA BE, AND YOU KNOW WHAT THE AGENCY IS GOING TO DO TO DEVELOP YOU AT THIS STAGE OF YOUR CAREER AND AT THE NEXT STAGE OF YOUR CAREER, WHETHER YOU'RE IN A SWORN POSITION, A CIVILIAN POSITION, OR WHATEVER IT MIGHT BE. 
          AND THEN INCREASED ORGANIZATIONAL KNOWLEDGE AND CAPACITY, DEEPENING THE BENCH OF THE ORGANIZATION BY SPREADING THAT AROUND, UH, TO MORE PARTS OF THE ORGANIZATION AND, AND ENHANCING THAT TRAINING GOAL. 
          NUMBER FOUR, MODERNIZING THE SYSTEMS AND THE INFRASTRUCTURE, UM, IN THE PLAN THAT YOU GAVE. 
          I, AND I'M JUST GONNA POINT OUT, UM, A LITTLE BULLET POINT AIR THAT I NOTICED WHEN I WAS PUTTING THIS TOGETHER. 
          THE LAST ONE ON THERE IN ENHANCING THE DRONE PROGRAM THAT CAME DIRECTLY FROM EMPLOYEES AND THE PLAN THAT YOU GUYS HAVE, THE, THE ACTUAL DOCUMENT, THOSE TWO BULLET POINTS BELOW THAT, STREAMLINING THE SOFTWARE AND IMPROVING THE TECHNOLOGY. 
          THOSE PLAN AS SUB POINTS TO THE DRONE PROGRAM ARE RECOGNIZING THE DOCUMENT THAT WE GAVE YOU. 
          THEY HAD THEIR OWN THEIR OWN BULLET POINTS, SO JUST MOVED THOSE OVER. 
          I CORRECTED THEM IN THIS PARTICULAR PRESENTATION. 
          UH, BUT THAT DRONE PROGRAM PIECE CAME DIRECTLY FROM THE EMPLOYEES, THE EXCITEMENT AROUND IT, AND THE FACT THAT THEY FEEL THAT THEY COULD DO SO MUCH MORE WITH THAT EMERGING TECHNOLOGY IN THE BUSINESS. 
          UM, YOU GUYS GET WORLDWIDE VISITORS. 
          UH, THE ISSUE OF, UM, UH, TRANSLATION SERVICES CAME UP. 
          UM, SO OBVIOUSLY YOUR POLICE OFFICERS ARE DEALING WITH PEOPLE FROM ALL OVER THE WORLD. 
          UH, THERE ARE SOME, UH, TECHNOLOGIES OUT THERE. 
          WE, WE PUT IN THERE SPECIFICALLY AXON, BECAUSE THE DEPARTMENT IS AN AXON. 
          UH, CUSTOMERS AXON RIGHT NOW HAS A TRANSLATION PIECE THAT RIGHT THROUGH THE BODY CAMERA, THERE'S INTERACTION AND TRANSLATION SERVICES THAT HELP OFFICERS BE MORE EFFECTIVE. 
          UH, THE THINGS THAT I'VE HEARD, UH, FROM ORGANIZATIONS THAT HAVE TRIED IT OR TESTED IT, HAS BEEN VERY POSITIVE. 
          THIS WAS ALSO BROUGHT UP BY INTERNAL EMPLOYEES THAT IT'S SOMETHING THEY WOULD LIKE TO SEE. 
          WE DON'T NECESSARILY RE RECOMMEND THAT YOU ADOPT IT. 
          WE MAKE A RECOMMENDATION THAT YOU STUDY IT AND SEE IF IT'S A GOOD FIT FOR YOUR ORGANIZATION AND WHETHER IT'S AFFORDABLE. 
          UH, UH, AND I'M KIND OF GOING BACKWARDS HERE ON IT, BUT POWER DMS AND THE LEFTIST SYSTEM, UH, THOSE ARE TWO DIFFERENT, UH, PLATFORMS AND TECHNOLOGY PIECES. 
          UH, BUT THEY CAN WORK TOGETHER TO COMPLEMENT ONE. 
          ANOTHER ONE IS VERY SPECIFIC TO TRAINING. 
          ONE IS VERY SPECIFIC TO POLICY. 
          UH, SO TAKE SOME STEPS TO IMPLEMENT THOSE IN A WAY THAT MERGES THEM IN A GREATER, GREATER WAY. 
          UH, AN ERGONOMICS REVIEW FOR DISPATCH. 
          SO THIS COMES UP A LOT AS INFRASTRUCTURE. 
          I THINK THE DISPATCHERS WERE VERY, VERY INVOLVED IN THIS PROCESS, AND THEY EXPRESSED SOME, UH, SOME FRUSTRATIONS OVER THE WORKSTATIONS THAT THEY DO, THAT THEY'RE NOT, UH, THAT THEY'RE NOT, UH, CONSISTENT WITH WHO SOME OF THEIR, WHAT SOME OF THEIR PEERS HAVE. 
          SO WE JUST SIMPLY RECOMMEND THAT YOU DO AN ERGONOMICS REVIEW FOR THE FOLKS, UH, THAT WORK IN THAT PARTICULAR AREA OF YOUR, YOUR OPERATIONS. 
          UH, AND THEN AGAIN, YOUR RADIO SYSTEM AND M-T-M-D-T, THE COMPUTERS IN THE CAR RELIABILITY CONCERNS THAT WERE RAISED BY EMPLOYEES. 
          WE KNOW THAT'S A PROJECT THAT'S ALREADY UNDERWAY. 
          UH, BUT WE STILL FELT THAT IT WAS IMPORTANT TO INCLUDE IN THIS BECAUSE EVEN THOUGH IT'S UNDERWAY, IT IS SOMETHING THAT 
          [00:55:01]
YOU ULTIMATELY WANT TO CROSS THE FINISH LINE AND GO ACROSS THE BOARD. 
          SO IT'S IN THERE AS GOAL NUMBER UNDER GOAL NUMBER FOUR. 
          SO WHAT ARE THE OUTCOMES FROM THAT? BETTER OFFICER SAFETY, IF YOU'VE GOT IMPROVED COMMUNICATION THROUGH THE RADIO SYSTEM, YOUR M DM T PLATFORM, THOSE TYPES OF THINGS, ENHANCE DRONE USE, UH, THAT IS AN OFFICER SAFETY, UH, PIECE TO THE ORGANIZATION THAT MAKES THEM FEEL BETTER ABOUT THE JOB THAT THEY'RE DOING, MAKES THEM FEEL SAFER IN THE WAY THAT THEY'RE DOING IT. 
          UH, BRINGS COMMUNICATION TO TECHNOLOGY INTO, TO MODERN PIECES OR MODERN TIMES. 
          UH, IT IS UNDERSTANDING THAT IN A VALLEY LIKE THIS, YOU'RE GOING TO DEAL WITH SOME DEAD SPOTS AND SOME OPERATIONAL CHALLENGES THAT YOU KNOW, THAT ARE ASSOCIATED WITH THE RADIO. 
          BUT AS TECHNOLOGY IMPROVES, THEY'RE FINDING WAYS TO REDUCE THOSE DEAD SPOTS IN SYSTEMS THAT ARE NATURALLY THERE. 
          UH, INCREASED EFFICIENCY AND ACCOUNTABILITY WITHIN THE AGENCY. 
          IMPROVED WORKPLACE, UH, WORKPLACE SATISFACTION, UH, AND THEN IMPROVED CRIME SUPPRESSION, UH, TO RAISE THE LEVEL OF SERVICE PROVIDED TO THE COMMUNITY. 
          THAT'S DIRECTLY ATTACHED TO, UH, THE JOINT RECOMMENDATIONS THAT CAME FROM EMPLOYEES. 
          FINALLY, ORGANIZATIONAL STABILITY IS THE LAST GOAL THAT WE PUT IN THERE. 
          UH, AN INTERNAL STAFFING ANALYSIS. 
          SO I UNDERSTAND YOU GUYS HAVE ALREADY DONE A PIECE OF THIS THAT HELPED JUSTIFY THE 10 ADDITIONAL POSITIONS. 
          WE WOULD RECOMMEND THAT YOU DO THAT ON A REGULAR, REGULAR BASIS WHERE YOU'RE LOOKING AT ACTUAL WORKLOAD, BOTH AT THE INVESTIGATIVE AND AT THE PATROL LEVEL, AND MAKE SURE THAT YOUR RESOURCES ARE ALIGNED WITH WHAT THOSE SERVICE DEMANDS ARE. 
          YOU CAN DO THAT INTERNALLY, YOU CAN DO THAT EXTERNALLY, HOWEVER YOU CHOOSE TO DO IT. 
          BUT WE'D ENCOURAGE THAT THOSE GO, THAT THOSE TAKE PLACE EVERY COUPLE OF YEARS, UH, THAT YOU'RE AT LEAST LOOKING AT YOUR DATA AND YOU'RE MAKING DATA DRIVEN DECISIONS BASED UPON, UM, BASED UPON WORKLOAD, UH, STREAMLINE AND STANDARDIZE THE HIRING PROCESS AND THE ONBOARDING PROCESS. 
          SO WE JUST, WE HEARD THROUGH THE PROCESS THAT SOMETIMES, UH, THERE CAN BE UNNECESSARY SLOWDOWNS WHEN YOU'RE TRYING TO KEEP UP WITH ATTRITION AND WHEN YOU'RE TRYING TO ONBOARD PEOPLE. 
          SOME EMPLOYEES IN THE ORGANIZATION HAD SOME IDEAS ON HOW TO BETTER STANDARDIZE THAT AND, AND STREAMLINE THAT PROCESS. 
          UH, RETENTION STRATEGIES. 
          SO THERE'S NO PERFECT ANSWER HERE. 
          UH, RETENTION STRATEGIES ARE NOT JUST, UH, MONEY BASED. 
          THEY'RE NOT JUST EQUIPMENT BASED. 
          THEY'RE NOT JUST WORKPLACE SATISFACTION BASED. 
          RETENTION STRATEGIES CAN HAVE A LOT OF DIFFERENT PIECES AND THEN COME IN A LOT OF DIFFERENT WAYS. 
          WHAT WE ENCOURAGE YOU IS DEVELOP WHAT WORKS BEST FOR SEDONA. 
          FIGURE OUT THAT WHAT THAT IS DIRECTLY FROM A STRATEGY STANDPOINT, AND PUT THOSE INTO PLACE, UH, FOR BETTER RETENTION WITHIN THE ORGANIZATION. 
          UH, IMPLEMENT CONSISTENT SCHEDULING AND UH, AND TIME OFF PROCESSES. 
          SO, UH, ATTACHED TO MANY OF THE PLANNING THINGS THAT WE TALKED ABOUT IN THE ORGANIZATION WHERE EMPLOYEES EXPRESS SOME FRUSTRATION ABOUT BEING ABLE TO GET TIME OFF AT CERTAIN TIMES OR SOME OF THOSE CHALLENGES THAT EVERY ORGANIZATION DEALS WITH. 
          SEDONA IS NO EXCEPTION. 
          UM, IF YOU IMPROVE SOME OF THE SCHEDULING PIECES, IF YOU IMPROVE YOUR PLANNING AND YOU IMPROVE SOME OF THOSE INTERNAL PROCESSES, YOU ARE LIKELY TO SEE IMPROVEMENT, UH, AND MORE CONSISTENCY IN HOW EMPLOYEES FEEL ABOUT THOSE TIME OFF PROCESSES. 
          UH, EVERY EMPLOYEE NOW POLICING HAS CHANGED A GREAT DEAL IN, IN RECENT DECADES. 
          AND TODAY'S WORKFORCE IS JUST MUCH MORE FOCUSED ON WHAT, QUITE FRANKLY, IS A HEALTHY PIECE, BUT IT'S BETTER WORK LIFE BALANCE. 
          UM, AND THAT'S JUST A, A PIECE THAT IS CONSISTENT WITH TODAY'S WORKFORCE. 
          AND, AND WE UNDERSTAND THAT AS EMPLOYERS, WE'VE GOTTA FIND A WAY TO IMPROVE THAT WORK LIFE BALANCE FOR THOSE PEOPLE THAT ARE WORKING FOR US. 
          UH, AND THEN OF COURSE, IMPROVE OUTREACH AND CANDIDATE COMMUNICATION. 
          WHAT DO WE THINK IS GONNA COME OUT OF THAT EFFICIENT AND EFFECTIVE HIRING? IMPROVED EMPLOYEE RETENTION AND IMPROVED EMPLOYEE WORKING ENVIRONMENTS. 
          SO WHAT'S THE PROCESS NOW? UH, WE WROTE THIS UP SPECIFICALLY AS A THREE YEAR PLAN. 
          UM, SOME AGENCIES MAY CHOOSE TO DO IT AS A FIVE YEAR. 
          WE INTENTIONALLY BUILT ALL THIS AROUND WHAT WE FELT COULD BE ACCOMPLISHED IN A THREE YEAR PLAN. 
          WE ALSO PROVIDED THE AGENCY A TIMELINE, PRIORITIZING YEAR ONE GOALS, YEAR TWO GOALS, YEAR THREE GOALS. 
          ALL OF THAT IS ADJUSTABLE. 
          UH, WE WOULD ENCOURAGE THE AGENCY TO GO THROUGH THEIR OWN INTERNAL PLANNING PROCESS THAT'S ALIGNED WITH WHAT YOUR REAL CAPABILITIES ARE, WHAT YOU CAN AFFORD THIS YEAR, WHAT YOU CAN AFFORD NEXT YEAR, WHAT COSTS MONEY, WHAT DOES NOT COST MONEY, WHAT CAN BE DONE WITH A SIMPLE STROKE OF THE PIN FROM THE CHIEF VERSUS WHAT REQUIRES A GREAT DEAL MORE PLANNING, PRIORITIZE THOSE THINGS. 
          SO THE FOUNDATION THAT WE GAVE YOU FROM YEAR ONE, YEAR TWO TO YEAR THREE, WE THINK IS A GOOD STARTING POINT. 
          BUT WE ALSO RECOGNIZE THAT THIS IS A LIVING DOCUMENT AND THAT IS ADJUSTABLE, BUT ULTIMATELY SETTLE ON THAT. 
          AT THE END OF THE DAY, THIS ONLY SURVIVES. 
          THESE PLANS ONLY SURVIVE WHEN THE ORGANIZATION OWNS IT. 
          AND THERE'S ORGANIZATIONAL INVESTMENT FROM BOTH THE DEPARTMENT TO COUNCIL AND EVERYBODY INVOLVED IN THIS PROCESS. 
          UH, SO IT CAN'T JUST BE SOMETHING THAT IS BROUGHT UP ONCE A YEAR TO SAY, HOW ARE WE DOING? IT SHOULD BE SOMETHING THAT FINDS ITS WAY INTO EVERY CONVERSATION. 
          DOES THIS ALIGN WITH OUR ORGANIZATIONAL GOALS AND OBJECTIVES? DOES THIS ALIGN WITH THE DIRECTION THAT WE ARE WANTING TO TAKE 
          [01:00:01]
THE ORGANIZATION? AND WE UNDERSTAND WE WORK IN A DYNAMIC ENVIRONMENT AND SOMETIMES THINGS THAT ARE GONNA ARISE AND MIGHT BE OUTSIDE OF THAT, THAT'S JUST REGULAR MANAGEMENT, THAT'S REGULAR EVERYDAY LIFE. 
          BUT DOCUMENTS LIKE THIS SHOULD GUIDE DECISIONS THROUGHOUT THE YEAR. 
          THEY SHOULD GUIDE YOUR BUDGET PRIORITIES WHEN IT'S TIME TO DO THAT PART OF THE PROCESS. 
          THEY SHOULD GUIDE EVERYTHING THAT YOU'RE DOING TO ALIGN RESOURCES AND TO ALIGN YOUR ORGANIZATIONAL FOCUS. 
          BUT YOU ALREADY HAVE THE FOUNDATION IN THAT. 
          UH, THE DEPARTMENT'S GOT A MISSION STATEMENT. 
          THE DEPARTMENT'S GOT A VISION STATEMENT. 
          THE DEPARTMENT HAS YOUR MOTTO, YOUR CORE VALUES. 
          IT'S GOT EVERYTHING IN PLACE TO BUILD A FOUNDATION FOR THE FUTURE AND TO IMPROVE ON THINGS. 
          I WILL SAY THAT OUR TEAM, AS WE CAME IN, ROB AND I, WE MET WITH PEOPLE. 
          I TALKED ABOUT THE POSITIVES OF THE ORGANIZATIONS. 
          I TALKED ABOUT THE STRENGTHS OF THE ORGANIZATIONS. 
          THOSE WERE NOT PUT IN HERE LIGHTLY. 
          WE THINK YOU'VE GOT A GOOD ORGANIZATION. 
          WE THINK YOU'VE GOT REALLY GOOD PEOPLE. 
          WE UNDERSTAND YOU'VE HAD SOME CHALLENGES, BUT WE THINK A PLAN LIKE THIS MAY MIGHT HELP YOU START TO PRIORITIZE THINGS, TO START TO IMPROVE SOME OF THOSE THINGS THAT HAVE BEEN CHALLENGING FOR THE ORGANIZATION OVER THE LAST COUPLE OF YEARS. 
          WITH THAT, I BELIEVE THE CHIEF MIGHT HAVE A COUPLE CLOSING COMMENTS AND THEN I'M HAPPY TO TAKE ANY QUESTIONS. 
          SO ONE OF THE TOPICS THAT HAD COME UP DURING THE PRESENTATION, UM, AND THAT WE ARE ALREADY LOOKING INTO IS, UH, WITHIN THE DOCUMENT, AND IT DISCUSSED THE ON AND ALSO ONLINE, OUR TURNOVER AND RETENTION RATE. 
          I'VE BEGAN LOOKING AND COMPILING AND ANALYZING HISTORICAL STAFFING DATA OVER THE LAST SEVERAL YEARS TO UNDERSTAND EMPLOYEE TURNOVER TRENDS BASED ON A PRELIMINARY REVIEW, SEDONAS PD, SEDONA PDS TURNOVER RATE APPEARS TO BE WELL BELOW THE NATIONAL AVERAGE FOR LOCAL AGENCIES OF SIMILAR SIZE. 
          ACCORDING TO ICMA, WHICH DEFINES SMALLER MUNICIPALITIES AS COMMUNITIES AND POPULATIONS UNDER 20,000 OR AGENCIES WITH ONE TO 49 OFFICERS, THE ANNUAL AVERAGE OF TURNOVER RATE IS APPROXIMATELY 18.2%. 
          WE WILL CONTINUE TO LOOK AT WHETHER THE EMPLOYEE RESIGNED, RESIGNED IN LIEU OF TERMINATION, RETIRED OR WAS TERMINATED. 
          IF AN EMPLOYEE RESIGNS, IT'S IMPORTANT THAT WE ARE ABLE TO UNDERSTAND THE REASON ALSO, I'M WORKING WITH HR HUMAN RESOURCES NOW TO FULLY UNDERSTAND THE DEPARTMENT'S TURNOVER RATE AS WELL AS TRENDS OVER TIME. 
