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From YouTube: Apopka City Council Meeting November 18, 2020
Description
Apopka City Council Meeting at City Hall on November 18, 2020 at 7 PM.
To view the meeting agenda visit: http://www.apopka.net/agenda
#ApopkaCityCouncilMeeting #CityofApopkaFL
A
We'll
call
the
apopka
city
council
november
18
2020
meeting
to
order
we're
gonna.
Have
commissioner
smith
give
us
the
invocation
and
we're
gonna
have
tariq
ballard,
give
us
the
pledge
and
the
fact
of
the
day.
B
Let's
assume
that
through
the
prayer
most
recently
probably
come
once
again
and
say.
Thank
you.
We
thank
you
for
all
the
blessings
that
god
continue
to
bestow
upon
us,
realizing
that
you're
to
give
a
very
good
and
perfect
gift
to
the
creator
of
all
mankind.
We
ask
him
father.
You
continue
to
bless
this.
B
Our
married
as
you
continue
to
lead
this
city
onto
how
you
hide
bless
the
councilman
of
god
that
all
the
decisions
that
we
make
will
be
pleasing,
accepting
the
site
that
they'll
be
acceptable
to
the
individuals,
our
public
to
our
citizens
and
make
a
difference
in
their
lives
and,
as
we
come
tonight
to
recognize
world
diabetes
day,
we
pray
for
all
those
that
are
battling
with
this.
The
disease
and
we
pray
for
the
father
that
you
will
comfort
them
and
you
provide
a
cure
and
we
pray.
Oh
god,
to
all
these.
E
G
On
november
18
1883
precisely
at
noon,
american
and
canadian
railroads
began
using
uniform
time
zones.
They
created
four
continental
time
zones
as
a
way
to
eliminate
confusion
from
all
of
the
local
time
zones
created
by
individual
towns.
There
were
thousands
of
time
zones
all
based
on
the
movement
of
the
sun
and
clocks
were
usually
set
based
on
high
noon.
The
time
when
the
sun
is
at
the
highest
point
in
the
sky,
this
created
major
confusion
with
the
railroads
having
to
list
dozens
of
timetables
based
on
all
the
local
times.
G
A
H
J
Good
afternoon,
commissioners
and
mayor
today
we
have
the
presentation
of
your
2021
2020,
2021
youth
council.
First,
we
have
devin
who
is
going
to
present
and
introduce
the
team,
and
then
we
have
hannah
that's
going
to
present
the
presentation
that
is
on
your
desk
in
front
of
you.
K
K
L
As
you
heard,
my
name
is
hannah
scarborough
and
tonight
I
will
be
discussing
the
apopka
youth
council's
ideas
for
our
city
flags,
as
well
as
going
over
our
recent
events
and
our
new
plans
for
the
future.
Before
I
begin
on
behalf
of
myself
and
my
fellow
council
members,
we
would
like
to
thank
you
for
this
opportunity
to
be
here
tonight
and
offer
our
ideas
for
the
city's
flags.
L
L
In
addition
to
this
design,
we
also
considered
a
slightly
different
concept
in
light
of
the
struggles
that
our
country
has
been
facing
with
the
phrase
united.
We
stand
this
way
when
a
citizen
spots,
one
of
these
flags,
they
can
be
reminded
that
popkins
can
maintain
their
community
together,
regardless
of
what
we
are
facing
on
the
next
slides.
We
have
our
concepts
for
the
apopka
and
we
kind
of
high
school
flags
with
a
similar
concept
of
unity.
L
L
L
L
For
december,
we
are
planning
to
revisit
our
adopted
road.
We
are
going
to
come
together
to
clean
it
and
if
you
are
interested,
you
are
welcome
to
come
out
and
see
how
we
take
care
of
our
road
as
well
to
participate.
If
you
are
interested,
I
would
now
like
to
open
up
the
forum
for
any
questions.
If
you
have
some.
A
H
B
I
Yeah
I
mean
welcome
to
the
the
new
the
new
folks
to
the
to
the
club
really
make
the
most
of
it.
I
mean
focus
on
that
first
flag,
that
you
all
came
up
with
the
service
and
the
community
aspect
of
things.
I
mean
what
better
way
to
serve
the
community
than
to
come
together
as
young
folks
and
and
do
these
types
of
projects.
Well,
I
guess
the
question
for
the
flags
were
these:
were
these
going
to
be
presented?
I
A
What's
that
you
want
to
get
a
picture,
okay,
won't
we
do
this,
why
don't
y'all
come
up
and-
and
you
want
to
just
get
it
from
there-
jamie
would
just
if
y'all
come
on
up
and
we'll
kind
of
flip
around
until
he'll
just
stay
right.
There
just
just
turn
around
there
and
then
he'll
just
get
you
that
picture
from
since
you
guys
are
all
wearing
masks.
J
M
Good
evening,
mayor
commissioners,
mr
bass,
here
today
just
to
give
a
brief
overview
of
the
accreditation
process
that
we
just
went
through
and
remind
you
all
in
the
community
what
the
accreditation
process
is
and
what
it
means
to
the
community
and
the
police
department.
So
accreditation
has
long
been
recognized
as
a
means
of
maintaining
the
highest
standards.
Excuse
me
of
professionalism.
Accreditation
is
the
certification
by
an
independent,
reviewing
authority
that
can
that
an
entity
has
met
specific
requirements
and
prescribed
standards.
M
The
process
an
agency
must
apply
to
the
commission
for
florida
law
enforcement
accreditation
to
participate
in
the
accreditation
process.
The
agency
will
be
required
to
demonstrate
compliance
with
all
applicable
mandatory
standards,
there's
over
100
of
them
and
not
less
than
80
percent
of
the
applicable
non-mandatory
standards.
M
We
met
94
percent
of
the
non-mandatory
standards
and
the
ones
that
we
didn't
meet
were
only
because
it
was
something
that
applied
to
our
agency.
So
proof
of
compliance
with
the
standards
is
determined
by
an
assessment
team
sent
by
the
commission
conducting
a
formal
review
of
the
agency's
policies.
Procedures
and
practices
agencies
remain
accredited
for
a
period
of
three
years
after
the
three-year
period.
They
must
be
reaccredited
in
2017
the
apopka
police
department
applied
for
to
participate
in
the
accreditation
process
on
november
17
on
november,
first
2017,
the
police
department
achieved
its
first
accreditation
status.
M
The
benefits
of
accreditation
provides
a
professional
review
of
agency
operations.
Personnel
practices
and
training
policies
by
an
outside
entity
ensures
policies
and
procedures
are
documented.
In
writing
and
defendable
increases
community
support
through
transparency
of
operations
assurance
agency
personnel
are
trained
and
functioning
according
to
agency
policies
and
procedures.
M
It
reinforces
the
agency's
ability
to
maintain
the
highest
standards
of
professional
law
enforcement.
Service,
strengthens
the
agency's
defense
against
lawsuits
and
complaints,
establishes
a
framework
of
systems
that
ensures
a
quality
work
environment
for
well-trained
professionals,
the
aids
in
retaining
and
recruiting
qualified
personnel.
One
of
the
other
benefits
that's
not
listed
here
is,
you
know,
we
know.
What's
going
on
across
the
country
and
the
president's
put
out
some
standards,
I've
learned
recently
that
the
federal
government's
looking
at
the
florida
accreditation
standards
as
a
national
model,
so
we
already
meet
their
standards.
M
M
The
agency
excuse
me
agency
reaccreditation.
The
agency's
first
re-accreditation
is
often
the
most
difficult
over
the
three
years
after
the
initial
accreditation.
The
agency
must
implement
and
maintain
many
changes
to
policies
and
practices
that
sometimes
can
be
a
significant
change
in
the
way
the
agency
used
to
do
business.
So
we've
gone
through
a
significant
change
when
we
became
accredited
and
we
must
show
proof
and
have
proofs
documented
in
files
that
were
following
the
procedures
and
the
compliance
requirements
within
the
accreditation
guidelines.
M
One
of
the
things
about
using
power
dms
is
the
accreditation
process,
also
uses
power
dms
and
that
allows
them
access
to
our
policies
and
procedures.
So
they
can
review
them
before
our
accreditation
process
and
it
allows
us
to
download
what
the
requirements
are
into
our
system.
Also,
this
documentation
consists
of
items
such
as
detailed
training
files,
showing
mandatory
training
was
completed,
documentation
showing
commission
recommended
policy
changes
have
been
implemented.
M
M
That
is
a
great
accomplishment
like
I
said.
The
first
reaccreditation
is
always
your
toughest,
because
it
does
change
the
way
that
you
do
business
and
we've
been
able
to
document
and
show
for
the
last
three
years
that
we've
maintained
those
standards
for
the
entire
three
years.
It's
not
just
saying
that
you
can
show
proof
that
you
maintain
that
you
have
to
have
documents
for
the
last
three
years
that
you
maintained,
and
you
did
things
such
as
you
know.
Our
drug
inventory
for
our
canine
dogs
has
to
be
checked
quarterly.
M
Now
we
have
to
have
documentation
a
memo
to
me
signed
memo
by
me.
It
has
to
be
in
the
file
every
for
every
quarter
that
we
did
that,
so
all
that
documentation
has
to
be
in
place,
so
the
accreditation
process
is
a
team
effort
that
requires
everyone's
participation.
It
is
not
something
we
work
on
every
three
years.
The
accreditation
process
is
entwined
in
our
daily
activities
to
ensure
we
are
providing
a
high
level
of
service
to
our
community.
M
During
the
reaccreditation
process,
the
assessors,
not
only
interview
agency
staff,
they
also
interview
numerous
members
of
the
agency
to
ensure
everyone
is
meeting
the
accreditation
requirements.
I
want
to
thank
the
mayor,
commissioners
and
the
city
administrator
for
your
continued
support
of
the
accreditation
process.
M
I
also
want
to
thank
my
staff
and
all
the
men
and
women
of
the
apopka
police
department
for
their
continued
commitment
to
the
accreditation
process.
They
go
down
and
they
interview
officers
they
this
year
because
of
cova.
They
would
call
the
officers
and
they
ask
them
questions
and
they
have
a
set
list
of
questions.
Officers
have
to
answer
those
questions
based
on
what
our
policies
are.
M
Our
practices
are,
and
our
procedures
are
one
of
the
things
we
did
learn
this
year
is
we
had
some
policies
that
made
perfect
sense
to
us,
but
when
you
have
an
outside
assessor
coming
and
read
the
policy,
they
weren't
clear
on
what
the
policy
said.
So
you
know
these
reviews
help
us
make
sure
that
our
policies
are
in
clear
language,
for
everybody
to
read
and
understand.
M
I'd
also
like
to
give
a
special
thanks
to
our
accreditation
manager,
lieutenant
carol
mcmaster.
