- All right. Well, this is a special, very short meeting of the Bloomington Board of Park Commissioners
- just to address two items on the agenda. So Tim, filling in for Kim, can do the roll call, please. That's
- right. OK. So for attendance, roll call, Kathleen Mills. Here. Israel Herrera. Here. Ellen Rocky. Here.
- OK. And we do not have Jim, but we do have a forum.
- So, as I said, we just have two items. A, one is the approval of the Greenville Limit Stone for rail
- trail improvements. Yes, Rebecca Swift, Operations and Development Division Director, here to recommend
- approval of the service agreement with milestone contractors for the Bloomington Rail Trail Roger Street
- Crossing Project. The total is not to exceed $212,000 or $212,280,000.
- Speak right now. Sorry. Words numbers. Um, anyway, milestone provide all necessary material labor equipment
- to complete the Bloomington ranch arrived to frosting. Mostly this is to realign the frosting to improve
- pedestrian safety. We're going to be putting in a new street light as well as an rapid flashing beacon.
- That's going to be pedestrian controlled.
- We are planning to pave each side of the road, a certain section of the rail trail, but just to clarify,
- the rail trail will remain an unpaved trail for the most part. This is just to improve the apron on
- each side of the Rockham Street. There was a little bit of grading needed and some site restoration,
- but other than that, it's a pretty straightforward project. Happy to answer any questions. Okay.
- Thank you. I have one question, but you are being answered.
- All right. Any questions, Israel or Ellen? I don't have a question from here. OK. Ellen, do you want
- to? No. Oh, I'll make a motion. Yes, I'll make a motion to approve a contract with Milestone for the
- rail trail and Rogers Street intersection. I second. OK. And all those in favor? We'll call them.
- started making a motion. Ellen, second is Israel. We'll call the vote. Kathleen Mills. Aye. Ellen Gryke.
- Aye. Israel Hergera. Aye. Okay, that motion is carried. And then in our second item this evening,
- we have, just hit that, just hit stop.
- We have an ATU approval of the trail closure for rail trail improvements, which is also Rebecca's work.
- Yeah. So in order to do the project, I just presented to you, we do need to close temporarily, but full
- closure of the rail trail in this corridor. We're estimating less than 30 days. I put in here an estimated
- start date October 15th, knowing that we had a delay a little bit for this session, probably be more
- closer to October 20th. The contractor is estimating 21 days.
- It will not require a full trail closure that entire time, but it's better to assume the full construction
- schedule with. And there will be some temporary road closures, but obviously that is outside of this
- application. I am just requesting park board's approval of the temporary full trail closure of the rail
- trail. Okay. All right. Any questions about this for Rebecca? No, no questions. Okay.
- So will we provide any, like, what kind of signage or what kind of communication are we doing to...
- Great question. So big shout out to our communications manager, Julie Reagney. I'm going to be working
- with her. She's already got a draft yard sign for me that's got a QR code. We'll actually put that out
- on site. So people who arrive on site can scan the QR code and it takes them to a project page.
- and they get a bunch of updates that we can update as the project continues. We're also gonna do some
- social media posts. So between the social media, obviously that's a big reach for us. We have 14K followers
- and then we do press releases as well. So there'll be a press release coming through the mayor's office
- and as well as social media and then actual physical sites. Is there anything that's like trail closed
- ahead or like any, I was just like, I don't know, you're just out for a run or trying to ride your bike
- or whatever. Do you have any suggested
- reroutes or anything. Great question. There is no actual detour for this trail. There's no way to reroute
- people around it officially, so we will absolutely try to give people notice at major trailhead. So
- the rail trail trailhead along Countryside Road, that parking lot, will have a yard sign there. It won't
- be just right when the construction starts. It'll have to start at the major trailhead. So I think Julie
- was estimating about 600 cents. Oh, okay, great. Okay. Yeah, not
- I believe she's ordered those already. So we put those out ahead of the project with a QR code to a
- project page to let people get updates. Great question. Thank you. Any others? No? Okay. Oh, well, make
- a motion. Sorry. Please just next. I'll make a motion to approve the closure permit for the
- Bloomington-Roucher or Rogers Street
- I'll say. We'll keep second. Okay. And our roll call vote of all those in favor. Aye. Aye. Aye. Aye.