          I HAVE A QUESTION, CHIEF. 
          THAT 18%, IS THAT OUR TURNOVER RATE OR THE AVERAGE? THAT'S THE AVERAGE FOR WHAT IS OURS AGAINST ME. 
          UM, I DON'T HAVE THOSE NUMBERS, UM, YET, BUT LIKE WE SAID, WHEN WHAT WE'RE PRELIMINARY LOOKING AT, WE ARE UNDER THAT RATE. 
          OKAY, THANKS. 
          QUESTIONS, DEREK, WHAT WAS THE RATE OF PARTICIPATION ON THE WRITTEN ANONYMOUS SURVEYS? DO YOU KNOW THAT? DID EVERYBODY RESPOND? DID YOU GET NOPE, WE DID NOT HAVE A HUNDRED PERCENT RESPONSE. 
          UH, WE HAD, UH, ON THE INITIAL, WE HAD IT OPEN, I I WANNA SAY, FOR, UH, THE FIRST WEEK OR THE FIRST 10 DAYS. 
          AND THE RESPONSE WAS RELATIVELY LOW AT THAT POINT. 
          I THINK WE WERE IN THE 25 OR 30 PERCENTILE. 
          UM, AND WE UNDERSTOOD THAT THERE WERE SOME PEOPLE THAT WERE SUSPICIOUS, RIGHT? YOU'VE HAD SOME INVESTIGATIONS, YOU'VE HAD SOME THINGS GO ON IN HERE. 
          AND THERE WERE SOME PEOPLE THAT KIND OF HAVE THIS UNDERLYING CONCERN THAT ARE, ARE WE REALLY HERE? ARE YOU INVESTIGATING US? WHAT ARE YOU DOING? SO THERE WAS A LITTLE BIT OF TRUST THAT, UH, INITIALLY CAME INTO THIS. 
          SO WE WENT OUT AND WE MADE A SECOND EFFORT AT IT AND ASKED THE, UH, LEADERSHIP IN THE ORGANIZATION TO PLEASE REMIND THEM WHAT THIS REALLY IS, WHAT THIS IS INTENDED TO DO. 
          THIS IS STRATEGIC PLANNING PROCESS. 
          THIS HAD NOTHING TO DO WITH SOME OF THOSE OTHER EXTERNAL DYNAMICS THAT TOOK PLACE. 
          AND AFTER THAT IT IMPROVED, UH, DON'T QUOTE ME ON THIS, BUT I BELIEVE WE GOT UP INTO THE 60TH PERCENTILE OF OVERALL EMPLOYEES THAT ENGAGED IN THE SURVEY. 
          AND THEN OF COURSE THERE WAS ONE-ON-ONE IN GROUP ENGAGEMENT IN PERSON AFTER THAT. 
          IN YOUR EXPERIENCE, IS THAT A NORMAL PARTICIPATION RATE FOR THE KIND OF WORK YOU DO? UH, YEAH. 
          YEAH. 
          I DON'T THINK IT WAS OUTTA LINE. 
          UM, I MEAN, LET, LET'S FACE IT. 
          WE, WE ARE ALL INUNDATED WITH EMAILS. 
          WE'RE ALL INUNDATED WITH OUR WORKPLACE. 
          IF IT'S NOT A PRIORITY IN YOUR MIND, YOU MAY NOT, YOU MAY SAY IT, SEE IT SHOW UP IN YOUR, IN YOUR EMAIL AND YOU MAY NOT PRIORITIZE IT. 
          THAT'S A VERY NORMAL DYNAMIC IN ORGANIZATIONS ALL OVER THE PLACE. 
          THE EXTRA DYNAMIC HERE THAT WE DON'T NECESSARILY ALWAYS DEAL WITH WAS THE CONCERN ON WHETHER OR NOT THIS WAS, YOU KNOW, THEY COULD TRUST THIS PROCESS. 
          AND THAT WAS A LITTLE BIT OF AN EXTRA HURDLE THAT WE HAD TO CUT WHERE WE HAD TO OVERCOME WITH PEOPLE. 
          AND THAT'S WHERE WE CAME OUT. 
          WE SAID, WE GUARANTEE YOU THIS IS GOING TO BE CONFIDENTIAL. 
          THERE'S SOME BROAD BASE THINGS IN THERE LIKE, YOU KNOW, THIS IS THE, THIS IS THE, UH, THE, THE MISSION STATEMENT OF THE ORGANIZATION. 
          DO YOU THINK THAT THE WAY THAT THE ORGANIZATION CONDUCTS THEMSELVES, DO YOU THINK THIS MISSION STATEMENT IS ACCURATE? YOU KNOW, AND, AND YOU KNOW, THE MOST PART, 75, 80, 90% OF THE PEOPLE SAID, YEAH, WE, WE THINK THAT'S ACCURATE. 
          BUT WE ALSO, WE GOT INTO SOME GREATER DETAIL ABOUT, YOU KNOW, SPECIFIC CONCERNS WHERE WE GAVE OP EMPLOYEES AN OPPORTUNITY TO PUT SOME NARRATIVE IN THERE. 
          THOSE ARE THE THINGS THAT WE ASSURED THEM WOULD BE 
          [01:05:01]
ABSOLUTELY CONFIDENTIAL THROUGH THIS PROCESS. 
          AND WE ONLY USE THOSE AS, UH, A WAY TO GUIDE SOME OF OUR ONE-ON-ONE CONVERSATIONS WITH PEOPLE AND TEE UP CONVERSATIONS TO HAVE GREATER UNDERSTANDING AS TO WHAT WE WERE SEEING AND HEARING. 
          OKAY. 
          AND THE INDIVIDUAL ONE-ON-ONE CONVERSATIONS WHEN THOSE TOOK PLACE IS THAT SOMEBODY SAID, HEY, I'D LIKE TO SIT DOWN AND TALK WITH YOU. 
          OR, HOW DID THAT, HOW DID YOU PICK WHO WAS GONNA TALK TO YOU AND THAT? SO WE PUT IT OUT TO THE ORGANIZATION. 
          SO FIRST OF ALL, WE ASKED THE ORGANIZATION TO SCHEDULE THOSE. 
          I THINK COMMANDER PENNER WAS INVOLVED IN THAT. 
          SO SHE PUT TOGETHER THE GROUPS THAT WE CAME IN. 
          THERE WERE SOME THAT WE MET WITH ONE-ON-ONE. 
          WHAT WE DO TRY TO DO IS WE, AND WHAT WE ASKED HER IS, UH, IF IT'S SERGEANTS, LIKE, LIKE LET'S MEET A GROUP OF SERGEANTS. 
          'CAUSE WE UNDERSTAND THAT CERTAIN PEOPLE IN THE ORGANIZATION, IF YOU'RE A, IF YOU'RE A RELATIVELY NEW POLICE OFFICER, YOU'RE PROBABLY NOT GONNA SPEAK UP IF THERE'S A SERGEANT IN THE ROOM. 
          SO UNDERSTANDING THOSE TYPES OF DYNAMICS THAT WE SEE IN EVERY ORGANIZATION. 
          WHAT WE ASKED OF THE ORGANIZATION IS, LET'S MAKE 'EM RANK SPECIFIC. 
          LET'S MAKE THEM CIVILIAN SWORN SPECIFIC, THOSE TYPES OF GROUPS TO GET THE GREATEST LEVEL OF ENGAGEMENT OUT OF EACH OF THOSE GROUPS. 
          SO THAT WAS, UH, THAT WAS THE DEPARTMENT THAT SCHEDULED THOSE, UH, THOSE PEOPLE FOR US TO MEET WITH. 
          WE MET WITH ALL OF LEADERSHIP ONE-ON-ONE, AND THEN COLLECTIVELY, SERGEANTS, OFFICERS, CIVILIANS, WE MET WITH THEM AS GROUPS BY AND LARGE. 
          OKAY. 
          AND WERE THOSE INDIVIDUAL MEETINGS, WERE THOSE ONSITE OFFSITE? HOW, WHERE WERE THOSE CONDUCTED? ALL OF THEM WERE CONDUCTED HERE ON THE CAMPUS. 
          OKAY. 
          AND THEN SHIFTING GEARS, YOU TALKED ABOUT BRANDING. 
          EXCUSE ME. 
          CAN I JUST YEAH, YEAH, YEAH, YEAH, YEAH, OF COURSE. 
          SO BETWEEN THE SURVEYS AND THE MEETINGS, HOW, WHAT PERCENTAGE WOULD YOU SAY YOU COVERED OF THE EMPLOYEES? I, I DON'T WANT TO MISSPEAK COMMANDER. 
          CAN YOU KIND OF TELL ME WHAT PERCENTAGE OF, UM, AND HERE'S, HERE'S THE CHALLENGES. 
          I, BECAUSE THE EMPLOYEE SURVEY IS, OH, YOU DON'T KNOW. 
          I DON'T NECESSARILY KNOW IF IN SOME CASES WE TALK TO THE SAME PEOPLE. 
          IT'S POSSIBLE. 
          WE ACTUALLY TOUCHED ALMOST A HUNDRED PERCENT, BUT IT'S ALSO, IT LIKELY THAT THERE WAS SOME OVERLAP. 
          AND SOME OF THE VERY SAME PEOPLE THAT RESPONDED TO THE SURVEY ALSO HAD SOME ONE-ON-ONE MEETINGS. 
          UH, THEY WERE ABLE TO MEET WITH EITHER INDIVIDUALLY OR IN A GROUP. 
          OVER 92% OF THE POLICE DEPARTMENT'S, CIVILIAN AND SWARM. 
          THANKS, COMMANDER. 
          DID YOU MEET WITH ANY PEOPLE THAT HAVE SINCE LEFT THE DEPARTMENT THAT YOU'RE AWARE OF? I MEAN, YOU OBVIOUSLY KNOW WHO YOU MET WITH. 
          YES. 
          OKAY. 
          WERE THERE ANY TICKET OR, THERE WERE, THERE WERE A COUPLE OF PEOPLE THAT SHARED WITH US THAT THEY WERE RETIRING OR LEAVING THE ORGANIZATION LATERALING TO ANOTHER AGENCY. 
          THEY, THEY SHARED THAT WITH US DURING THOSE MEETINGS. 
          OKAY. 
          UM, ON BRAND, YOU TALKED ABOUT BRANDING. 
          YEAH. 
          ARE YOU TALKING ABOUT REBRANDING OR ARE YOU TALKING ABOUT, I MEAN, TELL US WHAT, WHAT, WHAT IS THAT? BRANDING OF POLICE DEPARTMENT SEEMS KIND OF AN UNUSUAL THING TO ME. 
          HE MIGHT BE THE BEST PERSON TO TALK ABOUT THAT. 
          WE, WE HEARD REPEATEDLY THAT THERE WAS A DISCUSSION ABOUT POLICE CARS, UNIFORMS, AND, AND HEY, HOW DOES THIS FIT INTO A LARGER PLAN? BECAUSE THAT WAS IMPORTANT TO THE ORGANIZATION. 
          WE FITTED IN UNDER, YOU KNOW, WHERE WE PUT IT UNDER THE FIRST PART. 
          BUT YOU COULD MAYBE TALK ABOUT SOME OF THE, THE IDEAS BEHIND THAT. 
          SO WHILE THIS PROCESS WAS GOING ON AND WE WERE APPROVED FOR THE NEW VEHICLES THAT ARE BE COMING OUT, UM, THERE WAS SOME CONVERSATION ABOUT WANTING TO REBRAND OR REDO OUR GRAPHICS ON THE VEHICLES. 
          SO WE PUT THAT OUT TO THE ORGANIZATION. 
          WE HAD A LOT OF DIFFERENT DESIGNS. 
          I SPOKE WITH ANNETTE AND, UM, WITH COMMUNICATIONS TEAM. 
          SO WE'RE CURRENTLY UNDERGOING THAT, WHICH IT, IT WAS KIND OF HAPPENING BEFORE, BUT THEN IT DEFINITELY CAME OUT DURING THE PROCESS. 
          SO WE'RE LOOKING AT OTHER OPPORTUNITIES TO REALLY REFRESH THE DEPARTMENT AND MAYBE, UM, REBRAND OR JUST CHANGE COLOR SCHEMES OR GRAPHICS. 
          AND SO THAT'S CURRENTLY WHERE WE'RE AT. 
          AND LIKELY YOU WILL SEE, UM, NEW VEHICLES WITH DIFFERENT GRAPHICS ON IT. 
          UM, THE LAST TIME WE HAD THAT WAS ABOUT, I BELIEVE, 20 17, 20 19 WHEN WE SWITCHED THE GRAPHICS. 
          SO, UM, THAT'S MOST LIKELY THE, THE BRANDING THAT YOU'LL SEE THE SOONEST. 
          SO IS YOUR THOUGHT THAT WE WOULD DO THAT WITH THE NEW VEHICLES AS THEY COME ONLINE? OR WOULD WE EVENTUALLY GO BACK AND CHANGE EXISTING VEHICLES? WHAT'S YOUR WELL, WE WOULD IDENTIFY WHICH VEHICLES HAVE, UM, MORE USEFUL LIFE IN THEM AND IF IT'S WORTH, YOU KNOW, UPDATING THOSE GRAPHICS VERSUS JUST LETTING THEM RETIRE WITH THE CAR. 
          SO WE WOULD DO ALL THE NEW VEHICLES COMING OUT 'CAUSE THAT'S THE MOST FEASIBLE. 
          UM, AND THEN WE WOULD LOOK AT SOME OF THE VEHICLES THAT ARE WITHIN THE LAST YEAR OR TWO AND THEN START THE PROCESS AFTER. 
          UM, WE GET THE NEW VEHICLES ONLINE. 
          SO IT WOULD INVOLVE BOTH. 
          AND THEN RETIRING SOME OF THE VEHICLES THAT WE DON'T WANNA PUT THE MONEY INTO THAT ONLY HAVE A YEAR LEFT. 
          OKAY. 
          THAT'S ALL I HAVE. 
          I'LL TAG ON TO THAT BRANDING. 
          HAVE YOU THOUGHT ABOUT PUTTING THE MOTTO, SELFLESS SERVICE FOR ALL ON THE CAR? IS THAT TOO MUCH? WE'VE THOUGHT ABOUT IT. 
          UM, IT JUST, IT, IT WASN'T ONE OF THE, THE MOST VOTED ON GOT IT SELECTIONS. 
          [01:10:02]
MELISSA, CAN I ASK A BRAND NEW QUESTION? YEAH, ABSOLUTELY. 
          THE THE BRANDING QUESTION THOUGH, I'M JUST, HOW IS THAT GONNA FIT IN CITYWIDE VERSUS JUST POLICE DEPARTMENT? WELL, UM, AS WE'VE TALKED IN LEADERSHIP, YOU HAVE YOUR ORGAN, YOUR OVERALL MACRO, YOU KNOW, ORGANIZATION, THEN YOU HAVE YOUR MICRO, AND THE POLICE DEPARTMENT DEFINITELY IS A LARGER MICRO TO THE MACRO OF AN ORGANIZATION. 
          SO IT'S REALLY IMPORTANT THAT, LIKE WHEN WE CAME UP WITH A NEW CITY CORE VALUES, AND WE STILL HAVE OURS, WHICH YOU SAW ON THE, THE SLIDESHOW, WE TIED THAT IN USING WHAT SELFLESS SERVICES TO LENDING A HELPING HAND. 
          SO WE, WE CORRELATED THEM TO BE TOGETHER. 
          AND WHENEVER WE'RE DOING IT, OUR COLORS MIGHT NOT MATCH LIKE THE CITY OF SEDONA EMBLEM, BUT IT, IT STAYS TRUE TO A, TO THE OVERALL POLICE DEPARTMENT. 
          AND WE ALWAYS LOOK TO INCORPORATE IT, BUT IT'S NOT ALWAYS A, A COMPLETE MATCH, IF YOU WILL. 
          LIKE OUR PATCH HAS, YOU KNOW, THE MIDGLEY BRIDGE, WHICH ACTUALLY IS NOT WITHIN OUR CITY LIMITS, IT'S JUST PARTLY OUT, RIGHT. 
          SO AS WE'RE REBRANDING, WE'RE LOOKING AT, UM, TRYING TO INCORPORATE MORE OF WITHIN THE CITY LIMITS OF SEDONA INTO THAT BRAND. 
          BUT WE'RE TRYING TO FOCUS WITHIN THE CITY, BUT IT'S NOT ALWAYS GONNA MATCH. 
          SO THE CAR CRA THE CAR GRAPHICS DO NOT MATCH THE CITY'S COLORS, BUT THEY BLEND MORE WITH THE POLICE DEPARTMENT IN OUR OVERALL, UM, COLOR SCHEME. 
          UH, IT'S, IT'S, IT'S ITS OWN CATEGORY. 
          SO I THINK WE'LL WAIT FOR A DISCUSSION ON THAT. 
          BUT, UM, THANK YOU BRIAN. 
          THANK YOU, MAYOR, YOU'VE GOT A VERY LONG LIST IN THOSE FIVE GOAL AREAS OVERALL OF DIFFERENT INITIATIVES TO PURSUE. 
          IF I WERE TO ASK YOU, WHAT ARE THE TOP THREE OUT OF ALL OF THOSE? ARE YOU ASKING ME VICE MAYOR OR I, I THINK YOU CHIEF. 
          OKAY. 
          THANK YOU. 
          WHAT, WHAT DO YOU THINK IS MOST IMPORTANT OUT OF ALL OF THOSE AMONGST THE FIVE, LIKE AT, AT THE SUB, YOU KNOW, LEVEL, WHAT, WHAT DO YOU THINK ARE LIKE YOUR TOP THREE PRIORITIES? COMMUNICATION RIGHT AWAY? I DO THINK IT'S IMPORTANT THAT WE HAVE A STRONGER BASE FOR COMMUNICATION WITHIN OUR DEPARTMENT AND THE CITY. 
          UM, AND IT'S BEEN SOMETHING THAT I'VE BEEN CHATTING WITH ANNETTE, LAUREN, UM, AND, AND OTHERS WITHIN THE COMMUNICATION TEAM, BECAUSE I DO THINK WE NEED TO HAVE A LOUDER, STRONGER VOICE AND NOT BE ON A CALENDAR WITH ALL OTHER, UM, ORGANIZATIONS THAT SOMETIMES WE NEED A MORE IMMEDIATE RESPONSE VERSUS HAVING SOMETHING SCHEDULED OUT FOR A MONTH. 
          UM, WE MIGHT NEED TO JUMP ON THAT CALENDAR A LITTLE SOONER. 
          UM, BECAUSE AS YOU KNOW, EVERY DAY THERE'S AN EVOLVING EVENT AND WE WANT TO BE ABLE TO COMMUNICATE THAT OUT BEFORE SOMEBODY ELSE CREATES A NARRATIVE TO IT. 