She
works
hard
every
day
to
ensure
that
we
maintain
compliance
and
she
keeps
all
these
files
she's.
Looking
at
the
new
changes
that
the
commission
makes
every
quarter
when
they
meet
all
year
long
and
make
sure
that
our
policies
are
in
compliance
with
those
things,
so
that's
a
quick
overview
and
what
it
does
we're
proud
of
the
accomplishment,
and
we
again
thank
you
for
your
support
of
it.
Thank
you,
mr.
A
A
I
No,
I
completely
agree
with
the
difficulty.
It
is
to
it's
difficult
enough
to
do
it
the
first
time
but
yeah
to
your
point.
The
first
kind
of
recycling
and
trying
to
get
it
again
is
usually
that
most
difficult,
because
you
know
people
haven't
built
muscle
memory
around
all
those
different
things
that
it
takes
to
be
accredited
that
first
go
around.
So
it's
a
testament
to
you
and
your
leadership
and
the
police
department
proud
to
proud
to
have
those
that
serve
serve
our
city.
So
congratulations
thank.
B
To
say
thank
you
to
all
the
men
and
women
that
served
in
the
popular
police
department
for
the
service
they
provide
to
our
community,
and
I
know
it's
a
a
great
task
not
to
keep
doing
things
the
same
old
way.
So
we
appreciate
what
you're
doing,
and
we
hope
that
we
can
continue
to
be
accredited
here
in
the
city
of
apopka.
M
We
will
continue.
I
that's
my
commitment
to
this
city
and
to
the
men
and
women
of
the
apopka
police
department.
We
will
continue.
Everybody
is
committed
to
this.
M
It's
one
of
the
things
that
the
assessor
said
that
you
know
the
commitment
obviously
starts
from
the
top
and
I'm
110
committed
to
the
accreditation
process,
but
they
were
impressed
by
the
commitment
at
the
line
level,
too,
of
all
the
men
and
women
at
the
apopka
police
department
and
their
commitment
to
the
accreditation
process
to
make
sure
that
we
maintain
professional
standards
and
serve
this
community
like
it
deserves
to
be
served.
Thank
you.
H
Yeah,
it
just
speaks
of
the
excellence
in
which
I've
seen
obviously
working
with
the
department
in
the
past
with
the
chaplaincy
and,
of
course,
I
know
how
hard
carol
has
worked
when
she
was
assigned
that
project
so
and
to
carry
that
through
it's
one
thing
to
say:
this
is
what
we
want
to
do.
It's
another
thing
to
do
it
consistently,
and
so
it
breeds
confidence
and
excellence
in
our
city.
So
thank
you.
N
E
N
Good
evening
mayor
commissioners,
members
of
the
public,
mr
bass,
sean
willam
fire
chief
apopka
fire
department.
Tonight
I
want
to
give
you
a
little
update
with
the
in
regards
to
the
fire
department
and
some
of
the
financial
things
that
have
happened
during
the
past
year
kind
of
echo.
What
chief
mckinley
started
with.
I
really
wanted
to
publicly
thank
our
entire
department.
N
Through
this
past
year,
it's
been
a
very
trying
year
with
the
kova
pandemic
and
I'm
very
proud
of
all
of
our
men
and
women
with
our
with
our
department
and
the
diligence
they
showed
throughout
this
entire
year.
It's
been
it's
been
rough,
to
be
honest
and
you'll,
see
through
some
of
this
presentation
what
we've
had
to
deal
with.
N
One
of
the
main
goals
I
wanted
to
establish
when
I
came
in,
and
also
city
staff,
with
assistance
as
well
as
we
all
know.
This
is
definitely
a
group
effort
through
a
lot
of
this,
so
one
of
the
things
we
came
in
did
start.
I
was
redo
our
mission
statement,
our
vision
statement
and
a
big
part
of
our
mission
statement.
Is
our
organization
prides
ourselves
and
guided
by
the
moral
ethical
principles
and
fiscal
responsibility?
N
That's
a
big!
You
know
a
big
part
of
it
we'll
make
sure
that
we're
stewards
for
our
taxpayers
and
when
it
comes
to
these
uncertain
times,
especially,
we
want
to
make
sure
that
we're
doing
the
right
thing
we're
12
million
a
year
operation.
So
we
need
to
make
sure
that
we're
fiscally
responsible.
It's
a
it's
a
big
thing
reasons
why
we
want
to
make
sure
we're
establishing
this
and
getting
our
riding
the
ship
and
getting
things
going.
The
right
direction
is
for
future
growth.
N
We
have
a
lot
of
growth
coming
to
our
city.
We
have
a
lot
of
different
developments
coming
in
and
we're
going
to
need
to
come
to
you
guys
for
more
personnel
and
more
you
know,
resources
in
the
in
in
the
future.
We've
established
these
good
habits.
Now
that's
going
to
ensure
that
we
control
that
growth
in
the
future
and
make
sure
we're
doing
it
the
right
way.
So,
first,
one
we're
going
to
go
over
is
overtime.
N
I
know
exactly
a
year
ago
I
came
with
to
you
guys
with
the
operational
changes
some
of
the
things
we
wanted
to
tweak
a
little
bit
with
with
our
personnel
putting
more
people
at
station,
one
where
we're
more
densely
populated
and
kind
of
show
you
where
we're
at
with
that.
So
basically,
our
overtime
is
separated
between
suppression
and
ems
divisions,
21
20,
21,
20
and
21
30.
suppression.
We
have
about
75
000
allotted
each
year
for
that
for
overtime,
ems.
N
We
have
185
thousand
dollars
over
time,
so
our
total
allotted
amount
for
overtime
is
260
000
a
year,
so
easiest
way
to
track
that
again
with
trends
and-
and
things
like
that
is
take
100
of
our
of
our
overtime
budget
divided
in
12
months,
and
look
at
that.
If
we're
right
in
that
range
of
eight
point
three
percent
per
month,
we're
right
in
that
threshold,
we're
doing
pretty
good.
That's
just
the
way
we
can.
N
We
can
measure
that
so,
as
you
can
see,
I
like
to
use
the
laser
the
top
again
when
we
came
to
you
last
year
in
october
and
november,
that's
what
I
was
noticing
is.
We
were
using
12.3
in
october
and
20.
It
was
shooting
up
to
to
20
use
of
already
of
our
our
overtime
budget
for
that
year,
really
high,
obviously
things
we
wanted
to
re-evaluate
when
we
made
the
adjustments
which
we
started,
that
in
december
you
noticed
that
it
dropped
to
8.6
and
then
the
following
month
7.3.
N
So
we
really
started
seeing
that
trend
going
down
as
far
as
our
overtime
usage,
obviously
february
and
march,
we
all
know
what
started
to
happen.
Coveted
pandemic
hit
different
things
like
that,
and
you
really
see
that
drop
again
in
april.
It
was
coming
back
down
to
again
the
higher
numbers
peaking
in
july.
N
Through
the
months
but
interesting
thing
to
look
at
is
this:
is
the
actual
state
numbers
that
for
for
cobit
throughout
the
year,
and
you
can
see
that
really
that
trend
line
really
follows
those
number
of
cases
in
florida,
so
something
that
we
wanted
to
make
sure
we're
keeping
track
of.
N
What
we
have
to
understand,
starting
in
february,
we
actually
had
our
first
asom
asymptomatic
personnel.
We
were
doing
some
testing
and
found
that
they
were
actually
showing
some
possible
signs
for
cobit,
so
those
people
actually
starting
in
february.
We
had
to
start
using
some
of
our
overtime
more
than
we
normally
would
use.
N
Three
were
actually
out
for
travel
restrictions.
We
even
had
again
again,
we
all
we've
been
through
it,
but
the
cdc
had
different
requirements.
It
seemed
like
a
different
day
was
a
different
set
of
rules
that
we
had
to
comply
with
and
dealing
with
that
in
march,
we
had
actually
had
our
first
employee
with
symptoms,
even
though
he
was
he
or
she
was
not
covered
positive.
They
still
show
the
symptoms,
so
we
cannot
allow
them
to
work
in
this
time.
N
Unfortunately,
even
if
they
show
those
symptoms,
so
no
matter
what
we've
been
having
to
deal
with
it.
Thus
far,
we've
had
25
percent
of
our
firefighter
workforce
has
been
confirmed.
Positive.
That's
a
big
number
40
have
been
affected
by
illnesses
with
coveted
symptoms
again,
something
we
still
have
to
deal
with.
N
300
diagnostic
kova
tests
were
given
to
our
department
throughout
this
whole
thing.
So
far
you
know
at
one
point:
we
had
to
test
our
entire
department
in
less
than
24
hours
to
find
a
kind
of
our
starting
point
to
move
forward.
I
have
to
understand
the
average
recovery
time
for
anyone,
even
with
their
asymptomatic
versus
symptomatic,
was
10
days.
So
that's
about
two
and
a
half
shifts
per
personnel.
N
That
was
out
so
so
you
know
we're
dealing
with
some
unique
times
to
to
say
the
least
and-
and
you
know
something
that
we
wanted
to
make
sure
that
we
were
doing
the
best
we
can
and
believe
it
or
not,
symptomatic
patients
could
come
back
quicker
than
asymptomatic
patients,
because
that
we
actually
had
a
time
frame
where
we
can
tag
when
their
symptoms
started.
So
a
lot
of
this
stuff,
you
know
we're
dealing
with
that.
N
So
in
2019
20
we
used
202
percent
of
our
overtime
budget,
something
seems
high,
but
during
a
pandemic
you
know
not
something
I
like,
but
this
is
what
we
had
to
deal
with.
We
also
had
a
lot
of
other
employees
out
and
kind
of
explained
numerous
days,
our
minimum
manning's
29
personnel
for
all
six
stations.
N
We
had
numerous
days
on
shifts
where
we
had
to
hire
16
people
because
of
the
effects
and
number
of
people
that
are
out
at
the
same
time,
so
16
of
the
29
we
had
to
hire
just
to
maintain
our
staffing
levels.
Again,
I
want
to
thank
our
personnel
for
their
diligence
and
and
commitment
to
the
city
because
it
was
it
was.
It
was
challenging,
to
say
the
least,
I'm
happy
to
say
that
we
never
had
to
lower
our
standard,
never
lowered
our
minimum,
meaning
because
of
our
hard
work
of
our
people.
N
You
know,
that's,
that's
a
that's
a
lot
of
people,
obviously
a
line
of
light
duty,
also
throughout
deer.
You
know
we
had
nine
people
out
this
year
for
non-code
just
injuries.
We
had
three
shoulder
surgeries.
We
had
two
broken
ankles:
we've
had
a
broken
leg,
multiple
people
out
for
long
stents
of
time
too,
so
on
top
of
that
202
was
used
this
year.
