►
Description
The agenda for the meeting can be found on the city's website at http://bit.iy/clearwaterCityCouncilMeetings
A
I'd
like
to
call
to
order
this
special
mating
of
the
Clearwater
City
Council
is
there
to
my
extreme
right?
Is
our
deputy
city
manager,
Jill
silver
born
our
city
manager,
bill
Horne,
our
council
member
Bob,
Conda
and
councilmember
Cheh
Pogue?
Ladies
look
to
my
left
council
beverages
Allbritton
afternoon
council
member
white
hamilton,
therefore,
city
attorney,
pam
aiken
in.
B
C
A
D
Thank
you
very
much
consistent
with
City
Council
policy
12.3,
which
really
outlines
why
we're
here
this
afternoon.
It
states
that,
prior
to
June
1
of
each
year
and
prior
to
the
development
of
a
city
manager
proposed
budget,
the
City
Council
shall
meet
in
a
strategic
planning
session
to
review
the
five-year
financial
forecast
and
update
as
necessary
the
city's
vision
mission
and
strategic
direction.
D
From
these
documents.
A
five-year
strategic
plan
will
be
updated
council,
as
you
can
see
on
our
agenda.
We
have
a
number
of
topics
that
have
a
very
direct
strategic
connection
to
the
kind
of
direction
that
we
have
been
have
been
following
now
for
some
time,
and
so
with
that
in
mind,
I'm
going
to
ask
our
deputy
city
manager,
jill
Sobule
or
two
to
get
us
started
in
our
review
hearing.
E
Council
good
afternoon,
I
will
just
begin
where
the
city
manager
introduced
the
strategic
vision
mission.
This
goes
back
to
2012.
Excuse
me,
2013.
When
city
council
established
the
series
that
you
see
on
the
screen
and
it
was
provided
in
your
backup.
This
is
also
the
document
that
we
use
in
your
budget
document
each
year
and
have
used
for
the
intervening
years.
You
have
in
your
backup
a
deconstructed
version
of
this
document
so
that
you
can
review
the
statements
for
the
vision,
the
mission
and
then,
as
we
go
into
each
of
the
strategic
objectives.
E
We
also
outline
in
your
backup,
as
we
do
each
year,
a
variety
of
ongoing
strategic
actions,
a
variety
of
plans
and
documents
that
we
believe
align
the
ongoing
work
of
the
city
to
the
strategic
direction,
there's
a
comprehensive
list
of
those
and
your
backup-
and
we
know
that
those
plans
and
initiatives
reinforce
your
identification
of
the
objectives
for
facilitating
development
of
the
economy
and
for
providing
cost-effective
municipal
services
and
infrastructure.
For
this
afternoon
benefit
of
this
item
in
Part
B
of
your
backup
item.
We
have
provided
you
for
each
of
the
eight
strategic
objectives.
E
Several
focus
items
that
we've
identified
for
2019
2020
and
the
boxes
are
color-coordinated.
If
you're
looking
at
the
color,
they
match
the
color
of
the
strategic
objective
box,
and
so
we've
outlined
those
as
simply
being
reflective
of
the
things
we
understand
to
be
priorities
for
the
coming
year
and
our
focus,
of
course
on
some
of
these
will
be
highlighted
in
your
items
that
are
coming
out
this
afternoon.
Others
are
just
simply
a
reminder.
D
A
G
A
G
H
Michael
Duc
interim
assistant
city
manager,
I,
want
to
talk
about,
imagine
Clearwater
and
we'll
have
a
anticipation
of
a
little
different
track
and
approach
to
to
our
discussion
about
this
project.
So
as
of
this
morning,
I
completed
my
fifth
meeting
with
Councilman
Albritton
and
so
very
quickly.
Since
then,
I've
tried
to
put
together
some
of
my
thoughts
and
and
we'll
have
some
recommendations
to
you
regarding
this
project.
But
so
what
I'd
like
to
try
to
quickly
do
here
is
to
is
to
go
through
this
project.
H
One
is
I
think
that
I
would
like
to
change
a
little
bit
of
our
discussion
about
this
project.
I
think
it's
you
know
to
work
on
one
of
the
most
large
extensive
and
exciting
projects.
I
think
we
need
to
be
and
can
be
very
enthusiastic
about
the
changes
that
we're
proposing
to
make
and
the
investment
in
our
community,
and
so
I
really
think
that
we
hopefully
I
can
assist
in
that
to
try
to
change
the
tone
and
the
direction
a
little
bit
of
what
we're
trying
to
accomplish
with
this
project.
H
So
with
that,
I
would
like
to
to
tell
you
some
things
that
I've
been
thinking
about.
That
will
serve
to
possibly
guide
to
me
and
guide
us
as
we
re-evaluate
this
process,
and
one
is
I
think
it's
important
for
us
to
a
reestablish
the
priorities
and
an
energy
for
the
imagine
Clearwater
project.
I.
Think
all
of
these
things
are
very
important
and
seminal
to
the
city's
future.
H
H
H
I.
Think
none
of
those
things
are
true.
We
need
a
team
of
department
heads,
that's
going
to
assist
us
and
be
engaged
in
this
process
along
with
the
rest
of
us.
So
one
thing
here:
I
want
to
emphasize
I.
Think
those
of
you
who
you
know
know
me
for
a
number
of
years.
How
how
diligently
I
try
to
achieve
consensus
on
major
projects
that
I
bring
forward?
I
want
to
say
here,
I
think
that
maybe
this
is
a
time
for
us
to
consider
that
action
is
more
critical
than
consensus.
H
I
think
as
we
consider
this
project
I
think
it's
easy
to
get
sidetracked
on
the
silver
bullets
or
the
magic
wand
approach
that
there
is
one
best
way
that
we
can
be
successful
and
that
that
is
the
way
we
need
to
pursue
and
the
reality
is.
There
are
no
silver
bullets.
There
are
no
magic
ones
and
there's
no
one
best
way.
H
So
I
will
is
my
intention
to
make
very
specific
recommendations
to
you
on
occasion
for
things
that
I
believe
strongly
in
I'll
be
telling
you
why
I
believe
those
things
are
important
and
I
understand
fully
that
you
may
or
may
completely
agree
or
disagree,
at
which
case
you
know
we'll
we'll
get
a
majority
vote
and
we'll
move
forward
with.
However,
you
want
to
but
I
I
think
it's
important
for
us
to.
H
Think
by
that
I
mean
that
you
know
we
cannot
control
entirely
private
sector
investment
in
our
community.
But
what
we
can't
control
is
the
public
realm.
We
have
great
opportunity
with
that.
We
need
to
take
advantage
of
the
things
that
we
can
control
and
and
not
worry
so
much
about
the
things
that
we
cannot
control.
H
So
with
regard
to
that
I'm
I'm
going
to
be
making
some
some
priority
recommendations
for
you.
But
what
I'd
like
to
to
focus
on
first
is
the
the
primary
focus
areas,
so
I
think
we
should
immediately
and
frankly,
I've
already
kind
of
started
doing
some
of
this
work,
having
conversations
with
the
relevant
department
heads
but
move
forward
with
library,
enhancement,
we've
got
a
projects
and
really
notable
improvements
to
the
the
library
enhancing.
That
facility
I've
talked
to
the
gem
in
the
library
who
is
excited
about
bringing
some
of
those
things
forward.
H
So
we're
going
to
be.
We've
already
set
up
a
meeting
with
the
consultants
who
hated
us
in
that
project
and
we're
gonna
kind
of
revisit
this
and
refresh
this
this
work,
and
then
at
some
point
here
in
the
very
near
future,
we'll
schedule
an
opportunity
to
bring
it
forward
to
you
with
some
more
specific
plans
and
recommendations.
H
I've,
she
ate
some
discussion
on
the
lighting
of
the
memorial
causeway
bridge.
This
could
be
the
one
of
the
most
iconic
views
on
the
west
coast
of
Florida
I.
Think
if
we
can
ever
be
successful
and
actually
lighting
this
bridge
it'll
be
a
very
photo
op
for
the
the
community
and
I
think
it
may
be
a
challenge
dealing
with
district
7
and
d-o-t,
as
it
always
is,
but
we're
talking
to
some
folks
that
I
think
can
can
help
us
dust
this
one
off
and
and
get
it
back
on
track.
H
Hopefully,
one
of
the
things
I
want
to
talk
to
you
about
in
more
detail
at
some
point
is
revisit
some
of
the
phasing
of
the
waterfront
redevelopment
I
think
we
ought
to
consider
breaking
out
some
of
the
component
building
sites
that
will
help
us
a
couple
of
things
that
we'll
do
is
I.
Think
it'll
help
us
move
forward
with
some
of
the
basic
design
and
development
of
the
green
space.
The
park
itself
I
think
it
will
help
us
to.
We
can
create
building
sites
for
future
improvements.
H
It'll
help
us
divide
up
the
funding
obligations
so
that
we
can
maybe
tackle
some
things
sooner
rather
than
later.
I
think
it
can
forestall
some
of
the
the
battles
we
do
not
yet
need
to
need
to
engage
in
with
regard
to
the
final
design
of
the
bridge,
the
canopy
or
all
of
the
back
of
house,
for
example,
for
the
the
venue
one
thing
I
want
to
say
about.
That
is
that
we've
had
some
criticism.
I
think
that
the
public
feels
that
we've
changed
the
plan.
H
I
think
we've
talked
about
this
individually,
I'd
like
to
publicly
state
that
that
really
the
the
stage
is
envisioned
by
H,
RNA
and
Sasaki
has
always
been
a
fully
developed
stage
and
covering
facilities
such
that
we
there
was
never
a
plan
that
we
would
have
to
bring
in
new
staging
to
have
all
of
our
events.
So
the
plan
has
anticipated
that
it
is
not
a
change
in
the
plan
and
so
I
think.
H
If
we're,
if
we're
going
to
be
subjected
to
some
criticism
about
whether
people
think
we've
changed
the
plan
or
not,
we
just
need
to
make
it
so
that
the
criticism
is
for
the
right
thing.
Not
the
wrong
thing.
I
think
your
decision,
which
we
are
not
revisiting
for
the
back
of
house
and
the
cupboard
seating
if
somebody
wants
to
be
concerned
about
that
I-
think
that's
where
their
focus
should
be.
It
should
not
be
on
the
fact
that
we're
going
to
build
a
stage
that
meets
all
of
our
needs.
H
That
has
always
been
a
part
of
the
plan.
The
related
to
that
I
have
talked
to
Hameed
with
Stan
Tech
I
think
that
if
we
can
balance
a
combination
of
phasing
and
bringing
a
construction
manager
on
board,
then
I
think
you
know
there's
a
possibility
that
we
can
move
some
of
the
basic
infrastructure
of
the
park
forward
sooner
rather
than
later.
You
know,
I
think
we
all
share
a
desire
to
to
try
and
move
things
along
as
quickly
as
possible.
So
there
are
some
primary
focus
areas
and
I'll
be
a
little
bit
more
specific.
H
H
So
I
think
maybe
the
next
bite
at
the
Apple
is
a
little
bit
easier
to
swallow
and
that
is
dealing
with
some
of
the
trails
and
the
more
neighborhood
improvements
north
Osceola
and
Nicholson
North
Fort
Harrison.
This
is
a
great
time
with
us
to
follow
forward
with
the
detail
planning
for
complete
Street
for
Fort
Harrison.
H
We
have
a
grant
that
we've
received
for
that
work
initially
and
in
the
planning
and
development
department
budget
I
actually
had
put
in
there
before
my
move
over
over
here.
Some
funding
for
the
next
phase
in
that
study
and
design
for
that
that
Fort,
Harrison
and
frankly-
and
in
fact
it
should
include
the
some
of
the
trail
improvements
as
well
that
we're
in
the
north
Morita
master
plan
the
North
Ward
school
I'm,
going
to
recommend
to
in
fact
I'll
throw
this
in.
H
This
is
a
good
time
to
talk
about
this
I
think
my
recommendation
to
you
would
be
that
we
forestall
for
a
time
the
demolition
and
removal
of
the
City
Hall
building
I
think
we
have
an
opportunity
with
three
key
assets
that
we
have
right
now
to
really
evaluate
what
their
potential
value
to
us
is.
This
community,
that
is,
the
North
Ward
school,
the
City
Hall
building
and
the
fire
station
45.
H
So
I
want
to
talk
to
you,
maybe
a
little
bit
more
detail,
the
next
short
period
of
time
about
a
maybe
an
architectural
review,
these
facilities
to
really
see
what
we
have
in
terms
of
the
value
of
those
assets
to
us
before
we
tear
them
down
and
remove
them
from
the
city.
I
think
there's
some
real
opportunity
about
that.
I
mean
going
to
much
more
detail
than
that
today,
but
I'll
be
happy
to
do
that
with
you
in
the
future.
H
If
that
is
helpful,
North
Fort,
Harrison
re
streetscaping,
the
complete
street
process
again,
I
think
people
often
talk
to
us
about
downtown
st.
Petersburg
and
evening
how
great
those
those
downtown's
are
I.
Think
if
you
think
about
it,
Fort
Harrison,
North,
Fort,
Harrison,
the
immediate
North
downtown
and
all
the
way
up
to
the
the
Myrtle
intersection
is
really
prime
for
us
to
have
as
a
small
walkable
area
of
our
community,
that
is
full
of
neighborhood
and
local
businesses,
and
that
can
be
a
flame
that
can
can
really
take
off
and
benefit
our
entire
downtown.
H
The
downtown
gateway.
I.