          AND NOW WE'RE JUST BEHIND THE, THE PROCESS. 
          SO COMMUNICATION, I WOULD SAY IS, UM, GOING TO BE UP THERE, WHETHER IT'S INTERNAL, LIKE I SAID, OR EXTERNAL, THAT'S ONE OF THE MAJOR ONES. 
          UM, I WOULD TALK ABOUT THE, I WOULD THINK THE RETENTION AND, UM, TURNOVER NEEDS TO BE DISCUSSED AS FAR AS THE TRENDS FOR WHAT WE'RE SEEING. 
          WHAT ADDITIONALLY CAN WE DO TO PROVIDE THAT SUPPORT? YOU DID LET, UM, GRANT US THE 10 AND A HALF POSITIONS. 
          HOWEVER, WHEN SOMEBODY GIVES TWO WEEKS NOTICE, THAT'S NOT NECESSARILY SO HELPFUL WHEN IT TAKES A YEAR TO GET SOMEBODY BACK INTO THAT ROLE AND OR THE, THE YEARS THAT IT TAKES TO BUILD UP, YOU KNOW, THE TRAINING AND, AND FEEL COMFORTABLE. 
          SO, YOU KNOW, IT MIGHT BE, WHEREAS WE GET CLOSER TO REACHING THAT 39 AND WE'RE LOOKING AT ANY POTENTIAL RETIREMENTS COMING UP OR KNOWING OF LATERALS THAT MAYBE THEN IT'S A DISCUSSION WITH THE CITY MANAGERS, SAY, CAN WE OVER HIRE? WE KNOW THIS IS COMING. 
          WE WANT TO, WE WANNA SCALE BACK THAT TIME IN BETWEEN RETIREMENTS OR RESIGNATIONS FOR WHAT IT TAKES TO GET ONLINE. 
          SO THAT WAY WE HAVE A MORE PROACTIVE APPROACH, BUT ALSO LOOKING AT WHAT'S WORKING WELL IN THE ORGANIZATION. 
          LIKE IT WAS SHARED THAT WHAT CAN WE DO? HOWEVER, UM, THIS IS NOT JUST AN ISSUE THAT THE PD FACES THE CITY OVERALL, WE HAVE TURNOVER. 
          IT SOMETIMES IT'S HARD TO GET PEOPLE IN HERE WHERE THIS ISN'T THEIR RETIREMENT JOB AND IT'S A SECOND PLACE OF INCOME, WHERE IN THE POLICE DEPARTMENT IT WAS SAID THAT WE, WE HAVE MANY HATS WE WEAR. 
          AND THAT'S VERY TRUE. 
          UM, ALSO, IT'S, IT'S GREAT THAT YOU CAN GO TO A CRIME SCENE, YOU CAN DUST FOR FINGERPRINTS. 
          YOU CAN DO A LOT MORE THAN AT A LARGER AGENCY WHERE YOU MIGHT HAVE SOMEBODY COME IN AND TAKE THAT OVER AND YOU'RE JUST DOING INITIAL CALLS. 
          SO WE JUST NEED TO FIND PEOPLE THAT WANT TO HAVE THIS TYPE OF POLICING VERSUS WHAT'S HAPPENING AS WE GET THEM IN FOR THE FIVE YEARS AND THEN THEY LEAVE FOR DPS OR A LARGER AGENCY IN THE VALLEY. 
          SO I THINK REALLY ON THE ONBOARDING AND IN THE RECRUITMENT PHASE, REALLY SPENDING A LOT OF TIME HAVING PEOPLE UNDERSTAND WHAT, WHAT IT IS TO WORK FOR A SMALLER DEPARTMENT AND A DEPARTMENT WITHIN SEDONA. 
          UM, IT'S NO SECRET THAT HOUSING CAN BE CHALLENGING. 
          SO SOMEBODY WANTS TO MOVE HERE, WHETHER THEY CAN FIND, 
          [01:15:01]
UM, HOUSING AFFORDABLE. 
          AND THEN THERE'S ALWAYS, AS MUCH AS, YOU KNOW, WE LOOK AT OUR ANNUAL MERIT AND COST OF LIVING. 
          IT'S ALSO CHALLENGING IF YOU CAN WORK FOR AN AGENCY IN THE VALLEY THAT YOU CAN MAKE MORE WHERE YOUR HOUSING'S LESS. 
          WE'RE BATTLING RECRUITMENT UP AGAINST ALL DEPARTMENTS AND, UH, POLICE DEPARTMENTS, YOU KNOW, NATIONALLY IN ARIZONA, WE'RE ALL IN THE SAME POOL TRYING TO FIGHT TO GET PEOPLE TO, TO JOIN OUR DEPARTMENT. 
          IT'S JUST LIKE WHAT WE'RE FACING IN OUR COMMUNITY AND, AND OTHER CHALLENGES. 
          THE LAW ENFORCEMENT IS FACING THOSE CHALLENGES. 
          IT'S NOT NECESSARILY THE TIME WHERE YOU'RE SEEING IT, YOU KNOW, A HUNDRED PEOPLE COMING TO YOUR TESTING. 
          SO, UM, LAW ENFORCEMENT IS NOT SOMETHING THAT'S HIGHLY BEING SOUGHT AFTER BECAUSE OF HOW SOCIAL MEDIA PLAYS OUT IN SOME OF THE, THE OTHER CRITIQUES THAT WE'RE CONSTANTLY UNDER. 
          SO I WOULD SAY REALLY LOOKING AT OUR RECRUITMENT AND RETENTION IN THAT WOULD BE ANOTHER ONE. 
          MM-HMM . 
          NUMBER THREE. 
          UM, I THINK TECHNOLOGY, AS MUCH AS WE'VE DONE ADVANCEMENTS, UH, THOSE BECOME OUTDATED WITHIN A YEAR OR TWO. 
          SO WE ALWAYS HAVE TO LOOK FORWARD TO HOW WE'RE GONNA CONTINUE TO IMPROVE AND ARE THOSE SYSTEMS FUNCTIONING FOR WHAT WE NEED, OR IS THERE SOMETHING BETTER THAT CAN TAKE TWO SYSTEMS INTO ONE? AND SO I, I WOULD SAY WE HAVE TO KEEP OUR EYE ON THE BALL OF TECHNOLOGY, MAKE SURE WE'RE UP TO DATE. 
          OKAY. 
          UH, NEXT QUESTION. 
          THIS ONE IS FOR JARED, I THINK. 
          SO YOU INDICATE THAT FOR THIS TO WORK, THERE HAS TO BE OWNERSHIP AND THEN THERE HAS TO BE SUPPORT. 
          SO WITH, YOU KNOW, A LIST THAT TO ME LOOKS LIKE SOMETHING YOU'D SEE ON A PMO LIST, A PROGRAM, UH, MANAGEMENT ORGANIZATION TYPE OF LIST. 
          HOW WOULD YOU RECOMMEND, IF, IF COUNCIL TODAY SAID, YEAH, THIS ALL MAKES SENSE, LET'S, LET'S GO FORTH ON ALL OF THIS. 
          HOW WOULD YOU RECOMMEND THE, THE APPROACH TO ACTUALLY WORKING ALL ON ALL OF THIS, RIGHT? BECAUSE THIS ISN'T JUST GONNA HAPPEN FROM, YOU KNOW, HEY AARON, WHY DON'T YOU SPEND, YOU KNOW, AN HOUR OR TWO HERE AND THERE IN COMMANDER, YOU DO THE SAME AND LIKE, YOU KNOW, THAT'S, THAT INCREMENTALISM IS NOT GONNA MOVE THE NEEDLE, RIGHT? SO HOW DO YOU REALLY MOVE THE NEEDLE? WHAT'S IT TAKE? SO THE FIRST STEP, THE FIRST STEP IS FOR THE ORGANIZATION TO PRIORITIZE. 
          ALTHOUGH WE GAVE YOU A STARTING FOUNDATION OF WHAT WE THINK WOULD BE YEAR ONE, YEAR TWO, YEAR THREE TYPE THINGS TO WORK ON, THE ORGANIZATION'S GOTTA DECIDE THAT FOR THEMSELVES. 
          SO THAT'S THE FIRST STEP. 
          WHAT'S GONNA BE THE PRIORITY? WHAT'S GONNA BE, WHAT'S GONNA SIT IN YEAR ONE, AND THEN WHAT ARE WE GONNA MOVE TO IN YEAR TWO AND YEAR THREE? AND IT'S GOTTA BE REASONABLE BASED UPON WHICH CAPABILITIES ARE, UM, PLACES THAT I'VE SEEN THAT ARE SUCCESSFUL WITH THAT. 
          THEY THEN TAKE EACH OF THOSE GOALS AND EACH OF THOSE TYPES OF THINGS, AND THOSE BECOME, SOMEBODY OWNS THAT IN THE ORGANIZATION, UM, AND THEY WORK ON THAT. 
          AND, UH, AND IT'S NOT, YOU KNOW, FOR INSTANCE, UM, UM, WE'LL JUST TAKE THE, UH, THE THE STRATEGIC COMMUNICATION PIECE THAT WE RECOMMEND IN THERE, UH, WHICH I THINK IS ONE OF THE PRIORITIES, UH, THAT, THAT THE CITY COULD REALLY USE. 
          UH, THAT'S PROBABLY MORE THAN JUST ONE PERSON WORKING ON IT. 
          THAT'S PROBABLY TWO OR THREE PEOPLE IN THE ORGANIZATION THAT'S GONNA WORK WITH THE CITY MANAGER'S OFFICE AND IT'S GONNA WORK WITH, WITH, UH, WITH THE COUNCIL TO PUT THAT PLAN TOGETHER AND TO GET THE RIGHT RESOURCES IN PLACE TO DO THAT. 
          SO THAT'S MULTIPLE PEOPLE. 
          AT THE END OF THE DAY, EVERYTHING THAT GETS, THAT GETS, THAT MAKES IT ONTO THIS LIST THAT'S GONNA BE PRIORITIZED. 
          SOMEBODY'S GOTTA OWN IT IN THE ORGANIZATION AND THEY CAN'T JUST OWN IT AND REPORT BACK EVERY SIX MONTHS OR AT THE END OF THE YEAR. 
          IT HAS TO BE A REGULAR ONGOING PROCESS IN THE ORGANIZATION. 
          WHERE ARE WE ON THIS? WHAT'S THE PROGRESS ON THIS? WHAT IS THE TIMELINE SO THAT WE ARE MEETING OUR DEADLINES AND, AND KEEPING THIS THING ON TRACK. 
          AND THEN, I'M SORRY. 
          AND THEN THE SECOND PIECE OF COURSE IS THAT WHEN YOU ARE MAKING THOSE DECISIONS, WHEN ALL OF THOSE DECISION POINTS COME UP IN THE ORGANIZATION, IS IT A PRIORITY BASED UPON WHAT'S IN THE STRATEGIC PLAN, OR IS IT SOMETHING THAT IS DERAILING A PRIORITY IN SOME WAY, SHAPE, OR FORM? AND THEN YOU'RE ASKING THE QUESTION, DO WE HAVE TO DEAL WITH THIS NOW OR SHOULD WE GET BACK TO WHAT WE AGREED WE WERE GONNA PRIORITIZE? OKAY. 
          SO IT SOUNDS LIKE THERE THERE'S MORE RESOURCING THAT'S REQUIRED TO SUPPORT ACCOMPLISHING THIS. 
          LIKE IF YOU WERE BALLPARKING THIS, HOW MANY FTES WOULD IT TAKE TO SUPPORT IMPLEMENTING THIS PLAN OVER THE NEXT THREE YEARS? I, I DON'T BELIEVE THERE'S ANY FTES ASSOCIATED WITH JUST WORKING ON THE PLAN. 
          SO THIS CAN ALL BE DONE WITHIN THE BUSY SCHEDULES OF EVERYBODY IN PD ALREADY IF IT'S A PRIORITY. 
          SO AGAIN, THIS IS PRIORITIZING THINGS IN THE ORGANIZATION AND THEN THOSE THINGS THAT ARE NOT A PRIORITY IN THE ORGANIZATION MAYBE FALL TO A DIFFERENT LEVEL. 
          OKAY. 
          LAST QUESTION I HAVE IS, CHIEF, FROM, FROM YOUR FIRST ENTRY INTO SEDONA, PED TO NOW, ARE YOU AWARE OF ANY OTHER TIMES WHERE WE HAVE, UH, DEVELOPED A THREE YEAR STRATEGIC PLAN LIKE THIS? IS THIS SOMETHING THAT'S HAPPENED ONCE OR 
          [01:20:01]
TWICE OR THREE TIMES IN THE LAST 20 YEARS? OR IS THIS PRETTY MUCH LIKE, YEAH, THIS IS THE FIRST TIME WE'VE REALLY EVER DONE THIS? IN MY EXPERIENCE WITHIN THE ORGANIZATION FOR THE 21 YEARS, I HAVE NOT GONE THROUGH IT AT ANY STAGE. 
          HOWEVER, I SAW A PREVIOUS COWORKER ONLINE, UM, SHARE THAT HE BELIEVED WE HAD DONE SOMETHING IN 2001 OR 2005. 
          AND I, I'M NOT AWARE OF THAT. 
          I STILL HAVE CONTACT WITH PRIOR CHIEFS. 
          I COULD ASK, UM, BUT I COULD TELL YOU DURING MY TIME, I'M NOT AWARE OF THAT. 
          AND IF I MAY, JUST FOR WHAT YOU HAD ASKED JARED RIGHT BEFORE, I, I DO BELIEVE THIS MIGHT TAKE MORE RESOURCES IN A CREATIVE WAY. 
          SO WHERE WE STILL HAVE OPEN POSITIONS, THIS WOULD BE A DISCUSSION. 
          I WOULD WORK WITH ANNETTE FOR SOME OF THOSE OPEN POSITIONS, THEN I MIGHT BRING IN SOMEBODY THAT'S A CONTRACT TO HELP SHARE IN IT. 
          WHEREAS YOU'RE, YOU'RE USED TO WITH WHAT WE JUST WENT THROUGH IN THE BUDGET THAT YOU HAVE CHAMPIONS. 
          SO I THINK IT'LL BE IMPORTANT FOR US TO APPLY THAT SAME TYPE OF IDEA TO CREATE A CHAMPION WITHIN OUR ORGANIZATION, BUT THEN USE POSITIONS AND, UM, SOME OTHER THINGS THAT WE HAVE CURRENTLY IN THE BUDGET TO BRING IN SOMEBODY TO MAYBE HELP KICKSTART IT. 
          LIKE THE COMMUNICATIONS, I MIGHT WANNA BRING IN SOMEBODY AS A CONTRACT OR A CONSULTANT TO HELP BRING THAT ON AND GET IT GOING. 
          AND THEN WE CAN TAKE IT OVER WITH A SHARED VISION TO IT. 
          SO MAYBE IT'S NOT NECESSARILY ADDING MORE INTO THE BUDGET THAT WAY TO, TO START WITH, BUT IT MIGHT BE CREATIVE WITH THE BUDGET THAT WE CURRENTLY HAVE TO UTILIZE FUNDS, BECAUSE I THINK WE'RE ALL, AND THEY MIGHT QUIT ON ME IF I ADD MORE. 
          SO, UM, YOU KNOW, I NEED TO BE CAREFUL BECAUSE OUR PLATES ARE PRETTY FULL TOO. 
          AND EVEN THOUGH WE HAVE THE POSITIONS THAT ARE OPEN AND WE HAVE POTENTIALLY THREE GOING TO THE ACADEMY, AGAIN, THAT'S A YEAR OUT. 
          SO IT'S REALLY GONNA LOOK FOR CREATIVE WAYS TO IMPLEMENT THIS BASED ON WHAT WE CURRENTLY HAVE. 
          AND IF THERE'S AN ADDITIONAL NEED, THAT'S WHERE I THINK YOUR SUPPORT THROUGH ANNETTE OR HOWEVER THAT COMES UP, THAT WE ADDRESS IT AS THE YEAR GOES ON. 
          IF, IF THAT IS A PRIORITY AND WE NEED TO PUSH THE NEEDLE A LITTLE FURTHER, THEN, THEN THAT'S WHERE WE WOULD COME TO YOU BECAUSE IF WE, YOU KNOW, MEET A ROADBLOCK, I'D LIKE TO FIGURE OUT HOW TO GET AROUND IT. 
          I LOOK FORWARD TO TALKING MORE ABOUT THE SPECIFIC ISSUE WHEN WE MOVE TO THE DISCUSSION PART OF THIS AGENDA ITEM. 
          THANK YOU, MAYOR PETE. 
          MAYOR, JUST A COUPLE QUESTIONS. 
          FIRST, JARED, TO YOU, AND ALTHOUGH I THINK THE CHIEF HELPED ANSWER THIS QUESTION IN AN EARLIER COMMENT, CAN YOU GO TO GOAL ONE, THE OBJECTIVES OUTCOME SLIDE RIGHT THERE. 
          ONE MORE? YEP. 
          UH, YEAH, SO WHEN I READ THIS, THE VERY FIRST BULLET, WHICH IS ITEM ONE IN THE SLIDE DECK THAT I SEE, IS THAT COMMUNICATION PROTOCOL INTERNAL OR EXTERNAL OR INTENTIONALLY VAGUE ENOUGH TO BE BOTH? YES. 
          BECAUSE THERE'S OTHER ITEMS HERE THAT VERY SPEAK SPECIFICALLY TO ME ABOUT WHAT'S INTERNAL AND WHAT'S KIND OF EXTERNAL, BUT THIS ONE DIDN'T, AND I JUST WANTED TO HEAR MORE FROM YOU ABOUT YOUR INTENTION WITH THAT. 
          UH, YE YES. 
          IT WAS INTENTION TO BE VAGUE TO CREATE WIGGLE ROOM IN, IN THERE. 
          UM, THERE WERE SOME, THERE WERE SOME ISSUES HIGHLIGHTED TO US THAT THE CITY HAS A VERY FORMAL PROCESS IN PLACE RIGHT NOW THROUGH YOUR OWN PIO AND THROUGH THAT PROCESS, AND OF COURSE THERE WERE, THERE WAS, AS I SAID, THERE WAS, YOU KNOW, SOME FOLKS IN THE PD THAT EXPRESSED SOME FRUSTRATION THAT AS CERTAIN THINGS WOULD COME UP, THERE WAS NOT THE VOICE OF THE PD, THERE WAS NOT A RESPONSE TO CERTAIN THINGS THAT WERE SAID. 
          THERE WAS NOT, THERE WAS A FRUSTRATION WITH SOMETIMES A LACK OF ENGAGEMENT IN TELLING THE PDS STORY FROM A LEADERSHIP STANDPOINT. 
