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From YouTube: 6/11/2020 Special City Council Meeting.
Description
Meeting will begin at 9 a.m. EST.
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Agenda can be found here: http://bit.ly/ClearwaterCityCouncilMeetings
A
A
Good
morning,
everyone
we
will
call
the
june
11th
2020
special
counsel
meeting
on
the
budget
to
order
it
is
nice
to
be
back
with
all
of
you
in
the
chambers.
After
quite
a
respite,
I
think
we're
all
gonna
have
to
use
our
outdoor
voices
because
we're
a
bit
muffled
with
these
face
masks.
A
I'm
also
personally
suffocating
and
my
glasses
are
steaming
up,
so
I'll
be
taking
those
on
and
off
throughout
the
meeting
before
we
dive
into
the
actual
reports,
I
would
ask
if
there
are
any
citizens
to
be
heard
for
items
that
are
not
on
the
agenda.
A
Seeing
none
we're
going
to
start
out
with
the
city
manager
reports
we're
going
to
go
through
all
of
the
different
departments,
the
overview
we
do
have
the
ability
to
talk
about
the
strategic
plan
and
before
we
dive
in
mr
horn.
I
just
want
to
say
one
of
the
things
that
I
had
promised
citizens
was
that
we
would
do
an
update
of
our
strategic
plan
once
we
got
back
to
postcovid.
A
Situation
and
that
really
means
going
out
and
talking
to
citizens
and
getting
their
viewpoint
and
then
consolidating
that
with
the
council's
viewpoint.
So
I
hope
that
that
will
be
something
that
we
can
do
in
the
months
ahead.
I
know
that
there
have
been
many
emails
that
the
city
clerk
will
be
putting
into
the
record.
A
We
had
four
actually
about
this
particular
meeting.
Some
of
them
pointed
out
that,
in
the
strategic
plan
we
do
not
have
environmental
and
sustainability,
which
I
think
is
something
we'll
want
to
add,
but
I
think
ultimately,
we
want
to
go
out
to
the
citizens
and
find
out
what
their
priorities
are
and
that
really
drives
the
budget
over
the
long
haul.
So
with
that,
I
will
turn
it
over
to
the
city
manager,
mayor.
B
B
So
if
I
seem
like
I'm
a
little
jazzed
up,
you
know
why
the
mayor,
I
just
want
to
re-emphasize
what
you
said.
It's
good
to
be
back
in
chambers.
It's
good
that
we're
able
now
to
really
have
the
kind
of
interaction.
I
think
that
we
all
appreciate
it's
always
good
to
look
at
eyeballs
and
and
see
you
know
kind
of
what
those
nonverbal
messages
are.
B
B
So
the
idea
is
that
we
all
leave
here
kind
of
at
the
same
place.
This
is
particularly
important
for
our
newest
council
members,
so
that
when
we
follow
up
this
meeting
in
august
mayor
will
all
be
ready
to
dive
in
and
make
those
kinds
of
changes
that
you
sort
of
you
know
indicated
as
well
as
others
that
you
all
may
bring
to
the
table.
B
Coven
19
pushed
everything
to
the
right.
We
would
have
liked
to
have
had
this
kind
of
meeting
sooner,
but
we
weren't
able
to
do
it
revenue
projections
made.
It
has
made
it
very
difficult
for
us
to
guess
as
to
where
we
are
we're
still
guessing,
and
so
with
your
patience,
you
know
we're
hoping
that
in
august,
we'll
have
better
clarity
from
a
financial
point
of
view.
The
format
of
how
we're
going
to
present
our
information
to
you
today
is
I'm
going
to
give
the
intro
I'll
turn
it
over
to
micah
maxwell.
B
You
know
who
will
kind
of
take
us
through
implementation
and
work
plans,
then
I'll
come
back
as
a
as
as
part
of
a
path
forward.
Conversation
just
nailing
down.
You
know
where
we're
going
from
here.
That's
kind
of
what
the
format
you
have
documentation
that
highlights
that
our
city
council
policy
is
the
reason
we're
here.
B
It's
policy
12.3
and
it
states
that,
prior
to
june
1st
of
each
year
and
prior
to
the
development
of
the
city's
budget,
the
city
council
shall
meet
in
a
strategic
planning
session
to
review
the
five-year
financial
forecast.
Then
you
will
get
that
and
update
as
necessary
the
city's
vision
mission
and
strategic
direction
from
these
documents.
A
five-year
strategic
plan
will
be
updated.
So
at
the
end
of
this
rodeo
you
know
that's
where
that's
where
we're
headed.
B
It
was
derived
from
input
from
stakeholders
and
community
analysis,
which
is
then
consistent
with
what
the
mayor
was
talking
about
about
going
out,
and
you
know
kind
of
renewing
that
connection
know
with
our
residents
as
an
input
for
you
in
determining
how
you
want
to
amend
our
plan
in
the
years
since
the
city
has
conducted
citizen,
satisfaction,
surveys
to
gauge
community
satisfaction
with
our
services
functions
and
projects,
so
joelle
costelli
has
kept
our
surveying
ongoing.
B
We
decided
to
make
that
investment
so
that
we
would
have
a
way
of
kind
of
measuring
over
time.
You
know
how
our
citizens
feel
about
some
of
the
service
delivery
aspects
of
what
our
mission
is
as
a
municipality,
so
so
that
framework
is
in
place
and
again,
surveys
have
their
limitations,
but
at
least
you
know
we're
getting
some
feedback
and
we
can
evaluate
it
over
time.
B
So,
as
we
look
at
our
vision-
and
you
see
it
on
the
screen,
there,
clearwater
will
be
a
uniquely
beautiful
and
vibrant
community
that
is
socially
and
economically
diverse,
that
invests
for
the
future,
and
that
is
a
wonderful
place
to
live,
work
and
play
that
vision
did
not
occur.
In
10
minutes
the
council
really
did
debate
this,
and
that
is
what
emerged
from
their
conversation,
and
so
your
staff
is
oriented
toward
working
to
achieve
that
vision.
B
You
look
at
the
mission,
provide
cost-effective
municipal
services,
facil,
facilitate
development
and
to
support
a
high
quality
of
life
and
experience,
and
so
that's
what
we
believe.
Our
mission
is:
that's
what
our
department
directors
believe
their
mission
is,
as
we
go
about
doing
the
day-to-day
work
that
administration
departments
do.
B
We
have
to
perfect
that
we
have
to
make
that
as
good
as
we
can
and
then
once
we
accomplish
that,
then
all
the
other
things
that
people
want
to
do
then
can
be
pursued
so
we've
never
we've
always
felt.
We
should
never
compromise
that
clearwater
has
had
a
great
reputation
for
municipal
services,
clean
city
quality
of
life,
and
then
we
tried
to
figure
out.
Okay.
Are
there
some
other
things
that
need
to
be
done?
On
top
of
that,
not
compromising
our
day-to-day
mission,
and
I
believe
that
that's
as
hell
doesn't
get
stead.
B
Obviously
the
mayor
remembers
when
he
was
here
before
how
we've
kind
of
maintained
that
hamilton
was
was
was
on
board
back
then,
when
I,
when
I
first
came
on
and
and
then
since
then,
the
council
member
albritton,
has
integrated
himself
into
that
same
mindset
and
he
came
on
board
with,
with
the
very
same
commitment
on
making
sure
that
we
manage
our
infrastructure
and
that
we
take
care
of
doing
the
the
basic
things
that
we
have
to
do.
B
So
at
this
point,
I'm
going
to
turn
it
over
michael
maxwell
and
and
and
he'll
talk
about
implementation,
work
plans,
you'll
you'll,
be
hearing
from
our
departments.
We've
asked
them
to
summarize
what
they
are
doing
so
as
to
move
this
along
and
not
have
it.
You
know
us
take
a
long
time,
because
we
do
want
to
hear
from
you
and
some
of
your
thoughts
based
on
what
you've
heard,
oh
and
by
the
way,
when
we're
at
the
at
the
lectern
we're
not
going
to
wear
a
mask.