- Aye. In Israel, you did have a second in there, right? Yes. Yeah. Yeah. Okay. All right. And that motion
- is carried. So those are the only two items on the
- Agenda for this evening. So, um, well, is there any public comment? You post these, but yeah, there
- is not anyone else present online other than cats. So no comment online. Okay. All right. Well, then
- with that, I will adjourn this special meeting of the Bloomington Board of Park commissioners.
- From there, we're going to enter into a work session. So, Israel, you're certainly welcome to stay on
- as long as you're able. I know you don't have the whole time. The purpose of the work session is to
- get information from our consultant, Jamie Sabak, about the Matthew Plan process, where we're at with
- that, and to allow you to ask some questions about the process and take the time you need. Yeah, I can
- stay at least 20 minutes. Are we going to start now? What's six?
- Uh, we will, we will start now. Okay. Yeah. So I can stay for thank you. Do you want to officially kick
- off the, okay. Well, um, I mean, do we need to call to order as someone obsession or. I think you're
- saying, yeah, sure. Okay. So we're, um, yeah. Okay.
- So yeah, I'll call to order this work session for the Bloomington Board of Park Commissioners so we
- can hear an update on the master plan. And we have two members here in person and Israel for a while
- here virtually. And this is a follow-up from, when was our previous? April. April. April. April. April.
- April. April. April. April. April. April. April. April. April. April. April. April. April. April. April.
- April. April. April. April. April.
- Yeah. Okay. Well, thank you. Tim, did you want to share anything on the comment? And I know you've got
- the driving. I'm good. I'm going to try and pull up. You're ready for your presentation, right? I'm
- just here to share. Just a few slides to guide.
- Yeah, I'll just say we have had yesterday and today a really great master plan site visit with Jamie.
- We've conducted a number of staff meetings on different topics, both with park staff and other relevant
- city staff. We had one on inclusion, accessibility, talked about the city's transition plan. We had
- one on climate change and sustainability to help Jamie understand the framework that we're operating
- in for recommendations in the master plan.
- for when we get to strategic planning on our main priorities in the master plan. Last night, we had
- a public workshop at Switch Bank Park. It was a really great workshop that Civic Bank put together
- interactive in a lot of ways. Unfortunately, not super well attended. However, we will have a virtual
- link coming to basically attend the meeting virtually online, which I think is going to be really cool.
- And we will be sharing that out.
- no doubt we'll get some good engagement from that. It's just another touch point with the community.
- We also today had a provider network luncheon. So we got our SVPs from about 50 different organizations
- with representatives who came representing areas that, representing organizations rather that have similar
- or overlapping services to the Parks and Rec Department.
- Obviously that is a wide footprint for us, so we had organizations that are representing youth and adult
- sports, representing arts, venues, music, concerts, representing youth programs, representing youth
- camps, and a lot of everything in between. Visit Bloomington, the library, the school district, and
- basically it was presented as an opportunity to talk about service provision to our community, especially in a
- time that's gonna have some challenges coming up for all of us. How do we overlap? How do we close some
- gaps? How do we eliminate some overlaps, work together, be smart with partnerships? And it was a very,
- very positive event for the 50 or so people who were there. We saw a lot of connections being made,
- a lot of positivity, and just even unlikely partners made that people who might not have otherwise intersected.
- having really great conversations about how we all collectively serve our community. So that was really
- well received. And then lastly, we also did some financial work, both with our advisory team earlier
- today, revealing some of the work that's been done so far that will come to Parkport eventually. And
- then also with all of our staff, about 20 of them this afternoon had a session on how to do service
- analysis for
- fiscal results. So that is what we've been up to the last two days. I hope that wasn't stealing the
- thunder that you were going to talk about. I was about to say what he said. That's where we've been.
- Thanks Dan. If you wouldn't mind on the next slide. So first of all thank you for some time this evening.
- We'll keep it brief because obviously most importantly it's an opportunity for you to ask any questions
- of me that you may have. This is just a
- kind of a refresh of how we approach master planning, particularly for public parking rec systems at
- the municipal level. And obviously there's a pretty significant commitment and engagement. And we think
- about that not only in terms of internal engagement or professional staff with going into an elected
- officialist, but also trying to hear from a variety of different representative community members.
- that really, as we think about it as a foundation from which you build a plan, a significant number
- of analyses touch on some assessment. Tim mentioned some just in the last few days and I'll get into
- some of the finer points of that in a moment. And of course, the intention is based upon what we hear,
- what we learn, what we observe that allows us an informed plan for the organization. So just a quick
- visual of kind of how it all comes together.