          THERE WAS A LITTLE BIT OF AMBIGUITY ON, UH, YOU KNOW, IS THAT THE CITY'S PIO, ARE WE SUPPOSED TO STAND DOWN TO LET THE CITY'S PIO TAKE OVER THAT? OR IS THAT SOMETHING OUR RECOMMENDATION IS THAT YOU, YOU SOLIDIFY WHERE THAT COMES FROM AND HOW THAT IS VOICED? AND UH, AND RIGHT NOW THAT WAS A GAP. 
          AND I THINK THAT THAT IS, THAT IS, UH, THAT'S A DECISION POINT FOR THE CITY AND FOR THE DEPARTMENT TO, TO MAKE, WE ARE VERY SPECIFIC. 
          YOU GO INTO THE SECOND ONE, THAT STRATEGIC COMMUNICATION PIECE IS AN IMPORTANT PART. 
          WE SHARED, UH, SOME FIRMS THAT WE HAVE SEEN THAT DO REMARKABLE WORK AT STRATEGIC COMMUNICATION IN DIFFERENT WAYS THAT THEY DO OUTREACH AND DIFFERENT WAYS THAT THEY FRAME THINGS. 
          UH, WE'VE PROVIDED THAT, UM, UH, TO THE CITY MANAGER AND TO THE CHIEF AS SOMETHING THAT THEY MAY WANT TO EXPLORE, UM, AS AN EXTERNAL CONTRACT FOR A PERIOD OF TIME WHILE YOU DEVELOP THAT. 
          OKAY. 
          SO IS THAT, WOULD YOU SAY PRIMARILY AN EXTERNAL COMMUNICATION PROTOCOL OR, AND THEN ALSO SOME INTERNAL OR PRIMARILY THE OTHER WAY? OR WHAT'S THE PRIORITY? SO AM I, AM I, SO WE MERGED COMMUNICATION AS BOTH INTERNAL AND EXTERNAL IN THIS REPORT. 
          THEY, THEY BOTH, BOTH ISSUES WERE RAISED, RIGHT? SO WE TALKED ABOUT INTERNAL, THERE WOULD BE FRUSTRATION ON THE FEEDBACK LOOP. 
          EMPLOYEES WOULD BE ENGAGED IN SOMETHING AND THEY'RE NOT HEARING ABOUT WHAT 
          [01:25:01]
THE STATUS OF THAT IS. 
          THOSE ARE INTERNAL THINGS TO FIX. 
          THAT'S NOT SOMETHING THAT'S GONNA HAPPEN THROUGH A CITY HALL, PIO, THROUGH THE CITY MANAGER THAT IS SPECIFIC TO THE MANAGEMENT OF THE ORGANIZATION TO IMPROVE THAT FEEDBACK LOOP. 
          THE EXTERNAL COMMUNICATION PIECE THAT WAS ALSO HIGHLIGHTED NOT ONLY BY FOLKS WITHIN THE ORGANIZATION, BUT ALSO FOLKS OUTSIDE OF THE ORGANIZATION THAT EXPRESSED FRUSTRATION THAT THEY, THEY DID NOT HEAR YEP. 
          THE PDS VOICE IN THAT PROCESS. 
          YEP. 
          OKAY. 
          COULD I COMMENT? SURE. 
          YEP. 
          SO WHEN I, YOUR QUESTION AND WHAT I HEARD, UM, FROM THE VICE MAYOR'S QUESTION BEFORE THAT WAS DIRECTED TO THE CHIEF, THE FIRST PRIORITY THAT YOU MENTIONED WAS COMMUNICATION. 
          AND WHAT I HEARD IN THAT, AND CORRECT ME IF I'M WRONG, WAS THAT THE TIMING ON INFORMATION RELEASE SOMETIMES COULD GET IN THE WAY OF, OF FACTS OR ACCURACY COMING OUT IN A TIMELY MANNER. 
          SO IS THAT PART OF WHAT YOU WERE TRYING TO GET TO IN, IN YOUR QUESTIONING? SO ARE YOU RECOGNIZING THAT JARED, AS ONE OF THE PRIORITIES, 'CAUSE THE CHIEF IDENTIFIED IT AND I WANNA KNOW IF THE CONSULTANT AND DEPARTMENT ARE ON THE SAME PAGE, OTHERWISE WE HAVE A LACK OF COMMUNICATION. 
          YES. 
          SO THAT WAS A GEN THAT, SO WE'RE TALKING ABOUT THE EXTERNAL PIECE, RIGHT? YES, YES. 
          CORRECT. 
          SO THAT, THAT EXTERNAL PIECE CAME UP FROM EMPLOYEES, IT CAME UP REPEATEDLY AS A THEME IN ONE-ON-ONE INTERVIEWS. 
          IT CAME UP WITHIN, YOU KNOW, IN MANY CASES, EVEN IN THE SURVEYS FRUSTRATION THERE. 
          BUT IT ALSO WAS ONE OF THOSE THINGS THAT EVEN WITHIN, WHEN WE SPOKE WITH OTHER CITY DEPARTMENT HEADS AND OTHER CITY EMPLOYEES, IT CAME UP THERE AND IT CAME UP IN THE COMMUNITY GROUP. 
          IT CAME UP IN EVERY FACET OF THIS EVALUATION. 
          THAT EXTERNAL COMMUNICATION PIECE. 
          IF I MAY JUST PUT A LITTLE MORE LIKE SPECIFICITY OR EXAMPLE OR CONTEXT, UM, WE ARE CHALLENGED IN LIKE EVERY COMMUNITY ACROSS THE COUNTRY RIGHT NOW GIVEN, YOU KNOW, POLITICAL, A TENSIONS, ET CETERA, WITH, UM, TRYING TO APPROACH HOW WE RESPOND ON SOCIAL MEDIA TO THINGS THAT ARE OUT THERE. 
          SO WE HAVE A VERY ACTIVE COMMUNITY ON A NUMBER OF SOCIAL MEDIA PLATFORMS. UM, THE CITY HAS A CURRENT POLICY OF ONLY ENGAGING ON CERTAIN PLATFORMS IN CERTAIN WAYS. 
          UM, I THINK WHAT JARED'S REFERRING TO IS THAT WHEN THE OTHER, UH, WHEN PEOPLE WITHIN AND WITHOUT OUR, YOU KNOW, OUR COMMUNITY ARE ALL OF A SUDDEN, YOU KNOW, ATTACKING THE POLICE DEPARTMENT OR PILING ON OR SHARING FALSEHOODS OR HALF TRUTHS OR WHATEVER, THAT WE DON'T HAVE AN AGGRESSIVE OR STRATEGIC RESPONSE TO ADDRESS THESE ISSUES. 
          AND OUR POLICE DEPARTMENT SUPPORTERS AND AGENCIES WE WORK WITH, SHARED FRUSTRATION WITH US THAT THEY WISHED THE CITY WOULD COUNTERACT THAT MORE. 
          SO, I'M JUST GONNA SAY IT PLAINLY, THAT'S WHAT THEY'RE TRYING TO ALLUDE TO. 
          UM, BUT THAT'S THE CONTEXT IS HOW DO YOU FIGHT THE MISINFORMATION WARS THAT ARE HAPPENING OUT THERE? AND SEDONAS NOT ALONE. 
          THIS HAPPENS IN MANY COMMUNITIES AND TRADITIONALLY GOVERNMENT HAS TAKEN A, UM, YOU KNOW, A VERY FACTUAL RESPONSE, THAT TYPE OF THING. 
          UM, SO THAT'S ONE ELEMENT. 
          THE OTHER ELEMENT IS RELATED TO THE BRANDING. 
          WE HAVE A LOT OF POSITIVE STORIES THAT WE CAN TELL ABOUT THE EXCELLENT WORK THAT HAPPENS JUST EVERY DAY WITH OUR OFFICERS IN THE FIELD AND THE PEOPLE THEY'RE INTERACTING WITH, LIVES BEING SAVED OR PEOPLE BEING ASSISTED. 
          AND IF WE CAN HAVE MORE REAL TIME, UM, UM, PROMOTION OF THAT, EXCELLENT SHARING OF THAT, AND NOT JUST NEGATIVE STORIES THAT HELPS US IMPROVE OUR BRAND, OUR REPUTATION, UM, WHICH GOES TO RECRUITMENT, YOU KNOW, WE STRUGGLE BECAUSE IF SOMEONE FROM OUTSIDE OF THE AREA IS LOOKING AT THE NEWSPAPER, FOR EXAMPLE, AND THEY'RE ONLY SEEING NEGATIVE ARTICLES, WHY ARE THEY GONNA APPLY TO WORK HERE? UM, SO WE HAVE A LOT OF WORK TO DO TO SHARE THE POSITIVE STORY, THE GOOD WORK WE'RE DOING TO OVERCOME THE NEGATIVITY AND SHOW THAT THIS IS A GOOD PLACE TO WORK, THAT WE ACHIEVE GREAT THINGS, THAT WE ARE REALLY CLOSE WITH THE COMMUNITY AND PROVIDE A LOT OF GREAT, UM, SERVICES. 
          AND SO I THINK THAT'S WHAT JARED AND HIS TEAM WERE RECOMMENDING TO ME IS YOU NEED A DEDICATED COMMUNICATIONS PERSON JUST FOR POLICE DEPARTMENT, UM, EITHER DEALING WITH, UM, THE MISINFORMATION THAT'S OUT THERE OR PROMOTING THE POSITIVE STORIES THAT'S, THAT ARE HAPPENING. 
          SO DOES THAT HELP? IT, IT DOES. 
          I APPRECIATE YOUR PLAIN 
          [01:30:01]
SPEAKING AND CLARITY, THE ADDITIONAL CLARITY THERE, WHICH THE CITY MANAGER IS IN A UNIQUE POSITION TO DO SO THANK YOU FOR, FOR DOING THAT. 
          MY, UH, LAST OTHER QUESTION, UH, CHIEF GOES TO YOU, AND IT KIND OF FOLLOWS UP ON THE QUESTION THAT THE VICE MAYOR ALREADY ASKED YOU AND YOU KIND OF ANSWERED, BUT I'M GONNA ASK IT JUST IN A DIFFERENT WAY. 
          FIVE GOALS AND 30 OBJECTIVES IS A LOT. 
          ARE YOU SU A THREE YEAR PLAN, YOU'RE, YOUR THREE YEAR PLAN IS A DOABLE TIMEFRAME FOR THE AMOUNT OF WORK AND TOPICS THAT YOU SAW IN THIS PLAN. 
          I GUESS I WOULD SAY, UM, THE LIST I PRESENTED TO YOU WHEN I FIRST STARTED IS A GREAT DEAL MORE THAN THE 30 THAT YOU'RE NOW IN A REPORT WITH. 
          SO WITH THE AMAZING TEAM I HAVE AND WHAT WE'VE ALREADY ACCOMPLISHED, YEAH, I BELIEVE WE CAN, I THINK WE'RE GONNA PRIORITIZE IT. 
          THERE MIGHT BE ADJUSTMENTS AS WE SPOKE ABOUT. 
          THERE ARE THINGS THAT WE'RE ALREADY WORKING ON THAT ARE ON THIS PLAN THAT HAVE BEEN IDENTIFIED. 
          UM, SO I, YEAH, I'M, I'M CONFIDENT WE CAN DO IT. 
          I THINK WE MIGHT ADJUST SOME OF THE THINGS THAT WE'RE PUT ON YEAR ONE OR TWO OR THREE, BUT I MEAN, I WILL HAPPILY GO OVER THE LIST AGAIN. 
          BUT WE HAVE ALREADY ACCOMPLISHED SO MUCH WITHIN THE THREE AND FOUR YEARS. 
          I MEAN, ERIN'S BEEN A ROCKSTAR. 
          SHE'S CURRENTLY THE MOST SENIOR ON OUR LEADERSHIP TEAM. 
          OUTSIDE ME. 
          COMMANDER PENNER HAS BEEN A UNICORN FOR SOMEBODY THAT HAS HAD A PREVIOUS CAREER OF 24 YEARS AND IS RETIRED. 
          SHE'S NOT A NORMAL RETIRED SECOND EMPLOYMENT PERSON. 
          SHE CAME IN AND SHE'S DONE AMAZING WORK. 
          SO I AM THANKFUL FOR HER EVERY DAY. 
          AND AS WE IDENTIFY, YOU KNOW, THAT NEXT PIECE OF OUR, OUR COMMAND STAFF AND RIGHT NOW, UM, ACTING COMMANDER YOUNG IS DOING AN AWESOME JOB SHOWING UP EVERY DAY AND PROVIDING CONSISTENCY TO OUR GROUP. 
          WE JUST NEED MORE TIME TO WORK TOGETHER TO EVEN ACCOMPLISH MORE. 
          AND IF WE COULD GET RID OF SOME OUTSIDE DISTRACTIONS, WE PROBABLY WOULD ACCOMPLISH SO MUCH MORE. 
          UM, SO THAT'S WHAT I WOULD OFFER YOU, WHAT WE'VE DONE IN THE LAST THREE YEARS, GIVEN ALL THE CHALLENGING, UM, TIMES AND DISTRACTIONS, I AM CONFIDENT WE CAN GET THIS DONE. 
          WE HAVE A GREAT TEAM IN PLACE AND I THINK WE NEED TO CONTINUE ALL THE EFFORTS WE'VE ALREADY DONE AND CONTINUE IT FORWARD. 
          GREAT. 
          SO I'M HEARING CONFIDENCE AND ENTHUSIASM AND A COMMITMENT TO SIGNING ON THE, THE DOTTED LINE FOR THAT. 
          AND DON'T WORRY IF YOU WANT TO ADD A BONUS TO ME, THAT'S GREAT. 
          SO ARE YOU WAITING? 'CAUSE KATHY WOULD LIKE TO GO AHEAD. 
          OKAY. 
          UH, WELL ACTUALLY IT SEGUES FROM WHAT YOU JUST SAID CHIEF AS WELL, UM, ON THIS LIST OF ROUGHLY 30, UM, POINTS WITH, FOR THE IMPLEMENTATION TIMELINE, ABOUT A THIRD OF THEM USED THE WORD DEVELOP INDICATING TO ME WHEN I FIRST READ IT THAT IT, THEY DON'T YET EXIST. 
          THERE ARE OTHER THINGS LIKE, YOU KNOW, ADDRESS OR ENHANCE OR IMPROVE OR IMPLEMENT, YOU KNOW, THINGS THAT SHOWED ME IT'S HAPPENING. 
          ABOUT A THIRD OF THESE LOOK LIKE BASED ON THE READ THAT THEY'RE NOT, BUT I HAVE THE FEELING, AND ESPECIALLY SINCE OUR CONVERSATIONS HAVE GONE AROUND THAT SOME OF THESE ARE UNDERWAY. 
          SO I, I THINK JUST IT WOULD BE HELPFUL TO KNOW AS WE DO DELVE FURTHER INTO, INTO THIS, BECAUSE I THINK THERE ARE SOME, WE'RE GONNA HAVE TO SAY, WHEN IT DOES SAY DEVELOP, HOW DO WE DEVELOP? IS IT AN INTERNAL, IS IT EXTERNALISM? WHERE DO WE NEED TO HELP ON THAT? BUT I, I WOULD LIKE A BETTER UNDERSTANDING OF, OF WHAT, WHEN IT SAYS DEVELOP WHERE WE ARE ON THOSE POINTS. 
          AND THAT'S NOTHING YOU CAN DO RIGHT NOW, BUT I'M PUTTING THIS FORWARD AS A LINGERING QUESTION, NOT, YOU KNOW, FOR, AS WE HAVE THIS CONVERSATION AND GO INTO THIS FURTHER. 
          SO IF YOU MAYBE EYEBALL THAT CAN GIVE AN INDICATION WHEN WE'RE AT THE NEXT STAGE OF THIS, I, I WOULD FIND IT HELPFUL. 
          OKAY. 
          THANK YOU. 
          CHARLOTTE. 
          I HAVE TO SAY, SINCE I'M NOT A, FROM A LAW ENFORCEMENT BACKGROUND, WHEN I READ, WHEN I READ THIS, IT ALL SEEMED, WITH THE EXCEPTION OF THE ERGONOMICS FOR THE DISPATCHERS, IT ALL SOUNDED VERY BASIC THINGS THAT I COULD FIND PROBABLY IN ANY KIND OF ANALYSIS OF ANY KINDA ORGANIZATION. 
          SO I'M TRYING TO KIND OF PUT THIS IN CONTEXT OF OTHER ORGANIZATIONS THAT YOU'VE REVIEWED, OTHER LAW ENFORCEMENT ORGANIZATIONS AND FOR THE SIZE OF THE AGENCY, FOR THE, UM, AGE OF THE AGENCY. 
          ARE THESE TYPICAL, UM, DO YOU, IS THIS WHAT YOU WOULD NORMALLY SEE? UH, IS THERE, ARE THERE, WERE THERE SURPRISES FOR YOU? AND ACTUALLY IT'S A QUESTION FOR BOTH OF YOU, BUT, SO I'M GONNA PUT IT IN THE CONTEXT OF THE WORK THAT WE DO FOR CPSM. 
          UH, WE WORK WITH AGENCIES THAT ARE LARGE AND SMALL. 
          WE WORK WITH AGENCIES WITH THOUSANDS AND 
          [01:35:01]
THOUSANDS OF EMPLOYEES. 
          WE WORK WITH AGENCIES THAT ARE SMALLER THAN THAN SEDONA. 
          UM, IN EVERY ORGANIZATION, PROBLEMS ARE SCALABLE, RIGHT? SO, UM, E EVERYTHING IS SCALABLE IN THIS BUSINESS. 
          THERE WERE SOME THINGS THAT SURPRISED ME ABOUT SEDONA. 
          THE AMOUNT OF FUS, THE AMOUNT OF FRUSTRATION THAT I SENSED HERE WAS SURPRISING. 
          THAT IS MORE THAN WHAT I NORMALLY SEE IN MANY COMMUNITIES. 
          MANY OF THE THINGS THAT WE TALKED ABOUT HERE THOUGH, UM, DEVELOPING FEEDBACK LOOPS, DEVELOPING A SUCCESSION PLAN THAT IS PART OF A REGULAR ORGANIZATIONAL ANALYSIS. 
          RIGHT NOW, I WOULD SAY, I WOULD SAY HALF OF THE AGENCIES THAT I ASSESS DON'T REALLY HAVE A SUCCESSION PLAN IN PLACE, RIGHT? BECAUSE NOBODY'S EVER JUST TAKEN THE TIME TO PUT IT ALL. 
          A SUCCESSION PLAN CAN ALSO BE CONSIDERED THE SAME THING AS A TRAINING MATRIX. 
          SO IF YOU HAVE A TRAINING MATRIX, THEN WE'RE RELATIVELY SATISFIED WITH THAT AS A CHECK THE BOX. 
          THE ANSWER IS BOTH. 
          AND, AND TO THE ISSUE OF IT BEING POLICE SPECIFIC VERSUS A REGULAR ORGANIZATIONAL THING. 