N
Luckily,
we've
been
working
hard
with
jamie
and
the
finance
team
were
able
to
recover
a
lot
of
that
money
back
from
cares,
act,
monies
and
things
like
that,
so
we're
through
mid-august
was
our
last
that
we
just
turned
in
some
last
week
as
well,
so
we
rather
recover
about
91
000
back
so
far,
we're
still
in
pursuing
that
and
making
sure
we're
working
through
that
as
well,
so
that
91
000
is
about
35
percent
of
our
total
overtime
budget.
N
So,
during
this
pandemic,
and
during
this
year,
we've
used
an
overage
of
67,
so
167
of
our
overtime
compared
that
to
the
year
before,
though
we
were
using,
we
used
278
of
our
overtime
again,
something
we
were
really
wanting
to
adjust
and
look
at.
So
even
with
a
pandemic
and
a
lot
of
different
things.
We,
you
know
reduced
our
overtime
significantly,
there's
about
135
thousand
dollars,
difference
between
fiscal
year,
1819
to
fiscal
year
1920.
N
and
then
91
000.
We
recoup
from
the
cares
money
gives
us
a
total
of
226
000
swing
that
we
are
able
to
recover
and
get
back
another
thing
orange
county
contract.
You
know
when,
with
this
you
know
big
thing
about
that
is
we're.
You
know.
We
all
know
we're
covering
parts
of
station
29
and
some
some
other
areas
we're
providing
assistance
to
orange
county.
N
The
original
negotiation
started
with
that
were
only
for
75
percent
of
the
mstus
for
the
area
because
of
change
in
city
administration
and
some
other
negotiations,
we're
actually
able
to
increase
that
to
100.
So
last
year's
invoice
was
for
497
thousand
dollars
so
that
money
right
there
that
increase
is
about
124
000.
We
also
had
additional
that
we
were
able
to
get
there
a
big
one
again
change
healthcare
or
change
in
our
in
our
billing
companies.
N
You
know
what
we're
going
to
show
you
here
is
some
some
differences
in
trends
and
numbers
and
we're
trying
to
do
the
best
we
can
to
do
apples
to
apples
comparison
between
the
two
companies
before
our
rate
changes.
Even
if
you
remember
last
year
we
implemented
our
new
rate
changes
as
far
as
transports
things
like
that,
and
also
the
trend
changes.
N
So
basically,
the
way
the
best
way
to
compare
apples
to
apples
is
projected
additional
billable
revenue.
We
want
to
make
sure
we're
looking
at
the
billable
revenue,
which
is
the
gross.
N
What
we're
actually
working
on
currently
too
is
eventually
collections.
We're
actually
researching
that
we're
going
to
come
back
to
you
in
a
future
date
to
discuss.
You
know
some
of
those
things
we've
reached
out
to
several
agencies,
things
like
the
department
action
plans
timelines.
You
know
how
long
we're
gonna
wait
till
we
send
someone
to
collections.
You
know
reasonable
collection
efforts,
account
adjustments
for
militaries
hardships
things
like
that.
You
know,
there's
all
kinds
of
different
things:
we're
researching
to
see.
N
That's
out
there,
that's
another
presentation,
another
time,
so
that's
coming
in
the
future,
but
again
this
chart
here
shows
our
actual
billable
calls
for
2019
and
20..
So
you
can
see
each
line
starting
in
november
you'll
see
the
numbers
are
a
little
bit
lower.
We
are
still
transitioning
from
neb
to
the
new
change.
N
So
when
we
look
at
that,
this
next
slide
here
shows
you
also
the
trend
and
we're
going
to
talk
about
a
couple,
different
numbers
here
and
I'm
going
to
start
lining
up
some
stuff
but
neb
the
previous
trend
for
them
that
we
noticed
throughout
the
years
and
some
of
the
information
they
were
giving
us
is.
They
were
billing
at
a
38
percent,
als
rate
and
a
62
bls
rate.
That's
one
of
the
things
when
change
first
came
up
to
us.
N
They
said
this
is,
and
you
know
an
agency
like
yours,
that
is,
transport
capable
different
things
like
that
should
be
more
at
a
62
percent
als
and
a
38
bls.
So
almost
the
opposite
of
what
we
were
being
built
with
the
old
agency,
and
that
is
the
true
national
trend
even
for
our
an
agency
like
ours.
So
if
you
see
that
first
column
upper
right
or
I'm
sorry
upper
left
this
side
right
here,
we
have
our
als
calls
again
with
that
38
percent.
N
So
that
gives
us
a
gross
of
about
2.1
million
dollars
on
the
other
to
the
right,
you'll
see
the
bls
calls
which,
and
now
our
rate
is
524
for
one
of
those
is
about
2.1
million
dollars.
If
you
go
down
below
you're
going
to
see
the
old
rates
again,
this
is
just
showing
our
comparison.
When
we
get
to
the
different
rate,
changes
you'll
see
the
same
number
applied,
but
you'll
see
a
difference
there.
The
old
rate
we
used
to
have
was
six
hundred
dollars
for
residents
and
675
dollars
for
non-residents.
N
Well,
it's
another
thing:
when
change
came
in,
they
said
we
actually
can't
charge
different
for
a
resident
versus
a
non-resident
rate,
so
something
we
had
to
change
so
you'll
see
the
two
differences
there
at
the
bottom.
The
1.5
is
for
the
600
and
the
1.7
million
is
for
the
non-resident
at
675
per
transport
to
make
an
apples
to
apples
comparison.
I
wanted
to
make
sure
that
we
had
one
number
so
at
the
bottom,
you'll
see
there.
N
What
I
did
is
just
average,
the
600
and
675
to
get
this,
the
637
dollars
per
transport
and
that's
being
really
conservative,
because
if
you
think
about
we,
we
transport
a
lot
more
residents
than
we
do
non-residents.
So,
when
we're
looking
at
this
number,
it's
a
conservative
number
so
that
generates
the
1.6
on
any
be
on
the
old
rate
and
2.2
million
for
the
bls.
With
the
new
rate
there.
N
So
if
we
compare
that
to
change
now,
our
als
calls
4
000
calls
there
with
the
applicable
new
rate,
that's
3.5
million
dollars
and,
oh
sorry,
any
glasses,
3.5
million
dollars
with
the
again
new
trend
and
that
new
rate,
so
that's
3.5
to
the
right
again.
The
new
trend
with
change
is
1.3
million,
with
those
applicable
there
again,
the
old
rate.
N
We
did
the
same
process,
basically
for
any
b,
and
you
can
see
the
numbers
there,
I'm
getting
more
into
detail
here
in
a
minute,
but
basically
again,
averaging
that
the
the
the
non-resident
and
resident
transport
rate
down
at
the
bottom
yields
us
2.6
million
for
the
old
rate
with
the
new
trend.
N
So
let's
make
some
sense
of
this.
What
I
did
next
was
take
both
of
those
combine
them
together.
So
now
you
have
any
b
with
everything-
and
I
took
again-
I
just
took
out
that
middle
section,
so
we
just
had
the
average
rates
at
the
bottom
now
and
then
the
bottom
is
is
changed
with
those
same
applicable
changes.
N
So
how
do
we
do
this?
Let's
look
at
the
new
rate
versus
the
old
rate.
So
what
we're
going
to
do
is
take
new
change
numbers
and
just
apply
the
rates
themselves,
so
without
changing
our
rate
or
by
changing
our
rate.
How
much
are
we
actually
looking
at
and
a
difference
here?
So
that's
by
taking
these
two
numbers,
so
we
take
our
current
trend
and
rate
with
any
b
unless
the
old
average
rate
from
them,
which
gives
us
an
excess
of
928
000.
Basically,
do
that
same
thing
with
the
bls
side.
N
So
now
you
take
that
and
we're
actually
less
thirty
four
thousand
dollars.
That's
because
again
that
swing
or
the
difference
in
the
bs
versus
als
transports,
so
that
gives
us
a
gross
difference
of
894
thousand
dollars,
approximately
again
good
swing,
just
by
changing
our
rates.
That's
that's
a
benefit.
We're
seeing
next
we're
going
to
look
at
the
new
trend
and
rate
versus
the
old
trend
and
the
new
rate.
N
So
again
by
doing
that
by
looking
at
change
in
the
als
calls
lessing
the
neb
als
calls,
we
have
a
excess
of
1.3
million
dollars
in
als
calls
same
thing.
On
the
bls
side,
we
take
the
again
new
trend
and
rate
less
the
old
trend
in
new
rate,
so
we're
able
to
look
at
just
our
trends
here
now,
so
the
just
in
the
trend
difference
we're
seeing
a
535
thousand
dollar
difference
and
just
by
changing
the
companies
and
and
trend.
N
So
overall
now
take
the
overall
look
at
it.
We
have
the
3.5
million
dollars
any
less
the
old
trend
and
the
old
rate
that
gives
us
an
excess
of
1.9
million
dollars
same
thing
on
a
bls
side
now
or
less
883
thousand
dollars.
That
gives
us
a
total
difference
of
about
one
million.
Fifty
two
thousand
four
hundred
forty
four
dollars
per
year
we're
seeing
a
swing
by
changing
our
rates
and
changing
our
trends.
The
als
versus
bls
now
definitely
positive.
Now,
how
do
we
compare
that?
N
How
we
look
at
what's
exciting
to
me
is
what
the
next
five
ten
years
is
going
to
look
at.
Look
like
you
know:
if
we're
able
to
have
this
this
excess
money.
So
what
I
did
was
actually
took
just
took
a
10-year
chunk,
looking
backwards
to
see
where
we
could
would.
We
could
be
so
you
see
here.
On
this
column,
I
took
the
call
volume
increase
and
just
deducted
it
out
of
each
year.
So
basically,
if
you
look
at
2017
to
2018,
there's
a
two
percent
increase
in
our
call
volume.
N
Another
thing
to
change:
the
change
to
change
has
helped
us
do
as
the
public
emergency
medical
transport-
and
I
know,
chief
sanchez,
went
into
some
detail
over
this
I'll
go.
You
know
go
over
it.
I
don't
believe
commissioner
bankston
was
here
for
that
so
just
kind
of
review,
but
it's
a
supplemental
reimbursement
program
as
established
in
october
of
2015,
our
state
implemented
it
back
in
october,
20th
2016,
but
it's
it's
a
certified
public
expenditure
program
that
allows
us.
N
It
gives
a
3.5
million
to
public
entities
who
basically
on
the
medi
on
the
medicaid
side.
Only
so
what
we
have
to
do
is
identify
specific
patients
that
are
medicaid
patients
and
we're
actually
able
to
recoup
some
of
that
money
that
we
spent
and
it's
a
process.
When
I
say
it's
a
process,
we
have
to
make
sure
that
our
t's
are
crossed.
Our
eyes
are
dotted.
We
have
to
go
through
first
to
qualify
for
it.
We
have
to
make
sure.