So
yes,
sir.
C
Can
I
get,
can
I
get
this
screen
put
up
in
front
of
us,
so
we
can
see
it.
E
Good,
I
guess
morning,
good
morning,
we've
been
doing
a
lot
of
evenings,
but
good
morning,
council,
michael
maxwell
assistant
city
manager,
I'm
going
to
step
through
a
little
bit
of
why
how
we
use
a
staff,
the
strategic
direction
to
to,
or
our
work
plans
to
further
your
strategic
direction
and
talk
a
little
bit
about
the
structure.
E
So
we
make
sure
we're
all
on
the
same
page
and
you
get
a
context
if
you
do
not
already
have
one
of
how
that
how
that
all
works
with
our
work
plans,
the
implementation
of
the
of
the
strategic
direction
involves
a
lot
of
deliberate
long-term
planning
by
our
staff,
and-
and
you
know
for
that
reason,
there's
there's
some
pretty
significant
long-term
impacts.
If
we,
if
we
make
some
changes
to
it,
it
allows
us
to
focus
our
resources.
E
The
plan
does
on
what
matters
not
only
to
council,
but
but
those
things
that
are
that
are
mandated
by
the
state,
the
federal
or
even
the
county,
the
governments,
you
know
so
all
some
of
those
things
we're
required
to
do,
and
we
have
to
balance
what
the
council
would
like
to
do
with
what
we're
required
legally
to
do
and
use
the
resources
that
we
have
to
do
that.
E
The
structure
of
the
of
the
of
the
plan
is
similar
to
that
of
the
comprehensive
plan
we
have.
We
have
some
goals
which
are
meant
to
identify
sort
of
the
outcome
that
supports
the
city's
mission
and
vision
and
and
our
our
goals
just
to
move
down
into
the
plan
itself,
for
your
plan
are
facilitate
development
of
the
economy
and
the
second
one
that
was
developed
was
provide
cost-effective
municipal
services
and
infrastructure.
E
So
those
are
meant
to
be
the
overall
overarching
goals
that
we
look
at.
There
are,
then,
the
objectives
that
are
meant
to
support
those
goals,
a
little
more
detailed
and
and
those
those
are
connected
to
the
those
objectives
are
connected
to
the
goals.
Those
items
are
diversify.
The
economic
base
right
here
increase
the
economic
opportunity.
E
These
are
the
ones
below
the
facilitate
development
of
an
economy,
develop
and
promote
our
brand
and
foster
community
engagement.
Those
are
the
elements
that
are
below
the
facilitate
development
of
the
economy
goal,
so
those
are
the
objectives
that
we
have
for
providing
cost-effective
municipal
services
and
infrastructure.
E
Unless
you
like
me
too,
I'm
not
going
to
go
through
all
of
them.
There
are
quite
a
few
policies,
but
those
are
the
ones
that
really
provide
us
the
detail.
We
need
to
try
to
support
the
goals
and
objectives
that
you've
defined,
so
so
that's
kind
of
how
we
structure
it
or
we
look
at
the
structure.
At
the
very
least,
you
know
the
plan,
the
implementation
process
and
isn't
necessarily
static
all
the
time
you
know,
and
it's
it's
very
it's
very
connected
across
departments.
E
We
may
have
one
element
in
public
utilities
and
another
and
engineering,
and
sometimes
it
takes
a
lot
of
coordination
between
those
entities
to
to
try
to
make
make
everything
work.
What
so
we're
looking?
I'm
sorry
here,
I'm
gonna
stop
here.
Apologies.
E
So
what
we
would
like
to
do
now
is
just
just
to
go
through
the
different
work
plans,
with
the
departments
they'll
step
through
talk
about
their
different
work
plans,
how
they
connect
it
and
then
jay
will
come
up
at
the
end,
so
you
could
see
them
twice
to
talk
a
little
bit
about
what
our
current
financial
situation
is
and
with
that
I'll
turn
it
over
to.
I
believe
it's
cra
is
our
first.
A
A
This
is
trying
to
put
some
strategic
tissue
with
the
budget
and
some
guidance
to
the
staff
so
that
when
we
get
the
budget
back,
we're
not
going
to
be
springing
anything
on
them.
That
is
an
unknown.
F
Good
morning
and
thank
you
to
those
of
you
that
I
was
working
with
last
night,
so
to
start
off
just
three
things
that
we
want
to
keep
in
mind
when
we're
thinking
about
the
cra
and
how
we
work
to
tie
this
department
into
the
strategic
plan.
We
have
a
balance
between
what
I
think
of
as
tangible
activities
say.
A
facade
improvement,
grant
things
that
you
can
visibly
see
and
intangible,
which
is
the
relationships
in
the
community
building.
So
a
lot
of
times
some
things
that
you'd
see
at
this
30
000
foot
level.
F
Also,
the
cra
was
carved
out
of
economic
development
and
housing
in
2016,
and
since
that
point
in
time
we
have
really
changed
over
staff
positions
and
their
roles
to
better
align
with
the
strategic
objectives.
We
created
a
new
position
based
on
public
relations
and
programs
to
target
those
the
branding
goals
and
the
community
engagement
goals.
We
also
created
a
business
assistance
administrator
to
provide
that
business
support
to
small
businesses
and
help
with
with
economic
development
in
that
way.
F
We
rely
on
other
departments
so
with
that
under
economic
base,
we're
all
about
redevelopment
redevelopment
into
multi-family
housing
and
other
commercial
tax,
producing
properties,
so
taking
vacant
lots
and
properties
and
filling
them
up
with
tax,
paying
uses
that
generate
foot
traffic
that
attract
pedestrians
with
business
friendly
environment.
I
mentioned
the
business
assistance
position.
We
now
have
monthly
meetings
that
are
on
a
standing
basis
where
people
can
come
and
learn
about
cra
grant
programs,
economic
development
programs,
the
county
programs,
because
what
we
see
a
lot
is
just
an
asymmetry
of
information.
F
One
person
may
know
a
lot.
Somebody
else
has
no
idea
what
help
is
available
to
them.
So
we
have
to
spend
a
lot
of
time
getting
the
word
out,
promoting
our
brand
we're
doing
a
lot
more
with
advertising
the
opportunity
zone
and
also
just
different
events
and
programs
to
let
people
know
what's
happening
downtown
under
the
efficiency.
F
Again.
Part
of
our
strategy
is
expanding
networks
right
people
who
are
invited
in
to
invest
in
downtown
who
can
help
implement
the
city's
vision
across
downtown
different
partners
who
have
again
have
different
events
and
providing
platforms
so
you'll
see
under
there.
It's
not
just
marketing
campaigns
or
event
management,
but
we
staff
the
downtown
development
board,
which
is
another
way
for
us
to
reach
business
owners,
and
we
have
in
here
the
creation
of
a
downtown
arts
center.
F
That's
probably
not
a
this
year
thing
that
is
probably
a
next
year
thing,
but
that
is
an
important
platform
to
create
a
community
gathering
space
where
you
don't
necessarily
have
to
go
and
spend
money
in
order
to
enjoy
downtown,
then
with
other
departments
under
quality.
You
can
see
that
these
are
all
the
capital
improvements
that
cra
dollars
go
towards
helping
to
fund,
and
the
last
thing
I'll
say
under
safety
is
that
we
do
have
an
interlocal
agreement
with
the
police
department
to
provide
community
policing.
F
H
So
I
you
know:
I've
gone
through
the
the
whole
51
pages
and,
have
you
know
a
number
of
questions
annotated
on
these
things?
So
I'm
not
sure
if
it's
appropriate
to
get
into
you
know
so
much
detail.
But
one
question
I
had
was
on
the
top
of
page
four,
where
you
have
provide
cost-effective
municipal
services
and
infrastructure.
It
says:
facilitate
redevelopment
of
privately
owned
property
through
marketing
campaigns
like
I
just
you
know,
would
like
to
know
what
are
some
examples
or
what
would
that
look
like.
F
Sure
so
what
that's
building
to
now
is
a
slide
deck.