          REMEMBER, AT THE END OF THE DAY, POLICE DEPARTMENTS HAVE A VERY, VERY SPECIALIZED MISSION WITHIN THE COMMUNITIES THAT THEY SERVE AND WITHIN THE CONTEXT OF GOVERNMENT. 
          BUT THEY ARE ORGANIZATION AND THE SAME MANAGEMENT PRINCIPLES THAT EXIST ACROSS ALL INDUSTRIES EXIST WITHIN THE POLICING INDUSTRY AS WELL. 
          IT MAY BE A COMMAND AND CONTROL ORGANIZATION, BUT IT'S STILL A COMMAND AND CONTROL ORGANIZATION OF HUMAN BEINGS THAT DON'T OPERATE AS ROB ROBOTS. 
          THEY OPERATE AS PEOPLE WITH, WITH STRONG FEELINGS ABOUT WHERE THEY WORK AND WHO THEY WORK FOR AND, AND THE QUALITY OF THEIR WORK LIFE ENVIRONMENT. 
          AND SO MANAGEMENT PRINCIPLES ARE UBIQUITOUS ACROSS THE BOARD IN THAT SENSE. 
          AND CHIEF, DID YOU FIND SURPRISES IN HERE? UH, NO. 
          UM, AND I WOULD SAY SOME OF THE THINGS THAT, UM, LIKE COUNSELOR KINSELLA SAID ABOUT DEVELOP OR ENHANCE, I THINK SOME OF THE LANGUAGE WILL ADJUST THROUGHOUT BECAUSE I, I DO THINK SOME OF THE FEEDBACKS THERE THAT THROUGH COMMUNICATION WE CAN SHOW THAT WE HAVE BEEN WORKING ON IT. 
          MAYBE PEOPLE JUST AREN'T AS AWARE THEY, WE NEED TO REVAMP THINGS VERSUS RECREATE TOTALLY. 
          UM, SO NO, THERE'S NOTHING THAT'S SHOCKING IN HERE. 
          UM, SOMETIMES I THINK THERE'S JUST, UM, NOT AS GOOD OF AN UNDERSTANDING OF WHAT EVERYBODY'S DOING BECAUSE WE ARE SO BUSY AND DIFFERENT ROLES HAVE DIFFERENT, YOU KNOW, RESPONSIBILITIES AND DUTIES AND, UM, WE COULD PROBABLY DO A BETTER JOB OF COMMUNICATING WHAT EVERYBODY'S ROLES ARE OR PROJECTS AND PROGRAMS GOING ON OR WHEN SOMETHING, UM, TAKES A DIFFERENT PRIORITY. 
          AND SOME OF THOSE JUST GO ON A PAUSE. 
          SO, UM, WE ARE RELATIVELY YOUNG AS AN ORGANIZATION. 
          SEDONA, 1989, RIGHT? UM, SO WE'RE NOT EVEN AT OUR 40 YEAR ANNIVERSARY. 
          AND I THINK WITHIN THE DEPARTMENT AS IT WAS EXPLAINED, WE HAVE A VERY YOUTHFUL GROUP AND AS, UM, SOME OF THE SERGEANTS THAT HAVE LEFT THAT HAVE THEIR 20 PLUS YEARS, THE, UM, LEADERSHIP CHALLENGE OF HAVING, UM, PEOPLE WITH EXPERIENCE COME IN THAT AREN'T IN A RETIREMENT MENTALITY, THAT ARE ABLE TO TAKE ON THE WORKLOAD THAT WE HAVE. 
          I THINK THIS IS ALL PART OF IT AND WE HAVE A VERY YOUTHFUL GROUP, BUT WITH THAT ALLOWS SOME CHANGE TO HAPPEN MUCH QUICKER BECAUSE YOU DON'T HAVE, THIS IS THE WAY IT ALWAYS HAS BEEN MENTALITY. 
          SO YOU'RE ALREADY CHALLENGING COURT CULTURE AND SOME OTHER SYSTEMS THAT ARE IN PLACE THAT JUST REMAIN BECAUSE IT'S THE WAY IT'S ALWAYS BEEN. 
          AND SO IT ALLOWS FOR SOME FRESH IDEAS. 
          SO NO, NOTHING WAS OF SHOCK TO ME IN HERE. 
          AND I WOULD JUST SAY THAT I THINK SOME OF THESE THINGS HAVE ALREADY BEEN IDENTIFIED FOR US AND JUST NEED TO, UM, LOOK AT SOME OF THE THINGS PROVIDED AND DECIDE WHAT'S YEAR ONE, TWO, AND THREE AND CONTINUE GOING FORWARD WITH THE WAY THAT WE'VE BEEN TRYING TO UPDATE, ENHANCE, AND IMPROVE THE DEPARTMENT. 
          AND JUST ONE OTHER, UM, DO YOU FEEL LIKE YOU HAVE THE RE AND YOU MAY HAVE ALREADY SORT OF ADDRESSED THIS, BUT I'LL JUST ASK IT DIRECTLY. 
          UM, HAVE THE RESOURCES IN, IN EXCESS CAPACITY TO ADDRESS THESE IN, UM, BY YOURSELF AS AN ORGANIZATION? OR DO YOU FEEL LIKE YOU NEED SOME ADDITIONAL OUTSIDE OR WOULD BENEFIT FROM SOME OUTSIDE? I THINK IT'S GOING TO BE A MIX. 
          IF WE WERE AT FULL CAPACITY, EVERY POSITION, UM, FILLED, IT MIGHT BE A DIFFERENT CONVERSATION, BUT WE'RE NOT THERE. 
          AND SO, YOU KNOW, I, I THINK WE NEED TO SPREAD IT OUT BEFORE WE, YOU KNOW, OVERFILL EVERYBODY'S CUPS. 
          BECAUSE LIKE I SAID, OUR PLATES ARE PRETTY FULL RIGHT NOW WITH EVERYTHING GOING ON THAT WE HAVE. 
          SO TO TAKE ON MORE, IT MIGHT BE GETTING CREATIVE WITH ADDING A CONSULTANT IN. 
          UM, MAYBE THAT'S WITHIN OUR CURRENT TRAINING BUDGET. 
          IT MIGHT BE COMING BACK AND SAYING, WE IDENTIFIED THIS AND WE NEED THIS, YOU KNOW, FOR HOWEVER WE CAN GO. 
          SO I THINK IT'S GONNA BE A MIXTURE AND I THINK 
          [01:40:01]
UNTIL WE REALLY DIG IN AND IDENTIFY WHAT YEAR ONE, TWO, AND THREE ARE, AS YOU KNOW, FOR THIS NEXT BUDGET YEAR, THERE'S NOT A LOT OF ADDITIONAL THINGS THAT WE PUT INTO IT BECAUSE WE WANTED TO COMPLETE MORE OF WHAT WAS ALREADY ON OUR PLATE. 
          SO THIS WILL TAKE ON MORE, BUT I HAVE TO BE VERY CAREFUL OF WHERE WE ASSIGN TASKS BECAUSE, UM, OUR SERGEANTS AS EXPLAINED, ARE PRETTY YOUTHFUL IN THEIR TENURE. 
          SO THERE IS A LOT MORE DEVELOPMENT AND TRAINING THAT'S NEEDED THERE. 
          SO I DON'T WANNA OVERT TASK THEM, BUT, UM, YOU KNOW, WE'RE NOT A LARGE AGENCY, SO WHERE PEOPLE WEAR MANY HATS AND MAYBE, YOU KNOW, SOMEBODY THAT'S AT A COMMANDER LEVEL OVERSEAS, ONE LARGE PROJECT AND FOUR PEOPLE THAT THAT'S NOT WHERE WE ARE. 
          SO I WILL HAVE TO LOOK AT IT ALL. 
          THERE MIGHT BE ADDITIONAL ASKS, THERE MIGHT BE THINGS THAT I CAN DO WITHIN OUR BUDGET AND GET CREATIVE AND THAT'S TO BE DETERMINED. 
          THANK YOU. 
          EXCUSE ME. 
          I HAVE A QUESTION. 
          SO THESE ARE, YOU KNOW, 30,000 FOOT GOALS AND OBJECTIVES. 
          SO WHAT'S THE NEXT STEP TO PUT SOME MEAT ON THE BONES AND HOW LONG IS THAT GONNA TAKE? EITHER I'LL, I'LL TAKE IT. 
          SO THERE'S FI 30 OBJECTIVES AND, AND YOU KNOW, BUILT INTO FIVE GOALS. 
          LET ME JUST TAKE THE FIRST ONE FOR INSTANCE, AND THIS IS, THIS IS MY VIEWPOINT. 
          YOU TAKE THE FIRST TWO ITEMS THERE OF, UH, DEVELOPING THE FORMAL COMMUNICATION PROTOCOL, ENGAGING COMMUNITY THROUGH STRATEGIC COMMUNICATION. 
          THOSE ARE, THOSE ARE BASICALLY COULD BE COMBINED INTO ONE PROJECT, RIGHT? THAT'S A LITTLE BIT OF A HEAVY LIFT THAT'S GONNA REQUIRE SOME WORK THAT'S GONNA REQUIRE SOME INVESTMENT OF TIME, RIGHT? THAT'S A PRIORITY. 
          THE PROTOCOL FOR COMMUNICATING POST MEETING SUMMARIES, DEVELOP A FEEDBACK LOOP, THAT'S A, THAT CAN LITERALLY BE DONE BY THE END OF THE DAY. 
          I MEAN, IT, IT COULD BE DONE THAT QUICKLY BY SIMPLY SAYING, THIS IS NOW OUR PROCESS WHEN WE HAVE A MEETING, THIS IS HOW WE'RE GONNA COME OUTTA THAT MEETING. 
          THIS IS HOW WE COMMUNICATE THINGS BACK TO THE ORGANIZATION. 
          IF AN EMPLOYEE HAS A SUGGESTION, THIS IS OUR PROTOCOL TO MAKE SURE THAT WE GET FEEDBACK BACK TO THAT EMPLOYEE WITHIN A REASONABLE, YOU KNOW, PERIOD OF TIME SO THAT THEY KNOW WHAT'S GOING ON. 
          THOSE CAN BE DONE VERY, VERY QUICKLY. 
          THE SEDONA POLICE BRAND, THAT'S AN ONGOING THING THAT HAS TO DO WITH, WITH WHERE THE DEPARTMENT WANTS TO GO WITH THEIR GRAPHICS AND THINGS LIKE THAT. 
          AND THEN THE DATA DRIVEN TRAFFIC ENFORCEMENT PHILOSOPHY, AGAIN, THAT CAN BE DONE VERY, VERY QUICKLY. 
          NOW, IT REQUIRES THAT YOU HAVE THE DATA, BUT SEDONA PD IS RELATIVELY SOPHISTICATED. 
          YOU KNOW WHERE YOUR ACCIDENTS ARE HAPPENING, YOU KNOW WHAT'S CAUSING YOUR ACCIDENTS. 
          THAT'S ALL AVAILABLE THROUGH STATEWIDE DATA. 
          THAT'S A MATTER OF CHANGING THE PHILOSOPHICAL APPROACH TO THE DEPARTMENT AND THEN REPORTING BACK ON THOSE, ON, ON, IF WE KNOW THAT CERTAIN AREAS OF TOWN ARE PROBLEMATIC FROM A TRAFFIC STANDPOINT, THIS IS WHERE OUR COLLISIONS ARE HAPPENING, THIS IS WHAT'S CAUSING THEM. 
          YOU COMMUNICATE THAT TO YOUR PATROL WORKFORCE, YOU SAY, THESE BECOME OUR PRIORITIES, LET'S FOCUS ON THESE. 
          IF TRAFFIC ENFORCEMENT IS IMPORTANT, THAT IS AN ONGOING THING TAKEN CARE OF AT THE PATROL THING, BUT CAN BE DONE VERY, VERY QUICKLY. 
          SO IT'S NOT TO, TO YOUR QUESTION ABOUT MEAT ON THE BONES, THERE'S ONLY A FEW THINGS IN THIS PLAN THAT ARE, THAT COULD REALLY TRULY BE CONSIDERED A HEAVY LIFT. 
          I'M NOT EVEN TALKING ABOUT HEAVY LIFT. 
          I GUESS WHAT I'M TALKING ABOUT IS YOU HAVE DEVELOP AND IMPLEMENT A FORMAL COMMUNICATION PROTOCOL. 
          OKAY, SO THERE'S SUB STEPS TO THAT. 
          YES. 
          AND SOMEBODY HAS TO BE ASSIGNED TO IT AND A TIMELINE HAS TO BE DEVELOPED. 
          JUST BASIC THINGS. 
          THAT'S, THAT'S WHAT I MEAN TAKING THIS TO THE NEXT LEVEL. 
          SO THE TASKS ARE THERE, THE TIMELINE, THE DEPENDENCIES, THOSE KINDS OF BASIC MANAGEMENT, UH, PLANNING. 
          YES. 
          AND BEFORE YOU CAN ACTUALLY IMPLEMENT IT, YOU HAVE TO DEVELOP, I WOULD SAY MY EXPERIENCE IS YOU DEVELOP IT, UH, THAT WHOLE, 'CAUSE YOU DID A TIMELINE CHART, BUT AGAIN, IT WAS STILL AT A REALLY HIGH LEVEL. 
          SO THERE ISN'T ANY, UH, REAL ACCOUNTABILITY IN THERE OR A MEASUREMENT FOR IF YOU'RE SUCCESSFUL OR NOT SUCCESSFUL. 
          SO DO YOU HAVE THE RESOURCES TO TAKE THIS PLAN AND THEN, UH, TAKE, PUT ALL THOSE OBJECTIVES IN THERE AND YOU KNOW, JUST BASICALLY A PROJECT PLAN? YEAH, I THINK THAT IS WHAT OUR NEXT STEP IS FROM AFTER, YOU KNOW, AT THE END OF THIS MEETING, IF YOU SUPPORT IT AND YOU KNOW, DO THE NEXT STEPS AND WE'RE GONNA TAKE WHAT WAS GIVEN. 
          THERE'S GONNA BE A FEW REVISIONS THAT WE WANTED TO ADD, BUT THEN WE'RE GONNA GET TOGETHER AS A LEADERSHIP TEAM AND REALLY SOLIDIFY THE YEAR ONE AND TWO AND THREE. 
          THEN MY, MY IDEA IS THEN TO BRING IN THE ENTIRE LEADERSHIP SUPERVISORY TEAM BECAUSE AGAIN, YOU HAVE TO HAVE OWNERSHIP TO IT. 
          MM-HMM . 
          SO YOU REALLY NEED EVERYBODY TO WANT TO INVEST IN THIS 'CAUSE YOU CAN'T JUST HAVE TWO OR THREE PUSHING IT, IT WON'T WORK. 
          AND THEN, UM, PREVIOUSLY WHEN WE'VE DONE OUR, 
          [01:45:01]
YOU KNOW, LEADERSHIP RETREATS, THESE ARE THINGS THAT WE'VE COVERED AND I WOULD SAY ONCE WE REALLY DIVE IN AND, AND AGREE TO A PLAN, THEN I WOULD PROBABLY JUST USE WHAT'S IN OUR TRAINING BUDGET, BRING IN SOMEBODY TO HELP FACILITATE REALLY GETTING DEEP, DEEP DIVE INTO IT AND CREATING, YOU KNOW, SUBSECTIONS AND DO MAYBE A TWO THREE DAY RETREAT, YOU KNOW, HALF DAYS SO THAT WE CAN STILL DO SOME OF THE REGULAR THINGS. 
          UM, AND IT WOULD LIKELY BE HERE, LIKE WE'VE DONE IN THE PAST, AND USE THIS TO DEVELOP THE PLAN FURTHER AND REALLY, UM, BE ABLE TO PUT MORE GOALS INSIDE THE GOAL ONE THROUGH FIVE RIGHT. 
          TASKS INSIDE. 
          YEAH. 
          AND THEN THE OWNERSHIP OF WHO AND THEN DEVELOP, YOU KNOW, WHAT KIND OF REPORTING WE'RE GONNA DO. 
          I, I SAW ON, I BELIEVE IT WAS THE AGENDA BILL THAT WE WOULD DO ANNUAL REPORTS TO YOU, BUT FOR US WE WOULD NEED TO DEVELOP, YOU KNOW, MONTHLY CHECK-INS OR WHATEVER THAT LOOKS LIKE. 
          SO IT'D BE TAKING THIS FRAMEWORK AND CREATING MUCH MORE OF A DEEPER DIVE INTO IT WITH OUR INTERNAL GROUP. 
          I'M NOT SURE THAT ANNUALLY IS THE RIGHT AMOUNT. 
          WE WILL TALK ABOUT THAT IN OUR, IN OUR COMMENTS, BUT, UM, HOW LONG DO YOU THINK THAT WILL TAKE? IS THAT A 60, 90 DAY, 30 DAY? I MEAN, WHAT IS IT DO YOU THINK? YEAH, I THINK I WOULD GO WITH 30 DAYS FOR US FIRST TO REALLY LOOK AT IT AND, AND REALLY PUT SOME THOUGHT TO IT. 
          UM, IDEALLY WITHIN THAT 60 TO 90 DAYS WE HAVE THAT FACILITATOR COMING IN AND REALLY HELPING US IRON OUT EVERYTHING AND THEN, AND THEN MOVING FORWARD WITH WHAT THE FIRST YEAR PLAN IS AND REALLY ADOPTING WHAT WE'RE GONNA TRY TO ACHIEVE DURING THAT TIME WITH EVERYTHING ELSE. 
          RIGHT. 
          AND REALLY RIGHT. 
          AND THAT'S, THAT, THAT'S THE RUB, RIGHT? THE EVERYTHING ELSE? WELL, YEAH, I MEAN SOMETIMES, YOU KNOW, IT'S NOT JUST THE OUTSIDE DISTRACTIONS FROM EVERYTHING. 
          IT'S ALSO, WE DON'T KNOW WHAT TOMORROW'S GOING TO BE. 
          MM-HMM . 
          AND WE ALL HAVE OUR TO-DO LIST AND THINGS WE'D LIKE TO ACCOMPLISH, BUT WHATEVER FIRE COMES OUR WAY, WE HAVE TO PUT OUT AND THEN GET BACK TO THE JOB. 
          SO WE'RE, WE'RE ALWAYS DEALING WITH INTERRUPTIONS AND, YOU KNOW, TRYING TO ADJUST PRIORITIES ON THE FLY AND, BUT I, I THINK YOU HAVE TO HAVE GOALS AND PLANS SO THAT YOU HAVE SOMETHING TO LOOK FORWARD, YOU KNOW, TOWARDS AND WE'LL, WE'LL DEAL WITH IT AND IF WE NEED TO MAKE ADJUSTMENTS THEN WE'LL DO THOSE AS WE SEE. 
          OKAY. 
          ANY OTHER QUESTIONS? GO AHEAD. 