Don't
want
to
forget
about
the
the
area
to
our
East
I
think
we
need
to
once
stay
committed
to
Cleveland
Gulf
to
Bay
Street
that
reconfiguration
I
know,
there's
been
some
issues
and
have
kind
of
set
us
back
on
that
for
a
short
period
of
time,
but
I
think
we
need
to
to
keep
that,
hopefully
in
focus
and
also
the
opportunity
for
the
Mercado
in
the
in
the
downtown
gateway
area.
H
So
I
guess
at
this
point
moving
forward.
Our
next
round
of
discussion
I
would
like
to
make
the
following
recommendations
to
you,
and
that
is
that
we
attempt
to
do
our
best
to
pursue
the
the
permit
for
the
causeway
lighting
and
the
and
the
funding
options
to
make
that
available
in
the
near
future
that
we
discuss
in
more
detail
some
specific
staging
of
constructional
components
of
the
imagine
clear
water
plans
so
that
and
consider
moving
forward
with
a
construction
manager
in
the
Park
and
Gateway
Plaza
area
in
the
near
term.
H
I
think
would
like
to
recommend
that
we
issue
an
RFP
for
the
Harbor
View
mixed-use
site
as
soon
as
possible,
and
that
we
target
2020
referendum
for
that
property
I
as
well.
That's
that's
going
to
be
an
aggressive
schedule,
but
you
know
I
think
if
we,
if
we
are
nosing
about
that,
we
can
possibly
make
that
happen.
H
I
think
we
ought
to
double
down
on
our
the
success
that
we're
seeing
in
the
North
Fort
Harrison
area
and
the
Seminole
ramp
area
and
try
to
complete
as
quickly
as
possible
the
complete
Street
planning
for
the
Fort
Harrison
corridor.
This
is
an
economic
game.
Changer
for
us
would
like
to
initiate
the
design
phase
of
north
marina
master
plan
phase
to
simply
be
cut.
H
It
release
relates
to
these
the
Fort
Harrison
improvements
and
the
grant
that
we're
getting
the
work
we're
doing
there
and
I
think
it
will
continue
to
build
on
the
momentum
that
we're
seeing
and
and
lastly,
the
initiative
are
initiated,
an
adaptive,
reuse,
study
of
the
key
SF
facilities
and
that's
the
the
North
Ward
School,
the
City
Hall
site
and
the
fire
station.
45
I
think
one
of
the
easiest
things
we
can
do
if
we
conclude
that
that's
in
our
best
interest
is
to
tear
these
buildings
down.
H
The
more
challenging
question
for
us
is
to
is
to
make
sure
that
we,
you
know
what
asset
value
they
may
have
to
us
before.
We
do
so
with
that.
I
think
the
next
step
for
us
as
to
is
for
you
to
consider
some
of
these
recommendations
and
that
we
prepare
an
upcoming,
more
detailed
discussion
with
you
to
focus
on
project
priority
projects
and
how
we
incorporate
them
into
our
19:20
budget
and
and
I
think
do
the
the
time.
H
A
Okay
counsel,
Larry
I,
was
reminded
that
the
purpose
of
this
meeting
initially
was
to
be
a
work
session
and
we
added
to
it
the
pace
schedule,
because
that
was
something
that
was
to
be
voted
on
and
we
needed
to
have
motion,
and
you
know
on
that.
These
others
are
just
reports
that
are
being
presented
to
us
and
that
that's
the
format
that
we're
using
to
follow.
So,
if
it
was,
you
know,
somebody
got
a
pinion.
Otherwise
you
know
I
apologize
for
that,
but
but
these
are
just
reports
that
are
being
presented
to
us.
C
I
H
Know
I've
we've
we
had
the
little
micro
brewery
open
up
over
the
past
weekend.
I
think
there
are
some
others
that
are
looking
at
that
area.
These
folks
tend
to
like
to
operate
there
like
car
dealerships.
In
a
way
they
like
to
locate
relative
to
one
another
there
they
they
feed
off
of
that
momentum
in
that
energy.
So
you
know
I've
had
a
little
bit
of
conversation
earlier
today,
actually
with
our
economic
development,
folks
that
you
know,
as
we
complete
kind
of
the
planning
side
of
that
equation.
What
can
we
do
to
try
to?
H
You
know
turn
the
heat
up
on
the
the
economic
development
side
of
it,
and
so
I
don't
we've
had
some
proposals,
people
talking
about
residential
infill,
I
think
you
know,
there's
been
some
very
good
positive
discussions
with
some
good
developers
who
deliver
on
those
things
that
I
think
we
need
to
kind
of
build
on.
That
can
be
one
of
our
primary
urban
classic
urban
corridors.
I
H
I
H
F
J
H
My
tendency,
probably
is
to
be
a
little
more
generalized
in
that
I.
Think
the
City
Attorney's
approach
is
to
be
much
more
specific
about
that
so
somewhere
in
those
to
the
middle
of
those,
two
things
is
probably
where
we'll
end
up.
I
certainly
get
her
point
on
that
specificity.
When
we
go
to
the
voters,
the
electorate.
H
My
concern
is
in
that
messaging
that
we
are
can
state
to
the
public
that
we're
implementing
the
plan
that
we
worked
with
them
to
engage
them
to
design.
So
my
concerned,
priority
is
kind
of
on
that
end
of
the
spectrum.
I
think
Pam's
is
probably
on
the
kind
of
the
detail.
What
is
this
thing
exactly
going
to
look
like
into
the
spectrum
and
I?
H
Think
probably
both
of
us
in
some
ways,
or
you
know,
write
about
that
and
I
think
we'll,
probably
knowing
the
attorney
she'll
win
and
I'll
go
on
no
I
think
that's
very
important,
but
I
I.
We
may
need
to
do
a
little
upfront
to
define
that
project.
More
specifically
than
I
might
otherwise
be
inclined
to
do.
D
J
C
D
F
I
A
Can
I
go
back
to
the
question
about
the
timing
for
a
second,
because
we
call
an
article
in
the
paper
the
other
day
that
st.
Petersburg
did
an
RFP
for
its
police
station
and
the
reuse
of
its
police
station
and
you've
got
seven
offers
to
come
in
that
they're
going
to
be
analyzing,
but
you're
saying
that
our
RFP
would
be
ready
in
June
to
go
out,
or
at
least
that's
your
target.
I.
H
F
A
F
F
F
A
F
B
Only
thing
for
North,
Ward
school,
specifically
I,
think
there's
gonna
be
a
real
opportunity
for
repurposing
the
existing
building
I
think
people
are
gonna.
Look
at
that
as
something
that
they
do,
but
I
want
to
definitely
want
to
stay
away
from
is
putting
a
historical
designation
on
the
property,
because
when
you
do
that
you're
handcuffed
as
to
exactly
what
you
can
do
for
the
repurposing
of
it,
but
I
think
you
know
for
the
for
the
vitality
of
the
area
and
everything
else
that
the
building
has
great.
B
You
know
appeal,
but
I
don't
want
to
I,
don't
want
to
put
the
handcuffs
on
the
building
as
to
what
it
can
actually
become,
but
I
tearing
tearing
North
Ward
building
down
to
me
as
a
is
gonna,
be
a
last
resort.
You
know,
I,
just
I
see
too
much
potential
in
the
existing
structure
and
location
too
to
be
talking
about
any
kind
of
demolition
of
that
building.
Right
now,
any.
A
I
H
H
That
has
incredible
potential
and
I
think
when
those
folks
are
decide
to
move
forward
and
do
something
with
that
property
I'm
not
having
a
big
wall
in
front
of
them
facing
the
waterfronts
actually
in
the
long
term,
may
be
good
for
us,
so
it
it
kind
of
minimizes
the
impact
of
the
but
still
creates
the
active
edge
we
want
without
overwhelming
the
site
of
the
park.
Well,.
I
K
H
I
D
Next
speaker
is
Denise
Anderson,
who
will
discuss
economic
development
strategies
and
implications
for
community
socio-economic
conditions.
I
hope
you
all
had
a
chance
to
look
at
her
presentation
in
your
backup
material,
because
it
really
begins
to
give
us
an
insight
as
to
how
our
community
is
evolving.
Thank.
L
You
Denise
Anderson,
director
of
Economic,
Development
and
housing,
and
that
long
title
is
really
from
Jill.
That's
a
gift
from
Schiphol,
so
today
counts
I,
wanted
to
talk
to
you
about
some
interesting
data
that
has
come
across
in
the
form
of
the
2018
Alice
study
and
that
generated
a
conversation
internally
leading
to
today's
presentation.
L
So
in
terms
of
the
data
and
demographics,
I
first
want
to
talk
about
Alice,
and
so
who
is
Alice
Asset
limited
income
constrained
employed
house.
Well,
these
are
those
folks,
those
households
that
are
above
poverty
level.
That
is
a
federal
guideline
that
was
established
in
1955.
That
takes
the
average
cost
of
food,
multiplies
it
by
three
and
establishes
that
federal
poverty
level.
L
The
2018
report,
which
is
by
the
way
from
2016
data,
identifies
that
the
household
survival
budget
is
approximately
sixty
thousand
folks
for
a
family.
Come
two
adults,
one
infant
and
one
preschooler
in
the
city
of
Clearwater.
Those
households
are
15%,
are
shown
to
be
within
the
poverty
level.
34%
within
the
Alice
strata
of
income
and
51%
are
deemed
to
be
self-sufficient
or
above
the
Alice
threshold.
L
You
could
go
back
over
time
and
factor
and
cost
money
and
things
like
that,
but
just
in
the
last
five
years,
when
we
look
at
median
household
income
and
put
it
up
against
the
Alice
study
and
unfortunately
that
study
is
not
conducted
every
single
year,
although
I
hope
that
they
will
and
again
the
Alice
study
for
2018
is
shown
in
the
2016
data,
as
is
the
other.
We
see
a
little
bit
of
evidence
of
this
widening
gap
between
earnings
and
survivability
for
our
households.
L
We
recently
are
speaking
of
old
data.
We've
recently
received
this
information
from
HUD,
as
you
know,
we're
in
tunneling
city
and
so
HUD
provides
to
us
our
low
to
moderate
income
areas
every
four
years,
and
this
map
was
just
released.
I'm,
certainly
not
expecting
you
to
read
the
census
tract
numbers
in
there,
but
those
areas
shown
in
orange
reflect
the
load
that
those
census
tracts
in
which
household
a
greater
than
50
percent
of
the
households
within
those
census
tracts
meet
that
low
to
moderate
income
threshold
are
below
that
threshold.
L
L
We
also
received
program
income
through
the
repayment
of
loans
made
through
home
and
through
ship
ship
is
our
state
funding
state
housing
initiatives,
Partnership
Program
and
ship
funding
is,
as
you
probably
know,
is
funded
under
the
Sadowski
at
the
dock.
Stamps
through
mortgage
transaction
isn't
like
and,
unfortunately,
that
ship
funding,
though
the
Sadowski
Act
said,
is
to
be
preserved.
L
Some
of
the
things
that
we
have
always
done
is
the
production
and
preservation
of
units,
both
single-family
and
multi-family,
in
terms
of
new
construction
rehabilitation
and
down
payment
assistance.
We
do
a
number
of
subsidy
layering
activities
to
really
encourage
private
investment
to
take
advantage
of
private
investment
going
on
and
we
also
apply
restrictive
covenants
in
the
terms
of
land
use
restriction
agreements
so
that
those
units
remain
affordable
over
time,
even
if
sold
through
the
private
market.
L
But
there
are
significant
challenges
so,
with
rising
land
costs,
makes
it
very
very
difficult
for
these
developers
and
homebuyers
to
be
able
to
acquire
properties
within
this
subsidized
funding,
layer,
rising
construction
cost
and
the
shortage
of
trades,
no
news
to
any
of
us,
but
that's
obviously
a
challenge
now.
For
us
there
are
location
limitations
as
well.
Environmental
restrictions
can't
can't
build
a
single-family
home
on
dirty
land.
I
cleanse
owns
things
like
that.
L
L
I
know,
we've
talked
about
that
previously,
but
well
can
be
a
bit
of
an
update
on
that
allows
us
to
perhaps
put
property
in
land
Bank.
This
is
really
important
in
the
multifamily
market
in
particular,
because
it
helps
keep
the
cost
of
development
Laura
if
you
have
a
long-term,
a
99-year
lease
on
property
as
an
exam
instead
of
the
salah'
property.
L
This
really
speaks
to
me
about
the
walk
that
I
am,
but
in
terms
of
how
the
local
economy
works.
It's
really
about
money
moving
through
the
economy,
and
so
this
is
through
the
sale
of
goods
and
services,
and
we
know
that
primary
industries
they
sell
their
product
outside
the
community.
They
bring
new
money
in
often
described
as
our
manufacturers,
our
IT
software,
etc.
But
it's
also
tourism,
because
money
coming
in
and
the
pockets
of
our
tourists
is
a
primary
transaction.
L
However,
many
of
the
jobs
that
are
supported
by
that
industry
are,
in
fact
low-wage,
and
so
that's
not
exactly
a
homerun
for
us
in
terms
of
economic
growth
as
it
relates
to
wages.
However,
it
does
support
a
great
deal
of
jobs
and
then
money
of
course
turns
throughout
our
economy.
This
is
the
multiplier
effect,
and
we've
talked
about
that
and
in
the
past
and
that's
easily
identified
in
places
like
retail
restaurant
other
places
that
we
spend
our
money
and
then
money
goes
out
of
our
economy.
L
Every
time
we
buy
a
car
money
goes
to
Detroit
or
Japan
or
wherever,
and
the
bottom
line
is
this-
that
the
economy
really
only
grows
when
more
money
stays
in
then
what
goes
up
so?
What
does
that
mean
for
us
in
terms
of
challenges?
Both
primary
employers
do
not
need
to
be
here
about
a
very
nature
of
their
business.