- We are still on task. We actually started this process with a touch point with the project team back
- in February, and we still believe we are going to be on task to complete this in that 12-month window
- which we had hoped. And what can always be a challenge with these, particularly when they bridge at
- the end of the year, are the holidays. So you can imagine we don't get a lot done between Thanksgiving
- and the beginning of the year. And so I believe that we're going to be able to have a deliverable to
- the organization in February 2026.
- Real quick process tasks update, and again, really intention here to answer any questions that you may
- have. We broke this process into phases. You know, it's more digestible, I think, in terms of, you know,
- just staff understanding, and obviously from an organization coordination perspective. The first phase
- that we worked on included the two tasks you see there. The full conditions assessment of Brian,
- Our pool and most of all is complete. We have a summary report with a significant amount of data that
- will inform some of the recommendations of the plan. And while we started financial sustainability quite
- a few months ago, as Tim mentioned, we actually had to reveal this morning. So we got to see the data
- that resulted from the analysis.
- What that very simply does is it informs the organization in terms of what it costs to do business,
- what it was a cost to provide the variety of services that are provided by women to correction
- and recreation. Right now, the ball is in the staff's court because they've been provided with the data
- as well as some, I'll call it homework, guiding principles around setting goals so that they're not
- arbitrarily set. It's a very informed process. So we're anticipating probably in the next two to
- three weeks, they'll have goals, and that will then allow us to see a draft that we invite you to assist
- in. Next slide, please. Phase two, really, as you can imagine, this isn't a linear process, but phase
- two really started in April. We had an opportunity to have immersive conversations with staff, of course
- had some opportunity to visit with you and have the planning questions around what we thought the strengths,
- weaknesses, opportunities, and threats were.
- I asked you some values based questions that we believe to be priorities of the organization's equitable
- community engagement started at that time and actually continues, we are soon going to see the release
- of the survey.
- that will be received by, I will say the majority, hopefully all households in Bloomington. And the
- intention there is to complete the circle, if you will, relative to engagement. We've had focus group
- meetings. We've had very brief questionnaires, three question questionnaires. We actually got 1,100
- responses, which I think is outstanding. We did not expect that.
- the three-question questionnaire, which included what are the priorities in this community as you see
- them as they relate to parks and recreation? How do you hear about park and recreation services? Some
- baseline questions that helped inform the survey that's about to be released. We had, I think we had
- seven focus groups. We had folks from the business community, from IU. We actually met with two incredibly
- amazing, intelligent young women who were in their teams who
- actually knocked my socks off in terms of how thoughtful they were about the future and tree canopy.
- And I mean, it was just impressive to say the least. I knew that's what they had to be. It was so impressive
- to listen to them speak. And it just was like this rumor of optimism in terms of who they're handing
- things off to. So anyway, really try to be thoughtful about who was at the table. And we had an opportunity
- to visit this.
- Organizational analysis, analysis, I would suggest. Tim mentioned a few of the things we've been doing
- in the more recent. This includes everything from, you know, what's the financial outlook look like
- relative to what's happening with SEA 1? We had an opportunity with the administrative support staff
- yesterday, everything from customer service point of contact policy,
- We're looking at climate action plans and how that connects to parks and recreation operations. So it's
- a pretty robust look inside of the organization. And then what obviously all of this intends to do is
- inform organization of priorities. What will be the umbrella under which plan is built? And those,
- of course, those priorities will inform the action of the plan. And then phase three, Tim?
- This is where we'll move into strategic plan development. So we've captured, if you can imagine, gathered
- all kinds of information and insights.
- It informs the priorities, the priorities become the umbrella in which we build the strategic plan.
- The strategic plan is the actionable part of the master plan. We'll be back mid-January. We haven't
- determined the date yet, but that will be the work session that we conduct with all of the staff to
- build upon the priorities. And very simply, what we do is we say, if these are the priorities of the
- organization, what are the intended outcomes? And we work backwards from there then to determine what
- actionable steps will get you to realize those up.
- That all feeds into the final master plan draft, which will be delivered to the project team for review.
- They'll go back and forth. And obviously the expectation is to present that to you for feedback and
- then ultimately for adoption. So things are moving forward. Like I said, I feel like we're in a really
- good place in terms of timeline. Staff have been incredible to work with. We've had some great touch
- marks during this visit as we've had with every visit. So that's a high level overview of the process.