Where
we've
we've
asked
property
owners
to
provide
us
with
images
and
information
about
properties
that
they
want
to
be
redeveloped
or
spaces
that
they
want
to
be
leased
out,
and
then
we
have
that.
So
when
someone
comes,
we
get
the
calls.
Typically
that
say:
oh
I'm,
looking
to
start
this
new
retail
business
or
what
properties
are
available
for
development.
F
Then
we
can
pass
along
that
information
and
so
that's
at
the
most
base
level
and
then,
ultimately,
what
that
will
build
to
what
we
were
working
with
in
best
tampa
bay
as
an
in-person
networking
event,
which
I
think
at
this
point
has
been
pushed
back
to
september.
But
these
very
targeted
meet
and
greet
opportunities
where
we
can
have
the
property
owners
developers,
investors
all
in
the
same
room,
sharing
information
and
connecting.
H
F
We
just
put
that
out,
so
I
I
can't
say
it:
they
haven't
had
time
to
respond
yet,
but
based
on
the
food
and
drink
grant
experience,
you
know
we
had.
The
majority
of
property
owners
initially
participated
in
that
grant
program
and
then
not
all
of
them
completed
it
all
the
way
through,
but
it's
tricky
I
mean
this
is
this
is
the
toughest
part
of
this
job
right
is
figuring?
Is
getting
property
owners
to
commit
to
a
vision
in
a
path
and
move
forward.
A
And
miss
sanderson,
and
I
were
on
a
two-hour
conference
call
yesterday
with
florida
trent.
They
are
going
to
be
doing
an
article
about
pinellas,
county
and
specifically
st
petersburg
and
clearwater,
and
we
were
talking
about
the
different
opportunities
throughout
the
city,
not
just
the
cra,
but
we're.
I
A
J
Warrington,
thank
you
chuck
warrington.
The
executive
director
of
clearwater
gas
system,
clearwater
gas
system
is
an
overview
as
a
we're.
A
regional
energy
provider
serving
20
municipalities
in
three
counties
we're
13
times
the
size
of
the
city
of
clearwater,
extending
45
miles
from
reddington
beach
to
orlando
lakes.
We
provide
economical,
reliable
and
environmentally
clean
sustainable
service.
J
We've
been
growing
under
a
council-approved
strategic
work
plan
which
is
linked
to
the
city
vision
since
1994
and
we've
tripled
in
size
over
that
time
period.
As
far
as
facilitating
the
development
of
the
economy,
developing
downtown
and
u.s
19,
we
have
natural
gas
service
available
throughout
downtown
and
the
greenwood
in
the
fort
harrison
corridor.
J
We
redeveloped
our
gas
complex
on
the
northern
edge
of
the
city
between
here
and
and
on
the
edge
of
greenwood,
and
we've
also
got
service
all
down
u.s
19
available
for
all
the
businesses
that
are
starting
to
build
up
along
that
along
that
corridor.
As
far
as
encouraging
housing
we
provide
we're
residentially
focused.
We
have
a
neighborhood
extension
pro
program
in
clearwater
that
allows
we've
all
had
been
able
to
add
400
customers.
If
I
could
interrupt.
A
J
In
the
same
area,
thank
you
yeah,
okay,
and
we
we
about
eight
years
ago
we
formed
a
clearwater
neighborhood
extension
program
and
we've
been
able
to
add
400
customers
and
20
miles
of
maine
in
the
city
of
clearwater
over
that
time
period.
J
Shortly
after
that,
we
created
a
system-wide
energy,
neighborhood
extension
program
and
we've
been
able
to
add
650
customers
130
miles
of
maine
over
that
time
period,
and
we've
got
an
extensive
builder
and
developer
program
where
we've
got
25
active
subdivisions
working
right
now
and
over
5
000
customers
under
contract
or
houses
under
contract.
As
far
as
expanding
the
tax
base,
we
have
a
we
provide
a
dividend
and
a
number
of
other
transfer
payments
to
the
city,
I'm
actually
going
to
be
covering
that
next
week
in
the
in
the
council
agenda.
J
J
The
in
the
technology
district
we
provide,
of
course,
energy
alternatives
for
commercial
industrial
customers.
We've
seen,
customers
like
the
the
ge
plant
come
here,
particularly
to
get
the
gas
service
and
the
middle
in
the.
As
far
as
the
medical
district,
our
first
one
of
our
first
customers
of
the
system
back
in
the
20s
was
it
was
morton
plant
hospital
and
the
bay
care
hospital.
Five
campuses
bay
care
hospital
are
our
largest
overall
customer
to
clear
water
gas.
J
We
are
an
economic
development
engine
for
the
region
for
all
those
20
cities
and
three
counties.
We
also
support
a
number
of
community
we're
community
focused.
So
we
we
support
a
number
of
community
events
for
the
chambers,
the
phillies
and
the
threshers
baycare
morton
plant
hospital
foundation,
the
capital
theater
habitat
for
humanity,
pinellas,
education
foundation,
clear
water
for
youth,
big
brothers,
big
sisters,
just
to
name
a
few.
J
We
optimize
the
use
of
employees
and
assets
and
resources.
The
solid
waste
department
fuels
with
cng
the
their
vehicles.
They
have
about
65
trucks
that
use
about
four
for
thousand
gallons
equivalent
of
of
cng
saving
a
ton
of
money
for
the
for
the
city
and
our
and
our
light
duty
trucks
for
clearwater
gas
system.
We
have
about
40
trucks
that
use
about
30
000,
yes,
gallon
equivalents,
we've
also
automated
our
meter
reading
system,
so
we
don't
have
to
go
in
everyone's
backyard
to
read
their
meter
on
a
regular
basis.
J
J
As
far
as
emerging
gas
technologies,
the
morningside
rec
center
has
we
installed
eight
natural
gas
air
conditioning
units,
yanmar
units
120
tons
of
air
conditioning
we've
also
got
yanmar
units
and
at
their
complex,
as
well
as
some
tico
gin
about
160
tons
of
air
conditioning
with
gas
air
conditioning
at
our
complex
we're
working
with
engineering
to
to
on
the
coachman
commons
evaluation,
our
staff
productivity
we've
been
able.
I
just
finished
the
analysis.
J
We
have
improved.
Our
customer
serve
for
employee
by
an
average
of
3.3
percent
per
year
over
the
last
19
years.
So
we
think
that
is
a
that's
an
important
aspect
of
what
we
do.
We're
doing
a
rate
study
right
now
to
get
our
make
sure
our
rates
are
in
line.
We
do
that
at
least
every
five
years,
and
and
we
we
have
an
active
program
of
buying
gas
at
the
best
rates
possible
we've
saved
about
one
and
a
half
million
dollars
for
our
customers
in
the
last
year.
J
We're
62
percent
cheaper
than
electricity
for
a
typical
residential
customer,
which
is
a
big
part
of
our
fiscal
responsibility
that
we
have
and
as
far
as
safety,
we
have
a
regulatory
codes
compliant
position.
We've
created,
we
do
safety
messages
at
all
internal
meetings.
As
the
opening
of
the
meeting,
we
have
an
accident
review
board
that
reviews
and
and
looks
at
every
accident
to
see
whether
we
can
do
something
to
improve
that
over
time.
J
We
maintain
compliance
documents,
we're
regulated
by
the
florida
public
service
commission
who
comes
in
and
does
safety
evaluations
and
we're
expecting
them
next
month,
probably
to
be
here
again
and
we
do
skills
training
for
all
our
field
employees.
So,
in
summary,
our
vision
is
to
be
the
energy
provider
of
choice
for
our
customers,
providing
economical,
reliable,
environmentally
friendly
and
sustainable
service,
with
a
focus
on
the.
H
Beckman,
thank
you
for
being
here
in
your
your
complete
report.
I
had
a
if
we
look
at
the
first
page
of
of
your
statement.
You,
you
reporting
you're,
talking
about
these
energy
efficiencies
here,
and
I
think
that's
great
one
thing
that
that
that's
important
to
me
as
a
council.