L
They
do
not
need
to
be
here
in
order
to
sell
that
good
or
service,
and
so
geography
matters,
so
geographic
location
influences
their
operating
costs
and
when
we're
fully
built
out,
as
we
are,
we're
the
most
we
populated
county
in
all
florida
and
there's
no
available
land.
That
means
there's
a
very
high
cost
of
redevelopment
and
these
primary
industry,
employers
are
looking
for
five
to
fifty
five
or
thirty
to
fly
and
I
did
not
make
that
up.
That's
a
Mike
McDowell
saying
by
the
way,
I'm
Pinellas
County
economic
development,
but
I
thought
it
was
brilliant.
L
So
five
to
fifty
five
means
for
those
selling
goods.
They
want
to
be
five
minutes
to
a
roadway.
That's
fifty
five
miles
an
hour
and
when
Tampa
Bay
Express
comes
in
I'm
told
that
you'll
be
able
to
go
from
Curley
Road
I'll
be
down
to
Miami
without
a
single
stop
light
that
puts
us
in
a
great
spot
and
thirty
to
fly.
Those
are
selling
those
services
out
there.
They
want
to
be
thirty
minutes
or
an
International
Airport.
We've
got
two
very
close
proximity
again.
We
are
in
a
good
spot,
but
it
is
a
challenge.
L
This
challenge,
so
higher
cost
means
lower
profitability
and
companies
will
move
when
it's
no
longer
profitable,
that
for
them
to
stay.
This
is
really
significant
because
we
do
have
aging
office
and
industrial
sites,
as
you
know,
and
in
fact,
a
C
R
and
s
B
Friedman,
our
consultants
recently
hired
by
Pinellas
County
to
do
a
jobs
and
housing
study.
L
The
the
outcome
of
that
is
still
pending,
but
I
did
have
the
opportunity
to
communicate
with
them
at
the
last
penny
for
Pinellas
for
joint
review
committee
and
asked
them
to
look
at
our
aging
office
and
industrial
sites,
because
we
do
have
throughout
the
county,
these
functionally
obsolete
facilities
and
then,
to
a
much
lesser
extent.
Of
course,
we
can
influence
workforce
innovation
and
entrepreneurship,
but
there
is
a
significant.
You
know.
This
is
long,
been
a
national
discussion
about
a
talent
and
skills
mismatch.
L
We
are
one
of
if
I
believe
we
are
actually
the
last
major
metropolitan
area
that
does
not
have
commuter
rail
innovation
and
entrepreneurship
is
also
alone
event
and
said
that
the
state
of
Florida
actually
sees
a
dearth
of
venture
capitalists
and
I
personally
cannot
effect
that,
but
we
as
a
community
as
a
state
as
a
county.
We
really
need
to
stand
behind
that
and
encourage
entrepreneurship
and
innovation.
L
So
there
are
some
significant
opportunities
for
us
to
affect
the
socio-economic
conditions
of
our
community
and
that
really
is
to
attract
investment
and
employers
and,
from
my
perspective,
the
opportunities
really
lie
within
the
u.s.
19
corridor
in
the
downtown
CRA
area
and
some
of
the
activities
that
miss
Thompson
has
and
strategies
that
she's
brought
forward
to
you
in
the
past.
The
opportunity
zone
is
generating
a
great
deal
of
interest.
This
is
the
census
tract
259,
which
is
generally
bounded
by
Dru
Street,
to
Missouri,
to
Lakeview
to
the
waterfront.
It's
generating
a
lot
of
phone
calls.
L
Hopefully
it
will
generate
a
lot
of
investment
and
then
there's
the
Hercules
industrial
of
Hercules
Belt
Road
industrial
area.
It's
not
really
named
industrial
area,
but
that's,
as
you
know,
primarily
our
our
manufacturing
irt
area,
so
some
recommendations
and
again
I'll
steal
from
the
great
bill
proof
his
recommendation
to
Pinellas
County
back
in
2014
and
actually
I
think
way
back
when
with
Pinellas
by
design
was
that
we
must
have
improved
a
proof
sites
that
can
be
permitted
in
90
days
and
to
the
great
credit
of
our
Planning
and
Development
Department.
L
They
adopted
they
put
forth
two
plans
that
you
all
adopted
that
really
take
us
leap
forward
and
that
is
the
us
19
zoning
district
in
the
downtown
redevelopment
plan
with
the
foreign-based
code
approach
that
they
used,
it
really
does
allow
for
desired,
uses
the
ability
to
go
straight
to
building
construction
permit
which
really
significantly
cuts
down
and
gets
you
to
that
90
day.
Mark
then
there's
the
acquisition
and
preservation
of
office
and
industrial
sites
penny
for
Pinellas,
for
has
an
eight
point.
L
Three
percent
set
aside
that
was
approved
by
voters
four
point:
one
five
percent,
according
to
resolution
passed
by
the
Board
of
County
Commissioners,
is
the
goal
for
both
affordable
housing
and
economic
development.
Splitting
that
eight
point
three
and
a
half
the
penny
funds
will
allow
for
acquisition
of
sites
for
affordable
housing.
L
It
will
allow
for
acquisition
and
possibly
some
vertical
construction,
but
because
we're
still
in
the
rules
making
portion
of
the
joint
review
committee,
not
certain
if
acquisition
and
construction
for
economic
development
will
occur,
stay
tuned,
and
then
there
are
some
infrastructure
improvements
and
again
this
goes
back
to
Bill
fruits.
Improved
approved
sites
ready
to
go
infrastructure
improvements
are
absolutely
essential.
L
It
was
ten
years
ago
that
the
data
was
pulled
for
that
and
they
started
that
process
we'll
be
bringing
that
into
next
year.
An
update
to
that
plan.
How
we
done.
Where
are
we
going
to?
What
do
we
need
to
change,
given
the
things
that
we
have
done
in
the
past
ten
years
and
we'll
be
aligning
that
with
thankfully
coincident
to
that
as
our
HUD
required
five-year
consolidated
plan?
L
So
some
of
the
activities
within
that
consolidated
plan
will
focus
on
economic
development
as
well
additional
recommendations,
our
support
for
transportation
and
mobility
initiatives,
whether
the
local
county
or
statewide
or
region,
wide
workforce
skills,
development
and
training.
This
really
starts
at
the
k-12
arena.
L
Now
goes
all
the
way
through
of
tech,
centers
colleges
and
into
our
workplaces,
but
on-the-job,
training
and
other
kinds
of
programs,
and
while
I
recommend
recognize
that
we
can't
really
directly
affect
a
lot
of
these,
they
it's
important
that
we
support
them
and
then
entrepreneurship
and
innovation
ecosystem
such
as
Clearwater
business
spark
and
others
that
exist
out
there
and
are
rising
up
and,
in
my
view,
together.
I
believe.
All
of
these
things
really
do
help
that
family,
that
you
see
there
with
a
preschool
or
the
infant
and
two
adults.
L
L
Those
penny
funds
are
bondable
and
beginning
in
January
infrastructure.
Incentives,
as
I
mentioned
I'll,
be
bringing
forward
some
recommendations
as
to
how
we
do
that,
keeping
a
aligned
with
what's
going
on
in
the
advantage
of
Pinellas
program
and
then
a
business
attraction
marketing
plan
that
we're
about
to
embark
upon
in
in
the
next
couple
of
months
and
through
all
of
next
year.
L
It's
about
to
set
sedima,
be
set
in
motion
that
that
marketing
business
attraction,
marketing
plan
really
is
about
data
collection
and
analysis
that
has
largely
been
completed
for
all
4096
parcels
of
the
us
19
corridor.
We
hired
Cardno
to
do
an
evaluation
of
all
of
those
parcels
in
terms
of
what
sits
on
the
hazardous
materials
list
for
state
and
federal
we've
developed
some
GIS
layers,
or
rather
tools
for
us
to
be
able
to
gain
access
to
the
GIS
layers
that
we
already
have
so
that
we
know
virtually
every
pipe
every
tree.
L
The
diameter
of
every
tree,
which
I
find
is
interesting
and
all
sorts
of
things
about
a
piece
of
property.
So
if
a
developer
comes
to
us,
we
know
a
lot
about
it,
provide
that
information
to
the
developer,
we're
making
some
significant
website
enhancements
and
bring
a
having
beta
some
tools
for
that,
including
site,
selector
tools,
demographics,
a
whole
bunch
of
user-friendly
tools
that
site
selectors
and
small
businesses
even
could
take
advantage
of.
As
I
mentioned,
the
infrastructure
investments
in
incentives
once
approved.
We
certainly
hope
to
be
able
to
promote
those
land
acquisition.
L
This
will
all
be
done
through
a
marketing
campaign
that
features
direct
email
to
over
400
site,
selectors
that
we
currently
have
access
to.
We
can
purchase
lists
of
more
should
we
choose
to
do
that.
That
was
direct
email
campaigns
will
include
featured
sites
and
we're
working
with
a
real
estate
community
to
identify
those
will
be
participating
in
industry.
Trade
shows
either
independently,
with
Pinellas
County
economic
development
or
with
the
state.
We
have
social
and
sponsored
media
content
contracts
in
place
and
programs
and
plans
developed
for
those
we
have
completed
production
of
some
videos.
L
I'll
show
you
a
brief
bit
of
one
here
in
a
moment,
and
all
of
these
are
tied
together
with
analytics.
So
over
time,
we'll
know.
What's
generating
response
was
generating
interest
and
we'll
pivot
as
necessary,
and
so
with
that
I'd
like
to
show
you
a
video,
we
had
some
fun
everybody's
anybody
know
Joe,
well,
technical
assistance
needed
well.
L
We
have
two
videos,
while
Charles
getting
this
cued
up.
This
one
is
what
I
call
the
site
selector
video
is
really
meant
to
talk
about
the
assets
that
we
have
and
why
this
region,
why
Clearwater
why
this
region
is
good
for
business?
We
have
a
companion,
video
that
really
speaks
to
the
visiting
CEO.
As
you
know,
we
conduct
hundreds
of
visits
every
year.
Charp
is
and
within
our
business
community,
and
we
hear
constantly.
L
In
fact,
just
last
week
we
heard
many
of
our
CEOs
were
first
visitors
here,
and
so
we
have
a
companion
video
that
I
hope
we
can
actually
get
playing
some
of
our
hotel
rooms.
It
really
speaks
to
why
this
is
a
great
place
to
live,
raise
your
family
and
and
then
you
can't
have
your
business
here
as
well,
and
we'll
actually
be
doing
some,
what
they
call
geofencing.
L
L
I
Is
exciting?
It's
an
uplifting
presentation.
I
thought
that
the
us
19
corridor
that
whole
redevelopment
plan
is
very
good
and
it's
working
there's
a
lot
of
interest.
I
love
how
we
can
now
get
from
our
property
in
North
County
when
we
finally
get
out
of
that
Pasco
mess
and
we
get
the
Pinellas.
Oh,
it's
fixed,
so
I'm
real,
happy
that
we're
promoting
and
we're
ready
for
redevelopment
on
u.s.
19
corridor,
and
especially
also
for
the
downtown
redevelopment
plan.
I
I
do
have
one
question
because
it
was
brought
to
my
attention
by
some
some
business
owners
and
property
owners.
That,
though
we
have
no
height
restrictions,
I
give
you
a
for
example.
If
we
were
to
have
an
earthquake
or
a
big
fire
in
the
SunTrust
building,
the
Bank
of
trust,
building
bill
burnt
down,
we
have
no
height
restrictions
downtown
because
of
the
current
F
they
are
within
the
downtown
redevelopment
plan.
Would
they
be
able
to
build
the
same
structure
because
I've
been
told
they
would
not?
I
I
M
Planning
and
development
I'm
not
aware
of
that,
but
let's
say
it
is
out
there.
There
is
the
public
amenities
incentive
pool
where
we
have
a
ton
of
floor
area
that
could
be
made
available
to
people
if
they
need
it.
So
if
that
was
the
case,
we
have
an
option
to
really
increase
the
allowable
development.
M
I
M
We
had
restrictions
by
the
county
when
we
did
that
update
based
on
the
rules
that
were
in
place.
We
couldn't
exceed
that,
but
I
think
that
the
for
Pinellas
is
in
the
process
of
making
some
revisions
that
I
open
that
up
for
us.
So
we're
monitoring
those
changes,
and
if
that
comes
to
fruition,
then
we
can
talk
about
whether
or
not
we
want
to
amend
the
plan
and
increase
that
okay.
E
M
K
A
I
M
I
think
a
DRI
for
their
entire
downtown
area,
and
so
they
have
different
restrictions
under
the
old
rules.
You
had
to
go
through
a
special
area
planning
process
and
get
your
fa
are
approved
and
when
the
4.0
F,
they
are,
is
actually
higher
than
what
the
countywide
rules
are
they're
allowed
in
most
any
other
place.
So
you
know
there
are
some
instructions
when
we
updated
the
plan,
but
we
think
we
may
have
an
option
if
we
need
it,
but
I
again
encourage
the
developer
to
property
owner
to
come
in
and
see
us
to
verify.
I
H
H
You've
already
given
development
approvals
for
building
that's
up
to
three
hundred
and
seventy
or
eighty
feet.
So,
okay,
we've
had
people
bring
us
in
ideas
of
twin
40-story
towers,
so
there's
not
a
lot.
I
think
that's
not
on
the
table
right
now
under
the
current
scenario,
but
if
somebody's
got
a
particular
problem,
we
certainly.
I
C
Mr.
Neff
Dickinson,
yes,
I
had
a
question
the
Sanderson
and
it
had
to
do
with
your
slide.
That
said,
housing
all
types
of
prices
and
your
concern
in
the
city's
concern
about
affordable
housing,
workforce
housing
and
I'm.