Obviously
we
provide
ems
services
to
recipients.
N
We
have
to
be
enrolled
as
a
medicaid
florida,
medicaid
provider.
That
was
a
thing
we
had
to
deal
with.
We
actually
found
that
the
city
of
apopka
was
not
registered
as
the
medicaid
provider
was
actually
under
our
previous
city
administrator
himself,
which
was
was
a
legal
thing.
We
had
to
jump
jump
through,
we
had
to
obviously
be
which
we
are
a
city
municipality,
so
we
qualify
there
that
they
are
certified
to
each
claimed.
Expenditure
for
emt
services
are
federally
financial.
They
are
eligible
for
federal
financial
participation.
N
Just
part
of
that
akka,
which
we
all
know
is
a
big
name
in
the
healthcare
world
they're
the
ones
who
really
certify
us
in
the
end
and
qualify
for
this
money.
Let's
submit
this
data,
we
have
to
make
sure
that
we
keep
and
maintain
these
records,
and
then
we
have
to
again
that
report
has
to
be
done
on
a
state
fiscal
year.
So
we
have
to
kind
of
tweak
how
we're
looking
at
things
and
transfer
different
years
and
look
at
stuff
like
that.
N
What
we
are
able
to
do
was
is
look
back
and
because
of
the
change
to
change,
we
have
a
lot
of
this
this
documentation.
Now
we
could
go
back
and
look
at
it
and
prove
that
we,
you
know
that
what
cost
us,
how
much
it
cost
per
transport,
how
much
it
cost
us
to
just
run
and
how
much
we're
able
to
recoup.
N
So
we
found
again-
and
this
is
some
of
the
the
compliances
we
have
to
follow-
to
make
sure
we're
going
through-
that
medic
medicaid
reimbursement
cost
cms
provided
reimbursement
manuals
have
to
certain
chapters.
We
have
to
follow
that
this
is.
This
is
a
lot
of
stuff.
We
need
to
make
sure
again
once
they
accept
it.
N
The
committed
submitted
cost
report.
We
actually
have
to
submit
a
questionnaire
as
well
or
vet
it
out,
so
basically
we're
turning
in
the
previous
year.
It
gets
a
little
confusing
because
of
the
state,
the
timeline
of
the
state
and
things
like
that,
so
the
state
fiscal
year
runs
from
july
to
the
next
june,
so
again,
breaking
all
that
down.
N
That's
why,
when
it
says
by
november
30th
it
kind
of
throws
off
because
we're
really
turning
in,
like
we
literally
just
turned
in
this
last
year's
pmt
thing
and
again,
the
target
distribution
will
be
even
as
they
say
september,
it's
usually
around
march,
so
we'll
receive
in
march
this
year.
What
we
put
in
for
for
last
year,
the
other
side
of
it
because
we
did
qualify
for
the
pemt-
is
the
pmp
emt
mco.
N
So
it's
just
another
kind
of
branch
of
this,
but
it
includes
all
the
pretty
much
at
the
hmos
things
like
that
that
the
other
ones
didn't
qualify
for.
So
it's
another
avenue
because
we
qualified
for
one
we
can
actually
participate
in
the
other.
N
We
did
about
86
transports
that
qualified
for
pemt
the
last
year,
so
the
2000
1920
pmt
recovered
was
48
000.
The
mco
money
was
eighty
four
thousand
nine
hundred
seventy
dollars.
Another
thing
because
of
change
in
what
we
participated
in
we're
actually
to
able
to
get
nineteen
thousand
dollars
towards
covet
cares
and
some
of
that
medicaid
money
as
well.
So
we
actually
got
that
money
already
back
as
well,
so
in
total
an
additional
152
thousand
dollars.
N
We
got
this
year
back
just
by
by
doing
what
we're
supposed
to
do
and
report
and,
and
things
like
that,
so
another
positive
with
the
pmt
programs.
Another
thing
that
happened
recently,
you
know
one
of
the
things
we've
been
again.
I've
been
wanting
to
harp
on
is
just
proficiency
and
how
we
operate.
How
we
do
things
the
city
was
able
to
purchase
a
new
program
powerdms,
which
chief
mckinley
uses
a
lot
for
the
accreditation
process,
but
now
it's
citywide.
N
That's
caused
us
to
be
able
to
go
back
and
look
and
really
get
some
of
our
policies
and
procedures.
Tweaked,
really
look
at
our
files
start
doing
stuff,
and
one
thing
that
kind
of
popped
up
is:
we
noticed
our
supplemental
compensation,
so
the
u.s
fire
administration
developed
what
was
called
a
fascia
fire
emergency
services,
higher
education
and
the
state
farm
marshall
has
been
long
been
involved
with
it
as
well.
N
But
basically,
this
is
money
that
all
of
our
personnel
who
have
degrees,
get
money
from
the
state
weekly
and
in
order
to
be
eligible
to
do
that,
you
have
to
be
certified
firefighter.
You
have
to
have
a
degree
in
fire,
science,
emergency
management,
ems,
something
something
related
to
our
field,
basically,
that
the
state
gives
us
money
for
and
be
employed
as
a
full-time
firefighter.
N
Well,
when
we
started
going
through
this
and
updating
some
of
our
policies
and
procedures,
we
noticed
something
that
wasn't
happening:
quarterly
reporting
every
quarter,
we're
supposed
to
report
all
of
our
people
who
are
qualified
for
that
red
flag
came
up,
we're
like
and
we
contacted
the
state
we
had
not
reported
since
2014.,
so
our
guys
and
girls
were
still
getting
their
money
from
the
city,
but
we
were
not
getting
that
reimbursement
back
from
the
state
since
2014.,
so
we
worked
with
the
state
got
with
them,
figured
everything
out.
N
So
we
are
able
to
recuperate
this
year.
134
thousand
dollars
back
from
the
state
that
we're
going
to
get
back
and
I'm
happy
to
say
that
the
state
is
told
that
we're
supposed
to
be
getting
any
day
from
the
department
of
revenue
they're
going
to
be
one
check
for
us.
So
that's
something!
That's
pretty
pretty
exciting
there
for
us.
N
So
all
in
all
the
supplemental
comp
program,
some
of
the
savings
over
time,
the
contracts,
pmt
programs,
we
have
an
additional
638
thousand
dollars,
we're
looking
at
again
projected
billable
revenue,
one.
You
know:
1
million
52
000
for
for
a
grand
total
of
1.6
kind
of
swing,
we're
looking
at
from
looking
in
the
future.
So
it's
something
again
we're
trying
to
do
what
we
can
where
we
can
get
through
all
this
together.
N
So
if
you
have
any
questions,
oh
one
more
thing
that
I'm
happy
to
say
and
want
to
make
sure
you
all
are
aware
of
it.
Lowe's
actually
donated
a
grill
for
station
five
recently.
N
H
I
think
it
just
underscores
the
importance
of
the
administrative
side
and
a
lot
of
time.
I
don't
think
the
public
most
people,
think
of
that
they
think
of
the
firefighter
and
riding
the
truck
and
rushing
into
the
fire.
You
know
the
action
side
of
it,
but
this
is
a
tremendous
job.
In
pursuing
those
things,
this
would
have
just
been
continued
lost
revenue,
and
so
you
know
excellent
job
to
the
department.
Thank
you.
F
B
Well,
I'd
just
like
to
say
the
department
of
staff
to
be
commended
for
an
outstanding
job
and
making
sure
that
our
taxpayers
is
getting
the
best
bang
for
the
buck
and
we
are
recovering
revenue
that's
available
to
us,
and
so
we
want
to
thank
you
and
commend
you
for
an
outstanding
job.
Here's
a
team
effort.
I
Just
a
real
quick
question:
on
the
last
slide
there
I
was
a
little
bit
confused.
It
says:
overtime,
226.,
it's
listed
as
a
revenue.
I
I
I'm
confused
sorry:
what
do
you
mean
it's
savings
from
one
year
to
the
next?
Well,.
N
C
I
I
So
that's
the
walk
that
you're
trying
to
do
there.
Okay,
so
it's
a
savings
versus
revenue
and
then
in
terms
of
the
cares
act,
funding
or
reimbursement.
P
Yes,
we
did
a
last
filing,
I
think
was
october
31st
october
30th
was
our
last
chance
to
apply
and
we
got
everything
in
by
that
date.
Okay,.
I
Because
the
202
percent
would
be
about
525
000
that
we
spent
in
year
for
overtime,
total
and
then
you
net
out
the
covid
or
the
cares
at
which
I
would
assume
to
get
cares
funny
and
you
have
to
draw
a
direct
line
to
it,
having
a
covet
impact,
but
that
represents
about
18
of
that
525,
the
91
91
000.
So
I
know
that
you
said
there
was
other
injuries
and
stuff
like
that,
but-
and
I
know
that
we've
had
some
attrition
as
well.
So
it's
some
of
that
over
time.
I
That's
non-cover
related
also
attributable
to
those
types
of
scenarios,
or
is
it
just
kind
of
you
know,
and
I
go
back
to
the
trend
line
that
you
showed
so
we
had
278
last
year
202
this
year
you
really
can't
develop
a
trend
in
two-year
period,
but
like
prior
to
that
so
like
17-18
or
16-17,
were
we
around
the
200
percent?
Is
that
just
kind
of
status
quo?
Do
we
just
need
to
budget
better?
I
mean
how
does
that
work?
No.
N
The
the
the
years
before
we're
actually
right
in
line
where
we're
supposed
to
be.
You
know
that
the
increase
of
278
percent
was
for
us
to
simply
just
operate.
You
know
that
that's
just
not!
We
can't
move
forward
with
that.
So
some
of
the
changes
we
made
where
we
that's,
that
was
our
kind
of
show
that
showing
what
that
trend
line
was.
We
were
doing
things
correctly
when
we
had
you
know
before
coven
and
a
lot
of
other
things.
We
were
going
down
that
right.
N
F
N
I
I
A
If
you're
talking
about
enough
money
that
we
could
have
built
station,
five,
six
and
seven
with
the
dollars
that
we
left
on
the
table
over
the
last
10
years
or
something
so
it's
it's
it's
incredible
and-
and
I
know
that
you
know,
you've
had
a
challenging
year
with
with
overtime,
but
I
know
you've
got
you've
got
the
team
in
place.
You've
got
the
you
know
the
schedules
in
place
that
that
the
8.3
percent
is
something
you
can.
You
can.
N
Hit,
oh
yeah,
certainly
and
we're,
and
just
we're
still
dealing
with
we'll
dealing
with
cobit.
Now
I
just
kind
of
we
had
a
week
before
last.
We
had
one
person
out
the
week
before
that
we
saw
three
people
out.
So
it's
and
you
know,
we've
all
seen
the
numbers
and
things
like
that:
we're
bracing
for
impact
yeah.
You
know
it's.