          UH, JUST, JARED, YOU USED THE TERM BEFORE AND THIS FOLLOWS UP, I THINK I'M YOUR LINE OF QUESTIONING HEAVY LIFT ITEMS AND I'M JUST WANTING TO KNOW IF YOU HAVE HAD, YOU TWO HAVE HAD AN OPPORTUNITY TO DISCUSS IT IF YOU AGREE ON WHAT THE HEAVY LIFT ITEMS ARE. 
          SO THE CHIEF AND I HAVE NOT SAT DOWN AND GONE THROUGH THE PROCESS OF THIS ONE'S GONNA TAKE, THIS ONE'S GONNA BE HEAVY LIFT, THIS ONE'S GONNA BE HEAVY LIFT. 
          THERE HAS BEEN CONSTANT ONGOING DIALOGUE ABOUT WHERE WE WERE IN THE PROCESS, THE DEVELOPMENT OF THESE THAT AGREED UPON THAT THESE WERE GOOD GOALS AND OBJECTIVES THAT WERE ATTAINABLE BY THE ORGANIZATION. 
          THAT DISCUSSION HAS BEEN ONGOING THROUGHOUT THE ENTIRE PROCESS. 
          OKAY. 
          'CAUSE I, I, I, I JUST, IF YOU'RE OUTSIDE OBSERVATIONAL, YOU KNOW, GUIDANCE IS THAT THESE ARE HEAVY LIFT ITEMS. I MEAN I NEED, I'D LIKE TO KNOW THAT, YOU KNOW, IF YOU GUYS ARE ON AGAIN ON THE SAME PAGE ON THAT. 
          'CAUSE OTHERWISE IT, IT SEEMS LIKE WE'RE NOT GETTING THE GUIDANCE THAT WE NEED AND THAT SOME SORT OF EVALUATION OF THAT WOULD BE HELPFUL AS WE GO FORWARD. 
          WE ARE MORE THAN HAPPY TO ENGAGE IN THAT. 
          OKAY. 
          I'M GONNA OPEN THIS UP FOR PUBLIC COMMENT THEN. 
          UH, TIM PERRY, FOLLOWED BY JEN BALDER, FOLLOWED BY MARY SANDOVAL. 
          GOOD EVENING COUNSELORS. 
          MY NAME IS TIM PERRY AND I LIVE IN SEDONA. 
          IT'S DIFFICULT TO SELECT THE RIGHT WORD TO DESCRIBE THIS PROPOSED POLICE STRATEGIC PLAN. 
          SNOW JOB, WHITEWASH POTEMKIN VILLAGE ARE PERHAPS JUST FARCE ALL THE PROBLEMS WE HAVE WITH THE SEDONA POLICE DEPARTMENT. 
          AND HERE WE'RE OFFERED A MERE 23 PAGE PLAN, SIX PAGES OF WHICH CONSIST OF NOTHING BUT MEANINGLESS VERBAL FLUFF, AND ANOTHER SEVEN PAGES OF WHICH CONSIST OF NOTHING BUT MEANINGLESS GRAPHICS. 
          ALTHOUGH THERE ARE SOME, UH, NICE MUGSHOTS OF OUR COUNCIL OF MORALLY BANKRUPT THUGS AND THERE . 
          NOWHERE IN THIS PLAN DOES IT ACKNOWLEDGE THAT SEDONA HAS A WELL-DOCUMENTED POLICE BRUTALITY PROBLEM THAT NEEDS TO BE ADDRESSED. 
          NOWHERE IN THIS PLAN DOES IT ACKNOWLEDGE THAT THE SEDONA POLICE DEPARTMENT'S PURPOSEFUL MISUSE OF MVD SYSTEMS IS A PROBLEM THAT NEEDS TO BE FIXED. 
          NOWHERE IN THIS PLAN ARE THERE REFERENCES TOWARDS EMBRACING MORE NONVIOLENT APPROACHES LIKE MEDIATION IN THE COURT SYSTEM OR MAYBE JUST TRAINING SEDONAS THUGS TO DEESCALATE SITUATIONS RATHER THAN TO BEAT THE LIVING DAYLIGHTS OUT OF PEOPLE. 
          MOST GLARINGLY OF ALL. 
          THERE IS NO REFERENCE IN THIS PLAN TO THE HISTORICAL FACTS THAT POPULATION AND CRIME IN SEDONA HAVE BEEN DECLINING SINCE 2008. 
          [01:50:01]
THAT TOURISM HAS NOT INCREASED SINCE 2008, THAT BY THAT METRIC, THE WORKLOAD OF THE POLICE DEPARTMENT HAS DECLINED SINCE 2008. 
          AND CONSEQUENTLY THAT THE SIZE AND BUDGET OF THE DEPARTMENT SHOULD BE REDUCED TO 2008 LEVELS BECAUSE THERE IS NO WORKLOAD TO JUSTIFY THE DEPARTMENT AT ITS CURRENT SIZE. 
          THE CONSULTANTS PRESENTATION OF THE PUBLIC FEEDBACK RECEIVED AS PART OF THE SWOT ANALYSIS WAS HIGHLY MISLEADING IN THE PUBLIC FEEDBACK PROCESS. 
          THE PUBLIC STRESSED WEAKNESSES HEAVILY OVER STRENGTHS. 
          THE REPORT INVERTS AND PERVERTS THAT TO MAKE IT LOOK LIKE THERE WERE MORE STRENGTHS. 
          THE REPORT ALSO TALKS A LOT ABOUT TRANSPARENCY, BUT NOWHERE MENTIONS THE POSSIBILITY OF SIMPLY REMOVING THE ATROCIOUSLY HIGH FEES, WHICH THE POLICE DEPARTMENT CHARGES FOR PUBLIC RECORDS TO KEEP US LOOKING AT THEM. 
          AND WHILE MOST OF THE CONCLUSIONS AND RECOMMENDATIONS IN THIS PLAN ARE NOTHING BUT VAGUE BUZZWORDS, THERE IS ONE THAT STANDS OUT CONCRETELY YOUR DESIRE TO USE EVEN MORE DRONES TO SURVEIL US MORE OFTEN. 
          THIS IS AN UTTERLY MEANINGLESS DOCUMENT, BUT THAT'S PERFECT FOR THE SEDONA CITY COUNCIL, WHICH LOVES MEANINGLESS DOCUMENTS. 
          IT CAN HIDE BEHIND, BUT NO PILE OF MEANINGLESS DOCUMENTS WILL EVER CHANGE. 
          THE FACT THAT ALL COPS ARE BAD, PERIOD. 
          THE EXISTENCE OF A POLICE FORCE IS A CRIME AGAINST GOD AND THE CRIME AGAINST HUMANITY. 
          AND THE ONLY STRATEGIC PLAN YOU NEED FOR ONE IS A PLAN TO TELL YOU HOW TO GET RID OF IT. 
          JEN, IT'S INCREDIBLY DRAINING TO WATCH A DEDICATED TEAM AND PEOPLE WE CARE ABOUT GET DRAGGED INTO A ONE-SIDED PUBLIC NARRATIVE. 
          WHEN A VOCAL MINORITY WEAPONIZES SKEWED INFORMATION, THEY CREATE A SITUATION THAT MAKES THEIR NUMBERS SEEM MASSIVE AND THEIR CLAIMS LOOK LIKE CONSENSUS. 
          WHEN CIVILITY IS LOST, STANDARD PUBLIC RELATIONS TACTICS FALL SHORT BECAUSE THEY ASSUME EVERYONE'S OPERATING IN GOOD FAITH. 
          WHEN BULLIES ARE THE ONLY ONES SHOUTING, THE HARDWORKING EMPLOYEES BECOME COLLATERAL DAMAGE LEADING TO BURNOUT AND ISOLATION TO PROTECT THE TEAM, THE STRATEGY HAS TO SHIFT. 
          I'M ASKING FOR A DEFINITIVE STANDARD OF PROTECTION FOR EMPLOYEES, HAVING A STANCE OF TRANSPARENCY ISN'T ENOUGH. 
          IT NEEDS TO BE LOUD, CLEAR, AND CONSISTENT. 
          TRANSPARENCY. 
          WHEN THERE IS NO FAULT BUT NO RESPONSE, EMPLOYEES ARE LEFT TO SUFFER THE REALITIES OF THIS SILENCE. 
          THANK YOU. 
          THANK YOU, JEN. 
          MARIA, YOU GOOD EVENING. 
          MY NAME IS MARIA AND I DIDN'T PLAN ON SPEAKING TONIGHT, BUT I FELT COMPELLED TO DO SO. 
          I HAVE BEEN IN SEDONA FOR THE LAST THREE YEARS AFTER SPENDING NEARLY 40 YEARS IN CALIFORNIA LAW ENFORCEMENT. 
          I'M VERY AWARE OF THE PAST ISSUES AND UNFOUNDED ALLEGATIONS WITH CHIEF FOLEY, INCLUDING HIT PIECES ON SOCIAL MEDIA. 
          WITH THAT IN MIND, I'VE LISTENED VERY CAREFULLY TO THE REPORT JUST PROVIDED. 
          AND IF THESE RECOMMENDATIONS ARE WHAT WAS HIGHLIGHTED THEN SEDONA PD IS IN GREAT SHAPE. 
          REMEMBER, YOUR CHIEF IS HUMAN, AND ALTHOUGH WEARING A BULLETPROOF VEST, SHE IS NOT TEFLON. 
          CONTINUAL PERSONAL ATTACKS WEARS A PERSON DOWN. 
          COUNSEL NEEDS TO TAKE A STAND AND RESIST GIVING A VOICE AND LISTENING TO THE DISGRUNTLED VIEW. 
          THANK YOU VERY MUCH. 
          THANK YOU. 
          I'M GOING TO READ SOMETHING THAT WAS SENT TO US THAT THE PERSON ASKED TO BE READ, THAT HER NAME IS SYLVIA MOORE, MOIR. 
          THE STRATEGIC PLAN FOR THE POLICE DEPARTMENT SERVES AS FURTHER PROOF THAT SIGNIFICANTLY STRONG AND SERVICE ORIENTED LEADERSHIP EXISTS AT SEDONA PD UNDER THE LEADERSHIP OF CHIEF STEPHANIE FOLEY. 
          WHAT WE ALSO KNOW IS THIS CHIEF FOLEY HAS BEEN MERCILESSLY ATTACKED BY THOSE WITH NEFARIOUS INTENTIONS. 
          THE FOUNDATION OF THEIR BIAS AND HATRED IS NOT OURS TO DIAGNOSE, BUT IT IS IN PLAIN VIEW. 
          THEY IGNORE THE STRONG STRATEGIES SHE HAS PUT IN PLACE BECAUSE THEY CANNOT FATHOM SOMEONE LIKE HER BEING SUCCESSFUL FOR THE VERY TYPE OF SERVICE DELIVERY THAT RESIDENTS AND VISITORS IN SEDONA DEMAND AND DESERVE AS ELECTED OFFICIALS, YOUR FUNDAMENTAL DUTY, NOW SHE'S TALKING ABOUT US ON THE COUNCIL. 
          YOUR FUNDAMENTAL DUTY IN INSTANCES OF UNREASONABLE CON CONDEMNATION OF YOUR WORKFORCE IS TO USE STRUCTURED APPROACHES THAT INVESTIGATE ALLEGATIONS OF WRONGDOING. 
          YOU HAVE DONE THIS, YOU MUST ALSO SHIELD YOUR WORKFORCE AND SAFEGUARD EMPLOYEES FROM MOB MENTALITY CONDEMNATIONS BY CONDUCTING FAIR, IMPARTIAL, AND OPEN INVESTIGATIONS. 
          YOU HAVE DONE THIS 
          [01:55:01]
NOW YOU MUST TAKE MORE PUBLIC ACTION. 
          YOU MUST WITHSTAND THE CALLS FOR MORE AND MORE CAPITALIZED ALLEGATIONS WHEN THEY'RE OBVIOUSLY MEANT TO HARM AND DAMAGE CHIEF FOLEY, OR CREATE DISTRACTION FROM THE REAL WORK OF SAFEGUARDING PEOPLE IN SEDONA. 
          YOUR WORKFORCE AND YOUR POLICE CHIEF DESERVE BETTER AND THEY DESERVE YOUR COURAGEOUS ACTION. 
          YOU MUST ALSO RECOGNIZE THAT WHEN ATTACKS ARE RELENTLESS AND ALLEGATIONS ARE REPEATEDLY UNFOUNDED, YOU HAVE RESPONSIBILITY TO PROTECT YOUR WORKFORCE AND MAINTAIN OPERATIONAL INTEGRITY TO ENSURE THERE IS NO DEGRADATION OF SERVICE BY SAYING ENOUGH, ENOUGH OF CHARACTER ATTACKS, BIAS AND ABSENCE OF CIVILITY. 
          ENOUGH DISTRACTION FROM SERVICE TO OUR COMMUNITY BECAUSE OF THE CONCERNING PSYCHOLOGY OF A MOB FUELED BY HATE, PUBLICLY CONDEMN THROUGH CLEAR AND COURAGEOUS POLICE STATEMENTS THAT DEMONSTRATE YOUR LEADERSHIP AS SEDONA CITY COUNCIL MEMBERS. 
          THANK YOU, SYLVIA. 
          AND I WILL NOW CLOSE THE PUBLIC HEARING AND WE'LL GO TO COMMENTS. 
          WHO WOULD LIKE TO START? BRIAN? THANK YOU, MAYOR. 
          SO CHIEF, I WAS SAYING EARLIER DURING MY QUESTIONS OF, HEY, I LOOK FORWARD TO TALKING SOME MORE ABOUT, UM, YOU KNOW, HOW DO WE MAKE THIS REAL? HOW DO WE BRING IT TO LIFE? UM, I LIKE THAT YOU SAID THAT, UH, YOU KNOW, YOU WANNA BRING SOME CREATIVITY TO THIS. 
          LOOKING AT HOW WE CAN STAFF WHAT NEEDS, UH, TO BE DONE IN ORDER TO FACILITATE THIS FROM, FROM MY EXPERIENCE AS A CONSULTANT WORKING ON A LARGE PROGRAM PLAN, SIMILAR TO, YOU KNOW, WHAT'S PRESENTED HERE. 
          IT SURE SEEMS LIKE HAVING SOMEBODY THAT EVERY DAY THEY WAKE UP THINKING ABOUT THE 30 ITEMS ON THIS LIST, AND THEY PROBABLY OWN A FEW OF THEM DIRECTLY TO GET IMPLEMENTED, BUT THEN THEY'RE WORKING WITH EVERYBODY ELSE ON YOUR TEAM AND THEN PERHAPS ELSEWHERE AND DEPARTMENTS WITHIN THE CITY, UH, TO GET, UH, THOSE ITEMS ACCOMPLISHED. 
          LIKE I WOULD JUST ASK YOU TO CONSIDER THAT AS, YOU KNOW, PART OF HOW YOU WOULD PURSUE THIS. 
          UH, I AM SUPPORTIVE OF THE PLAN. 
          APPRECIATE ALL THE INPUT THAT HAS GONE INTO IT, AND, UM, LOOK FORWARD TO, YOU KNOW, CONTINUED PROGRESS AT, UH, SEDONA PD. 
          THANK YOU, MELISSA. 
          I HAVE SEEN THESE LISTS MANY, MANY TIMES IN MY LIFE. 
          UM, GIVEN WHAT I'VE DONE IN MY CAREER, THIS IS A LOT OF WORK. 
          UM, IT'S A LOT OF HARD WORK. 
          IT'S A LOT OF EFFORT. 
          UM, AND I APPLAUD YOU FOR THE WILLINGNESS TO TAKE ON SOMETHING THAT IS THIS BIG, THIS DEEP IN THREE YEARS. 
          BOY, YEAH, I'M THINKING FIVE. 
          UM, BUT WHAT DO I KNOW, RIGHT? I AM NOT A LAW ENFORCEMENT OFFICER. 
          SO, UM, THE GOAL TODAY, I PERCEIVED AS BEING, DO WE APPROVE OF THE STRATEGIC PLAN? YOU'VE GOTTEN A LOT OF QUESTIONS ABOUT THE OPERATIONAL END OF THE STRATEGIC PLAN, WHICH IS HOW ARE YOU GONNA ACTUALLY GET THE WORK DONE, AND WHAT ARE THE MEASURES YOU'RE GOING TO USE FOR SUCCESS? UM, WHEN I LOOK AT THIS, I DON'T THINK YOU'RE THERE YET. 
          I'VE HEARD YOU SAY YOU'RE NOT THERE YET. 
          UM, AND I THINK THAT'S ACCEPTABLE AT THIS STAGE OF THE GAME. 
          UM, DO I WANNA WAIT A YEAR TO HEAR WHETHER OR NOT YOU'RE AT THE NEXT STAGE? PROBABLY NOT. 
          AND I THINK THAT'S THE POINT. 
          MANY PEOPLE, UM, UP HERE ON THE DI HAVE SAID, WE'LL WORK IT OUT AS TO AS TO WHAT THAT MIGHT BE. 
          UM, I APPLAUD YOU FOR, UH, BEING WILLING TO DO THE INITIAL WORK THAT'S REQUIRED TO GET TO THE STRATEGIC PLAN, WHICH IS TO BE OPEN AND HONEST ACROSS YOUR DEPARTMENT AND HONESTLY OR NOT, UM, AS TO WHAT YOU NEED TO COME BACK IN FRONT OF COUNCIL AND SAY COMMUNICATION IS AN ISSUE, THAT THAT'S BRAVE, THAT'S COURAGEOUS TO BE ABLE TO SAY WE'RE NOT COMMUNICATING AS WELL OR AS EFFICIENTLY AS, AS WE COULD BE. 
          UM, SO I'M DEFINITELY IN FAVOR OF THIS. 
          I DEFINITELY THINK THAT THIS IS HOW ORGANIZATIONS GET BETTER. 
          THIS IS HOW YOU GROW. 
          THIS IS HOW YOU ATTRACT AND RETAIN PEOPLE WHO ARE ALSO GOOD, JUST LIKE EVERYONE ELSE HERE IN THE DIOCESE. 
          I CAN'T WAIT TO HEAR WHAT YOUR NEXT STEP IS GOING TO BE. 
          I DON'T KNOW. 
          I READ THIS, YOU MAY HAVE TO HIRE A PMP IN ORDER TO GET THIS DONE, RIGHT? BUT I THINK THAT THAT'S A CONVERSATION 
          [02:00:01]
THAT NEEDS TO BE HAD. 
          AND I, AND I SUPPORT THIS AND I REALLY LOOK FORWARD TO WHERE THE POLICE DEPARTMENT'S GONNA GO. 
          DEREK, I SUPPORT THIS TOO. 
          UM, YOU KNOW, THERE'S NO SECRET THAT THE POLICE DEPARTMENT'S HAD ITS CHALLENGES, UH, OVER THE YEARS. 
          UH, SOME OF THEM PRETTY PUBLIC, UM, MAYBE MORE PUBLIC THAN WE'D WANT THEM TO BE , GIVEN HOW SOME PEOPLE HAVE, HAVE DECIDED TO AIR THEIR GRIEVANCES. 