What
I'm
wondering
is,
if,
if
you
have
a
serious
concern
of
reservations
about
about
beginning
a
program
of
tiny
homes,
smaller
homes
that
would
be
both
affordable
and
also
for
Millennials,
who
don't
want
a
lot
of
space.
C
L
Terms
of
tiny
homes.
Well,
what
I
have
come
to
understand
is
that
the
cost
of
construction
for
our
tiny
home
and
I'm
fixing
it
permanently
and
in
place,
which
is
what
we
would
be
looking
at
there.
There
is
not
a
great
deal
of
cost
benefit
to
that
versus
perhaps
of
what
we
reviewed
as
a
non
tiny
or
standard
home,
and
so
there's
not
a
great
deal
of
savings.
L
What
it
does
save
you
is
land
and
we
can
accomplish
a
lot
of
the
the
tiny
home
kind
of
benefit
through
accessory
dwelling
units
which
we
now
allow,
particularly
than
this
downtown
redevelopment
plan,
air
and
so
accessory
dwelling
units,
and
things
like
that
are
certainly
a
possibility.
My
understanding
is
currently
we
don't
have
a
tiny
home
kind
of
provision
in
our
code,
but
that
is
something
that
code
would
have
to
address.
L
I
know
the
county
was
looking
at
that,
particularly,
for
example,
a
modern
home
parks
allowing
tiny
home
construction
for
what
is
already
in
place
and
mobile
home
parks,
but
but
I
would
view
that,
certainly
as
a
planning
effort,
certainly
from
an
affordable
housing
perspective,
not
opposed
to
anything
like
that.
I'm,
just
not
sure
that
it
gains
us
much
other
than
some.
C
L
Yeah
I
would
have
to
deflect
to
to
planning
on
what
code
allows
for
those
nothing.
No
project
has
come
to
me
and
proposing
a
tiny
home
development
to
or
any
number
for
that
matter.
I've
certainly
heard
the
distant
that
there's
been
a
discussion.
That's
been
occurring,
I
know
that
there's
a
training
program
that
is
a
that
it's
sponsored
by
a
governmental
entity
or
governmental
funds
that
is
teaching
folks
skills
to
construct
tiny
homes
and
I.
Believe
that's
probably
what
you're
referring
to
is
that
partnership
of
local
developer
and
that
training
program.
L
But
no
no
proposal
has
come
forward
for
me
to
even
consider
I'm,
not
sure
that
it
could
be
constructed
in
our
current
within
our
current
guidelines,
simply
because
of
setback
requirements.
I'm,
not
sure
that
you
can
in
planted
lots.
You
could
still
get
to
tiny
home
safety
well,
because
the
setback
requirements,
but
again
that's
it's
more
of
a
conversation
for
planning.
M
I'd
have
to
echo
what
Denise
said:
there's
been
a
lot
of
talk
about
tiny
homes,
but
I
don't
think.
We've
ever
received
an
actual
proposal.
We
don't
have
specific
requirements
for
quote
unquote
tiny,
Holmes
I
think
we
could
have
a
way
to
allow
such
a
development
either.
You
know
through
our
higher
density
residential
categories
or
through
our
residential
infill
process.
So
you
know
we
just
have
to
see
what
was
being
proposed
and
I
think
it's
doable
in
in
that
regard.
M
One
of
the
things
that
we
will
be
doing
is
working
on
updating
our
comprehensive
plan
and
we're
going
to
be
looking
at
housing
and
depth.
We've
applied
for
some
funding
to
help
us
look
into
housing.
We
brought
the
issue
of
accessory
dwellings
during
our
last
comprehensive
plan
update
and
there
really
wasn't
support
at
that
time
on
council
to
allow
an
accessory
unit
unless
there
was
enough
and
density
to
support
two
units.
A
M
M
Yes,
that's
been
a
very
long
drawn-out
process.
We've
had
a
lot
of
pushback
from
FDOT.
We've
tried
to
find
other
communities
within
the
state
of
Florida
that
have
used
wayfinding
on
similar
roadways,
and
we
found
some
over
in
Daytona
and
we
presented
that
to
district
7,
and
they
don't
agree
with
us
that
it's
allowed
here
in
district
seven,
so
that's
kind
of
where
we
are
right
now
we're
still
trying
to
think
of
ways
to
work
with
them.
On
that
that
we
haven't
been
very
successful
today.
A
D
Of
the
things
we
did
mayor
is
that
we
asked
a
consultant
and
I
thought
a
very
good
consultant
who
went
throughout
the
state
to
find
examples
that
we
could
demonstrate
to
the
district
7
secretary
that
hey
these
things
are
used
elsewhere
in
the
state.
So
we're
not
asking
you
to
do
something
that
the
FDOT
isn't
doing
already
it
just
was
not
it
wasn't
enough
to
convince
him.
Well,
we
had
some
examples.
Would
you
not
agree?
We.
M
Had
an
excellent
example
that
was
actually
funded
by
a
DVT
through
their
lab
program
and
they
somehow
the
Nagori
that
our
program
was
the
same
and
I
think
that
it
was
exactly
the
same.
In
fact,
we
tried
to
tweak
our
citywide
project
that
we've
been
working
on
to
mirror
that
and
we
represented
it
to
them
and
they
still
didn't
agree.
So
we
talked
to
them
about
doing
some
other
things,
potentially
exit
numbers
and
so
we're
having
some
discussion
with
staffs
in
the
county
on
that
before
we
come
talk
to
you
about
that.
M
If
we
can
get
some
buy-in
so
at
a
minimum,
but
there's
also
options.
We
internally
have
talked
about
doing
the
broader
wayfinding
program
throughout
the
city
and
hopefully,
one
day
connect
us
19,
then
State
Route
60,
but
that
leaves
some
big
holes
in
the
wayfinding
system.
If
we
can't
have
those
signs
but
we're
not
going
to
give
up.
Okay.
M
I
think
that's
part
of
the
fear
that
this
would
get
even
bigger
from
authorities
perspective.
We're
trying
I
know
that
especially
economic
development
interests,
like
my
Dell
they're,
all
kind
of
watching,
to
see
what
happens
in
the
city
of
Clearwater,
but
I
guess
the
positive
news
is
is
I,
think
we'll
be
able
to
move
forward
with
the
sign
on
the
Duke
Energy
bridge
engineering
now
is
working
on
that
so
at
least
hopefully
we'll
get
the
clear
water
sign
on
the
baha.
The
pedestrian
bridge.
H
N
D
D
O
Good
afternoon,
council
members,
my
name
is
Julianna
Green,
as
the
city's
new
neighborhoods
coordinator
I'm,
here
to
present
to
you
on
the
success
of
neighborhoods
Day
2019,
as
well
as
give
you
a
few
updates
about
neighborhood
stage
1
to
20.
So
councilmembers
you,
our
city
staff
and
our
event,
organizers,
did
an
incredible
job.
This
neighborhoods
day,
as
you
can
see,
this
year's
neighborhoods
day
was
record-breaking
in
Northern
Iowa.
We
had
a
record-breaking
number
of
participating
neighborhoods
a
total
of
35
participating
neighborhoods
across
those
35
events.
O
We
had
more
than
two
thousand
six
hundred
and
fifty
attendees,
and
on
top
of
that
we
had
a
record-breaking
number
of
participating
city
staff.
So
we
were
at
152
for
that.
Here's,
the
breakdown
of
the
department
that
those
152
staff
came
from
these
staff
members
contributed
between
1000
and
1200
hours,
touring,
neighborhoods
council
members.
I
want
to
thank
you
for
your
efforts,
because
your
hours
are
also
included
in
this.
Some.
O
On
average,
each
of
you
visited
40
porc
40%
more
neighborhoods
this
year
than
you
did
last
year,
while
only
experiencing
an
11%
increase
in
the
length
of
your
day,
which
is
definitely
something
to
celebrate.
We
got
wonderful
feedback
from
our
event,
organizers.
After
a
survey
that
we
put
out
I'll,
give
you
a
selection
of
that
city
staff
showed
up
and
converse
with
our
neighborhood.
That
dialogue
alone
was
a
very
good
thing
say
you
did
a
fantastic
job:
promoting
and
helping
the
neighborhoods
have
a
successful
event.
City
representatives
were
very
informative,
helpful
friendly.
O
They
did
a
great
job.
So,
as
we
all
know,
neighborhoods
day
is
about
more
than
block
parties
and
all-you-can-eat
snow
cones,
although
those
are
rapers
neighborhoods
day,
is
also
about
bringing
City
Hall
to
the
neighborhoods
finding
out
about
the
issues
that
they're
most
concerned
and
interested
in
and
then
when
possible,
to
address
those
issues.
So
here
you
can
see
a
breakdown
of
the
30,
a
summary
table
of
the
issues
and
services
that
residents
express
the
most
interest
in
each
of
the
30
requests
here
is
organized
by
topic
and
each
was
addressed
in
under
a
month.
O
So,
to
give
you
an
example,
one
resident
requested
the
better
maintenance
of
some
trees
on
Northridge
Drive
and
we
were
able
to
have
that
resolved
and
less
than
week.
This
brings
me
to
neighborhoods
day.
2020
I
have
two
brief
announcements
on
that
front.
First,
this
year
we
had
to
cap
our
participation
at
35
neighborhoods,
even
though
we
had
significantly
more
than
35
neighborhoods
interested
in
participating.
So
for
next
year
we
are
presently
evaluating
the
feasibility
of
expanding
our
cap
to
40
neighborhoods.
O
Second,
we've
selected
a
permanent
ongoing
date
for
all
future
neighborhoods
days
after
sending
a
survey
to
our
event,
coordinators
and
working
with
other
departments
to
avoid
conflicting
dates,
I
think
that
this
will
ensure
predictability
for
staff,
attendees
and
organizers,
and
hopefully
the
increased
consistency
will
lead
to
increased
participation.
So
from
this
point
forward,
you
can
expect
neighborhood
stay
to
fall
on
the
last
Saturday
of
March
every
year.
This
does
conclude
my
presentation
and
if
there
are
any
questions
on
neighborhood,
stay,
2019
or
2020
I'd
be
happy
to
take
them
at
this
time.
Any.
B
Wonder
if
marches
and
I'm
just
putting
it
out
there
March
is
such
a
busy
time.
I
mean
it's
very
difficult
to
get
out
to
the
west
side
of
town
to
the
beach
and
and
whatnot
I
know
a
lot
of
states
themselves
had
their
own
party
that
wasn't
even
on
neighborhoods
day,
because
neighborhoods
day
fell
during
a
you
know,
hot
really
high
traffic
time
they
just
felt
like
they
didn't
want
to
do
it
then
so
I'm
I'm
wondering
if
marches
is
the
right
time.
B
I
would
you
know
maze
may
would
be
to
me.
I
think
may
is
also
a
good
time.
The
weather's
still
great
we're
not
into
the
hot
hot
times,
and
traffic
is
much
lighter,
but
that's
just
a
suggestion
and
we
can
have
discussions
on
that
and
my
only
other
complaint
is
I
know
my
my
crew
traveled
all
day
long
and
never
saw
an
ice
cream
truck.
K
O
A
O
Should
say,
then,
the
trajectory
of
the
next
five
years
there's
one
Easter
that
will
fall
in
the
last
Saturday
of
March,
because
March
will
have
five
weekends
and
what
I
should
have
said
when
I
present
it
was
that
it
won't
be
the
last
Saturday
of
every
March,
but
instead
the
fourth
weekend
of
March,
because
in
the
one
instance
in
the
next
five
years
in
which
the
Easter
will
fall
in
the
fifth
weekend,
but
it
won't
fall
into
the
fourth
weekend,
so
we'll
be
preserved.
In
that
sense,
any
further
commentary.
I
Since
she
said
commentary,
it's
not
really
a
question,
but
so
I
had
the
opportunity
to
meet
some
great
city
staff
that
I
hadn't
met
before
drove
around
a
lot
of
shortcuts
through
a
lot
a
lot
of
different
neighborhoods.
This
weekend,
I
was
in
Pasco
County
four
different
neighborhoods
and
I
I
didn't
mean
this
to
be
a
blast.
Pasco
County
out
of
all
the
neighborhoods
I
drove
in
in
Clearwater.
I
There
was
no
pothole
issued
no
problem,
it
was
it's
some
of
the
worst
city
infrastructure,
I've
ever
seen
and
I
know
we
have
a
staff
member
come
from
Pasco
County.
Do
they
not
invest
at
all
in
their
city?
It
was
it's
some
of
the
worst
roads
I've
ever
seen,
I
mean
it
wasn't.
Even
it
wasn't
even
a
touchup
patch
job.
It
was
just
hole
after
hole
after
hole.
These
are
neighborhoods
with
median
income.
Pretty
nice
houses,
I
was
I,
was
amazed.
I
was
amazed
so
good
job
to
to
our
infrastructure,
our
staff.
I
A
And
to
piggyback
on
that
there
was
an
article
in
the
paper
today
about
mayor
caster
in
Tampa
having
to
face
increased
storm
water
rights
because
they're
in
infrastructure,
because
their
pipes
are
so
old
and
they
haven't
addressed
that
issue
over
the
years.
So
again,
yeah!
That's
something
that
previous
councils
an
end
with
the
work
of
the
staff.
You
know
has
done
to
make
sure
that
that
is
a
minimal
problem
as
opposed
to
a
major
problem.
J
Wanted
to
thank
staff,
they
did
an
excellent
job
this
year
and
I
I
don't
have
a
problem
having
island
states
not
the
same
day,
because
if
it's
in
the
spring
I'm
highly
involved
with
that
one
and
I
wouldn't
be
able
to
get
to
the
other
neighborhoods
and
this
year
they
did
get
us
around
to
an
awful
lot
of
neighborhoods,
and
we,
you
know
not
only
was
council
and
the
mayor
and
and
staff
there,
but
police
and
fire
and
and
everybody
was
so
helpful
with
everybody
answering
questions.