Member
that
I
would
like
to
see
throughout
is
when
we're
saving
money
a
different.
Each
department
is
saving
money
with
efficiencies
or
converting
to
natural
gas
vehicles.
I
H
Really
celebrate
that
and
report
that
out
to
our
residents,
so
I
I
hope
that
you
know
we
can
do
that
and
then
the
other
comment
is
about
in
under
encouraging
teamwork,
across
departments
and
you've
got
for
coachmen
commons
to
showcase
the
kitchen
stage
park,
amenities
with
gas,
and
I
would
also
hope
that
we
could
look
into
if
there
are
more
efficient,
greener
options
and
just
report
out
what
those
cost
benefit
analysis
would
be
for
coachman
commons
down
there
and
then
and
then
on
the
the
last
part.
H
Where
you've
got
you
know,
natural
gas
can
be
cheaper
than
electric
alternative,
62
savings
for
our
customers
and-
and
I
think
it's
just
important
to
keep
in
mind
that
there
are
always
newer
technologies
and
we
always
need
to
keep
evaluating
that.
That
cost
benefit
analysis
and
that
you
know
that
line
is
is
starting
to
come
together.
So
you
know
it's
it's
just
something
that
I'm
aware
of
and
and
I
efficiencies
are
happening
and
we
need
to
just
stay
on
top
of
them.
Thank
you
very
much.
That's.
A
J
Yeah
that
was
really
important
when
I
first
got
here
that
was
we
one
of
the
first
things
our
strategic
plan
said.
Was
we
could
make
money
a
lot
of
money
expanding
in
pasco
county?
We
got
a
lot
of
kickback
from
the
from
particularly
the
countryside
community,
which
had
been
excluded
because
of
some
prior
deals
with
a
developer
in
that
area,
and
we
never
and
gas
lines
were
not
put
there
and
we
worked
extensively
with
mr
horn.
J
That
was
a
focal
area
and
we
said
what
can
we
do
and
we
created
a
fund
with
this
clearwater
neighborhood
extension
program
in
the
first
area
was
to
put
the
gas
mains
on
the
main
streets
of
of
countryside,
and
we
now
are
every
countryside.
Customer
is
available
to
have
gas
and
we've
done
the
same
thing
in
coachman,
ridge,
neighborhood
and
a
couple
of
other
neighborhoods.
J
So
this
that
cnep
program
has
been
a
real
vehicle
to
to
allow
the
city,
clearwater
customers,
and
we
combine
that
with
our
system-wide
program.
So
you
get
300
feet
of
gasoline
under
our
cnet
program
and
another
300
under
the
system-wide
program.
So
any
customers,
that's
within
600
feet
of
our
main,
can
get
service.
A
A
A
L
So
the
department's
goals
and
objectives
are
guided
by
the
city's
current
strategic
direction,
which
we're
talking
about
today,
as
well
as
our
economic
development,
strategic
plan,
our
consolidated
plan,
our
local
housing
assistance
plan
and
the
funding
source
requirements
and
federal
state
and
county
requirements
of
those
federal
sources.
State
and
county
sources.
L
Priorities
are
structured
around
economic
development.
Community
development,
which
includes
affordable
housing
and
redevelopment
activities,
are
consistent
with
council.
Strategic
vision
include
activities
surrounding
diversifying
the
economy,
increasing
economic
opportunity,
developing
and
promoting
our
brand
fostering
community
engagement
and
remaining
and
focused
on
ensuring
efficiency,
quality,
financial
responsibility
and
safety.
So
a
brief
description
of
some
of
the
activities
that
we
take
on.
We
are
focused
on
primary
industry.
The
economic
development
division
identifies
primary
industries
as
those
businesses
that
sell
the
majority
of
their
goods
or
services
outside
the
tampa
st
peak
clearwater.
L
Msa
examples
often
include
manufacturers
headquarters.
I
t
software
finance,
insurance
and
others.
Primary
industries
generate
wealth
for
the
community
by
importing
money,
which
is
the
sale
of
goods
or
services,
and
they
typically
pay
above
average
wages
and
salaries.
As
a
result,
the
economic
impact
of
these
types
of
businesses
in
a
community
is
greater
than
many
other
types
that
pay
wages
or
lower
wages
or
serve
local
markets.
L
Us-19
corridor
is
another
area
of
focus
of
ours,
of
course,
and
as
a
result
of
the
adoption
of
the
us
19
zoning
district
and
development
standards,
the
u.s
for
us
19
corridor
provides
the
greatest
economic
opportunity,
I
believe,
over
the
long
term
as
a
major
north-south
corridor
in
the
county.
The
corridor
is
ripe
for
redevelopment
challenges,
however,
surrounding
transportation,
known
and
perceived.
L
Contamination
in
single
zoning
category
allows
multiple
uses,
so
the
race
is
on
for
us
to
develop
primary
industry
ahead
of
those
less
impactful
developments
in
terms
of
tourism
as
the
city's
top
economic
driver,
the
department
contracts
with
the
pr
firm
and
engages
tourism
operators
to
encourage
active
participation
in
the
pr
firm's
efforts
to
market
the
destination
and
bring
journalists
to
the
area
in
downtown.
The
department
works,
in
collaboration
with
the
cra
to
identify
economic
development
opportunities
and
challenges
right.
Marketing
initiatives
include
contracts
with
83
degrees,
media
and
best
tampa
bay.
L
Tampa
bay
is
awesome
and
others.
Economic
development
and
housing
also
uses
its
channels
of
communication
to
support
and
promote
cra
activities
and
events,
and
when
appropriate,
the
department
utilizes
cra
funds
as
an
incentive,
the
opportunity
zone
was
designated
under
federal
legislation
and
the
census
tract
259
is
located
in
the
downtown
area
and
areas
south
of
clearwater.
The
tract
is
generally
bounded
by
drew
street
missouri
ave,
lakeview
ave
and
the
waterfront.
L
The
department
has
a
landing
page
on
the
city's
website
and
where
the
designated
point
of
contact,
because
this
area
also
overlaps
the
cra.
We
worked
very
well
with
the
cra
on
fielding
inquiries
in
terms
of
small
business
development.
Clearwater
business
spark
which
launched
through
2015,
is
comprised
now
of
10
partners.
L
Additional
partners
are
likely
to
be
added
to
the
network
in
this
next
year.
The
network
supports
small
businesses
and
entrepreneurs
in
every
stage
of
growth.
All
businesses
and
entrepreneurs
are
able
to
take
advantage
of
the
services,
regardless
of
whether
or
not
they're
within
the
city
of
clearwater
or
primary
industry,
in
terms
of
brownfields,
the
department
oversees
the
activities
of
the
brownfield
program.
L
Unfortunately,
we
just
learned
that
our
application
to
the
epa
was
not
supported
this
year,
but
we
do
field
inquiries
and
we
provide
access
to
federal
state
and
depart,
I
should
say
fdep
epa
and
deo
for
raphael
related
incentives
in
terms
of
neighborhood
revitalization,
the
department
is
engaged
in
community
development
and
neighborhood
revitalization
activities
in
areas
identified
by
our
hud
consolidated
plan
as
neighborhood
revitalization
strategy
areas,
the
nrsas
surround
lake
bellevue,
downtown
gateway
in
the
north
greenwood
areas
and
in
this
year
and
in
the
coming
years,
we'll
continue
to
be
engaged
in
the
lake
bellevue
task
force.
L
North
greenwood,
including
working
with
community
leaders
on
the
formation
of
a
potential
cra
and
the
downtown
gateway,
providing
public
engagement
and
support
for
streetscape
phase
three
in
the
development
of
the
the
mercado
or
festival
corps
in
terms
of
homelessness.
The
city's
homeless
initiative,
which
was
developed
in
2012,
addresses
the
nationwide
epidemic
at
the
local
level.
It's
become
a
multi-departmental
approach
to
identify
trends,
address
immediate
concerns
and
to
engage
development
of
long-term
solutions.