A
Interesting
and
so
just
going
forward,
we'll
probably
next-
maybe
not
next
commission
meeting
with
the
next
one
we
want
to.
We
need
to
go
over
our
policy
on
collections
for
because
we
don't
have
one,
and
so
it's
so
you
need
to
start
thinking
about
where
what
you
know.
One
thing
that
we
that
the
chief
brought
up
is
that
we
can't
differentiate
between
resident
non-resident,
but
we
could
differentiate
somebody,
that's
you
know,
medicare
versus
non-medicare,
an
age,
but
but
that's
about
it,
and
so
what?
What
do
we?
A
You
know?
Where
do
we
go?
Because
it's
it's
something
we
need
to
at
least
have
a
policy
for
not
just
a
random
collection
chief.
Thank
you.
F
A
D
D
Many
years
ago,
actually
the
period
of
2009-2014
rock
springs
ridge
residents
concerned
about
the
closing
of
the
south.
Nine
at
the
golf
course
were
assured
again
and
again
by
city
officials
and
hoa
board
officers
that
there
were
several
hurdles
that
would
absolutely
prevent
the
golf
group
from
ever
building
and
developing
more
residential
homes
beyond
what
had
been
specified
one
home
per
acre
once
a
community
was
built
out,
our
community
is
built
out
these
hurdles
etched
in
stone.
D
D
D
What
is
a
typical,
step-by-step
timeline
for
a
zoning
change,
application
to
be
vetted
and
voted
on
at
city
hall,
a
recent
apopka
chief
editorial
invoked
defined
reputation
of
the
iconic
and
late
mayor
john
land,
to
stress
the
importance
of
public
officials,
and,
presumably
all
citizens
to
quote:
do
the
right
thing.
Unquote,
mayor
john
lynn
was
touted
for
his
practice
of
doing
just
that.
The
right
thing,
although
the
editorial
did
not
venture
into
specifics
of
exactly
what
is
the
right
thing.
A
Thank
you,
mr
hoffman.
We
appreciate
okay,
thank
you
and
I
thought
you
were
coming
up
here
to
apologize
to
mr
rodriguez.
I'm
sorry,
but
we
we
appreciate
your
comments.
Thank
you.
Okay
soon.
Anybody.
F
A
I
P
This
is
chief
kind
of
had
a
great
lead
in
for
this,
it
was
not
planned.
I
will
tell
you
that
this
item
did
not
was
not.
This
was
not
a
plan,
but
the
item
that
you
have
before
you,
commissioners,
our
current
personnel
policy
for
our
employees,
allows
a
maximum
amount
of
pto
hours
that
are
allowed
to
be
carried
over
each
year
and
at
the
end
of
the
year
and
just
on
december
30th.
P
Those
hours
have
to
come
down
to
a
maximum
number
that
is
allowed
to
be
carried
forward
and
they're
different
hours
based
on
the
employees
based
on
the
time-
and
I
want
to
point
out
that
commissioner
smith
gave
me
a
lesson.
He
was
my
teacher
this
week
and
found
a
discrepancy
in
the
in
the
staff
report
that
I
just
want
to
kind
of
make
clear
it's
a
little
scrivener's
error,
but
a
40-hour
employee
is
an
eight-hour,
a
10-hour
or
a
12-hour
employee.
P
P
So
I
want
to
make
sure
that
that
you
that
that's
clear
in
this
staff
report
that
you
understand
as
a
staff
reporter.
C
P
One
of
the
issues
that
that
I
bring
this
forward
is,
and
the
chief
led
into
it-
we've
had
with
coveton
and
and
everything
that
we've
had
going
on.
We've
had
a
lot
of
employees
who
were
not
able
to
take
some
of
their
vacation
during
the
times
that
they
needed
they
wanted
to.
They
had
to
fill
in
spots
for
others
to
make
sure
that
25
reduction
we
had
to
fill
in
and
make
sure
that
things
were
covered,
and
we
appreciate
all
that
they've
done,
there's
also
the
the
fire
or
the
police
department.
We've
had
some
employees.
P
You
know
that
that
did
that
as
well
and
unfortunately,
when
it
weren't
able
to
use
some
of
their
vacation
time
like
they
would
they
would
like
to
and
and
based
on
those
maximum
numbers,
they
will
lose
at
december
30th.
If
they
don't
take
enough
time
between
now
and
the
end
of
the
year,
they
will
lose
those
hours.
But,
as
you
know,
we
our
staff,
we
have
to
have
staff
every
day.
So
we
can't
let
everybody
go.
You
know
all
of
the
last
month
of
the
year,
so
what
this?
P
What
I'm
asking
tonight
is
is
to
allow
those
employees
to
carry
over
the
40-hour
employee
work
week,
employee
to
carry
40
hours.
If
they
have,
you
know
if
they
don't
reach
that
that
if
they
reach
that
max,
allow
them
to
carry
up
to
40
hours
forward
and
use
it
in
the
next,
the
next
calendar
year
and
then
a
24-48
or
a
firefighter
allow
them
to
carry
56
hours.
P
This
is
a
one-time
just
for
this
year,
we'll
revert
back
to
our
normal
cut
off
things
per
the
policy
and
22,
depending
on
kind
of
where
we
are
at
that
time.
But
this
is
so
basically
asking
for
your
approval
to
allow
them
to
carry
a
week
for
those
individuals
who
were
not
able
to
use
a
lot
of
their
time,
and
I-
and
I
will
tell
you
that
that
50
of
those
employees
are
fire
department,
employees
and
most
of
it,
is
related
to
the
coverage
that
they
had
to
do
during
covid.
I
P
And
most
of
those
are
long-term,
a
lot
of
those
are
long-term
employees.
You
have
at
the
max
level
where
you
are
there.
You
have
right
at
a
hundred,
so
you
have
a
hundred
roughly
out
of
479
that
we
have.
You
have
a
hundred
that
they
carry,
that
that
are
at
that
throughout.
I
I
It's
it's
nice
to
have
that
as
your
kind
of
cushion,
but
at
the
same
time
we
should
encourage
the
employees
to
take
time
off
right.
I
mean
to
refresh
and
recharge
and
all
the
stuff
that
they
should
be
doing
and
that's
what
pto
offers
I
I
I'm
probably
a
little
bit
biased
because
I
come
from
the
private
industry.
So
if
this
is
standard
and
kind
of
accepted
and
go
on
the
government
side
or
in
the
public
forum,
I
I
guess
I
get
it,
but
you
know
I
would
encourage
the
staff
to
to
take
the
pto.
P
I
Well,
I
know
I'm
not
making
any
friends
about
anybody
watching
this.
That's
the
staff,
you
know
I'm
moving
their
cheese
right,
so
that's
not
an
antenna.
I
just
I
wouldn't.
I
want
to
make
sure
that
people
are
using
the
pto,
because
it'll
serve
as
it'll
serve
themselves
as
well
as
the
people
that
they
interact
with
in
the
city
too,
I
mean
there's
a
benefit
to
that.
A
P
Their
worst
time-
and
we
and
we've
made
you
right-
we
have
there
are
some.
The
policy
does
not
allow
it
has,
has
caps
for
payout.
There's
a
payout
portion.
You
can
allow
elect
to
have
some
of
your
pto
paid
out
and
then,
but
there
was
a.
We
had
a
sick
leave
policy
way
back
and
that
there
are
two
different
ones,
and
then
we
went
from
from
we
used
to
have
what
we
call
vacation
in
sick.
It
was
put
together
and
called
pto,
and
you
can
use
it
for
sick
or
vacation.
P
You
decide
how
you're
going
to
use
it
through
the
year
throughout
the
year
and
that's
when
we
had
some
some.
There
were
some
changes
made
to
that,
particularly
because
there
was
some
huge
payouts
that
the
liability
was
just
the
city.
It
wasn't
sustainable
by
the
city,
but
so
that
that
was
changed
years
ago.
For
that
reason,
chief
wallam.
N
So
just
kind
of
I'm
a
little
biased
because
I'm
a
fire
guy,
but
you
know
something
specific
to
us
why
a
lot
of
guys
and
girls
for
our
department
hold
that
over
is
in
case
of
an
injury
or
something
that's
unwork
related,
so
most
people
an
hour.
I
think
it
starts
at
two
324
hours
you
can
carry
over
myself.
I've
been
here
18
years.
I
can
actually
carry
over
384
hours.
If
I
was
on
shift-
and
I
got
it
happened
to
me-
I
broke
my
leg
years
ago.
N
If
I
did
not
have
that
reserve
in
place,
I
would
have
literally
not
gotten
paid
so
a
lot
of
guys
carry
that
cushion
kind
of
from
year
to
year.
You
know
more
in
the
public
safety
side,
because
if
we,
if
we're
hurt,
we
simply
can't
work.
So
that's
a
lot
of
reasons.
N
B
Well,
I'm
in
support
of
them
having
the
opportunity
to
carry
it
over.
I
guess
I
come
from
the
public
sector
world
as
well,
and
even
education.
I
think
during
the
40
years
I
probably
took
maybe
two
weeks
off
in
sickly,
because
I
enjoyed
my
job,
so
I
just
shouldn't
take
time
off
just
be
taking
time
off,
so
fortunately
we
were
able
to
carry
all
of
our
time
over
and
there
was
no
limit.
B
So
I
have
no
problem
with
extending
this
opportunity
for
our
employees
and
especially
when
they're
not
taking
the
time
in
order
to
provide
service
and
protection
for
our
community.
H
Yeah
I
go
back
to
the
purpose
of
it
is
because
of
the
the
covid
issues
and
that's
what
created
that
and,
as
you
said
in
your
presentation,
many
of
them
had
to
work
hours
because
there
were
those
who
could
not
because
of
kova
different
things
like
that.
So
to
me,
I
think
it's
it's
a
justified
thing
and
you
know
again
there's
an
end
date
there
on
that.
We
don't
know
what
the
next
year
will
hold,
but
you
know
hopefully
we're
moving
the
right
direction
we
continue
to.
A
We
need
a
motion
to
approve
the
extra
one-year
pto,
and
this
is
for
one
year
for
2020.
P
H
H
A
O
So
this
is
a
kind
of
a
continuation
of
discussion
that
we
had
regarding
some
city-owned
properties.
Staff
has
identified.
Actually,
we've
got
one
more
property
to
discuss
regarding
surplus
surplusing
property,
although
it
is
real,
it's
considered,
real
property
doesn't
actually
have
to
go
through
a
bid
process.
We
found
out
through
our
lustrous
attorney.
Thank
you
ever
and
I
were
discussing
it.
O
We
thought
let's
go
ahead
and
consider
it
surplus,
since
that's
that
was
one
of
the
processes
that
we
used
on
a
couple
other
prior
properties,
one
of
which
we
already
sold
the
marshall
lake
property
and
then
also
to
discuss
the
sale
process
for
these
city-owned
properties.