- So I will just open the floor for any questions that we have with me. I know we were going to have a
- three touch point this evening, but more importantly, just want to make sure any questions that you
- might have are answered. And while we have board member Galera on the line. Yeah, I mean, I guess, is
- there like the three questions? I mean, were there certain results that
- really stood out to you and like how, what do you think we'll see then in that engagement survey? Yeah,
- I put that in there as a placeholder, just to give you an idea. We shared these last evening. So we
- had a 24 by 36 boards printed. This was one of our stations and it was just simply to inform those who
- attended. Here's what we've heard thus far. This is what we heard to be 1,100 responses.
- The first board on the left, the question was what activities do your members of your household do to
- improve health and general well-being? You can see the runaway winner there is walking, which frankly,
- that's the number one response in any system across the country that I've ever seen, is walking is the
- number one activity. But then hiking, followed by all the others that we see there. The second question,
- what should the department focus on, prioritize, in order to improve better health and well-being across
- the greater community?
- conservation of natural areas. Second, expanded and or connect to trails and paths, which obviously
- the bridge to walking exists and then three, taking care of what you have. So that connects to, I think,
- some of the motive and intent of this process is understanding and possibly doing business. How do we
- take care of the existing system that we have? And then the third one was really just a question, a
- curiosity around how do you hear about
- services provided by the organization. How do you learn about Wilmington Parks and Recreation? And you
- can see really no runaway winners here, but social media, email, and city website tends to be the more
- popular of common sources, followed by the guide. And then, of course, we had an other, which I would
- honestly tell you, I'd have to look and see what the others were, but it was a pretty small segment
- of the responses.
- So these were among the things, again, focus routes, touch points with the staff, what we heard from
- you that helped inform how we approach the questions in the survey that's about to be released to the
- greater community. It's very insightful. Yeah. Is that like, you said walking is always number one across
- the other systems. What about the...
- focus, those priorities, like conservation was the number one for us. Is that also common? No. That's
- interesting. I worked in Boulder. Yes. Yeah. If it's, let's say, wheat in Illinois, probably not. Yeah.
- Right. Or trying to think, just Nebraska, like Omaha, Nebraska, probably not. Yeah. Interesting. It
- connects to the values of the community. Yeah. If you're a community that really embraces natural areas and
- environment and open spaces, that is definitely going to be at the top of the list. I would tell you
- if we did that tomorrow in Boulder, my guess would be absolutely yeah. Every year that I was there,
- we would do satisfaction surveys, we would ask questions, and the Senate was always taking care of our
- open space, our green spaces, our trails. So yeah, the values of the community drive and help them to
- respond to the spending section.
- And I'm sure, I guess I shouldn't say I'm sure, but I imagine you were overly surprised by anything
- that you said in the end. And we always look for key things, like repeat messages, key things. Those
- are the things that really drive how you think about, you know, the next step in the process, how we're
- going to frame questions. You know, what do we take away from this? You know, I think, again, there's
- a kind of an innate expectation in a community like Bloomington that you would see these kinds of responses.
- But yeah, this was one of the stations that we had last evening. It was just more of a, hey, FYI, this
- is what we've heard thus far through the process. I think people were really interested and intrigued.
- We had some follow-up questions based upon this station alone. One of the other stations was a QR code.
- And this, again, we have a virtual engagement room that will simulate last evening. It will be publicized,
- promoted through Julie's office.
- We're going to have some boards like these that are going to move around systems so people could click
- on the QR code. And it simulates last evening. But one of the questions that was asked was, imagine
- being a citizen in the year 2050. What would you tell the department today that it needs to hear? So
- a little bit of provocation to get people to really think that while you're building the system in the
- moment, you're leaving a legacy over the next 25 years of the decisions that you make.
- We let folks know the survey was coming out. We had a little kind of, I don't want to call it a voting
- station, but we had ping pong balls and buckets and we asked people to pick two and their choices were
- more services and more services to the system.
- maintain high levels of service or stabilize our taxes and fees. You can only have two of those things,
- which one would you choose? So people had a chance to respond to that. We had a department table, all
- the staff were there to answer questions and have conversations with those. So while a small group,
- a mighty group, and I think some really good discussion, and again, I'm really encouraged because of
- the response we got for this, that we'll see the response to the virtual engagement opportunity.
- unfortunate that yesterday was the only day it's framed. Yeah. Yeah. In like two and a half months.
- Yeah, that's too bad. What did they, how many, how did the ping pong balls? It was pretty evenly split.