          BUT, UM, I AM HAPPY TO SEE THAT A BIG PART OF THIS IS COMMUNICATION. 
          I THINK THE MORE OPPORTUNITY THAT PARTICULARLY THE SWORN OFFICERS HAVE TO EXPRESS CONCERNS AND CONSULT WITH, YOU KNOW, LEADERSHIP, UH, I THINK WILL MAKE FOR A BETTER DEPARTMENT. 
          UH, THERE'S ALWAYS ROOM FOR IMPROVEMENT. 
          I'M HAPPY TO SEE THAT YOU RECOGNIZE THAT AND ARE, YOU KNOW, WILLING TO IMPLEMENT THAT. 
          SO, UM, I HOPE, I HOPE THAT ALL GOES VERY WELL. 
          UM, THE OTHER THING I JUST WANNA SAY, WE KEEP HEARING FROM ONE MEMBER OF THE AUDIENCE ABOUT HOW OUR POLICE DEPARTMENT IS, IS MADE UP OF THUGS. 
          AND, UH, ALTHOUGH HE DIDN'T BRING IT UP IN THIS CIRCUMSTANCE, I THINK HE'S PREVIOUSLY SAID, HIRED KILLERS, UH, WHICH IS FRANKLY JUST ASININE. 
          UM, GIVE IT UP. 
          OKAY? THE IDEA THAT THE EXISTENCE OF A POLICE DEPARTMENT IS A CRIME AGAINST GOD AND A CRIME AGAINST HUMANITY IS ONE OF THE DUMBEST G*****N THINGS I'VE EVER HEARD. 
          SO, GET OVER YOURSELF, CHARLOTTE. 
          UM, I SUPPORT THE PLAN TOO. 
          I THINK EVERY 20 YEARS OR SO, WE ALL OUGHT TO DO THIS . 
          THEY OUGHT TO ROTATE THROUGH ALL THE DEPARTMENTS AND DO A STRATEGIC PLAN. 
          UM, IT, IT'S NOT GONNA BE EASY. 
          I KNOW THAT. 
          AND I, UH, WOULD LIKE TO SUPPORT YOU IN ANY WAY WE CAN GO FORTH AND CONTINUE TO DO GOOD THINGS. 
          THANK YOU, PETE. 
          THANK YOU MAYOR. 
          YEP. 
          I'M SUPPORTIVE OF THE PLAN. 
          WE HAVE A GOOD DEPARTMENT. 
          WE HAVE GOOD PEOPLE, AND WE DO GOOD WORK. 
          AND LOOKING FORWARD TO GETTING EVEN BETTER IS ALWAYS A THING THAT YOU WOULD SUPPORT. 
          SO, FULL SPEED AHEAD. 
          FIRST OF ALL, I REALLY WANNA THANK YOU FOR THE PRESENTATION BECAUSE I THINK IT REALLY FILLED IN WHEN YOU READ SOMETHING, YOU KNOW, YOU COULD CONTEXTUALIZE A LOT BETTER WHEN YOU GET THE PRESENTATION AS WELL. 
          AND IT REALLY FILLED IN SOME OF THE GAPS. 
          SO THANK YOU FOR THE TIME AND EVERYTHING YOU PUT IN THAT. 
          UM, I THINK THAT, UM, GOOD LEADERSHIP LOOKS FOR DEFICIENCIES TO CORRECT. 
          AND WHAT I HAVE HEAR HERE AND HAVE SEEN AND KNOW IS THAT THE CHIEF HAS EMBRACED THAT PROCESS. 
          AND I THANK YOU. 
          THAT DOES EXHIBIT REAL LEADERSHIP AND I LOOK FORWARD TO MOVING TO THE NEXT STEPS. 
          AND I LOOK FORWARD TO YOU HAVING THE SUPPORT, UM, OF COUNCIL OF THE CITY STAFF AND HOPEFULLY OF THE COMMUNITY THAT REALIZES THAT THIS CAN OFTEN BE A PAINFUL PROCESS TO LOOK INWARD. 
          AND IT'S ONE THAT SHOWS BRAVERY AND CREATIVITY AND LEADERSHIP. 
          AND THANK YOU. 
          I TOO SUPPORT THE PLAN. 
          I WOULD, UH, ASK YOU TO COME BACK, YOU KNOW, TO US IN THE NEXT 60 TO 90 DAYS. 
          AND I THINK MAYBE A QUARTERLY AT THE BEGINNING, UH, UPDATE TO COUNCIL WOULD BE IN ORDER. 
          I SEE SHAKING HEADS, UH, THE, HAVING BEEN THROUGH THIS MYSELF REPEATEDLY, THERE'S NEVER GONNA BE A LACK OF DISTRACTION. 
          I, I THINK YOU NEED DEDICATED RESOURCES, AS THE VICE MAYOR SAID, WHO WAKE UP EVERY DAY WITH NOTHING ON THEIR PLATE. 
          BUT THIS, IT'S THE ONLY WAY IT'S GONNA GET DONE. 
          SO I ENCOURAGE YOU TO COME BACK TO US AND, YOU KNOW, PRESENT WHATEVER YOUR NEEDS ARE. 
          AND IT'S SPECIALIZED SKILLS TOO. 
          IT'S NOT, CAN'T JUST GET POLICE OFFICERS TO DO MANAGEMENT PLANS AND THINGS LIKE, THAT'S NOT NECESSARILY WHAT LAW ENFORCEMENT IS ABOUT. 
          AND ERIN IS, DOESN'T HAVE A WHOLE LOT OF DEPTH TO HER DEPARTMENT, RIGHT. 
          TO CALL ON FOLKS TO AID. 
          SO I WOULD, UH, I WOULD REALLY ENCOURAGE YOU TO, TO THINK ABOUT THIS IN, YOU KNOW, HOW IS IT REALLY GONNA GET DONE WITH NO EXCUSES? BECAUSE EVERY, AS, JUST AS YOU SAID, EVERY DAY, THERE'S SOMETHING THAT HAPPENS THAT'S GONNA MOVE YOU TO DEAL WITH THAT. 
          'CAUSE IT'S URGENT. 
          AND THIS WILL STAY ON THE BACK BURNER AND IT, IT REALLY SHOULDN'T STAY ON THE BACK BURNER. 
          AND I, I AGREE WITH YOU ABOUT LOOKING AT, YOU KNOW, READJUSTING SOME OF THESE THINGS, WHICH I THINK SOME OF THESE YEAR TWO REALLY BELONG IN YEAR ONE MAYBE. 
          'CAUSE WHEN YOU TALKED ABOUT 
          [02:05:01]
MAY, MAYBE THEY CAN'T BE ACCOMPLISHED, BUT I WOULD URGE YOU TO, TO LOOK AT THEM AND ACCELERATE WHERE YOU CAN, AGAIN, WITHOUT DOING A THOROUGH JOB. 
          BUT IF YOU NEED MORE RESOURCES TO ACCELERATE SOME OF THESE THINGS, ASK FOR THEM. 
          SO THAT'S MY 2 CENTS. 
          THANK YOU. 
          THANK YOU. 
          AND UH, AND I WILL SAY ONE MORE THING, EVERY DAY SOMEBODY SAYS TO ME, WHY DOESN'T THE CITY TELL STORY NOT ABOUT THE POLICE DEPARTMENT NECESSARILY? WHY DOESN'T THE CITY TELL STORIES ABOUT THE THINGS THEY ARE DOING THAT ARE SO GOOD? I LITERALLY TELL YOU EVERY SINGLE DAY, AND I THINK WE HAVE TO CHANGE OUR THINKING ABOUT THAT. 
          UH, IT IS SORT OF STANDARD GOVERNMENT FAIR THAT YOU DON'T DO THAT. 
          I, I GET IT. 
          BUT IN THIS COMMUNITY, IT'S NECESSARY. 
          AND SO I KNOW WE HAVE A NEW PERSON COMING ON BOARD, AND I'M HOPING ONCE THEY GET SETTLED THAT WE'LL REALLY THINK STRATEGICALLY ABOUT OUR COMMUNICATIONS. 
          AND I APPRECIATE YOUR STATEMENTS AND COMMENTS EARLIER. 
          THANK YOU. 
          AND MAYOR, IF I MIGHT, JUST FOR A MOMENT, I DO THINK WHEN WE GO THROUGH THE 30, 60, 90 AND REALLY DIVE INTO TO ALL OF IT AND SEE WHAT'S IN YEAR ONE AS SUGGESTED, AS SUGGESTED YEAR TWO AND THREE, THAT THAT WILL ALLOW US TO HAVE ANOTHER CONVERSATION WHEN WE REALLY LOOK AT IT ALL AS, AS IT WAS PRESENTED TONIGHT, AND REALLY SEE WHAT THAT TAKES FOR A TEAM. 
          MM-HMM . 
          SO THERE MIGHT BE EVEN, UM, REVISIONS MADE TO YOU AND OR SEEING, YOU KNOW, WHAT, WHAT WILL COME OFF SOONER BECAUSE WE'VE ALREADY BEEN WORKING ON IT. 
          AND SO I DO THINK THIS IS A LIVING DOCUMENT, AS JARED SAID IN THE BEGINNING. 
          AND I THINK THERE WILL BE ADJUSTMENTS TO IT, AND WE WILL COMMUNICATE THOSE SO THAT, UM, THERE AREN'T SURPRISES AS THEY COME UP. 
          AND IF WE NEED TO MAKE EXTENSIONS OR WE NEEDED TO ADD A YEAR FOUR BASED ON THINGS THAT WE DON'T KNOW THAT COULD COME UP RIGHT THEN, THEN WE'LL DO THOSE AS NEEDED AND BE VERY CLEAR ON IT. 
          AND JARED, THANK YOU. 
          I KNOW YOUR PROCESS GENERALLY, WE TAKES A LONGER PERIOD OF TIME AND YOU WORKED FEVERISHLY TO GET THIS DONE. 
          THIS WAS ACCELERATED IN A SHORTER AMOUNT OF TIME THAN YOU NORMALLY DO, SO APPRECIATE THAT. 
          OKAY. 
          YOU WANNA TAKE A BREAK? NO, WE NEED A MOTION. 
          OH, MOTION. 
          OH, WE HAVE TO MO WE NEED A MOTION TO APPROVE. 
          OKAY. 
          YEP. 
          I'D LIKE TO MOVE TO APPROVE THE SEDONA POLICE DEPARTMENT'S STRATEGIC PLAN FOR 2026. 
          20 TO 2029. 
          I'LL SECOND THAT. 
          ALL THOSE IN FAVOR? AYE. 
          OKAY. 
          YOU WANNA TAKE A BREAK NOW? SURE. 
          YES. 
          OKAY. 
          OKAY. 
          WE'RE BACK IN SESSION. 
          WE'RE 
          [9.c. AB 3313 Discussion/possible direction/action regarding proposed State legislation, short-term rental legislation, lobbying efforts, and State budget and their potential impact on the City of Sedona.]
ON EIGHT C AB 33 13. 
          DISCUSSION POSSIBLE DIRECTION. 
          ACTION. 
          REGARDING PROPOSED DATE LEGISLATION, SHORT-TERM RENTAL LEGISLATION, LOBBYING EFFORTS, AND STATE BUDGET, AND THEIR POTENTIAL IMPACT ON THE CITY OF SEDONA. 
          AND MONIQUE, TURNING IT OVER TO YOU. 
          THANK YOU, MAYOR. 
          COUNSELORS. 
          SO TODAY IS THE 149TH DAY OF THE CURRENT LEGISLATIVE SESSION. 
          UH, 188 BILLS WERE PASSED BY THE LEGISLATURE AND TRANSMITTED TO THE GOVERNOR. 
          63 HAVE BEEN VETOED AND 125 HAVE BEEN SIGNED. 
          AND IT'S UNLIKELY WE'LL SEE, UH, VERY MANY MORE. 
          UM, SO THIS WEEK THE LEGISLATURE IS HARD AT WORK ON THE BUDGET, UH, WORD AT THE CAPITOL IS THAT A BUDGET IS GOING TO, UM, BE RELEASED TOMORROW. 
          AND THAT BOTH, UH, THE HOUSE AND THE SENATE WILL APPROVE THAT BUDGET AND THE GOVERNOR WILL SIGN IT. 
          AND, UH, THEY COULD ADJOURN AS EARLY AS FRIDAY OF THIS WEEK, IS WHAT THE, THE WORD ON THE STREET IS. 
          WHOA. 
          BUT IT'S THE LEGISLATURE. 
          SO I, I AM CERTAINLY NOT GOING TO BANK ON THAT, BUT, UH, BUT IT'S, IT'S REALISTIC COMPARED TO THE OTHER DATES WHERE THEY HAVE, UM, YOU KNOW, A ADJOURN. 
          SO I DEFINITELY, UH, BE IN THE LOOP ON THAT ONE. 
          THERE ARE TWO SPECIFIC BILLS I WANNA TALK ABOUT THIS EVENING. 
          ONE IS ON, UH, YOUR LIST THAT LAUREN PROVIDES AND ONE IS NOT. 
          THE ONE THAT IS NOT IS A BILL THAT WAS PASSED AND THE GOVERNOR SIGNED IT BACK ON MAY 29TH. 
          UM, THE MAYOR POINTED THIS OUT TO ME, UH, THIS BILL. 
          SO IT DOES HAVE AN IMPACT ON ALL CITIES AND COUNTIES. 
          IT DOES NOT REQUIRE, UH, THAT WE UPDATE OUR CITY CODE OR LDC. 
          UM, AND IT'S AN INTERESTING BILL, AND I HONESTLY DON'T KNOW THE GENESIS OF IT. 
          SO, SO BASICALLY IT, IT'S, UM, IT'S PRIVATE PROPERTY, UH, RELATED BILL, UH, FOR SINGLE FAMILY, UH, HOME CONSTRUCTION. 
          AND WHAT THIS BILL REQUIRES IS THAT, UM, NO, UH, CITIES OR TOWNS OR COUNTIES MAY MALICIOUSLY DELAY ADOPTING, UH, DELAY PROCESSING ACCORDING 
          [02:10:01]
TO OUR ADOPTED LICENSING TIMEFRAME. 
          SO WE CANNOT MALICIOUSLY DELAY, WE CAN'T MALICIOUSLY DELAY, UH, THEIR APPLICATION. 
          APPLICATION MEANS SITE PLAN, DEVELOPMENT PLAN, LAND DIVISION, LOT LINE ADJUSTMENT, MANY THINGS. 
          THIS BILL, I THINK, WAS ON NOBODY'S RADAR BECAUSE, UH, THERE WERE A LOT OF, UH, PROPOSED AND PAST AMENDMENTS ON BOTH THE HOUSE AND THE, THIS, THE SENATE, INCLUDING THE VERY DEFINITION OF WHAT IS MALICIOUS, WHAT IS NOT. 
          AND THAT'S WHY I DON'T THINK IT WILL HAVE ANY IMPACT ON SEDONA. 
          WHAT IS MALICIOUS IS ACTING WITH SPECIFIC INTENT TO OBSTRUCT APPROVAL OF AN APPLICATION BY IMPOSING REQUIREMENTS, NOT SPECIFICALLY IN THE CODE, UH, BY REPEATED UNEXPLAINED DELAYS OF MORE THAN TWICE THE CITY'S LICENSING TIMEFRAMES. 
          SO IT, IT SEEMS VERY SPECIFIC TO SOMETHING A CITY OF TOWN OR A COUNTY MIGHT BE DOING. 
          WHAT IS NOT MALICIOUS IS THE COMMON DELAYS THAT, THAT A CITY WOULD HAVE, UM, DELAYS DUE TO RESOURCE CONSTRAINTS, UM, DELAYS CAUSED BY THE APPLICANT OR BY A THIRD PARTY, GOOD FAITH ERRORS, ENFORCEMENT OF OUR ADOPTED TECHNICAL CODES. 
          NONE OF THOSE ARE, ARE MALICIOUS DELAYS. 
          UH, AND THERE WAS ALSO, UH, QUITE A BIT OF A, UM, DISCUSSION AND AMENDMENT ON, OH, OKAY, HOW, HOW ARE WE GOING TO, YOU KNOW, PLAY THIS OUT IF SOME, IF SOME CITY IS MALICIOUSLY DELAYING? WELL, THE PROPERTY OWNER THEMSELVES HAVE TO PUT IT IN WRITING TO THE ATTORNEY GENERAL'S OFFICE. 
          ATTORNEY GENERAL'S OFFICE DOES AN INVESTIGATION. 
          IF THEY DETERMINE IT WAS INDEED MALICIOUS DELAY THAT CITY, TOWN, OR COUNTY GETS A $5,000 CIVIL PENALTY, NOT PER DAY, JUST ONCE A ONE TIME CIVIL PENALTY OF $5,000. 
          THE CITY CAN APPEAL THAT, UH, EXPEDITED HEARING AT THE COURT. 
          SO IT'S A UNIQUE BILL, UM, THAT IT, IT, I SAW SOME PRESS AFTER THE MAYOR ALERTED ME TO IT, BUT, UH, THIS, IT DOESN'T REQUIRE ANY ACTION BY THE CITY. 
          AND I AM CERTAINLY UNAWARE OF ANY MALICIOUS DELAYS THAT HAVE EVER OCCURRED WITH OUR, UH, COMMUNITY DEVELOPMENT. 
          SO, BUT I YOU'RE UPDATED ON THAT ONE. 
          AND THE NEXT ONE, IT MUST HAVE HAPPENED SOMEWHERE TO SOMEONE AT SOME TIME. 
          MM-HMM . 
          SOMETHING HAPPENED. 
          YEAH. 
          YEAH. 
          I, I, I NEED TO GET TO THE, I'M JUST SO CURIOUS ON THAT ONE. 
          UM, THE SECOND ONE IS A BILL, UH, IN REGARDS TO, UM, OFF HIGHWAY VEHICLES. 
          THE, THIS BILL, IT'S, IT'S RETAINED ON THE, THE CALENDAR OF THE COMMITTEE OF THE WHOLE, AT THE, THE HOUSE. 
          IT WAS RETAINED, UH, ON APRIL 15TH. 
          AND IT JUST KIND OF STAYED THERE UNTIL, UH, A WEEK AND A HALF AGO. 
          SO JUNE 1ST THEY LOOKED AT IT AGAIN AND THEY RETAINED IT AGAIN. 
          UM, THERE IS A POSSIBILITY IF THE BUDGET DOESN'T GO THROUGH AND THE HOUSE STARTS LOOKING AT BILLS AGAIN. 
          THIS ONE IS CONTROVERSIAL THOUGH. 
          UM, WELL, LEMME TELL YOU WHAT IT SAYS. 
          SO, SO WHAT THIS BILL DOES IS IT CHANGES THE DEFINITION IN TITLE 28 OF, UM, UH, ATVS RECREATIONAL OH EIGHT HVS. 