L
Programs
include
subsidizing,
workforce
and
affordable
housing
development
projects
and
providing
loans
to
qualifying
clearwater
citizens
for
down
payment
assistance
and
rehabs
of
owner-occupied
homes.
Currently,
the
division
manages
about
465
loans,
totaling
about
17
million
dollars.
Happy
to
take
any
questions.
H
Hi
denise,
thank
you
for
being
here.
What
is
I
have
a
question
about?
What
is
the
lake
bellevue
task
force
and
the
homeless
task
force?
Oh
sure,.
L
L
Finally,
following
recommendations
made
by
consultant,
dr
robert
marbot,
and
so
it's
multi-departmental,
so
departments
who
are
exp
engaged
are
homeless,
individuals,
whether
it's
parks
and
rec,
solid
waste
library,
personnel,
etc
multi-department.
So
we
meet
on
a
bi-monthly
basis
to
talk
about
the
challenges,
observations
we're
seeing
in
the
community
ways
to
address
those,
it's
a
terrific
medium
for
us
to
be
able
to
work
together
to
solve
really
complex
problems.
L
Similarly,
the
lake
bellevue
task
force
was
formed
a
few
years
ago
and
it
is
comprised
of
multiple
departments
and
we
work
collaboratively
to
to
address
some
of
the
challenges
out
there
and
the
reason
we
formed
that
task
force
was,
we
see
an
aging
leadership
or
a
lack
of
leadership
in
that
community
due
to
aging,
and
so
we
saw
a
lot
of
a
lot
of
criminal
activity,
drug-related
activity
out
there,
that
we
wanted
to
get
our
our
hands
around
and
really
try
to
sort
of
support
that
community
in
solving
their
own
problems
by
developing
leadership
and
keeping
our
finger
on
the
pulse.
H
Miranda
douglas
is
a
leader
in
that
community
doing
good
things.
So
that's
good.
We
work
with
her
quite
a
bit,
yeah
she's,
fantastic,
and
then
you
know
one.
One
thing
again
like
I
guess
I
mentioned
to
mr
lane-
is
measuring
and
improving
our
performance
is
just
reporting
out.
You
know
to
residents
like
on
some
kind
of
a
dashboard
for
each
department.
L
I
think
when
it
comes
to
certain
aspects
of
our
work,
it
comes
to
you
and
to
the
community
in
different
ways
and
very
often
it's
under
regulated
ways
right.
So
the
consolidated
annual
performance
evaluation
report
in
december,
the
keeper,
the
local,
the
state
ship
report
that
comes
to
you
in
in
early
september,
so
we
seem
to
constantly
be
chasing
reports
in
order
to
to
assemble
and
get
that
information
out,
and
so,
unfortunately,
to
your
point,
it's
it's
delivered
in
ways
that
are
disparate
or
or
don't.
A
Well,
mr
t,
men
carried
the
bellevue
community
for
a
long
time,
but
it
shows
how
important
neighborhoods
need
to
build
a
bench
as
people
kind
of
move
on
and
age
and
whatnot.
So
thank.
M
Good
morning,
tara,
kevit
engineering,
director,
sorry,
let
me
scroll
down
all
right
engineering
engineering's,
a
department
of
about
137
ftes.
Our
our
main
mission
is
to
support
other
departments
within
the
city
and
to
take
care
of
the
right-of-way,
we're
the
keepers
of
the
right-of-way
so
specifically
to
support
the
city's
mission.
I'll
highlight
how
we
do
that
in
support
of
the
economic
development
specifically
in
downtown
and
the
us
19
corridor,
like
engineering
does
for
all
departments,
we
support
the
design.
We
manage
sorry,
the
design
and
construction
of
city
projects
promoting
development.
M
We
strive
to
complete
these
projects
on
time
under
budget
in
a
sustainable
fashion,
while
focusing
on
improved
energy
efficiencies
and
viable
long-term
operation
and
maintenance
costs.
Specific
projects
include,
as
you
see
here,
cleveland
street
scape
phase
3.
That's
the
portion
east
of
missouri,
the
mercado
festival
corps,
which
is
part
of
that
project,
downtown
downtown
way,
findings,
which
also
includes
some
signage
on
us
19..
M
We're
combining
the
projects.
Of
course.
Imagine
clearwater
that
everyone's
aware
of
a
newer
project,
we're
starting
to
work
on
rfq,
is
going
to
hit
the
street
soon
for
design
is
a
whole
reconstruction
of
the
fort
harrison
corridor,
including
all
the
underground
infrastructure,
and
that
will
include
some
complete
street
elements,
the
main
library
renovations
and,
of
course,
the
new
city
hall.
M
Of
course,
you've
seen
some
improved
parking
efficiencies
late
last
year.
Early
this
year,
you've
noticed
we've
done
the
whole
lpr
program
at
the
beach,
we're
standardizing
parking
rates
and
hours,
we're
moving
to
those
key,
getting
rid
of
the
single
space,
old-fashioned
meters
and
moving
to
the
kiosks
and
allowing
encouraging
the
community
to
use
park
mobile,
apps
and
pay
online.
M
Our
next
phase
will
be
transitioning.
All
of
that
to
downtown
so
you'll
see
that
coming
shortly
and
as
I
already
mentioned,
we
manage
the
city's
interests
in
the
public
right-of-way,
including
easements
and
vacations.
We
recently
implemented
an
online
right-of-way
permit
review
and
submittal
process.
M
It's
they're,
frequently
the
ones
doing
the
visuals
that
you
see
at
city,
council,
work
sessions
and
meetings
and
then,
of
course,
we're
managing
more
projects
out
beyond
the
ones
in
downtown
and
19,
and
those
include
fire
station
at
the
beach
fire
station,
46
fire
station
47
at
the
new
location
on
hercules,
we're
managing
the
countryside,
police,
substation
and
then,
of
course,
many
infrastructure
projects
in
support
of
public
utilities
and
dave
will
touch
on
those
a
little
bit
later.
We
have
some
storm
improvement.
Sorry,
storm
improvement
projects
coming
up.
M
We
manage
annual
maintenance
contracts
from
resurfacing
sidewalk
curbing
basically
anything
in
the
right-of-way
we
inspect
and
maintain
work
in
the
public
right-of-way
both
from
city
projects
and
for
commercial
work.
Anything
related
to
traffic
parking
storm.
Our
gis
group
maintains
a
huge
database
of
city
infrastructure.
M
M
H
Yes,
sir,
thank
you
mayor,
hibbard,
this
kind
of
echoes
mayor,
hibbert's
statement
at
the
beginning
about
you
know.
I
feel
that
there's
kind
of
a
gaping
hole
in
here
related
to
environmental
stewardship,
and
so
I
would
just
think
that,
especially
with
with
the
engineering
department
managing
city
projects
that
we
you
know,
we've
got
managed
planning,
design
and
construction
phases
of
the
fire
stations.
H
H
Because,
ideally
I
mean
to
me
that
would
be
fantastic
as
in
for
each
one
of
these
departments.
We
have
you
know
the
last
sub-section
is,
you
know
after
provide
cost-effective
services
or
whatever
we
have,
you
know
sustainability
and
environmental
stewardship,
and
then
each
department
would
be.
I
mean
that
that
would
be
fantastic
and.
H
You
realize
and
again-
and
I
think
a
lot
of
people
are
like
even
the
gas
department
converting
to
clean
natural
with
natural
gas
not
really
clean,
but
but
reporting
out
those
savings
right
and
and
celebrating
those
things.
Those
good
things
that
we're
doing
yes,.
C
Yeah,
I'm
just
gonna
say
that
sheridan
her
job
is
to
really
communicate
with
all
departments.
I
mean
she's,
just
not
a
separate
department.
She
is
with
engineering
and
anything
that
has
to
do.
I
mean
that
should
be
her
focus,
and
I've
talked
to
her
about
that
that
she
gets
in
there
and
actually
with
every
department.
It
works
hand
in
hand.
So
maybe
in
something
like
this,
we
should
celebrate
it
more
that
that's
actually
what's
happening.
So
thank
you.