- I will tell you, we do that with almost every master plan.
- This was the first time that there weren't two runaway winners. Oh, really? What are the usual? Typically,
- the runaway winners are Maintain High Levels of Service and Stabilize Our Tagger IDs. You had quite
- a few people. However, I remember these two women in particular in the room going, we can pay for stuff.
- And so they just said, we can afford to pay. So I think we had a pretty even split, but it was such
- a small sample size. I want to be cautious, because once you see the virtual engagement room responses,
- I think it'll give us a better sense of how beautiful that is for you.
- how to fund parks foundation person in the realm. They're taught to the people who said they can pay.
- How much? Yeah. Yeah. I thought it was really good. Again, it was a small group, but really
- good conversations. We have the bike, polo,
- folks who are young men who really seem to understand the value of community and talking good and really
- being thoughtful about things. So yeah, it was, I thought it was really good. And staff were, we had
- a good group of staff on site to answer questions and engage. So it was a really good visit. And as
- I mentioned, now we'll be doing a lot of work on the scenes to everything we're learning. We've got
- our survey team that's about to release the survey. We'll collect that information.
- We'll start crafting some of the narrative for the plan, get that to the team for review, and then we'll
- be back in January for the strategic planning. So, we are like, with the staff, like, I remember I was
- talking about, like, how we're going to have these service categories. Is that right? So, I guess, what
- sort of, I guess, is all sort of being done simultaneously, but is it like,
- They kind of already know what the service categories are or how does the survey and form. Yeah, and
- what sort of order the stress categories are part of the financial sustainability. Right. So those are
- complete. They've been complete. We've got a draft of the continuum of the strategy. And now we've got
- to fill in the blanks with the goals. Yeah.
- informed how the staff will approach the recommended goals for the categories. That doesn't necessarily
- inform the survey in and of itself, but obviously the fiscal realities and conditions of the community
- help us consider how we want to ask questions so that the community is as informed as they can be when
- they are responding to the survey. So while it's not directly connected, there is some connectivity
- between all of it. Ultimately that
- you know, the financial sustainability piece will come before you in policy. And then we'll ask you
- to approve a financial sustainability policy that sets some of those goals and new cost recovery categories
- and all of those things. And of course it can be renewed, updated, changed through the board at the
- future, but that will be a board approved doc. So that is where people seem to file. And we'll have
- a comprehensive presentation of all those pieces of the process.
- And we'll be giving Tim and the team draft language with a policy that certainly can be modified and
- adjusted as necessary. Any other questions? I don't know, like, I wonder, are you guys, I'm so excited
- about so far.
- I really wanted to do the conditions assessment, even though that's not my message today. We need data,
- we need data to help inform our decisions. So I'm thrilled to have a chunk of data and experts to help
- us, what, four pages, 4,000 lines of expense reports that we sent to your financial person. So we have
- a lot on our plates and we know that we're not setting prices, maybe how we should be.
- that's maybe still helpful. And our staff look at this as an asset. Like we need help, we just don't
- have time to do it. So now we need to hire consultants. So that's been very great. Today's provider
- lunch, I was so excited to see the people. We communicate on the phone, email, but never had face-to-face
- communication. But at the lunch time, we were like, ah, you were. That was great.
- Yeah, internally we do numbers, data, everything else, but that was well balanced a couple of days because
- we have to go out and meet people and not only looking at the data. Yeah. Yeah, I think that financial
- sustainability, it's not really that much different than what we've done, but it's a different way of
- looking at it. And I think that mind shift is going to be really great.
- Um, I think some people are all bought in and that's how their brain works and others will take some
- time to make that switch, but it couldn't come at a more appropriate time when we're headed into,
- you know, budget, uh, perhaps challenges and really thinking about what we're doing and why we're doing
- it. And I think that's something that I've been talking to the rec staff about is just that intentionality.
- It's like, what you're doing isn't wrong, even if it doesn't make money, but.
- Are you thinking about it in the right line? And are we being intentional about it? Like, yes, we know
- this one's not making as much, but we know this one is more. And I think what they're putting together
- for us just gives that backbone to make those decisions in a more intentional way. And I think we've
- been missing that intentionality. We've just been doing, we've just been doing, doing, doing that we
- haven't had an opportunity to step back and look at it.