At
this
time
we
have
we've
got
four
different
properties
that
we've
identified.
The
first
one
is
one
that
you're
very
familiar
with,
which
is
the
park
avenue
and
sandpiper
property
taking
out
the
road
right-of-way.
O
It
brings
it
down
to
about
8.093
acres
and
that
that'll
allow
us
to
realign
sandpiper,
east
and
sandpiper
east.
It's
basically
on
on
each
side
of
the
road
in
order
to
be
able
to
put
a
traffic
light
there,
since
we
are
getting
a
lot
of
traffic
flow
through
it.
Rush
hour
time,
you
know,
let
me
that's
this
property
here.
As
you
can
see
it's.
This
is
the
little
cut
that
we're
going
to
take
out,
so
we
can
align
sandpiper
at
this
location
here.
O
This
is
a
commercial
property,
we're
hoping
for
a
commercial
venture,
one
of
the
bid,
people
that
basically
underbid
the
property,
even
though
we
did
request
it
to
come
in
at
the
at
the
appraised
value
actually
sent
in
another
proposal.
I
did
talk
to
him.
I
said
hold
off
until
we
get
this
solidified
in
terms
of
how
we're
going
to
accept
a
bid.
He
went
ahead
and
sent
it
in
anyway,
so
we
kind
of
know
that
the
property
is
valuable
and
we
have
another
property.
O
The
other
bid
person
is
also
willing
to
put
another
bid
in
which
we'll
talk
about
that
bid
process
in
a
minute,
the
second
property.
This
is
the
fbo
building
over
at
the
airport.
It's
a
smaller
piece
of
property,
it's
only
0.09
acres,
but
it
also
includes
the
fuel
fuel
for
the
at
the
airport.
That's
the
course
sold
for
the
airplanes.
O
This
one
it
kind
of
stands
on
its
own.
It's
a
decent
building.
It
does
need
a
little
bit
of
work
from
what
we
understand,
but
the
options
are
the
ability
to
possibly
put
in
a
small
restaurant
or
something
that
would
serve
the
commuters
or
people
that
are
coming
in
to
visit
our
the
central
florida
area.
It's
very
we.
We
have
an
opportunity
to
do
something
unique
with
the
pro
with
the
property,
but
we
aren't
going
to
do
it.
Somebody
else
would
end
up
needing
to
do
that.
O
One
of
the
things
that
I'm
I
wanted
to
point
out
with
the
with
this
slide
here.
This
is
the
fbo
building
here
there
is
parking
along
the
side
here,
but
that
is
parking
for
the
entire
airport,
so
whoever
gets
it
would
probably
end
up
having
to
talk
to
the
airport
hoa
in
regards
to
designating
a
few
different
spots
for
the
building
itself,
but
anybody
that
really
parks
along
here
would
probably
be
for
this
area
anyway,
because
each
of
the
hangers
has
their
own
parking
either
inside
or
right
next
to
it
or
right
in
front.
O
So
this
is
there's
opportunity.
I
believe
there's
about
30
parking
spaces
along
this
area
here.
O
The
third
property
is
the
airport
runway,
which
is
it's
actually
adjacent
to
it.
It's
basically
an
unusable
unsealable
property
because
it's
used
for
recovery
for
a
for
an
airplane.
You
can't
put
anything
on
it.
You
can't
put
burma
shave
signs
on
it.
You
can't
really
put
anything
on
the
property
because
it
is
used
for
for
recovery
issues
for
for
takeoff
and
landing.
O
This
is
one
that
I'm
not
recommending
that
we
actually
put
out
for
sale.
That
might
be
something
we
can
talk
to
the
hoa
the
board
for
the
airport
itself
about
taking
over
the
third
property
is
one
that
we
identified
just
a
few
weeks
ago.
This
is
down
off
of
eighth
street
in
highland.
It's
it's
kind
of
an
odd
it's
a
it's,
a
building
that
we
actually
took
over
from
orange
county.
It
does
have
it's
like
a
maintenance
building.
There's
a
some
offices
in
here.
O
O
The
way
we're
looking
at
it,
though
this
is
in
the
mixed
use,
downtown
district,
which
would
allow
for
if
we
took
the
full
length
from
of
the
property
from
here
to
here,
it's
a
little
over
300
feet
which
would
allow
for
a
potential
sale
and
use
of
the
property
for
affordable
or
workforce
housing.
You
could
probably
get
about
six
lots
there
or
a
town
home
development,
but
it
again
it
is
limited
to
five
units
per
acre,
which
is
about
six
units.
O
O
O
O
We
obviously
would
bring
back
to
city
council
for
consideration
and
a
few
of
these
things
that
the
properties
that
we
have
staff
is
recommending,
like
I
mentioned
three
of
the
properties
that
we
put
on
the
city's
website
for
sale
and
I'm
recommending
a
three
week
period
a
lot
of
times
when
you
get
into
especially
for
the
park
avenue,
sandpiper
site
it
that's
a
million
dollar
property,
and
it
does
take
people
a
little
bit
of
time
to
put
together
a
million
dollars
to
come
in
and
say,
hey.
I
can
buy
this
in.
O
You
know,
30
to
60
days
in
order
to
buy
the
fdo
property,
not
as
much
that's
worth
about.
I
believe
the
appraisal
price
is
a
400
000,
or
so
they
strip
a
property
next
to
the
airport.
That
was,
it
came
in
at
appraised
prices
at
141
000.,
but
you
can't
do
anything
with
it.
O
This
one
the
assessed
value,
I
believe
we
had.
I
think
it
was
about
four
hundred
thousand
or
so
you
know
sorry,
I've.
O
The
only
thing
we
don't
have
on
this
on
this
property
and
because
it
has
been
used
for
machineries,
we
would
need
to
do
before
we
probably
put
up
for
sale
in
environmental
one,
possibly
environmental
too,
depending
on
what
we
come
up
with.
O
Let's
see
any
bid
proposals
again,
we
direct
those
to
city
staff
as
described,
and
we
disc
we
developed
these
bid
papers,
which
we
pretty
much
already
have
for
three
of
the
properties.
This
fourth
one
had
developed
the
bid
properties
for
that
would
not
need
to
be
put
out
on
demand
star.
We
just
accept
the
bids
and
I'd
consider
them
private
until
we
actually
get
the
bits
of
middle
time
as
is
completed
and
then
bring
those
to
city
council.
The
reason
for
that
the
reason
I'm
recommending.
O
That
is
that
I
don't
want
to
get
into
that
stage
where
somebody
says
well,
I
heard
so
and
so
develop
or
put
in
a
bid.
What?
How
much
is
that?
Well,
I'm
going
to
outbid
it
by
five
bucks.
You
know
so
yeah.
We
want
to
make
this
a
a
valuable
bid
process,
but
get
it
so
that
you're
the
decision
maker,
not
somebody
going
back
and
forth
on
a
bid
where
we
get
these
bid
wars
for
five
ten
twenty
dollars.
O
Something
like
that,
but
in
consideration
for
that
obviously
there's
the
the
highest
bid
is
always
a
big
consideration,
but
the
other
parts
that
I
put
together-
and
this
is
in
the
in
the
staff
report-
is
the
proposed
proposed
use
itself,
especially
for
this
property.
What
do
we
want
on
the
property?
The
other
one
is
for
the
sandpiper
property.
Obviously
that's
going
to
be
commercial
because
it's
got
a
commercial
land
use
and
zoning,
and
it
also
has
water
and
sewer
available
for
it.
O
So
the
type
of
development,
the
development
timeline.
We
don't
want.
We
I,
if
we're
going
to
sell
these
properties,
I'd,
want
something
developed
on
it
sooner
than
later,
instead
of
somebody
sitting
on
it
for
five
or
10
years
and
then
selling
it,
because
it's
worth
a
lot
more
and
then,
among
the
other
considerations,
we
might
have
somebody
come
in
that
says:
hey
I,
I've
got
this
plan
and
they
present
a
plan
with
their
bid
documents
that
shows
town
homes
or
or
single
family
homes,
or
on
the
sandpiper
property.
O
They've
got
a
they've
already
got
a
layout
for
a
potential
commercial
development
with
either
strip
commercial,
or
something
like
that.
So
that's
one
of
those
things
that
we
we.
I
wanted
to
make
sure
that
we
put
those
in
the
bid
documents
so
that
it
allows
somebody
to
expand
on
their
bid
than
just
giving
us
a
piece
of
paper
saying
this
is
I
want
to
submit
this
for
100,
000
or
500
000
or
whatever
the
cost
is.
O
So.
What
we're
looking
for,
obviously
is
to
number
one
is
declare
all
four
properties
surplus,
two
of
which
we've
already
we
were
one
of
which
we
already
did.
But
I
want
to
re
re-emphasize
that
and
then
the
other
part
is
to
approve
the
sale
process
so
that
we
can
do
this
in-house
versus
having
to
do
a
demand
star,
and
we
just
put
it
on
the
on
the
city's
website
for
for
a
three
week.
O
Period
set
the
date
and
everything
has
to
be
in
by
four
o'clock
on
this
date
and
then
then
we'll
set
it
up
for
to
bring
it
back
to
city
council
for
a
decision.
H
O
Yeah,
this
is
the
actually
you're
right,
the
highland
avenue.
I
believe
this
is
about
60
feet,
and
then
it
widens
out.
So
this
is
in
in
the
building
from
what
it
looks
like
is
actually
on
the
road
right
away.
So
that
would
be.
That
would
be
something
to
consider
that
we
again,
we
consider
we
control
the
road
right
away.
This
is
all
local
roads.
We
might
want
to
consider
vacating
a
portion
of
that
road
right
away
and
make
it
part
of
this
property
which
would
possibly
allow
an
extra
unit.
O
O
O
And
I've
got
to
verify.
I
believe
this
is
still
in
the
martin
pond
drainage
area,
so
this
drainage-
actually,
I
think,
works
more
to
catch
water
coming
down
here.
But
if
we
channel
that
into
the
drainage
to
go
to
martin
pond
that
would
free
up
this
property
for
developable
property,
also
possibly
put
in
a
small
park
for
the
for
the
area.
H
As
far
as
the
fbo,
I
I
believe,
and
I
could
stand
corrected,
but
I
believe
that
there
isn't.
You
cannot
build
a
three-story
building
there
because
of
its
proximity
to
the
runway.
O
H
That
kind
of
rules
out
some
of
the
things
I
know
we're
being
proposed
and
floated
around
that
it
hurt
and,
as
you
said,
I
think
not
just
price
but
value
what
what's
brought
to
the
table.
I
think
we
really
need
to
consider
that,
because
I
know
some
of
the
different
ones
that
have
proposed
some
of
the
things
could
really
be
a
long-term
benefit
sure
for
the
community
as
a
whole.