O
O
O
A
H
O
B
A
A
A
A
Not
supposed
to
yell
fire
in
a
building.
Are
you
yes,
sir?.
G
The
the
fire
department
consists
of
204
ftes
and
our
major
component.
Our
response
is
for
emergency
response
and
under
safety
is
where
it's
listed
in.
That
is
really.
The
biggest
thing
is
to
be
able
to
respond
to
those
emergency
within
the
seven
and
a
half
minute
total
response
time
and
everything
else.
That's
that
we
look
in
the
strategic
plan
really
revolves
around
that.
G
When
we
look
at
the
fostering
community
engagement,
I'm
proud
to
say
that
we
have
a
fire
station
in
just
about
every
one
of
our
communities
and
it
is
a
focal
point,
and
it
is
so
encouraging
to
hear
when
a
citizen
calls
for
whatever
reason-
and
they
say
my
fire
station
or
our
fire
station,
and
that
thing
that
that
to
me
really
exemplifies
that
community
engagement
in
regards
to
efficiency.
We
we
try
to
optimize
the
use
of
the
employees
and
the
resources.
G
For
instance,
in
this
current
year
we
identified
budget
savings
in
the
cip
components,
which
was
a
ladder
truck
that
we
could
not
come
back
and
say
I
need
a
third
ladder
truck
for
at
1.4
million
dollars,
but
also
because
we
took
steps
earlier
in
previous
years.
Like
on
the
medic
units,
which
are
the
smaller
response
units
for
ems,
we're
saving
on
the
larger
rescues
that
are
utilizing
some
other
areas,
the
other
things
that
we're
doing
is
this
year.
We're
also
trying
to
pilot
a
train.
G
Our
training
center
we've
at
the
at
the
county
level,
the
north
county,
fire
municipalities
are
having
a
problem
with
their
training
center,
getting
to
the
to
the
middle
of
the
county
and
then
getting
back
to
their
local
areas
in
a
reasonable
time,
without
a
degradation
of
their
service.
So
we
actually
worked
with
them
to
see
to
use
our
facility
again
to
so
we're
not
we're
not
asking
the
county
to
support
something
else
in
the
northern
end.
G
But
again
we
also
had
the
community
risk
reduction
and
also
the
to
strategically
locate
our
pla,
our
stations
for
the
best
response
and
the
upcoming
year.
We
have
fire
station
47
which
we're
trying
to
move,
or
we
bought
the
land
there
at
hercules
right
across
from
the
high
school,
and
we
just
don't
do
that
because
it
seems
to
find
the
property.
We
strategically
look
at
that
because
of
the
response
and
I'll
talk
about
that.
G
A
little
bit
when
we
talk
about
accreditation
and
it
sort
of
fell
right
into
that
piece
of
property
for
47.
In
that
community,
encouraging
teamwork
across
the
departments
we
work
with
parks
and
rec
again
to
working
right
now,
with
parks
and
rec
to
determine
the
best
approach
for
our
lifeguards,
but
also
working
close
relationships
with
our
other
public
safety
entity
and
that's
the
police
department.
G
As
a
reminder,
we
partner
with
pinellas
county,
they
do
provide
part
of
our
budget.
As
you
see
in
the
numbers
there
there's
a
conservative
numbers
of
past
performance,
but
the
fire,
but
total
fire
budget
is
about
12.5
million.
It
has
been
now
this
year,
where
it's
going
to
be
a
little
bit
different
and
part
of
that
is
that
als
budget,
which
is
6.5
million
so
on
the
fire
budget.
K
G
Our
als
units
in
that
aspect
of
it,
the
other
thing
we
did
this
year-
that
we
is
to
work
with
our
other
surrounding
municipalities
and
during
this
covid
you
know
conditions
we
were
able
to
work
with
largo
and
safety,
harbor
break
down
a
lot
of
the
barriers
that
we
have
made.
G
We
meet
paladies
and
have
a
unified
approach
for
all
three
municipalities
in
that
aspect
of
it
that
has
been
put
on
hold
just
so
to
follow
up
that
has
been
put
on
hold
because
we
haven't
seen
the
number
of
responses,
but
we
meet
weekly
to
discuss
what
the
numbers
are
doing
and
and
the
analytical
aspect
of
it
to
make
sure
that
if
it
starts
to
spike
again,
we
can
get
that
unit
back
in
service
quality
wise.
We
protectively,
try
and
maintain
and
reinvest
in
our
infrastructure.
G
We
have
the
replacement
schedule
for
our
engines
and
ladder,
trucks
and
rescues,
and
then
you
see
the
numbers
for
this
upcoming
potential
year
in
regards
to
what
we
need.
The
other
two
are
the
fire
stations,
as
mentioned
earlier,
fire
station,
46
and
47,
and
those
are
going
through
the
process
right
now.
I
will
echo
your
point:
council,
member
beckman
and
tara's.
G
We've
been
working
with
tara's
team
that
fire
station
46
has
been
a
tremendous
challenge
just
because
of
its
location,
the
fema
requirements,
the
county
requirements
and
the
city
requirements
on
trying
to
provide
the
best
facility
there,
but
also
my
requirements
on
trying
to
provide
that
best
community
station
that
the
community
interacts
with
as
they
do
on
the
north
beach.
It's
been
challenging,
so
the
the
biggest
one
here
is
the
next
one.
Continuous
measure
improve
is
the
reaccreditation
the
center
for
public
safety
accreditation
that
will
be
going
through
in
2021.
G
I
can't
exemplify
that
enough
for
for
for
the
folks
out
there,
as
well
as
for
for
you
to
be
proud
of
the
fact
that
we
are
an
accredited
department
that
process
itself
lends
to
exactly
what
we're
doing
here,
and
that
is
that
strategic
planning
and
that
arch
retreat
strategic
plan
coincides
with
the
city
strategic
plan,
but
also
what
our
standard
cover
is
and
as
a
in-depth
self-assessment
of
our
department
that
covers
the
entire
gamut
of
what
we
do.
G
Why
we
do
it
and
show
me
that
you're
doing
that
with
that
again,
I
think
I
mentioned
this
a
couple
of
times
to
other
council
members
out
of
the
30
000
fire
departments
and
the
nation
there's
only
284
that
are
accredited.
Okay,
that
if
you
do
the
math,
that's
a
very
small
menu.
Okay,
we're
proud
to
be
one
of
those
284
but,
more
importantly,
we're
proud
of
the
fact
that
we're
also
an
iso
rating
of
one.
G
G
If
you
take
that
another
step
further,
that
I'm
also
proud
of
we're
going
through
it
for
our
fourth
time,
there's
very,
very
few
that
can
meet
all
those
requirements
and
we
hope
to
meet
those
requirements
in
2021
as
we
move
forward
the
the
last
component.
Again,
I've
talked
about
this
already.
That
is
our
response
to
calls
for
service
and
that
seven
and
a
half
minute
response
time
total
response
time.
G
We,
if
I
may
say
the
chief
graham,
along
with
the
other
city
departments
and
administration,
has
done
a
yeoman's
job
in
navigating
the
uncertain
waters
that
we're
going
through
in
this
pandemic
and
remember
it
we're
only
in
the
second
inning
of
a
night
and
eating
game
and
there's
more
challenges
in
front
of
us
that
we're
going
to
have
to
face
and
figure
out
as
well
as
we're
in
the
storm
season,
and
we
have
that
going
on.
So
with
that,
I
hope
happy
to
answer
any
questions.
A
Well,
I
hope
citizens
understand
what
that
accreditation
and
iso
rating
really
means.
It
means
we're
going
to
respond
faster
and
better
than
most
departments,
and
it
also
means
that
their
insurance
rates
should
be
lower
than
other
municipalities
and
that's
how
it
really
hits
the
bottom
line
and
is
a
value
to
our
citizens.
So
people
are
watching
out
there.
They
should
be
very
proud
and
pleased
due
to
the
cost
savings.
So
questions.
I
H
G
Well:
okay,
the
the
latter
truck;
no,
because
that
is
a
we
have
we're
actually
going
to
be
taking
delivery
on
the
new
ladder
truck
this
year.