- Um, from that intentional lens. Yeah. So I'm excited to be able to do that. Yeah. There's always something
- coming down. You just have to like move on and like go to the next thing. We don't always have time
- to like snap your fingers and pause time and say that, Oh, like, I just need like three days to dive
- into the, it's never, yeah, that's never going to happen. So when we've been in like a more and more
- and more, I mean, our community has like our land has our programming has and things.
- Asked to do more or you've been doing more. And so now to like, one is what we've been doing appropriate.
- And, you know, it's time to do that kind of like quality, maybe over quantity. Yeah. We haven't looked,
- I mean, that hasn't really been a discussion in quite a while. It's resonated with everyone. I've talked
- to the community today. Other people are like, yes, like that's what we need.
- them set for their organizations as well. That's a good point too, because I feel like switchyard and
- then there was the, I mean, not that it was a bad thing, but what went with the alley beautification?
- There was something. The bicentennial bonds. The bicentennial bonds. The gateway. The gateways. Yeah,
- there was the trees, the, yeah. And then hope well. And then hope well. Yeah, hope well. And then program
- it all, run it all. Right. Exactly. Right. Yeah. It's been a lot under the last. It's like great.
- Great problems to have, you know, you don't want to not do things. Yeah. But what's the best way to
- write all of these things? Yeah. So again, we'll be back. We're looking at calendars right now, I think
- in the second, third week of January, and we'll do the strategic planning session. We're also going
- to be looking at the purpose of the organization.
- of checking that mission and purpose and seeing if it remains relevant and what adjustments and updates
- we can make based on dynamic social and environmental and economic conditions. Is it time to give that
- a little bit of a new life? So yeah, and then after that we'll have a little bit. Is there any very
- small preview of the pools assessment?
- I can just tell you a little bit about it. They're in fabulous shape. Everything's good. But not so
- bad. Don't quote me on these numbers because without it in front of me I'm forgetting and keto might
- remember better than I do. What was the total between both of them that we found? That was 2.4. 2.4
- was one of them. 2.4 was per million, which actually
- surprised me as being a little bit low, but you have to remember too, that is to restore everything
- to the condition that it is right now. That's not to make any improvements or anything. That's not only
- improved, but the bus house and everything else. But again, that would mean restoring the bath house
- to its current condition, which is not great to begin with necessarily. Wouldn't we spend that much
- money on the bath house to restore it when
- How much more would it be to thank you, Israel? Thank you. To make it better. And I would also suggest
- that that's in today's song. Yes. Yeah. Yeah. It's changing rapidly, of course. And then Mills was another,
- everyone was saying maybe two. Yeah. So it's a lot. How's the pool liner at Mills? Is it not as old
- as, I know the Brian Parker one was replaced. Yeah, the Mills pool liner is much better shaped than
- it used to be.
- Yeah. The pool itself, the mechanical and everything else is much, much better shaped than Brian Burke.
- That's right. It's much, much more accessible and used. Yeah. And bigger. Right. When was the mills
- pool built? Sixty... Well, like fifty... Sixty-three? Sixty-three dollars. That's right. Brian
- was fifty-seven. Sixty-three. Mills was maybe sixty-seven.
- Within like 10 years after? Yeah. Yeah. Okay. And I had an opportunity to go to Terra Hall. They got
- the food innovation project started and their spending 3.2 million to innovate their food is much smaller
- than mix. When I visited, I was surprised to see. Where was that? Terra Hall. Oh, okay.
- All the money that's there coming from the funding sources, the tax, no tax, that's coming from casino.
- Casino money. That's the money goes in. I'm like, that's fine. Yeah. Funding sources like that. We asked
- the controller if she could pay the casino, but she didn't say anything. She didn't really say she could
- buy it. Yeah. Yeah. We need it. It's two people that have that kind of pay. Yeah. Always the money.
- The bicycle polo group was like, if we raise money, can we donate it? She was like, who are you? They're
- so awesome. This is really great when they've spoken at the meetings. Yeah. Yeah. That's a good group
- of people.
- more quietly. They're all trying to build community connections. So we're on the same side. Yeah.
- Well, we appreciate, you know, just having a few minutes of your time to share the update, the links,
- you know, an idea of where we are. This worked out really well, Dave, I'll put that. Yeah, yeah, yeah,
- perfect. Everyone, that project's going to get going and wanted to give you the update so this ended
- up working out really well. I appreciate it. Is there a way to get on? Yeah. We'll do our next business
- at our regular meeting on the 21st. Okay, yeah. Well, thanks for the update, John. Absolutely. Look
- forward to seeing you both. Yeah.