I
thought
it
was.
O
A
D
P
K
Q
There
we
go
that
looks
familiar
yeah,
so
Jennifer
said:
I'm
Bob
Longmire
for
public
sector
personnel
consultants,
I
thought.
Today
we
walk
through
just
a
little
bit
of
the
classification
and
total
compensation
study
that
we
did.
I
thought
I'd
introduce
ourselves
our
firm
a
little
bit
of
what
the
study
is,
maybe
a
little
bit
of
what
the
study
isn't
and
then
go
over
some
of
the
high-level
findings
that
we
had
and
then
some
the
review
for
the
implementation
step.
So
now
that
we
know
what
we
know,
how
do
we
respond?
Q
What
do
we
do
now
that
we
have
access
to
this
information?
And
then,
if
you
have
any
questions
during
this,
definitely
stop
you
can.
Let
me
know
I'll
answer
any
questions
as
we
go
forward.
You
know
if
I'm
not
maybe
fully
explaining
something.
Definitely
let
me
know
I
think
it's
more
fun
to
have
a
little
bit
of
a
conversation
or
a
dialogue
or
back-and-forth.
Then
maybe
it
is
for
me
to
talk
about
jobs
for
35
minutes
or
something
of
that
nature.
Q
So
if
you
have
any
questions,
definitely
let
me
know
but,
as
Jennifer
said
and
as
our
name
suggests
we're
public
sector
personnel
consultants,
all
that
we
do
is
do
personnel
consulting
for
the
public
sector,
not
very
creative
people,
in
what
we
name
the
firms
or
anything
like
that.
We
get
a
chance
to
do
maybe
30
or
40
of
studies
a
year
we
responded
to
an
RFP
and
through
a
competitive
bid
process,
we
were
selected
to
be
the
vendor.
Q
That
does
this
I
would
say
ultimately
having
the
amount
of
experience
that
we
have
in
the
sector
and
being
able
to
do
classification
and
total
compensation.
Studies,
hopefully
just
qualifies
us
to
ask
good
questions.
We
come
into
each
individual
study
with
a
ground-up
approach.
We
build
custom
for
every
single
study,
we're
not
relying
on
anything
we
had
from
previous
studies
or
previous
engagements,
and
we
do
everything
from
the
ground
up
and
use
only
full-time
staff
to
do
that.
Q
So
it
allows
us
to
control
our
quality
and
control
our
schedule,
control
our
budget
and
really
meet
the
demands
that
you
had
for
this
project.
So
I
thought
maybe
we'd
start
today
to
talk
about
the
classification
side
of
things.
So
classification
is
maybe
just
an
overly
complicated
way
of
saying.
Does
the
job
title
make
sense?
Does
the
job
description
accurately
reflect
the
work?
That's
being
done?
So
that's
what
we
were
really
after
in
the
first
part
of
this
study,
so
I
would
say
it's
maybe
been
somewhere
between.
Q
We
were
trying
to
find
the
last
time
a
classification
and
compensation
study
was
done.
It
was
maybe
in
the
ballpark
of
maybe
15
to
20
years.
Since
the
last
time
a
study
has
been
done
so
I
can
think
of
some
technologies
that
have
been
developed
in
the
last
15
years,
like
the
internet
and
computers
and
smart
phones
that
change
the
nature
of
what
employees
did
franso.
So
a
little
bit
of
this
was
to
say:
do
we
have
the
right
number
of
job
titles
now
that
we
have
efficiencies?
Q
And
now
that
we
have
some
changes,
do
we
have
the
right
number
and
levels
of
the
job
classifications
that
are
in
existence
now,
inside
of
that,
no
one's
being
let
go
as
part
of
the
process
we
weren't
recommending
anyone
be
reduced.
We're
not
here
to
say
you
know,
with
the
advent
of
Technology,
if
you
just
work
these
people
harder,
you
could
have
less
people.
That's
not
part
of
this
study,
so
you
know
these
are
something
that
most
organizations
do
every,
maybe
five
to
eight
years.
Q
There's
a
study
like
this,
so
it
was
a
little
bit,
maybe
overdue,
to
kind
of
pop
her
head
up
and
to
say
alright,
now
that
we
have
this
many
titles
with
civilian
kind
of
what
what
should
be
entitled
in
it.
So
ultimately,
I
would
say
that,
from
the
classification
side
of
things
your
house
is
relatively
in
order.
There
was
nothing
that
we
really
found.
Q
That
was
a
little
bit
that
needed
major
major
revisions
or
big
changes,
and
the
way
that
we
did
this
process
is,
we
went
out
and
the
last
time
I
was
in
this
room.
I,
don't
think
council
chamber
was
here,
the
podium
was
facing
the
other
way
and
we
were
talking
with
some
of
the
members
of
the
gas
utility
and
handing
out
questionnaires.
So
each
individual
employee
had
the
opportunity
to
go
out
and
add
their
individually
or
part
as
a
team
complete
a
questionnaire
that
we
had.
Q
We're
not
coming
into
your
city
and
we're
not
telling
them
here's
how
you
should
run
your
library
or
your
gas
department,
or
you
know
your
water,
your
wastewater
utility,
so
we're
learning
directly
from
those
employees
what
it
is
that
they're
doing
and
then
we're
suggesting
a
job
title
that
says:
hey
you
know
for
the
last
15
or
20
years.
Maybe
we
called
it
this
now.
We
think
this
is
an
appropriate
term.
This
is
what
the
industry
is
calling
this.
Q
One
of
the
other
ways
that
we
gained
information
from
the
employees
that
we
heard
directly
from
them
about
what
it
is
that
they
do
is
we
had
the
opportunity
to
go
around
in
the
late
fall
of
last
year
and
do
some
on-site
meetings,
some
ride-along,
some
desk
audits,
some
walk
and
talks
where
the
opportunity
to
with
the
questionnaire
hand,
to
say,
tell
me
a
little
bit
more
about
this
kind
of
point
to
some
things.
Tell
me
what
you
do.
Let
me
learn
directly
from
you
kind
in
a
format.
Q
That's
a
little
more
comfortable
for
me
for
employees
to
talk
about
what
they
do
really
again,
so
that
we
can
answer
those
first.
Two
questions
from
the
classification
side
of
things:
does
the
job
title
make
sense?
Does
the
job
description
accurately
reflect
what
you
do
and
then
the
third
question,
and
really
the
third
part
that
was,
spend
it
a
little
bit
more
time
talking
about
today's?
Q
What's
the
going
rate
for
that
work,
so
we
use
all
the
information
that
we
gather
through
the
questionnaire
through
the
interviews
to
go
out
and
define
that
job
out
in
the
market.
But
the
first
thing
we
have
to
do
is
to
say:
do
we
have
a
good
job
title?
Does
it
accurately
reflect
the
work
that's
being
performed
and
we
learned
directly
from
the
employees
about
what
it
is
that
they
do
with
some
feedback
from
the
supervisors
to
kind
of
get
a
whole
picture
there?
Q
So,
like
I
had
alluded
to
a
little
bit
before
from
a
high
level
standpoint,
there
really
weren't
that
many
changes
there
were
twelve
or
so
positions
where
currently,
you
called
him
something
different.
They
had
different
titles,
but
they
were
actually
doing
a
lot
of
the
same
things.
We
got
the
questionnaires
back,
we
put
them
side-by-side,
they
read
very
similar.
The
nouns
might
be
a
little
bit
different,
but
the
verbs
were
kind
of
the
same.
So
we
could
merge
those
together.
Q
Q
So
if
I
were
to
oversimplify
the
complan
process
of
classification,
I'd
say
your
house
is
pretty
well
in
order
and
we
just
kind
of
made
some
cosmetic
changes
to
be
brought
up
to
date
with
the
way
things
are
going
in
the
industry
right
now.
So
maybe
let
me
pause
there.
Real
quick.
Any
questions
on
the
classification
side
of
things
are
those
two
questions
that.
I
Your
timing
was
perfect,
but
okay
before
I
forget
the
question.
Yeah
relevant
freshen
everybody's
mind:
yes,
perfect
breaks,
so
the
fact
that
our
house
is
in
pretty
good
order-
and
we
haven't
done
this
study
in
15
years
to
me.
It
says
first
of
all,
it's
impossible
that
we
don't
have
duplications
because
of
the
technology.
That's
out
there.
So
could
you
then
expand
that
to
say
that
that's
what
those
25
titles
are
they're
not
being
used.
It's
it's
efficiencies
that
we've
discovered
just
by
accident
or
running.
Q
Though
some
of
those
mergers
as
well
right-
so
you
know,
there's
12
titles
that
were
merging
together,
they
used
to
be
something
different,
that
used
to
be
a
specialty,
a
unique
nature.
They
used
to
be
something
that
existed
that
was
set
apart,
was
other
than,
but
now
it's
kind
of
been
more
standardized
and
can
be
merged
together.
So.
I
Q
I
N
Q
So
the
seller
is
survey
side
of
things
globally,
like
we
would,
like.
We've
been
saying,
a
classification
and
total
compensation
study
answers
three
questions.
What's
an
appropriate
job
title,
does
the
job
description
accurately
reflect
the
work?
That's
being
done
and
the
third
question:
what
we're
going
to
spend
a
little
bit
more
time
on
is:
what's
the
going
rate
before
that
work?
It's
a
relatively
factual
question.
We
can
answer
that
question
and
that's
what
we've
been
tasked
with.
Q
So
there
was
13
other
organizations
that
we
requested
their
org
charts
their
pay
plans,
their
benefit
documents,
their
bargaining
agreements,
and
we
were
then
able
to
go
through
and
based
on
the
information
we
have
from
classification
based
on
the
piaac
use
and
the
interviews.
We
were
able
to
go
through
that
and
to
say
all
right:
you
have
a
1,
a
2,
a
3
over.
Q
They
just
have
a
worker
and
a
senior.
How
does
that
align
with
your
ones
and
twos
and
threes
and
crew
leaders,
which
is
the
right
match?
What
level
of
complexity
of
authority
accountability?
Do
we
want
to
benchmark
this
position
on
to
really
be
able
to
make
sure
we're
comparing
apples
to
apples
and
to
answer
that
question?
Where
are
we
and
I
think
the
conversation
today
we're
going
to
address?
Where
are
we
but
then
also
some
of
our
recommendations
and
some
of
staff
recommendations
on?
Q
Where
do
we
want
to
go
now
that
we
know
what
we
know?
How
do
we
respond
to
that?
So
again,
if
I
were
to
oversimplify
the
classification
turns
out
the
total
compensation
process.
That
said,
we
were
able
to
find
a
survey
data
for
more
than
200
positions.
Of
those
I
would
say
you
are
competitive,
you're
paying
at
market
for
maybe
about
45%
of
those
positions.
Q
So
if
you're,
glass,
half-full
kind
of
person,
that's
how
you're
going
to
say
that
sentence
if
you're
a
little
bit
of
a
glass
half-full
kind
of
person,
you're
gonna,
say
well
we're
paying
behind
market
for
fifty
five
percent
of
our
positions.
So
it's
the
same
way
to
say
it.
However,
you
want
to
approach
that
and
we'll
talk
a
little
bit
more
about
how
do
we
respond
to
that?
What
do
we
do
now
that
we
know
that?
Q
But
I'd
also
just
make
a
note
here
to
say
that
we
took
benefits
into
consideration
here
from
a
total
compensation
standpoint.
There's
really
only
a
couple
decisions
that
that
that
council
generally
makes
with
benefits
is
to
say
our
benefits
are
so
good
that
we
can
afford
to
under
pay
employees.
Great,
that's
really
kind
of
the
only
statement
that
total
compensation
can
result
to
and
I
would
recommend.
That's
not
what
we
saw
from
the
benefits.
Q
The
benefits
were
right
at
market,
so
there
was
nothing
in
the
total
compensation
study
that
suggested
we
should
under
pay
employees
in
response
to
the
market,
because
the
benefits
are
so
good.
We
found
that
the
benefits
were
almost
exactly
statistically
at
market
level,
so
they
were
just
right
where
you
would
expect
them
to
be
right
at
the
average.
So,
in
all
of
our
recommendations,
what
we're
saying
is
we
want
our
benefits
already
at
market,
so
now,
let's
make
our
salaries
and
the
going
rates
for
the
work
that
we're
conducting.
Q
Let's
make
those
at
market
too,
so
our
recommendations
are
just
kind
of
to
be
your
app
market.
For
benefits-
and
this
is
how
we
become
at
mark
salary-
ranges
in
there.
So
what
I
wanted
to
show
that
I
think
was
a
little
bit
of
an
interesting
finding
and
we're
starting
to
see
this
more
and
more
across
the
nation.
Q
In
our
travels
is
each
one
of
these
blue
dots
represents
a
job
that
was
surveyed
as
we
go
up
and
down
on
the
y-axis,
it's
the
relationship
to
market,
and
then
we
go
as
we
go
left
to
right
on
the
x-axis
kind
of
the
horizontal
line.
That's
the
midpoint
of
the
job.
So
the
way
to
say
this
is
to
put
this
into
a
sentences.
As
you
go
up
the
food
chain
at
Clearwater,
you
tend
to
be
more
behind
market
okay,
so
your
managers,
assistant
directors
directors,
tended
to
be
more
behind
market
than
the
entry-level
positions.
Q
Now
what
I
want
in
that's,
not
necessarily
saying
that's
right
or
that's
wrong,
or
that
means
correction.
That's
a
little
bit
of
a
factual
statement,
as
you
can
see
in
this,
is
there's
still
a
lot
of
positions
that
are
lower
on
the
salary
schedule
that
are
a
little
bit
in
those
lower
paying
positions
that
we
need
to
address.