But
it's
we
we
didn't.
I
can't
come
back
to
you
and
say
hey.
I
need
a
third
ladder
truck
when
I
don't
need
one
right
now,
but
eventually
they
all
meet
their
schedule.
So
eventually
it
gets
put
back
on
that's
right.
Okay,
thanks.
P
Our
mission
is
to
support
an
inclusive,
diverse,
motivated
and
dedicated
workforce,
and
we
do
that
through
having
policies,
programs,
services
and
benefits
that
aim
to
amplify
our
individual
and
organizational
potential,
and
throughout
this
program
we
we
did
supply
an
exhaustive
list
of
things
that
we
are
working
on
to
support
that
mission,
the
big
ones
I'll
highlight
we
are
finishing
up
our
compensation
and
classification
study,
so
that
was
rolled
out
and
put
into
place
in
october
of
last
year
and
we're
rolling
we're
wrapping
that
up
with
an
appeals
process
and
making
sure
that
we're
communicating
and
then
maintaining
a
pay
plan
that
is
competitive
for
our
workforce.
P
This
year
we
will
be
negotiating
the
cwa
contract,
and
next
year
we
will
have
both
police
and
fire
contracts,
and
so
during
those
negotiation
processes.
Obviously
we
want
to
make
sure
that
our
our
contracts
are
reflective
of
the
things
that
are
important
to
us,
and
so
those
are
significant
projects.
P
Another
very
significant
project
that
we
are
working
on
is
going
to
kick
off
this
year
and
will
stretch
out
over
multiple
years
is
our
ada
transition
plan.
This
plan
has
not
been
updated
since
the
90s.
It
is
required
that
we
have
an
updated
plan
to
continue
to
have
federal
re,
to
be
able
to
receive
federal
funding,
and
so
that's
going
to
be
a
very
large
project
that
will
require
a
lot
of
inter-departmental
working
together
to
see
that
program
through
and
then
the
last
two
are
our
wellness
wellness
programming.
P
Obviously,
for
example,
things
like
covet
that
happen
we
want
to.
We
try
very
hard
to
be
nimble
and
kind
of
change,
our
direction
to
be
able
to
provide
our
employees.
What
it
is
that
we
need.
We
do
have
our
employee
health
center.
That
has
been
a
really
great
partnership,
especially
through
covid
right
now,
so
that's
something
else
that
we
will
continue
to
develop
and
see
what
other
services
that
we
can
offer
through
our
employee
health
center
and
then,
lastly,
is
our
diversity
and
inclusion
training
that
was
obviously
significantly
derailed
because
of
the
covid.
P
P
We
do
have
several
committees
that
we
partnership
with,
such
as
our
wellness
champions:
the
diversity
leadership
council.
We
have
a
benefits
committee,
we
have
a
civil
service
board
and
then
pension
trustees,
and
so
we
try
very
hard
to
make
sure
that
we
are
engaging
those
committees
and
that
they
have
the
information
to
also
bring
out
to
the
employees
to
help
keep
them
engaged
and
educated
on
our
programs.
P
Yeah
yeah,
so
we
do
not
currently
have
an
incentive
program
necessarily
that
incentivizes
employees
in
terms
of
for
budget
reduction
stuff,
but
we
do
have
a
recognition
program,
so
we
have
found
that
to
be
more
effective
there.
You
know
with
the
union
negotiator
or
union
contracts
and
stuff
like
that.
P
To
have
an
incentivized
program
is
a
challenge
and
just
making
sure
that
that
is
managed
appropriately
and
who
you
know
determines
what
applies
and
so
by
having
we
found
just
having
a
better
luck
with
our
recognition
programs,
where
you
know
our
peers
are
submitting,
you
know
for
different
ideas
and
suggestions
and
so
providing
that
recognition
for
those
employees
that
are
doing
that.
So
we
do
have
a
program
to
recognize
that
kind
of
stuff,
but
not
through
incentives.
It's
through
recognition.
H
Q
Q
We
do
participate
along
with
them.
In
all
of
these
initiatives,
you
know
as
a
general
overview,
I
would
use
the
phrases
affordable,
predictable
and
resilient
in
terms
of
how
we
characterize
or
evaluate
any
of
the
systems
that
we
use.
Q
But
as
we
go
down
and
some
of
the
initiatives
that
we
are
doing,
we
have
invested
heavily
in
our
infrastructure
for
data
back
hauling,
we'll
be
adding
cameras
in
the
downtown
area,
and
that's
probably
one
of
the
few
initiatives
we
have
under
the
facilitate
development
of
the
economy.
That's
in
conjunction
with
both
cra
and
the
police
department.
Q
It
extends
both
surveillance
and
provides
some
amenity
along
with
wireless
capacity
in
those
parts
of
the
city
and
then
obviously,
we
support
the
the
infrastructure
and
the
service
provision
of
our
internet
services,
primarily
through
all
the
different
products
that
we
use.
But
when
we
get
into
efficiency,
you
know
I'm
referencing
the
departments.
Q
These
are
major
objectives
and
initiatives.
They
have
whether
it's
police,
ai
customer
service,
improvements,
the
overhaul
of
the
financial
systems.
We
were
very
stable
on
the
ross
financial
system
for
more
than
25
years,
which
was
a
very
healthy
relationship
through
mergers
and
acquisitions.
They
changed
to
a
much
more
venture
capital
mindset
and
they
they
stopped
calling
us
by
name.
Q
We
were
just
a
number,
so
we
thought
it'd
be
good
to
move
on,
and
then
we
mentioned
hr
quality
will
participate
through
the
direction
of
michael
delk
to
provide
the
technology
infrastructure
to
make
the
imagine
investment
relevant
and
current
in
terms
of
technology
and
functionality.
Q
We
first
introduced
technology
in
the
utilities
area
on
an
asset
management
enterprise-wide
basis
in
the
early
2000s,
and
we've
used
a
product
that
is
now
owned
by
oracle
after
three
acquisitions
that
has
mixed
reviews,
but
they've
changed
as
an
organization
too.
When
we
first
introduced
the
technology,
they
didn't
want
to
use
it,
and
there
was
a
lot
of
inertia
there
and
now
we're
competent
enough
and
we've
literally
gone
through
a
generation
of
employees
and
the
expectations
and
the
competencies
are
different
in
that
department,
so
we'll
be
reevaluating,
both
their
needs
and
their
their
objectives.
Q
This
is
spearheaded
by
micah
maxwell
and
michael
delk,
where
they
have
some
resources
and
we
can
go
into
any
of
the
business
units
and
do
a
full
review
of
both
their
requirements
for
technology,
their
business
process
practices
and
and
compare
that
to
both
best
practices
and
whatever
the
industry.
Standards
are
at
the
time,
and
that
has
helped
us
with
that
with
buying
better
products
and
providing
better
service.
Q
A
Q
Yeah,
I
I
don't
like
talking
about
it
too
much,
because
I
think
I'm
gonna
jinx
myself,
but
it's
it
is
just
the
advent
of
technology
and
the
accessibility
with
more
and
more
things
going.
Online
states
have
figured
out
that
they
can
interrupt
and
disrupt
the
activities
of
other
powers
or
other
agents
by
not
allowing
them
normal
operational
capacities,
and
the
internet
is
both
a
wonderful
thing,
but
it
makes
accessibility,
an
intrusion,
a
possibility
where
it
wasn't
before.
I
Q
But
I
think
most
people
have
a
much
more
nefarious
intent
when
they
do
that
type
of
thing
and
then
there's
just
simple
and
pure
profit
gain.
So
I
lock
up
your
systems,
we
encrypt
them
all.
You
pay
me.
I
give
you
the
encryption
key,
it
may
or
may
not
work,
but
I
got
my
money
and
we're
good
to
go
and
the
the
process
of
tracking
them
down
usually
involves
federal
agencies
as
well.
Q
It
isn't
easy
to
do
and
even
if
you
get
to
a
location,
finding
the
person
who
is
on
the
other
side
of
the
screen
and
the
keyboard
of
the
time,
the
event
occurred
is
is
an
equally
dubious
task.