Educational
job-wise
there's
some
great
things
there.
So
I
want
to
make
sure
we
really
look
at
that,
rather
than
just
take.
H
H
Yeah
that
would
serve
the
people
out
there
that
strip
across
the
way,
of
course,
that
used
to
be
the
fbo
used
to
be
on
the
other
side
of
the
runway.
When
I
flew
in
here
in
91,
when
I
was
getting
my
instrument
rating,
we
actually
squeaked
in
there
on
the
short
runway
before
it
was
extended
and
it
used
to
be
there.
So,
as
you
said,
that's
unusable
over
there.
D
H
Know
if
the
possibility
of
or
thinking
about
tying
those
two
properties
together,
so
you
know,
if
they're,
if
the
value
is
in
one
they
take
the
other.
I
do
know
that
at
one
point
the
board
had
expressed
interest
themselves
in
that
I
think
there
was
concern
from
past
things
that
had
happened
out
there
that
there
was
maybe
maybe
the
there
were
some
shenanigans
going
on
and
and
that
being
used
against
them.
So
I
think,
for
their
comfort
level,
they
may
have
interest.
D
H
F
A
H
C
H
What
are
things
that
would
advantage
the
city
and
the
airport
as
well,
and
one
of
the
things
again
from
the
business
community
is
to
be
able
to
extend
that
runway,
and
I
know
that's
been
talked
about
a
lot
if
there
was
a
way
that
if
we
did
do
some
type
of
a
deal
that
that's
part
of
that
incentive
that
they
would
agree
with
that
process.
There's
three
organizations.
P
F
H
Crazy
to
try
and
work
with,
but
there's
the
main
one
there,
and
if
we
can
get
agreement
from
them
that
as
we're
able
to
do
that.
Of
course,
the
funding
issue
is
another
thing,
but
it
could
really
help
develop
that
it
would
protect
our
our
aviary
community
because
it
wouldn't
become
a
regional
airport,
but
it
would
expand
it
for
business
travel,
especially
small
jets,
which
can
be
very
enticing
to
some
higher
level
business
development
and
that's
just
a
big
one.
I've
heard
it
over
and
over
and
over.
H
So
I
think
that
we
really
need
to
consider
that
piece
as
utilizing
that,
what's
going
to
be
a
win-win
for
us
all
right
and
my
last
question
on
this
is,
of
course
you
know
part
of
our
fiscal
picture.
Why
are
we
getting
rid
of
these
particular
properties?
Are
we
trying
to
continue
to
liquidate
all
city-owned
properties?
It's
one
thing:
they're,
not
making
more
of
is
land.
H
You
know,
god
kind
of
stopped
that
a
long
time
ago,
so
I
know
that
I
just
want
to
make
sure
that
we're
not
doing
it
just
for
quick
money.
At
the
same
time,
we
know
that
land-
that's
not
getting
tax
revenue,
there's
a
loss
on
that
side
too.
So
I
guess
I'm
not
sure
these
particular
ones.
I
know
the
fbo,
because
that's
something
we
want
somebody
else
to
deal
with,
that.
We
don't
need
to
be
in
that
business.
F
A
We
might
not
want
to
be
the
one
leading
the
charge
to
buy
it,
so
I
there
we've
got
three
or
four
pieces
of
property
we've
identified.
Okay,
obviously
we'd
have
to
come
back
to
city
council,
but
you
know
rather
than
bringing
up
the
specific
properties,
but
we
do
have
some
some
ideas,
but
I
mean
it's
just
we.
A
To
do
with,
I
mean
fbo,
we
want
to
get
out
of
that
business.
I
think
sam
piper,
I
think
we'll
have
some
money
that
we
can
then
put
the
stoplight
there.
We
realign
the
roads.
I
think,
that's
you
know
perfect.
There's
probably
I
would.
I
could
see
us
surplusing
the
property
across
the
street
from
the
sandpiper
property
as
well
the
front
of
the
the
water
plant.
There's
a
couple
acres
there
that
we
could
probably
surplus.
D
A
P
No,
I
think
it's
important
to
realize
or
to
make
sure
that
everybody's
aware,
when
we
looked
at
these
from
a
surplus
standpoint,
we
also
looked
at
our
five
and
ten
year
plan
to
make
sure
that
this
is
not
an
area
and
one
of
them
I'll
give
an
example
is
across
from
the
fuel
island.
We've
talked
about
it
with
public
works.
P
You
know,
since
some
of
our
crews
were
housed
out
of
this
area.
For
a
long
time,
we
had
the
flood
in
there
the
the
sewer
back
up
the
problem
or
whatever.
So
all
of
that
has
to
be
torn
out,
and
rather
than
build
back
there
for
our
crews,
they
were
able
to
relocate
to
cleveland,
and
actually
the
crews
are
all
where
their
equipment
and
everything
is.
It
makes
more
sense
that
they,
you
know,
they're
housed
out
of
where,
where
everybody
else
is
housed
out
of
instead.
D
P
Grounds
and
streets
were
here
and,
as
you
know,
grounds
went
to
to
recreation,
so
and
streets
went
kind
of
down
to
they're
down
to
cleveland,
so
we
kind
of
looked
at
the
long
term.
You
know
to
make
sure
that
we're
not,
as
you
said,
commissioner,
as
you
point
out,
to
make
sure
that
we're
not
are
we
selling
something
that
we
know
in
a
five
year
10-year
period
that
we're
going
to
need
for
expansion
or
development
or
something
for
the
city.
So
we
looked
at
that
too.
P
F
P
B
Well,
I
think
I've
had
several
discussions
about
the
property
already
and
I'm
in
favor.
I
do
have
a
question
in
reference
to
the
sandpiper
location,
on
the
opposite
corner,
where
the
convenience
store
used
to
be
right
on
that
corner,
there's
a
little
fencing
area
with
some
kind
of
utilities
or
something
coming
out
of
the
ground,
that's
constantly
being
ran
into
by
vehicles
exactly
what
is
that.
P
Looks
terrible
well
in
a
commissioner.
We
do
also
have
that's
under
code
enforcement.
It
does
have
a
code
enforcement
violation,
for
that
particular
you're.
Talking
about
is
also
included
in
that
code
enforcement
violation
for
them
to
clean
that
up
fix
that
cap
that
clean
that
up.
So
it
is
under
code
enforcement
review.
B
P
B
So
to
move
it
away
from
this
yeah,
okay,
all
right
yeah
sounds
good,
that
that
needs
to
be
done
all
right
so
other
than
that.
I'm
I'm!
I'm
I'm
fine
with
what
we're
talking
about
doing.
I
like
the
idea
of
using
the
pizza
lane
at
the
airport-
that's
not
billable
as
leverage
for
something
else
in
order
to
help
benefit
the
city
and
that
spot
that
we're
trying
to
sail
there.
I
P
No
actually,
that
fund
has
been
struggling.
We
just
if
you
rece.
If
you
recall,
we
just
had
a
75
000
repair
that
we
had
to
make.
So
the
fuel
is
not
keeping
up
with
and
we
get
a
little
bit
of
rental
income
from
the
facility
and
then
the
fuel
sales,
but
it's
tough.
It's
tough
to
stay
competitive
with
the
fuel
sales
and
and
and
the
airport
be
self-sustaining
or
self-funding,
and
it's
not
currently.
I
A
F
P
A
P
Of
the
maintenance,
a
lot
of
the
upkeep,
and
all
of
that
we
were,
you,
know,
having
to
kind
of
supplement
with
general
fund
dollars
as
well.
So.
P
Lot
of
improvement
now
I
mean
there
are
lots
of
things
that
we
need
to
that.
You
know
we've.
As
you
know,
we
had
to
repair
windows,
we
had
to
do
some
carpet
upgrades
and
stuff,
and
it
needs
some
other
things
as
well
and
it's
just
not.
It
doesn't
sustain
the
fuel
sales
and
and
the
lease
doesn't
sustain.
I
Enough
yeah-
and
that
was
my
question
I
mean
if
it
was
if
it
was
something
where
it
was
self-sustaining.
Oh
absolutely,
let's
hold
on
to
it
because
the
value
around
that
area,
the
industrial,
some
of
these
big
logo,
corporate
attraction
of
of
an
airport
like
that
might
be.
You
know
our
our
kind
of
three
to
five
year
plan
that
that
land
might
appraise
a
lot
more
than
you
know.
I
But
if
we're
taking
a
significant
loss-
and
we
have
some
capital
expenditures
that
we
would
have
to
do
on
that
property
anyways,
then
I'm
for
it
in
terms
of
the
sandpiper
property.
So-
and
this
may
be
a
question
for
you,
michael,
what's
the
latitude
that
we
have
when
those
bids
come
in
or
the
the
offers
come
in,
I
should
say
in
terms
of
what
we
can
decide
on
and
let
me
give
you
a
little
bit
of
background
about
why
I'm
asking
the
question.
When
I
picked
up
the
apoca
chief
two
weeks
ago.
I
You
know
front
and
center
looking
at
me
as
another
dollar
store
coming
into
apopka
right
and
it'd,
be
one
thing
for
us
to
list
the
property
for
sale
and
and
it's
you
know
if
we
have
concepts
that
go
on
to
the
property,
can
we
consider
concepts
when
they
are
bidding
the
piece
of
property?
Put
it
that
way.
I
Q
Q
Q
Unless
you
put
you
develop
this
as
a
b
or
c,
it's
a
private
property
owner
who's,
going
to
come
into
purchase
and
is
going
to
be
able
to
develop
the
property
pursuant
to
what
the
zoning
and
land
use
allow
for
it
or
if
they
intend
to
amend
it,
then
we'll
be
able
to
review
it
as
part
of
their
development
application.
Q
But,
aside
from
perhaps
putting
certain
restrictive
covenants
on
the
property
and
have
that
be
the
contingent
to
whatever
contract
we
enter
for
the
sale
of
the
property,
I
can't
see
any
other
specific
restrictions.
I
And
I
misspoke,
I
didn't
mean
a
restriction
necessarily,
but
if,
if
we
have
three
offers,
let's
say
and
they
all
all
three
offers
come
in
for
the
ask
price
they're
all
equally,
they
bid
to
our
appraised
value.
One
person
says
I
want
to
do
this.
One
person
says
I
want
to
do
this.
One
person
says
I
want
to
do
a
third
thing.
Q
Q
A
Estate
to
take
commissioner
becker's
one
step
farther,
so
if
we
had
somebody
offered
a
million
and
it's
everything
we
wanted
it
whatever
that
is,
and
we
had
somebody
offer
the
1.2
million
and
it's
a
and
he
says
yeah,
I'm
looking
for
a
dollar.
I
think
I've
got
a
dollar
store
already
ready
to
go.
Could
we
take
the
lower
bid.
Q
B
I
Okay,
all
right
yeah,
I
just
with
that
type
of
stuff.