We
need
to
pick
those
positions
up.
Q
We
need
to
place
them
on
to
a
higher
salary
level
and
respond
to
the
market
and
there's
a
greater
number
of
positions
that
are
behind
market
lower
down
on
the
food
chain,
because
you
just
have
more
positions
there.
So
when
we
talk
about
this
and
we
look
at
some
of
the
implementation
options,
the
majority
of
spending
the
majority
of
the
positions
that
need
adjustment,
the
majority
of
the
employees
that
need
adjustment
are
gonna,
fall
lower
on
the
salary
schedule
than
on
the
higher
end
of
the
salary
schedule.
Q
So
one
of
the
very
first
places
that
we
want
to
start
is
now
that
we
know
the
going
rate
for
a
job.
Now
that
we
have
a
relatively
factual
going
rate,
we
want
to
be
able
to
put
those
jobs
onto
a
standardised
salary
schedule.
So
your
current
salary
schedule
is
a
little
bit
kind
of
the
way
to
say
it.
Is
there
some
history
in
it
right
some
of
the
there's
not
consistent
distances
between
the
minimums
and
maximums
there's
not
consistent
distances
between
each
range.
So
we
designed
a
salary
schedule
that
has
some
consistency.
Q
We
have
when
you
start
to
go
down
the
difference
between
a
range
one
and
a
range
and
arrange
the
rena
range
for
as
you
go
down
this
salary
schedule,
its
varies
by
5%,
so
the
ranges
are
5%
to
part
the
range
width,
so
the
distance,
the
distance
between
minimum
and
maximum
is
60%.
So
it
gives
an
employee
a
decent
amount
of
earning
potential.
If
we
assign
you
to
arrange
10,
you
know
that
would
mean
you
can
earn
between
30
mm
all
the
way
up
to
51,000.
Q
It
gives
us
the
ability
to
hire
somebody
in
move
them
through
that
range
and
give
them
enough
earning
potential
to
keep
them
around,
to
move
them
through
that
range,
and
you
can
get
them
to
from
minimum
to
midpoint
relatively
quickly
and
then
we
can
move
from
midpoint
to
maximum
over
a
decent
amount
of
time.
So
we
won't
have
some
standardization
here.
Q
This
contains
more
ranges
than
I'm
showing
here
on
the
presentation,
but
that's
just
a
little
bit
of
kind
of
administrative
notes,
but
the
general
idea
here
is
I
want
to
have
more
ranges
to
respond
to
market.
When
we
go
out
and
do
this
market
study,
we
want
to
be
able
to
say
alright.
Should
this
be
arranged
18
or
arranged
19.
The
more
ranges
I
have
when
doing
that
process,
the
more
strategic
that
can
be
in
response
to
market
and
also
the
less
money
it
costs
right.
Q
If
you
envision,
if
I
have
really
big
jumps
between
these
ranges,
I
have
to
make
very
big
jumps
to
get
a
job
into
that
new
range,
so
having
more
ranges
makes
it
more
affordable
to
respond
to
market
alright.
And
let
me
let
me
just
kind
of
pick
an
example
to
look
at.
We
just
picked
alphabetically
by
department,
which
wants
to
take
a
look
at
here.
So
the
way
to
read
this-
and
this
is
an
example
of
how
do
we
translate
the
market
data
into
a
reality.
Q
So
if
we
start
all
the
way
on
the
far
side,
we
can
see
what
the
current
going
mark
rate
is
of
what
you're
currently
paying
for
that
position,
and
we
want
to
look
midpoint
to
midpoint.
We
want
to
say
how
do
you
fall
right
down
the
middle
of
your
range?
How
does
the
middle
of
your
range
compared
to
the
middle
of
the
market
rate?
Q
So
if
we
just
take
the
job,
that's
there
on
the
bottom,
and
we
see
that
you're
currently
that
jobs
in
an
SB
one
you're,
currently
paying
about
46,000
dollars
for
that
job
at
midpoint.
The
market
says
the
midpoint
for
that
position
should
be
somewhere
around
49,000
or
arranged
13,
and
you
see
our
recommendation
for
that.
Job
would
do
the
place
it
in
arranged
13,
which
happens
to
be
forty.
Eight
thousand
six
hundred
dollars
right
there
to
be
aligned
with
market
so
envision.
Q
This
exercise
times
every
single
job
here
at
the
city
and
that's
what
we
did.
Then
we
want
to
make
sure
all
right
if
we
have
a
worker
one.
How
does
that
relate
to
the
work
or
to
how
does
it
relate
to
the
work
of
three,
the
crew
leader,
the
supervisor,
the
manager
and
up
the
food
chain?
How
does
it
relate
to
other
jobs
here
at
the
city
so
that
we
can
make
those
recommendations?
Q
Q
If
we
say
the
range
needs
to
move
by
five
percent,
that
doesn't
necessarily
mean
the
employee
would
see
a
five
percent
incres
right
so
I'll
say
you
know
as
much
as
I
can
and
when
we
stood
in
front
of
the
employees.
Who
said
you
know,
this
is
not
the
process
by
which
everybody
gets
a
raise.
You
know,
don't
go,
buy
a
new
truck
because
we're
standing
here
today-
and
this
is
the
process
by
which
we
strategically
address
and
respond
to
market.
Q
So
if
we
move
these,
if
we
move
this
range
now
we
need
to
put
employees
back
into
that
scenario.
Now
we
need
to
make
sure
we
didn't
cause
compression
that
we
don't
have
a
one-year
a
five
year
and
a
ten
year
person
all
jammed
up
against
minimum
right.
If
you
imagine,
if
I
move,
those
ranges
at
least
an
amount
and
some
of
the
ranges
moved,
what
I
would
consider
to
be
a
decent
amount.
If
we
move
that,
and
now
we
have
everybody
at
minimum
well,
we
don't
have
any
room
to
hire
anybody
new.
Q
Now
we
have
someone
who's,
saying,
wait,
I've
been
here
for
15
years
and
I'm,
making
the
same
thing
as
the
guy
that
was
hired
15
days
ago
right
so
now
we
need
to
talk
about
how
to
move
employees
through
the
ranges.
Once
we
place
a
job
on
to
that
new
salary
schedule,
we
want
to
put
employees
back
into
that
endeavor
and
look
at
how
they
fall.
Q
So
this
is
what
your
picture
current
looks
like
if
I
were
to
take
every
single
employee
here
at
the
city
and
to
say:
where
do
you
fall
inside
of
your
current
range?
So
as
we
go
on
the
y-axis
as
we
go
up
and
down
that's
the
range
penetration,
so
zero
is
going
to
be
minimum
there
at
the
minimum
of
the
range.
Q
A
hundred
percent
is
going
to
be
there
at
the
maximum
of
their
range
and
then,
as
we
go
on
the
x-axis
it's
their
years
in
that
job,
not
years
with
the
city,
but
the
years
that
they've
been
in
that
job
and
as
you
can
see,
we
have
some
people.
There's
a
general
slope.
You
notice,
you
see
how
we're
moving
from
minimum
up
as
you
go
up
into
the
right,
we're
moving
through
that
salary
range
and
that's
good.
Q
There's
that's
what
we
like
to
see,
but
there's
a
little
bit
of
what
I
would
consider
slow
movement
or
compression
going
on.
We
have
some
people
that
are
a
little
bit
lower
in
the
ranges.
Then
we
would
necessarily
like
them
to
be
with
the
range
width
of
60%
we'd
like
to
see
people
getting
to
that
midpoint
in
ten
years.
So,
if
you're
hired
in
at
minimum,
we
want
to
see
you
on
a
line
on
a
trajectory
to
get
to
midpoint
in
ten
years.
Q
So,
if
you
imagine,
if
we
drew
a
picture
of
this
again
and
we
went
through
this
exercise-
and
we
say
we
want
to
move
you
from
the
minimum
to
the
midpoint
in
ten
years-
here's
what
it
looks
like
okay,
so
you
can
see
how
we've
picked
up
a
lot
of
people.
We've
shifted
a
lot
of
those
blue
dots
to
be
keeping
pace
with
the
movement,
we're
avoiding
creating
compression
we're
putting
people
on
different
ranges.
Q
I'm,
sorry,
we're
moving
people
through
the
ranges
based
on
their
years
in
that
job,
so
that
we
can
say
here's
the
going
rate
for
the
work
we
know.
We
want
this
to
be
arranged
eight.
Now
that
we
have
a
job
in
the
range
of
eight.
How
much
do
we
want
to
move
that
employee
through
range
eight
based
on
their
time
in
that
job?
Okay,
before
we
get
into
some
of
the
other
details?
Maybe
this
is
a
good
player
for
me
to
pause
again
any
questions
on
that.
Q
B
Q
So,
city
Tampa,
Pinellas
County,
you
know
just
other
organizations
here
in
the
area.
We
wanted
to
be
able
to
answer
the
question:
if
you
don't
sell
a
house,
if
you
don't
pull
the
kids
out
of
school,
if
you
commute
in
a
different
direction,
what
would
they
pay
you?
We
also
had
to
pull
in
some
regional
comparators
because
we
want
to
know
other
municipalities
in
the
state
of
Florida
that
have
gas,
that's
a
limited
subset.
Now
we're
Gainesville
and
Tallahassee.
You
know
so.
Q
We
wanted
to
have
some
other
comparators
like
that
as
well
to
know
what
they
were
doing
for
some
of
the
other
jobs,
because
you
have
some
unique
jobs
and
not
everybody
here
in
the
area.
That's
right!
Obviously,
if
you
provide
gas
to
the
city
next
door
and
I
only
looked
at
the
city
next
door,
I
couldn't
tell
you
the
value
of
that
work,
so
we
had
to
go
a
little
bit
wider
for
some
of
those
jobs.
Thank
you,
yeah
good
question.
Sorry,
I
didn't
cover
that.
Well,.
I
Could
you
go
to
the
slide
right
before
that,
one
when
Jennifer,
when
we
had
our
one-on-one
she's
the
terminology
compression?
Yes,
that
what
dis?
So
basically
that's
entry-level
or
range
one,
two
or
three
that
have
not
moved
through
four
five,
six,
eight
to
different
level.
Is
that
can
that
be
attributed
to
employ
just
because
of
our
process
or
or
or
how
well
they
perform
or
because
our
problem
is
compression
at
those.
Those
early
ranges
isn't
that
with
that
diagram.
Q
Described
right
there,
yes,
so
the
way
the
way
to
say
this
is
when
you
are
in
arrange
for
just,
for
instance,
I'm,
not
talking
about
putting
you
in
to
arrange
five
I'm
talking
about
moving
you
off
of
the
minimum
of
the
range
for
and
moving
you
through
that
range.
So
an
example
if
I
were
to
flip
back
to
the
salary
schedule
before
just
picking
on
range
for
somebody,
who's
making
twenty
four
thousand
and
seventy
nine
dollars
on
a
range
for
would
be
shown
as
being
right
at
the
minimum.
Q
I
Q
It's
because
of
a
couple
things
when
you
maintain
a
salary
schedule
when
you
go
and
do
a
cola
every
year
you
increase
the
range
every
year.
If
you're
increasing
the
range
faster,
then
you're
moving
people
through
that
range,
you're
gonna
inadvertently
sweep
everybody
up
and
cause
compression
against
that
mineral.
So
you
can
have
the
best
of
intentions.
You
can
say:
I
want
to
do
a
cola.
I
want
to
move
my
ranges
by
3%
we're
seeing
that
we're
having
a
hard
time
hiring
for
this
position.
Q
So,
let's
put
it
in
a
higher
range
and
you
can
inadvertently
cause
compression
by
doing
that.
So
we'll
talk
a
little
bit
about
salary
administration
we've
had
this
conversation
with
HR
is
that
we
always
want
to
be
moving
our
people
faster
than
we're
moving
our
ranges.
We
want
to
see
them
gaining
on
midpoint.
We
want
to
see
people
getting
to
midpoint
in
ten
years
and
what
usually
happens
then
is
if
we
can
get
people
to
midpoint
quickly,
they
go
out
and
they
start
to
look
at.
Q
What's
the
going
rate
for
this
work
out
in
the
market
if
our
midpoints
are
set
appropriately,
the
hiring
rate
that
another
City
is
going
to
advertise
is
going
to
be
well
below
what
your
midpoint
is,
so
they
go
on.
They
say
oh
well,
I'm
already
making
more
than
this
I'm
already
great
you
kind
of.
If
we
move
people
through
these
ranges,
it
makes
recruiting
and
retaining
quality
staff
much
easier,
because
the
flyer
they
get
is
now
well
below
what
they're
making
yeah.
Thank
you
yeah.
A
A
Let's
clarify,
though
we're
not
talking
about,
for
this
does
not
pertain
to
police
and
fire.
What
okay?
Yes!
So
currently
our
CWA
workers
do
not
we
don't.
We
don't
have
steps
per
se
for
them.
Correct,
okay,
so
I
mean,
let's
just
say
that
we're
getting
ready
to
put
steps
in.
How
do
we
answer
that
question?
Yeah.
Q
So
it
becomes
a
conversation
of
as
a
city
as
an
organization.
What
do
we?
What
metric
we
use
to
move
people
from
minimum
to
midpoint
to
maximum?
How
do
we
move
people
through
their
inches
a
time
and
job?
Is
it
performance?
Is
it
a
combination
of
both
right?
So
we've
worked
with
some
organizations
that
saying
we
want
to
incentivize
those
people
who
we
just
hired
they're
star
performing
they
get
fives
on
their
performance
reviews.
They
knock
it
out
of
the
park
they're,
our
top
talent,
high
performance,
but
they
have
a
program.