          IT CHANGES THE WEIGHT TO ALLOW THE WEIGHTS TO GO FROM 2,500 POUNDS MAXIMUM TO 3,500 POUNDS MAXIMUM. 
          SO IN ADDITION TO CHANGING THE WEIGHT, IT, IT CREATES A BRAND NEW, UM, OHV LAWS ENFORCEMENT TO FUND, IS WHAT THEY CALL IT. 
          THAT IS NOT EASY TO SAY OHV LAWS ENFORCEMENT FUNDS. 
          SO WHAT THAT WOULD DO IS IT WOULD TAKE THE CURRENT DECAL REGISTRATION FEES FOR OHVS, AND IT WOULD GIVE THEM TO, UM, TO STATE PARKS TO ADMINISTER THE, THE HEAVIER OHVS, THE 2,500 TO 3,500 POUND OHVS WOULD PAY THE, THE REGULAR TAX PLUS AN ADDITIONAL 50% DUE TO THEIR WEIGHT. 
          SO THIS MONEY THAT, THAT THE CITIES ALL GET A PORTION OF RIGHT NOW, WE WOULD NOT GET THAT PORTION. 
          THEY WOULD ALL GO TO STATE PARKS TO ADMINISTER THE FUND. 
          AND THIS BILL ALSO DIRECTS ADOT TO ADOPT RULES FOR THE 2,500 TO 3,500 POUND CATEGORY WITHIN 12 MONTHS. 
          SO THERE'S A LOT GOING ON IN, IN THIS BILL. 
          UM, AND SO IT HAS BEEN RETAINED. 
          I DID LOOK UP WHO, HOW MANY, UH, WE, WE, WE OPPOSED IT, WE OPPOSED IT. 
          UM, SO THERE WERE, UH, 330 ENTITIES THAT, UH, REGISTERED, UM, OPPOSED TO THIS BILL. 
          13 FOR THE BILL AND FOUR WERE NEUTRAL. 
          SO, UH, THAT'S WHY I'M SAYING I'M, IT'S NOT A NON-CONTROVERSIAL BILL. 
          THAT'S ALL THAT THE HOUSE AND THE SENATE LOOKED AT, UH, THE LAST WEEK OF MAY AND THE FIRST WEEK OF JUNE. 
          BUT BECAUSE THIS IS THE LEGISLATURE AND SOMETIMES THEY DO UNUSUAL THINGS BEFORE THEY ADJOURN, UH, LAUREN WANTED TO FIND OUT IF THERE'S ANY INTEREST IN, UM, DRAFTING A LETTER TO SEND TO THE GOVERNOR IN THE EVENT THAT THIS SUDDENLY DOES PASS OR EVEN A PREEMPTIVE IF THIS DOES PASS. 
          UH, SO THAT, THAT'S WHY, UH, I'M LOOKING FOR A DIRECTION ON THAT. 
          SO I WROTE A LETTER TO THE COMMITTEE CHAIR WHO WAS ALL WHO, WHO PUT THE BILL, WHO WAS THE SPONSOR OF THE BILL, WHO WAS THE COMMITTEE CHAIR OF THE STUDY COMMITTEE. 
          [02:15:01]
AND I SAID, WHY DON'T YOU LET THE STUDY COMMITTEE MAKE ITS RECOMMENDATIONS? AND HE WROTE ME BACK SOME GOBBLY GO, UH, BASICALLY SAYING, I'M GONNA MOVE FORWARD THE BILL. 
          BUT WE HAVE WRITTEN TO THE GOVERNOR BEFORE ON THIS BILL. 
          THIS BILL IS, I THINK IT'S THE THIRD YEAR THAT IT'S BEEN, UM, AT THE LEGISLATURE. 
          SO I WOULD SAY YES. 
          DO YOU AGREE? I WOULD LIKE TO SEE US PREEMPTIVELY SEND SOMETHING THAT IF THIS HAPPENS, PLEASE VETO. 
          AND UM, I CAN CERTAINLY DO THAT. 
          WOULD THE LETTER BE UNDER, UM, THE MAYOR'S SIGNATURE OR UNDER A CITY MANAGER'S SIGNATURE? MAYOR, PROBABLY. 
          OKAY. 
          UM, I I WILL, I WILL DO THAT. 
          I WILL DRAFT THAT. 
          AND SHE DID, UH, VETO IT BEFORE WHEN IT MADE IT TO HER DESK. 
          I ABSTAIN. 
          YES. 
          YOU YOU, YOU DO. 
          DEREK IS ABSTAINING. 
          HE HAS A CONFLICT. 
          YOU DON'T NEED TO LEAVE. 
          'CAUSE NOW I'M DONE WITH THE LEGISLATIVE UPDATE. 
           . 
          OKAY. 
          THANK YOU. 
          UH, ITEM 
          [9.d. AB 3066 Discussion/possible action regarding future meeting/agenda items.]
DAB 30 66. 
          DISCUSSION, POSSIBLE ACTION REGARDING FUTURE MEETING AGENDA ITEMS. DOES ANYBODY HAVE ANYTHING? I DO. 
          I WOULD LIKE US TO IZE A DISCUSSION. 
          UM, THERE WAS AN ITEM THAT WAS BROUGHT TO US IN THE PUBLIC SESSION ABOUT NAMING THE ANNIS HUMMINGBIRD OF, YOU KNOW, AS THE OFFICIAL BIRD OF, OF, UH, SEDONA. 
          AND I THINK WE SHOULD CONSIDER THAT REQUEST. 
          I'D LIKE TO AGENDIZE THAT AND ALSO EXPAND THE DISCUSSION TO HOW DO WE GO ABOUT GENERALLY HAVING ANYTHING A ROCKETRY A, YOU KNOW, CLOUD OR WHATEVER IS THE OFFICIAL ONE SHOULD FURTHER REQUEST COME FORWARD. 
          I WOULD SUPPORT THAT. 
          SO WE NEED THREE, UH, COUNSELORS TO PLACE I SUPPORTED THAT. 
          UH, SO, SO YOU'RE SUPPORTING THE SPECIFIC ITEM OF CONSIDERING ANNA'S HUMMINGBIRD ON A FUTURE AGENDA AS THE, AS WELL AS HOW WE WOULD PROCEED SHOULD FUTURE REQUESTS COME FORWARD. 
          WOULD YOU WANT TO KEEP THAT, UM, FOR A RULE, THE RULE OF PROCEDURES UPDATE THAT YOU DO ANNUALLY? OR WOULD YOU LIKE THAT AS A SEPARATE, APART FROM THE RULE OF PROCEDURE UPDATE? WHEN IS THE RULES OF PROCEDURE UPDATE? OH, YOU TYPICALLY DO IT I THINK IN NOVEMBER, SO I WAS THINKING THIS WAS SOMETHING YOU WOULD WANT. 
          I, I'D LIKE TO DO THIS IN ADVANCE OF THAT. 
          YEAH. 
          AND THEN IT, IT COULD BE FINALIZED AS PART OF THAT OR THE REST OF IT ADOPTED, BUT I THINK THERE'S A TIMELINESS TO THE ANNA HUMMINGBIRD REQUEST. 
          SO ARE, UM, JUNE 23RD AND JULY 14TH CALENDARS FOR YOU ARE ALREADY PRETTY FULL. 
          I DON'T KNOW WHAT THE TIMING IS THAT THE, UM, HUMMINGBIRD SOCIETY IS ASKING FOR THIS BY, UM, I DON'T RECALL IF SHE SAID A TIMING IN HER COMMENTS. 
          UM, BUT IT REALLY, IT SEEMS LIKE THE FIRST MEETING IN AUGUST IS PROBABLY THE ONE THAT HAS THE MOST, UH, REASONABLE TO BE THE, YOU KNOW, NEXT TIME YOU COULD ADD SOMETHING. 
          I THINK I'M LOOKING AT JOANNE, I THINK THE HUMMINGBIRD FESTIVAL'S IN JULY, BUT IT IS, IF WE SEPARATE THE DISCUSSION, IF WE SEPARATE THE DISCUSSION OF THE HUMMINGBIRD VERSUS FUTURE, HOW WE DEAL WITH IT IN THE FUTURE, I GUESS WE COULD PROBABLY DEAL WITH THE HUMMINGBIRD MORE QUICKLY. 
          DO YOU SEE ANY, I KNOW WE DON'T HAVE A SPECIFIC, I DON'T KNOW IF YOU'RE ALLOWED TO DISCUSS IT, RIGHT? WITHOUT, OTHER THAN JUST PICKING THE SCHEDULE, THIS IS RELEVANT TO THE AGENDA. 
          YEAH. 
          TO THE AGENDA. 
          DO YOU FEEL, AND MAYBE YOU NEED TO LOOK AT THIS, I DON'T KNOW. 
          DO YOU FEEL THAT WE NEED TO ADOPT A SPECIFIC POLICY ON RECOGNITIONS, OR DO YOU THINK WE CAN MOVE FORWARD WITH THIS AND THEN ADOPT SOMETHING FOR FUTURE? I, I THINK THAT TWO CAN BE A SEPARATE AGENDA. 
          UH, ITEMS. I THINK THE HUMMINGBIRD ONE COULD GO ON AUGUST AND THEN THE, THE SEPARATE DISCUSSION COULD GO AUGUST OR LATER. 
          I, I DON'T THINK THEY'RE NECESSARILY TIED BECAUSE THERE'S, THERE'S INTEREST IN MOVING FORWARD WITH THE HUMMINGBIRDS. 
          UM, BUT THEN WHETHER THE COUNCIL AS A WHOLE, IF THERE'S A, YOU KNOW, MAJORITY THAT WANTS TO HAVE A FORMAL PROCEDURE, THAT'S SOMETHING THAT WE, WE WOULD DISCUSS SEPARATELY. 
          I I ALMOST THINK IT WOULD BE BETTER AT, AT TWO DIFFERENT MEETINGS BECAUSE YOU DON'T WANT, UH, ONE TO INFLUENCE THE OTHER NECESSARILY. 
          UM, BUT THAT WOULD BE, I WOULD CERTAINLY LEAVE THAT TO, UH, ANNETTE AND JOANNE ON TIMING FOR THE AGENDAS. 
          SO IF IT WAS, IF IT WAS, IF WE SEPARATED THEM LIKE YOU'RE SUGGESTING, WOULD THERE BE ROOM BEFORE AUGUST? WE HAVE ONE MEETING IN JULY, I KNOW. 
          UM, POINT, POINT ORDER JUST FYI POINT ORDER, WHICH USUALLY TAKES PRESENCE. 
          MM-HMM . 
          UH, I, IT'S MY RECOLLECTION OF THIS COUNCIL HAS CONSIDERED THIS ITEM IN THE PAST. 
          DO WE HAVE TO GO THROUGH A RECONSIDERATION PROCESS 
          [02:20:02]
AS THE PROPER WAY TO REDO THIS? I BELIEVE IT WAS LIKE A YEAR AGO. 
          SO, NO, IT WAS, IT WAS A, AS I RECALL, IT WAS A CONVERSATION ABOUT WHETHER TO PUT IT ON THE AGENDA, NOT THAT WE DISCUSSED IT ON THE AGENDA. 
          OH. 
          I THINK WE GAVE COUNCIL DIRECTION NOT TO PROCEED WITH THINKING ABOUT THIS KIND OF THING. 
          WE WOULD'VE TO LOOK THAT UP IF THERE WAS A, A MOTION ON IT. 
          UM, THEN IT WOULD HAVE TO, UH, YOU KNOW, BE A MOTION FOR RECONSIDERATION FOR NAMING ANYTHING OFFICIAL FOR THE CITY. 
          UM, MY REC, I, I DON'T RECALL WHETHER THERE WAS A MOTION MOTION. 
          I RECALL THERE WASN'T INTEREST, BUT THAT DOESN'T NECESSARILY ELIMINATE A, YOU KNOW, A ONE TIME HERE OR THERE. 
          I, MY RECOLLECTION WAS THERE WAS NO POLICY WANTED, BUT I DON'T REMEMBER A MOTION ON THAT. 
          WE'D HAVE TO LOOK THAT. 
          YEAH. 
          HAVE ANY OTHER, WE SHOULD LOOK IT UP. 
          WELL DE YEAH. 
          'CAUSE YOU, YOU'RE CORRECT. 
          THAT WAS A EXCELLENT KATHY. 
          AND THEN I, I JUST WANNA POINT OUT THAT THE 12TH ANNUAL SEDONA HUMMINGBIRD FESTIVAL WILL TAKE PLACE FROM JULY 24TH TO JULY 26TH. 
          2026. 
          SO I DON'T THINK IF WE SCHEDULE THIS FOR JULY, IT'S NOT GONNA HAPPEN IN TIME ANYWAY. 
          SO I, I AND I AM CONCERNED, I HEAR YOUR, UH, POINT MONIQUE, BUT WHAT I'D LIKE TO ASK A QUESTION IF WE GO AHEAD WITH, BY SEPARATING THESE AND GO AHEAD WITH ONE. 
          WE'VE ALREADY SET A PRECEDENT PRIOR TO OUR CONVERSATION ABOUT HOW TO TREAT THESE IN A HOLISTIC MANNER. 
          SO I WOULD, I PERSONALLY, UNLESS I GET SOMETHING THAT MAKES SENSE, OTHERWISE, WOULD LIKE TO SEE THIS IN ONE CONVERSATION GO FORWARD. 
          UM, AND I DON'T THINK WE CAN DO IT IN A, A TIMELINE FOR THIS, SO I DON'T MIND WAITING TILL AUGUST, SEPTEMBER TO AGENDIZE THIS, BUT, ALRIGHT, SO WE CAN UH, AGENDIZE THEM ON THIS THE SAME DAY. 
          BUT THERE'S A LOT OF THINGS FOR WHEN THE ITEM COMES UP THAT COUNCIL WILL HAVE, HAVE TO DISCUSS. 
          I MEAN, ARE THINGS LIKE, UH, IS IT FOR, YOU KNOW, SOMETHING OF SEDONA FOR THE DAY, FOR THE WEEK, FOR THE MONTH, FOR THE YEAR FOR ETERNITY, THERE'S, THERE'S MANY THINGS THAT WILL HAVE TO GO INTO THAT CONVERSATION. 
          MM-HMM . 
          SO IT WILL BE A BIT OF AN AGENDA ITEM. 
          WELL, YEAH. 
          AND SO AS STAFF WILL PUT TOGETHER ALL THAT FOR THEM. 
          YEAH. 
          SO FOR TIMING, UM, YEAH, WE WERE JUST LOOKING AT THE SCHEDULE AND I THINK AUGUST WE COULD, IF YOU WANTED, UM, JULY 15TH IS A WEDNESDAY. 
          IT'S A SPECIAL WORK SESSION DAY. 
          THERE'S ONLY ONE ITEM ON THAT RELATED TO JUDGE SPEAR CONVERSATION. 
          UM, AND IF YOU THOUGHT THIS WOULD TAKE, YOU KNOW, LIKE AROUND A HALF AN HOUR, WE COULD PUT IT ON AS AN ACTION ITEM ON THAT WEDNESDAY. 
          BUT OTHERWISE I THINK, AND WOULDN'T ANYTHING TAKE A HALF AN HOUR ? I KNOW, I KNOW, BUT I'M JUST TRYING TO GIVE YOU GUYS THE REALITY CHECK ON YOUR SCHEDULE. 
          SO THAT'S WHY I THINK AUGUST IS THE LOGICAL FIRST TIME WE COULD DEREK, SCHEDULE PETE TO ANSWER YOUR QUESTION, I DON'T RECALL THERE BEING A SPECIFIC VOTE ON IT. 
          I MEAN MY ATTITUDE AT THE TIME WAS, I DON'T WANT TO GET IN THE BUSINESS OF OFFICIAL ANYTHING. 
          I THINK THE HUMMINGBIRD THING, THEY'VE MADE A PRETTY GOOD CASE, SO LET'S PUT IT ON THE AGENDA AND TALK ABOUT IT. 
          I DON'T NECESSARILY THINK THEY HAVE TO BE TALKED ABOUT AT THE SAME TIME, BUT I DON'T HAVE A STRONG OPINION ON THAT. 
          BUT I DON'T THINK WE SPECIFICALLY VOTED. 
          I DON'T KNOW IF IT ACTUALLY REQUIRES A SPECIFIC VOTE OR IF IT'S COUNCIL DIRECTION. 
          THAT WAS CLEAR. 
          SO IT'S JUST A MATTER OF DOING RESEARCH, MAKING SURE THAT WE'RE DOING WHAT WE NEED TO DO IN THE RIGHT WAY. 
          YEAH. 
          OKAY. 
          GOT IT. 
          SO WE'RE GOOD FOR AUGUST OR WE WANT JULY. 
          IF, IF WE DIDN'T HAVE TO HAVE A BIG DISCUSSION, I'D LIKE TO DO IT IN JULY. 
          IT'D BE REALLY NICE FOR THEM. 
          SHOULD HAVE PASSED. 
          WELL ONE PERSON WANTS A BIG DISCUSSION, SO LET'S SEE WHAT EVERYBODY ELSE THINKS. 
          WHAT I THINK THE DISCUSSIONS CAN BE SEPARATED. 
          I RECOGNIZE THAT WE'RE CREATING A PRECEDENT, BUT IF THERE'S ENOUGH INTEREST IN IT, THERE'S ENOUGH INTEREST IN IT AND IT WOULD BE NICE TO TIME IT FOR THEIR FESTIVAL. 
          PETE, I'M A PROCESS RELATED PERSON. 
          I, YEAH, KATHY, WE KNOW DEREK. 
          I AGREE WITH CHARLOTTE. 
          OKAY, MELISSA. 
          I'M HAPPY TO SEPARATE THEM. 
          BRIAN, THE BIG THING. 
          HMM? THE BIG THING. 
          YOU WANT THE BIG THING. 
          THE BIG THING LIKE KATHY SAID, AND SO I'M THE BREAK TIDE, YOU'RE THE DECIDING OH MY GOD. 
          THE POWER . 
          I WOULD SEPARATE THEM. 
          OKAY, SO WE'LL, SO JULY 15TH. 
          OKAY. 
          OKAY. 
          ANYTHING ELSE? I HAD THE SAME POTENTIAL AGENDA ITEMS, SO. 
          OKAY. 
          AND YOU KNOW, PETE, WHAT I RECALL WAS WE WERE TALKING ABOUT PROCLAMATIONS VERSUS OFFICIAL WHATEVERS AND, AND THERE SEEMED TO BE KIND OF A INTEREST IN JUST KEEPING IT AT THE PROCLAMATION STAGE AT THIS. 
          CORRECT. 
          [02:25:01]
YEAH. 
          SO, BUT THAT'S THE RESEARCH THAT NEEDS TO BE DONE. 
          YEAH. 
          YEP. 
          OKAY. 
          NOTHING ELSE. 
          MEETING 
          [11. ADJOURNMENT]
ADJOURNED.
* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.