I
just
want
to
make
sure
that
verbally
it's
in
the
record,
I
want
to
make
sure
that
there's
head
nodding
and
all
that
sort
of
stuff.
So
but
yeah
I
mean
and
again
not
to
not
to
derail
and
sidetrack
the
conversation,
but
you
know,
obviously,
this
proliferation
of
dollar
stores
is
a
hot
topic
across
the
entire
country.
You
have
certain
states
certain
cities
trying
to
do
zoning
restrictions
on
these
types
of
properties.
I
I
would
love
to
have
that
conversation
amongst
us
to
see
what
the
the
will
of
the
council
is
at
some
point,
but
that's
a
conversation
for
a
different
day,
but
it's
you
know
at
the
end
of
the
day,
these
things
wouldn't
be
thriving.
If
people
didn't
frequent
them
here
in
apopka
either
so
yeah,
I
just
you
know
it's
it's
exhausting
anyway,.
A
I
I
Hey
on
the
one
property
on
eighth,
we
could
just
claim
adverse
possession
on
ourselves
right,
yeah
for
maintaining
that
structure.
M
I
G
C
Ordinance
number
2796
an
ordinance
of
the
city
of
apopka
florida
amending
the
future
land
use
element
of
the
apopka
comprehensive
plan
of
the
city
of
apopka.
Changing
the
future
land
use,
designation
from
county
low-density,
residential
to
city,
low
density,
residential
for
certain
real
property
located
north
of
west
12th
street
and
east
of
south
hawthorne
avenue,
comprising
0.41
acres
more
or
less
and
owned
by
beckwood
real
estate
development,
llc,
providing
for
severability
and
for
an
effective
date.
A
H
F
A
H
C
Ordinance
number
2804
an
ordinance
of
the
city
of
apopka
florida
to
extend
its
territorial,
territorial
and
municipal
limits
to
nx.
Pursuant
to
section
171.044.
Florida
statutes.
The
here
and
after
described
public
right-of-way
known
as
shepard
avenue,
situated
and
being
in
orange
county
florida
and
comprised
of
approximately
0.99
acres
owned
by
orange
county
board
of
county
commissioners
and
providing
for
directions
to
the
city,
clerk,
severability
conflicts
and
an
effective
date.
A
I
C
A
A
J
It
is
an
amendment
that
includes
changes
in
funding
and
appropriations
for
the
cops
grant
during
fiscal
year,
20
grant
proceeds
were
over-budgeted,
and
this
adjustment
is
to
accommodate
and
change
the
funding
source
to
a
general
fund
transfer
to
allow
the
coverage
of
the
shortfall
and
grant
proceeds
and
total
appropriations
for
the
cops
grant.
As
of
the
start
of
fiscal
year
2020,
there
was
only
19
7555
available
in
the
grant
to
cover
the
five
officers
assigned
to
the
grant
for
fiscal
year.
20.
J
during
the
due
to
the
grant
agreement
once
proceeds
are
exhausted,
is
the
responsibility
of
the
city
to
retain
these
positions
and
cover
funding.
Therefore,
the
remaining
funding
for
the
year
will
need
to
come
from
the
general
fund,
which
is
the
funding
source
for
all
other
officer
positions.
This
grant
program
was
housed
in
the
grant
fund,
therefore
transfer
in
from
general
fund
and
the
amount
of
277
100
is
needed
to
make
the
grant
fund
hole
for
the
shortfall
on
the
grant,
funding
and
total
appropriations
for
the
year.
A
A
J
Jamie
this
budget
amendment
is
an
actual
fiscal
year,
2021
budget
amendment,
and
it
is
for
an
item
that
was
on
the
consent
agenda.
It's
another
fdot
sub
grant
from
the
department
of
transportation
in
the
amount
of
ninety
five,
nine
thousand
five
hundred
and
thirteen
dollars
for
the
florida's
bicycle
pedestrian
focus
initiative,
grant,
which
is
located
and
managed
by
the
police
department.
A
E
B
A
couple
items:
first
of
all,
we
want
to
thank
the
mayor
and
the
city
for
lighting
up
city
hall
and
our
ponds
blue
on
a
world
diabetes
diabetes
month
very,
very
appreciative
and
had
a
couple
of
individuals
to
even
come
out
and
take
pictures
and
and
post
them,
and
let
them
know
that
apopka
supports
also
had
a
couple
of
parents
that
were
leaving
the
sports
field
out
on
punk
hand
and
they're
concerned
about
the
darkness
on
poncan
road.
After
you
turn
off
of
jason
dwelling,
there's
no
lights
from.
B
I
guess
that's
from
jason
dweller
to
vic
road,
it's
very
dark
along
that
roadway
and
it's
curvy.
So
it's
very
dangerous,
and
especially
with
getting
dark
earlier
they'd
like
to
know
if
we
could
do
something
about
lighting
up
that
roadway.
B
And
then
my
last
comment
is
in
reference
to
still
our
deputy
chief
of
police.
We
still
want
to
know
when
we're
going
to
feel
that
position
and,
lastly,
happy
thanksgiving.
Thank
you.
D
H
Yeah,
it's
great
to
see
the
lights
up
in
the
park
already
and
people
looking
forward
to
some
festive
relief
at
the
end
of
the
year
here
and.
D
A
Geez
good
good,
all
right,
mayor's
report
got
just
a
few
things.
Obviously
we
should
have
in
front
of
you
the
a
covid.
This
is
from
orange
county.
There's
a
free
drive
through
coven
19
rapid
testing
site
at
barnett
park,
so
not
far
away,
so
anybody
that
needs
to
get
tested.
It's
free.
A
So
I
know
we've
seen
a
big
uptick
in
positive
cases
here,
not
only
in
in
central
florida
but
across
the
state,
so
anybody
just
be
sure
they
get
it
would
be
on.
It
was
on
the
weekly
newsletters,
also
as
a
as
a
flash
on
our
website.
So
keep
that
in
mind
do
they
have
to
make
an
appointment?
No,
no
appointments.
A
No,
yes,
sir,
so
it's
on
our
website
as
well.
I
just
thought
you'd
want
to
know.
There's
a
you
know:
corvo
has
been
about
a
year
ago.
You
know
decided
to
pull
out
their
their
manufacturing
from
this
from
the
apopka
site.
We
we
worked
as
hard
as
we
could
to
try
to
keep
them,
but
they
were
doing
some
reorganizations.
A
They
had
two
other
big
sites,
one
in
oregon
and
one
in
in
north
carolina,
and
they
decided
to
to
leave
the
state
as
far
as
manufacturing
still
have
their
the
planning
group,
their
their
engineers
are
still
in
apopka
and
then
that's
the
higher
valued
employee.
So
we
still
got
them
and
you
know
we
want
to
keep
them
as
long
as
we
can.
We
want
to
try
to
you,
know:
we'd
love
to
get
them
back
at
manufacturing
as
well,
but
in
the
meantime,
there's
a
company
here,
that's
in
lockhart
called
micros.
A
That's
that's
growing
outgrown
their
their
facility
to
to
manufacture
chips.
You
know,
and
so
they're,
taking
up
some
of
the
space
in
the
corvo
manufacturing
side
of
the
business.
So
it's
good
at
moving
some
employees
here,
you
know
to
apopka.
So
we're
it's
it's
getting
trying
to
make
lemonade
out
of
lemons,
so
anyway,
just
thought.
You
know
you'd
like
to
know
that
a
couple
other
quick
things,
one
we're
having
a
pension
meeting
tomorrow,
but
interesting
enough.
We
we've
been
hearing
about
that.
A
Some
of
the
costs
we've
been
paying
for
our
pension
administration
is
higher
than
it
should
be,
and
so
we've
we've
got
them
the
prudential
who's.
Our
is
our
sponsor
has
come
back
with
about
a
hundred
thousand
dollars
a
year
savings,
and
so
we
could
we
could
either
take
that
or
put
it
out
to
rfp,
so
a
hundred
thousand
dollars
to
our
pension
fund,
so
yeah
we're.
I
tell
you
what
we're
squeezing
every
nickel
we
can.
I
know
what
edward's
trying
I'm
trying
and
all
the
department
heads
are.
A
A
Our
mount
plymouth
tower
is
up
and
running
kind
of
on
a
yeah
and
we're
just
now
we're
going
to
take
the
other
one
down
to
get
it
resurfaced,
but
so
mount
plymouth
is
up
waiting
on
lake
county
to
put
their
their
equipment
up
on
the
tower,
but
so
finally
got
that
one
up
so
great
work
rob
and
your
team
and
the
last
one.
I
think
it's
just
just
mind-boggling.
For
me,
I
don't
know
if
you've
seen
it,
it
was
in
the
orlando
business
journal,
but
they
just
sold
the
coke
warehouse.
A
That's
out
by
goya.
They
sold
that
building
for
71
million
dollars,
71
million
dollars,
which
is
as
edward
and
I
said,
that's
300
000
in
ad
valorem.
So
it's
amazing!
So
here
we,
you
know
just
think
about
that.
You
know
two
years
ago
we
weren't
even
really
starting
the
construction.
Now
we're
we've
got
a
building
that
just
sold
for
71
million
dollars,
we're
going
to
be
able
to
collect
300
000
in
advance
next
year.
So
we're
we're
looking
good
and
we,
you
know
we
got
a
lot
of
opportunities
out
there
at
the
airport.
A
We
had
a
meeting
today
with
the
folks
and
looking
to
to
ramp
that
up
quickly
so
and.
H
H
And
I
know
it's
past
my
time,
but
that
just
reminded
me
of
some
of
the
things
I've
been
looking
at,
I
passed
along
to
ed
just
where
technology
is
we're
moving
within
the
next
10
years
to
air
taxis,
autonomous
air
taxis.
These.
H
This
is
something
I
brought
up
down
at
downtown
orlando
at
the
meeting,
but
apopka
really
can
be
a
leader
there.
I
was
talking
with
someone
about
the
technology
and
the
the
amount
of
towers
that
we
have
in
the
area
lend
itself
towards
that
as
well
in
including
the
the
drones
you
know,
and
as
they
have
delivery
drones
things
like
that,
and
so
you
know
I
just
encourage
some
of
the
ones
there
to
kind
of
look
into
that
direction.
H
That's
something
that
industry
wise!
It's
a
cutting
edge
thing
and
if
we
can
can
get
a
foothold
on
that
and
bring
some
of
that
to
apopka
area,
it
could
really
benefit
us.
In
the
long
term
we
can
become
the
experts
in
that
that
will
benefit
our
own
people.
Who'll
have
the
knowledge
and
other
cities
will
say.
How
did
you
do
this?
So
you
know
anything
that
we
can
do
and
of
course
I
like
to
fly
in
at
shows
so,
but
I
think
that's
a
great
emerging
industry
awesome.