Q
They
have
a
structure
that
performance
reviews
in
place.
They
have
matrixes
to
do
those
things,
so
you
can
do
that.
That's
salary
administration!
That's
how
you
maintain
this!
So
that's
going
forward
year
after
year
next
year
and
after
that,
we
want
to
put
you
on
the
right
footing
to
be
able
to
have
those
conversations
of
how
do
we
move
people
through
those
ranges
and
there's
a
couple
different
ways
to
do
that,
so
you
can
do
it
based
on
time
and
job.
You
can
do
it
based
on
time
and
job
and
bring
in
a
performance
component.
Q
If
all,
if
everybody's
doing
it
well,
if
it's
maintained,
if
it's
done
right
by
the
supervisors,
you
can
bring
in
a
performance
portion
to
that.
So
it's
a
little
bit
of
how
you
want
to
do
that
going
forward.
But
at
least
now
we're
on
the
right
footing,
we're
structured
appropriately.
We
addressed
compression,
we
addressed
market
and
now
maintaining.
It
is
easier
and
doesn't
necessarily
cost
as
much
as
getting
caught
up
and
getting
turned.
Q
Alright,
so
here
are
some
implementation
steps
and
essentially,
what
kind
of
what
we're?
What
we're
here
to
ask
you
to
empower
staff
to
include
in
the
budget
for
next
year
is
to
say
all
right
now
that
we
move
those
ranges.
The
very
first
thing
we
need
to
do
is
get
employees
to
the
minimum
of
the
new
ranges
all
right
so
envision.
You
were
somebody
who
is
just
hired
you're
on
minimum
of
the
old
range
we
go
on
to
a
market
survey.
We
say
hey,
this
range
was
blank
percentage
behind
I
need
to
shift
it.
Q
That
employee
just
fell
out
of
the
bottom
of
the
range
they're.
Now,
not
even
in
our
range.
We
need
to
spend
money
to
increase
that
employees
salary.
We
need
to
pay
them
more.
We
need
to
get
them
caught
up
to
the
minimum
of
the
new
range,
so
that's
kind
of
the
first
step,
so
you
always
need
to
spend
a
little
bit
of
money
getting
people
to
the
moon
of
the
new
wrench,
but
that
doesn't
address
compression,
that's
just
step
on,
so
we
want
to
get
employees
to
the
minimum
of
the
new
range.
Q
Then,
in
addition
to
that,
we
want
to
move
you
through
that
new
range,
so
we
want
to
say
all
right:
here's
the
going
market
rate
for
that
work.
You
should
be
an
arranged
forward,
got
to
get
you
the
minimum
of
the
range
for
then
we're
gonna,
look
at
each
individual
employee
and
say
how
many
years
have
they
been
in
this
job
and
we're
gonna
create
that
line
between
minimum
and
midpoint
and
if
you've
been
in
that
job
for
five
years,
we
want
you
halfway
between
minimum
and
if
you've
been
in
it.
Q
Ten
years
we
were
on
to
you
right
at
midpoint.
If
you've
been
in
there
longer
we're
gonna
slow
down
that
ramp,
we
don't
want
to
keep
that
going.
I
don't
want
to
spend
money
on
you
today
to
max
people
out
right.
We
want
to
be
able
to
say
we
want
to
get
to
midpoint
quickly
and
then
start
generally
tapering
off
just
a
little
bit
in
that.
Q
So
we
want
to
be
able
to
have
a
way
to
say:
let's
get
to
midpoint,
let's
create
that
line
and
let's
address
compression,
so
we
don't
have
the
1
year,
the
5
year
and
the
10
year
person
all
stuck
on
minimum,
making
the
same
thing
and
then
third,
we
want
to
be.
You
know
we
want
to
make
sure
that
we're
being
financially
responsible
and
that
there
aren't
massive
increases
at
some
of
those
higher
level
positions
right.
Q
So
what
we
want
to
do
is
we
want
to
put
a
cap
on
spending
so
that
we're
not
spending
a
large
amount
of
money
that
typically
falls
higher
up
your
salary
schedule.
We
want
to
put
a
cap
on
people
who
are
already
making
a
decent
amount
or
making
higher
in
that
salary
schedule.
So
the
cap
that
was
put
in
place
to
help
control
costs
to
help
meet
some
budget
was
to
say
we
want
to
put
a
cap
on
people
who
are
making
more
than
$65,000
and
their
position
was
adjusted
by
less
than
percent.
Q
So
if
your
position
was
justed
by
more
than
eight
percent
and
you're
earning
less
than
sixty
five
thousand,
we
don't
have
a
cap
on
those
people.
So
if
you're
a
little
bit
lower
in
the
salary
schedule,
those
more
entry-level
jobs
that
are
not
being
paid
as
much,
maybe
some
of
those
employees
that
might
fall
into
that
palace
classification.
From
the
previous
from
the
previous
presentation,
some
of
those
employees
were
not
putting
a
cap
on,
but
the
people
who
are
higher
in
that
food
chain
a
little
bit
higher
up
on
the
salary
schedule.
Q
Putting
a
cap
on
that
to
essentially
control
costs
so
that
an
individual
employee
isn't
seeing
a
fifteen
thousand
dollar
increase
as
a
result
of
the
study
kind
of
back
to
a
little
bit
of
what
we
told
all
the
employees
here,
don't
go,
buy
a
boat,
don't
buy
a
truck
as
the
result
of
this.
We
want
to
make
sure
that
we're
controlling
spending
in
it
we're
not
necessarily
have
a
kind
of
a
little
bit
of
a
bad
spending
there.
So
here
are
the
costs
associated
with
that.
Q
If
we
are
aggressive
and
we
respond,
if
we
move
to
market
and
say
we
want
to
place
these
jobs
onto
the
salary
schedule
based
on
market
and
we
want
to
move
employees
on
to
that
salary
schedule
and
get
caught
up
to
minimum
there's
about
four
hundred
and
some-odd
employees.
That
would
see
if
salary
increase,
as
a
result
of
that
that
costs
about
six
hundred
thousand
dollars
in
salaries
that
would
be
increased
next
fiscal
year.
Q
That
would
go
into
the
budget
addressing
for
compression
responding
to
market
saying
we
want
people
to
get
to
minimum
or
get
to
midpoint
in
ten
years,
and
there's
a
cap
in
place.
That's
an
additional
about
2.5
million.
That
would
be
added
to
the
budget
for
the
next
fiscal
year,
for
about
3.1
million
to
address
and
respond
to
the
market
and
again,
that's
not
uncommon,
giving
our
travel.
Q
So
if
it's
been
15
years
or
so
since
a
market
study
has
been
done
since
somebody's
looked
at
compression,
that's
not
an
uncommon
result
to
see
as
a
response
to
a
market
study.
All
of
that
to
say
these
numbers
also
just
for
for
perfect
clarification
do
not
include
benefit
costs.
These
are
just
a
salary
number.
That's
included
in
that
just
so
that
we're
talking
apples
to
apples.
Q
Some
final
thoughts
I
have
on
this.
Ultimately,
now
that
we
know
what
the
market
is,
we
can
respond
to
the
market
with
different
options
with
different
scenarios.
We
think
that
this
one
is
appropriate,
given
that
you
know
we
don't
necessarily
want
to
be
overly,
you
know,
overly
aggressive
and
how
we're
responding
to
market
or
we're
spending
unwisely.
In
some
of
the
responses
you
know,
if
we
wanted
to
be
much
more
aggressive,
it
would
be
a
lot
more
expensive
and
that's
not
necessarily
good
spending
that
we
would
see
as
a
result
of
this.
Q
So
we
can
tailor
this
a
little
bit
to
fit
the
budget
to
fit
some
policy
to
bit
to
fit
some
realities
that
exist
here
at
the
city.
I
would
also
say
that
we
want
to
go
through
this
and
as
much
as
humanly
possible,
I'll
tell
anybody
who
listens,
spend
your
money
on
your
people,
not
on
me
not
on
us.
You
don't
need
to
have
us
back.
Q
We
have
an
implementation
support
so
that
we
can
train
HR
and
you
guys
can
essentially
have
us
do
any
work
that
you
need
all
the
way
through
fall
of
20
and
21
without
us
charging
anything
I'm
a
really
big
proponent
of.
If
we
set
this
up
right
and
we
leave
you
on
a
good
footing,
you
don't
need
to
have
us
come
back
and
do
this
every
year
you
can
spend
your
money
on
your
people
where
it
matters
most,
and
then
we
want
to
talk
about
salary
administration.
You
can
move
your
people
faster
than
your
moving.
Q
Your
ranges
to
avoid
giving
in
a
compression
situation
again.
So
if
you
take
those
13
organizations
that
we
talked
about,
if
you
call
them
up
every
year
and
you
have
HR
call
them
up
and
to
say
alright,
how
much
did
you
move
your
range?
How
much
did
you
move
your
people
and
if
you
keep
pace
with
that,
you
can
keep
pace
with
market
and
then
maybe
every
five
to
eight
years.
You
can
open
up
and
say
all
right,
we're
having
a
little
bit
of
trouble
hiring
in
this
job.
Q
Let's
go
out
and
do
a
market
study
just
for
this
job
and
you
can
kind
of
keep
pace
with
what
the
market
is
doing,
but
essentially
asking
those
two
questions
allows
you
to
keep
pace
with
the
market
and
respond
in
a
whole
in
a
way
that
makes
sense
in
is
it
is
financially
appropriate?
Okay,
so
let
me
pause
there.
Let
me
end
it
there
any.
I
Q
I'm
not
entirely
sure
of
what
your
benefit
load
is
because
some
of
there's
a
percentage
you
contribute
towards
some
retirement
programs
everyone's
on
a
little
bit
of
a
different
plan.
So
I
didn't
want
to
say
that
this
is
absolutely.
It
won't
cost
another
penny,
because
then
you
know,
as
percentages
go
up,
you
contribute
a
little
bit
more
percentage
towards
retirement
and
some
things
like
that.
So
there's
a
number
that
this
is
in
addition
to
what
that
exactly
is
I,
don't
have
that
financed,
may
only
be
able.
K
I
E
Q
So
if
we
look
at
all
the
blue
dots
and
let
me
just
kind
of
flip
back
and
forth
between
these
slides,
you
can
kind
of
see
that
if
you
don't
fall
on
that
blue
line,
where
we
have
FFN
aus
here
all
right,
so
you
see
that
this
line
here,
if
you
don't
fall
below
this
line,
we
don't
have
to
adjust
you.
So
all
of
these
people
that
are
up
here
in
this
section
right
now.
What's
this
mess
doesn't
really
follow
me
around.
Q
All
of
these
people
who
are
up
here
in
this
portion
aren't
gonna,
see
a
increase
as
a
result
of
this,
so
because
they're
already
far
enough
into
that
range,
you
know
you
have
some
people
who
are
near
maximum
of
their
range
with
three
or
four
years
in
that
job.
That's
usually
somebody
who
comes
from
within
the
organization
and
has
been
here
a
long
time,
so
we
don't
need
to
increase
that
person's
salary
to
avoid
rushon
they're
already
set
appropriately,
so
they
wouldn't
see
anything
as
a
result
of
this.
P
I
Q
Yes,
so
some
of
these
are
there's
a
little
bit
of
overlap
between
those
and
two
numbers,
because
we
could
move
you
to
minimum
and
then
need
to
move
you
off
minimum.
So
there's
some
people
in
the
700
or
so
that
are
gonna,
fall
that
we
also
spend
a
little
money
on
to
get
them
caught
up
to
minimum.
Then
we
got
to
move
them
off
of
minimum.
Q
I
P
A
A
Q
Yeah,
so
this
is
so
the
people
who
would
see
an
adjustment
would
be
people
who
might
be
needing
to
be
brought
to
minimum
of
their
new
range
or
moved
through
their
new
range.
To
avoid
compression,
like
we
said,
there's
a
lot
of
people
who
wouldn't
see
movement
as
a
result
of
this,
and
we
want
to
be
able
to
communicate
with
employees.
So
we
have
some
draft
letters
that
are
going
to
tell
the
employees
exactly
what
fits
them
kind
of
if
this
goes
into
effect.
Q
Here's
what
this
would
look
like
for
you
here
is
your
job
title
before
here's
your
job
title
now:
here's
what
your
salary
range
was
before:
here's,
what
it
is
now
and
if
here's,
how
this
impacts
you.
But
you
know
we
don't
want
to
get
out
in
front
counsel
or
budget
or
the
bargaining
process
to
communicate
to
that
employees.
But
we
want
to
be
able
to
be
upfront
and
communicative
with
the
employees
to
say
here's
what
it
looks
like
if
it
goes
into
effect.
Don't
can.
A
Q
A
Q
We
went
through
the
analysis
and
said
we
need
what's
the
going
rate
for
this
world,
we
need
to
place
you
on
to
a
range
ten
arrange,
a
tour
arrange
for
or
whatever,
okay,
now
that
we
know
this
job
should
be
an
arranged
for
how
fast
should
we
move
from
minimum
to
midpoint
to
maximum?
You
are
now
above
that
pace,
you're
good.
We
don't
need
to
spend
money
on
that
position.
You
are
already
ahead
of
the
pace
that
we
need
to
set.
We
don't
spend
money
on
that
position
for
a
salary
study.
That's
cola,
that's
bargaining!
Q
A
But
it
also
does
it
I
mean
when
I
want
our
employees
to
understand.
Is
that
we're
trying
to
benefit
those
who
are
the
lows
the
low
end
that
we
appreciate
all
of
them?
Yes,
okay,
we
don't
take
their
work
for
granted.
Okay,
but
in
terms
of
trying
to
bring
some
equality
to
those
who've
been
at
the
low
end
to
try
to
help
them
out
initially
and
then
down
the
road.
The
other
one
would
benefit
yes
and
I.
Think
that's
what
we're
aiming
to
do
is
that
fair,
okay.
Q
No
I
think
that's
good
way
to
say
right,
I
mean
there's,
there's
positions
that
don't
need
adjustment,
there's
some
people
that
you're
paying
appropriately.
We
want
to
spend
money.
We
want
to
go
after
the
areas
where
we're
behind
working.
We
want
to
go
after
the
people
who
were
not
paying
appropriately,
and
this
is
what
that's
to
address
it.
Mr.
J
Ulbrich
yeah,
my
concern
was
always:
are
we
at
market
or
our
employees
and
I've
heard
for
a
while
that
we
were
getting
people
that
would
leave
to
go
other
places,
whether
they
were
going
up?
You
know
with
the
ladder
or
whether
they
were
just
going
other
planters.
So
this
is
a
good
thing,
I'm
glad
we
did
this
study.
But
let
me
just
reiterate
a
couple
of
things
here.
Just
so
I
understand
my
mind
is
the
spread?
Is
a
60%
spread?
Yes,
distance
between
minimum
and
Metz?
J
Q
That's
the
line
right.
So,
if
you
envision
this
blue
graph
again,
we
have
to
set
a
pace.
How
long
should
it
take
us
to
get
to
midpoint
the
more
aggressive
we
are
and
getting
the
midpoint?
If
you
set
a
policy
say
we
want
everyone
at
midpoint
in
two
years,
right
I'll
be
insanely
expensive.
Nobody
does
that
at
all,
but
we
have
to
pick
a
rate
that
we
get
to
midpoint
in
ten
years
so
that
we
can
say
all
right.
You
have
five
years.
Q
Q
J
Q
And
that,
and
then
that
comes
back
to
saying
how
do
we
want
to
do
this
in
years
going
forward?
How
do
we
address
this?
How
do
we
maintain
this?
How
do
we
respond
to
that?
What
it
kind
of
increases
do
we
need
to
do
each
year
to
keep
pace
with
that
if
I
move
the
ranges
by
this
much
I
have
to
now
move
the
people
right.
Q
So
now
we're
talking
salary
administration
that
gets
to
happen
in
the
next
year's
that
will
obviously
assist
with
that
no
cost
just
as
part
of
this
study,
but
this
gets
us
on
the
right
footing,
so
we
can
have
that
conversation
without
being
able
to
say
here's
the
going
rate
before
this
work
out
in
the
market.
We
need
to
place
this
on
a
range
eight
without
that
being
without
knowing
that
needs
to
be
an
arranged.
I
hate
it's
hard
to
know
how
much
to
move
people
through
their
range.
J
Q
C
Q
You
know
we
want
to
do
this
and
now
okay,
Freedom
of
Information
request.
Look,
you
know
the
information
is
out
there
it's
available
and
knowing
exactly
what
to
ask
for
how
much
are
you
moving
your
ranges?
How
much
are
you
moving?
Your
people
allows
you
to
keep
pace
with
that,
so
that
you
don't
have
to
pay
somebody
to
do
it.
Q
B
B
B
No,
we
didn't
hear
that
from
James
yeah
I
mean
this.
We
had
this
study
done
for
a
reason
to
get
us
into
of
the
position
where
we
know
where
we,
where
we
are
and
where
we
want
to
get
to
and
we're
and
and
and
create
a
roadmap
for
getting
there.
So
I
see
no
reason
not
to
go
with
these
recommendations.
I
guess
do
I
need
to
put
that
in
the
form
of
a
motion
before.
B
A
K
A
K
A
D
R
Good
afternoon,
mayor
and
council,
this
is
a
brief
update
on
financial
forecast,
the
various
City
funds.
Yesterday,
at
council
work
session,
the
auditors
presented
you
with
the
September
30th
2018
comprehensive
annual
financial
report
or
Kaffir.
The
kafir'
financials
reflected
that
all
of
the
city's
enterprise
and
internal
service
funds
continue
to
be
self-supporting,
with
no
need
for
subsidies
from
the
general
fund.
All
have
maintained,
reserve
levels
at
or
above
the
required
policy
levels,
rate
studies
for
the
water
and
sewer
storm
water
and
solid
waste
and
recycling
utilities
are
currently
underway.
R
R
R
This
is
the
forecast
from
last
year's
financial
feasibility
study
conducted
conducted
by
Stan
tech.
That's
been
updated
for
actual
fiscal
2018
results,
along
with
current
estimates,
for
several
significant
new
expenditures
highlighted
in
blue
that
were
not
included
in
last
year's
study.
Please
draw
your
attention
again
to
the
blue
shaded
items.
The
first
row,
titled
compensation
and
class
study
implementation-
includes
the
costs
of
implementation,
of
the
compensation
and
classification
study
as
proposed.
R
These
are
the
general
fund
costs,
including
15%
benefits.
The
implementation
cost
for
year
1
for
the
general
fund
alone
is
estimated
at
one
point:
five:
seven:
three
million
increasing
at
four
percent
per
year.
Thereafter,
the
next
two
blue
shaded
rows
include
costs
related
to
our
current
and
proposed
operating
agreements
with
the
Phillies.
The
first
line
is
the
estimated
current
annual
net
subsidy
for
the
existing
agreement.
R
R
The
next
row
is
used
to
reduce
these
costs
by
estimated
net
cost
already
included
in
the
previous
general
fund,
forecast
by
the
rate
study
consultant,
our
estimates
provided
by
Parks
and
Rec.
Finally,
the
last
row
is
annual
debt
service
on
an
estimated
45
million
of
external
and
or
internal
borrowing.
For
imagine
Clearwater
capital
needs.
R
R
R
I
R
R
Reality
is
in
conjunction
with
the
rate
study
consultant
for
the
general
fund,
forecast
I
think
they
would
probably
recommend
larger
than
a
point.
5
4
millage
increase
just
for
the
fact
that
you
elaborated
it
just
gets
you
through
the
10-year
period.
By
the
time
we
get
to
2027,
we
don't
want
a
three
year
Fix.
We
would
want
a
longer-term
fix
so,
but
this
is
just
for
illustration
purposes,
because
there's
a
lot
of
factors
that
are
going
to
change
that
number
between
them.
I
J
A
A
E
A
Didn't
have
the
new
costs,
and
so
that's
why
we're
gone
from
ten
years
to
eight
years.
Now,
yes,
and
you
know
conceivably
all
the
variables
that
come
into
play,
we
just
don't
know
how
they're
gonna
play
out,
but
talk
to
us
and
I,
don't
know
if
mr.
Dunbar
is
still
here
or
not,
but
but
talk
to
us
a
little
bit
about
this
new
filius
agreement
and
why
we're
looking
at
on
another
1.1
million
so
that
we
can
understand
what
this
is
for.
N
A
N
The
way
the
term
sheet
was
structured
is
basically
the
same
program
that
we
have
in
place
now
on
the
facilities,
so
the
areas
of
where
the
city
had
its
responsibilities
and
then
the
team
had
their
responsibilities,
its
extrapolating
that
out,
because
there'll
be
some.
You
know
new
areas,
not
just
at
the
carpenter
complex,
but
at
the
stadium
give
you
an
example:
a
utility
cost
at
the
stadium.
The
city
covers
75%
of
that
at
the
carpenter
complex.
The
city
covers
100%
of
that.
So,
if
you
expand
with
new
facilities,
you're
gonna
have
increased
pulse.
Okay.
N
What
we
have
you
know
we
have,
we
have
a
current
term
sheet,
but
we
have
not.
We
have
not
done
a
use
agreement
yet,
nor
we
have
known
a
development
agreement,
yeah
kind
of
be
actually
your
favorite
documents.
So
that's
all
part
of
you
know
the
ability
to
have
a
continued
conversation
on
okay,
okay,
so.
N
A
Any
other
questions
counsel
all
right.
Mr.
Ramos
did
you
have
anything
further
fortunate,
okay
agenda
item.
3.7
counsel
I
had
asked
that
this
be
placed
up
for
us
to
consider
because
of
the
fact
that
we
found
out
late
yesterday
afternoon
that
the
services
and
in
the
memorial
service
from
mr.
Montgomery
in
Philadelphia
is
going
to
be
on
Thursday
June.
The
6th
I
didn't
know.
A
I
was
obviously
planning
on
going
up,
so
I
would
be
missing
that
mating,
I
didn't
know
if
any
of
y'all
were
planning
on
going
and
it's
so
then
that
would
only
leave
you
know
two
or
three
people
here,
I
think
mr.
horn
is
going
to
be
traveling
on
other
business
on
June
the
6th.
So
the
question
is:
if
y'all
have
an
interest
in
the
tending
of
the
the
service
in
Philadelphia
on
that
Thursday,
then
you
know.
Would
you
want
to
move
the
meeting
so
that
more
than
just
I
would
be
attending.
A
N
Yes,
one
of
mr.
montgomery's
favorite
things
was
the
draft
because
it
always
started
the
new
replenishment
of
talent,
so
they
that
was
the
end
of
the
draft,
so
they
thought
that
was
an
appropriate
day.
Also,
the
the
team
has
an
off
day
and
they
expect
that
the
team
will
be
there
plus.
The
fact
that
it
is
the
drift
I'll
have
a
lot
of
staff
that
will
be
in
town
as
part
of
the
draft.
That
would
want
to
be
part
of
that
public
celebration.
N
N
C
A
B
Have
you
know
my
intent?
You
know
knowing
mr.
montgomery's
condition
for
a
long
time
and
I've
dealt
with
mr.
Montgomery
for
a
long
time,
I
mean
he
gave
me
a
hard
time
about
falling
through
the
old
stadium
and
everything
else
so
go
way
back
I
had
you
know,
I
had
planned
on
whenever
the
time
came,
I
had
planned
on,
you
know
going
up
for
the
service
when
they,
when
the
Phillies
announced
it
was
gonna,
be
on
the
day
of
the
meeting.
A
Motion
has
been
made
and
seconded
all
in
favor,
say:
aye
opposed
no
motion
carries
unanimously.
Counsel,
I'm
gonna
ask
for
permission
to
go
back
to
citizens
to
be
heard.
Obviously
there
was
some
confusion
on
the
parts
of
some
people
that
they
talk
on
all
parts
of
this
meeting.
These
were
reports
that
were
being
presented
to
us,
but
if
anybody
from
the
public
wishes
to
speak
on
on
something
that
is
not
on
the
agenda
I,
would
you
know
it's?
You
know
with
your
approval
to
ask
data.
A
Well,
it
wasn't
on
the
agenda,
but
there
was
sudden
you
know
there
was
some
confusion
that
there
were
boats
going
to
be
taken
and
they
were
in
and
they
may
not
have
spoken
at
the
appropriate
time
when
we
called
for
it.
So
I
have
no
problem.
Okay,
so
that's
why
I'm
asking
if
it
you
know
if
that's
okay
and
if
anybody
comes
public
wishes
to
speak
to
something
now
you
would
have
three
minutes
provide
that
you
have
a
card
presented.
G
Thank
You
mr.
mayor
council,
yes,
I,
was
confused
as
to
when
was
the
appropriate
time
to
make
these
comments.
The
comments
that
I
have
were
relating
to
the
strategic
planning
process
that
you
were
beginning
today.
Perhaps
you've
not
completed
that
I'd
like
to
commend
the
council
and
the
and
the
manager
for
the
better
organization
of
the
agenda
items.
Last
year,
perhaps
unintentionally,
the
strategic
priorities
were
deleted
prior
to
publishing
the
budget
plan.
G
I
looked
for
the
outcome
of
the
process
that
you've
started
today
to
also
be
the
identification
of
a
few
goals
to
be
accomplished
in
the
next
12
months,
I
reviewed
the
proposed
focus
areas
and
have
the
following
comments:
I
didn't
see
a
focus
area
for
the
resiliency
to
accompli,
accompany
to
accompany
the
city's
joining
the
Regional
Planning
Council
and
surrounding
communities.
Compact
seemed
like
really
a
big
priority
under
imagine.
Clearwater
I
would
suggest
the
establishment
of
the
Conservancy
and
initiating
more
of
the
hrn
a
recommended
building
the
brand
activities.
G
I
would
also
suggest
that
by
the
end
of
the
next
12
months,
there
should
be
a
second
century
phase,
one
project
scheduled
and
a
financial
plan
to
accompany
that
last
year
that
Clearwater
neighborhood
coalition
encouraged
the
inclusion
of
a
Neighborhood
Development,
Goal
I
would
repeat
that
request.
During
this
last
year,
much
progress
has
been
made
in
the
lake
bellevue
area.
I
think
miss
silver
board
has
been
very
involved
in
that
other
parts
of
the
sentence
city
could
similarly
benefit
under
the
quality
strategy.
There
is
an
objective
to
continuously
measure
improve
our
performance.
G
This
is
one
of
the
five
international
city
manager,
association
benefits
of
having
a
professional
manager,
and
we
just
recently
confirmed
that
we
wanted
to
have
a
professional
manager.
This
activity
in
clearwater
isn't
very
visible,
especially
with
the
latter
agenda
item
looking
at
a
millage
increase,
so
it
would
seem
important
to
address
my
comments.
Thank
you
for
allowing
me
to
speak.
A
Anybody
else
for
the
public
wishing
to
speak
on
these
items.
If
not,
we
will
remind
everybody
that
our
council
meeting
will
be
on
Thursday
May,
the
16th
at
6
o'clock,
Thank
You
Council,
for
the
time
that
you've
been
with
that
two
long
meetings
and
we've
got
one
more
Thursday.
I
appreciate
your
time.
Thank
you
to
the
staff
who's
been
here
all
day
too.