So
it's
just
a
more
dynamic
place.
We
live
in
and
we
architect
our
systems
and
apply
applications
and
tools
that
try
to
minimize
that
risk.
But
it's
never
a
it's
a
moving
target
and
it's
just
more
of
a
vigilance.
Q
Q
We
have
deployed
a
lot
of
fiber.
We
have
we're
going
to
be
working
on
some
mutual
aid
and
mutual
agreements
with
counties
that
allow
us
a
little
more
resiliency
in
terms
of
the
protection
of
our
data-
and
this
is
you
know
the
sustainability
of
our
system,
so
they're
accessible.
When
we
need
to.
We
learned
some
things
during
covid.
Our
core
systems
responded
well,
but
it
really
focuses
on
the
edge
portion
of
the
the
resiliency
to
the
individual,
employee
and
the
number
of
factors
we
were
forced
to
evaluate
in
doing
that.
Q
In
conjunction
with
hr
and
finance
and
others,
so
it's
constantly
evolving
and
I
think
technology
is
changing.
We're
also
mindful
of
the
future,
taking
into
account
sustainability
and
green
initiatives.
You
know
decisions
such
as
the
computer
lease
and
doing
as
many
things
paperlessly
as
possible
are
relevant.
Q
There
will
be
a
day
I
dream
of
it,
where
we'll
have
one
cpu
per
person
and
that
versatility
of
that
cpu
likely
in
the
in
the
form
factor
of
your
phone
that
would
plug
in
will
allow
you
the
same
level
of
functionality
wherever
you
go
or
whatever
the
setting
is.
So
those
are
the
types
of
things
industry-wide
that
we
look
at,
but
any
other
questions.
You
have
we'll
be
happy
to
answer
nice
mayor.
Just
a
comment.
C
I've
always
been
amazed
with
your
department
and
how
it
changes
on
a
daily
basis,
and
you
really
have
a
big
job
of
keeping
not
only
individuals
safe
in
the
city,
but
the
city
safe,
and
you
know
it's
just
amazing-
that
every
day
there's
something
new
that
comes
up
and
you
have
to
find
it
and
tackle
it
and
make
sure
that
we're
safe.
I
I.
Q
Would
I
appreciate
the
comments?
I
would
also
argue
that
a
lot
of
that
rests
with
your
department,
directors
and
their
field
managers
the
ability
to
adapt
to
that
technology
or
exploit
the
technology
for
their
advantage
correlates
more
closely
with
their
ability
to
manage
the
individual
employees,
get
them
to
embrace
change
and
then
sustain
that
you
know.
Q
I
don't
look
at
anything
as
a
total
failure
in
some
instances,
because
we've
literally
had
departments
where
we've
introduced
technology
for
the
first
time
when
I
first
took
over
the
job.
There
were
departments
that
worked
almost
exclusively
in
paper,
except
for
the
few
folks
who
had
to
enter
payroll
or
requisitions.
So
we've.
I
R
Good
morning,
jennifer
meyer
library,
director,
thank
you
jumping
down
to
foster
and
community
engagement,
preserving,
preserving
community
history
and
culture.
That's
been
a
big
focus
area
for
us
for
many
many
years,
I
always
say
if
we
don't
preserve
our
local
history,
nobody
else
will.
So
we
do
that
by
digitizing
local
historical
materials.
We
partner
with
the
historical
society,
heritage,
village,
other
partners
and
what
we
do
is
digitize.
We
upload
the
images
and
articles
to
a
what
we
call
a
pinellas
memory
website
that
can
be
accessed
globally
by
anybody
with
the
computer.
R
R
Of
course,
we
we
are
very
focused
on
providing
a
lot
of
outreach
opportunities.
We
participate
in
a
lot
of
city,
sponsored
community
events
and
various
other
community
events
within
the
city.
So
it's
just
a
way
to
we
call
it
a
pop-up
mobile
library,
it's
a
way
to
to
market
our
services
and
to
reach
people
that
maybe
not
don't
necessarily
use
our
resources
or
don't
know
about
our
resources.
R
R
We're
always
looking
for
ways
to
be
more
efficient
with
staff
and
our
processes
we've
been
using
rfid
technology
for
many
years.
It
really
has
decreased
the
workflow
for
staff.
We
can
check
in
and
check
out
out
items
in
bulk
using
this
this
technology
we
have
self-checkouts,
so
we
focus
on
self-service
if
customers
would
like
that,
we
also
have
face-to-face
services
as
well
a
new
focus
for
us.
We
we
have
the
technology
to
actually
provide
library
card
registrations
during
outreach
events,
so
people
don't
have
to
come
into
the
library
to
get
a
card.
R
We
can
actually
register
them.
Now,
I'm
using
our
our
database
to
provide
cards
out
in
the
community,
and
this
helps
with
you-
know
either
non-users
who
don't
have
cards
or
they
don't
have
easy
access
to
one
of
our
library
locations
under
encouraged
teamwork
across
departments.
R
R
R
R
And
lastly,
a
big
focus
area
for
us
in
the
last
five
or
six
years
has
been
the
maker
movement.
If
you
don't
haven't
heard
about
that
before
it's
a
basically
an
interactive,
hands-on
learning,
we
call
them
maker
studios
here
at
maine.
We
have
four
studios
that
focus
on
technology,
software
and
hardware,
such
as
3d,
printing,
augmented
reality.
R
H
I
love
your
idea
of
the
makers
station
maker's
mark
we
had
it
at
at
the
school
I
taught,
but
I
have
are
those
are
the
maker
studios
and
the
library's
non-traditional
collection
of
items
to
check
out
are
those
available
at
all
libraries.
Was
it
mostly
this
one?
The.
H
T
Isn't
a
question
but
for
as
someone
who
one
of
my
first
jobs
back
in
high
school
was
working
at
our
public
library
in
oshkosh
wisconsin,
I've
always
been.
I
T
Big
fan
of
of
libraries,
I'm
so
impressed
by
the
wide
variety
of
services
that
we
have
here
I
mean
the
the
fact
that
you
can.
You
can
get
a
tool
if
you
need
it
is
remarkable,
and
I
remember
for
my
library
I
was
allowed
to
make
a
super
8
sound
movie,
to
promote
the
the
children's
library
program.
T
R
R
A
N
N
N
You
know
I'm
not
saying
gouge
anybody,
but
isn't
that
an
avenue
that
we
probably
could
generate
a
little
bit
of
revenue
from
if
we
you
know,
let
people
get
the
message
out
that
this
service
is
available
at
the
library
and
you
know
but
charge
a
nominal
fee,
because
if
it
takes
some
staff
time
to
help
to
assist
the
the
user
and
everything
else,
I
don't
think
people
would
be
offended
if
you
charge
them
a
small
fee
and
it's
could
be
a
you
know,
not
a
large
revenue
source
but
a
revenue
source
to
offset
some
things.
R
A
Well,
it's
it's
one
of
those
age
old
discussions
that
we
have
on
occasion
where
we
start
to
get
into
areas
that
the
private
sector
already
provides,
and
we
may
be
doing
it
for
less
or
free.
A
I
would
tell
you
that
you
can
also
rent
tools
at
home
depot,
but
so
we
are
dabbling
in
areas
that
are
provided
but,
as
you
said,
council
number
for
a
cost,
so
that
can
be
something
we
can
discuss.
That's
the
type
of
things
we
dive
into
when
we
actually
get
to
the
budget
later.
So
all
right.
Thank
you.
Thank
you.
So
much
marine
in
aviation.
This
is
our
halfway
point.
A
U
Those
go
everywhere
from
the
the
swim
zones
along
clearwater
beach
to
the
slow
speed
minimum
wake
zones.
All
of
those
signs
the
city
is
responsible
to
maintain
and
we
install
those
our
department
has
a
barge.
We
can
put
them
in
we're
required
just
like
street
signs,
they
fade
out,
they
get
hit,
they
need
to
be
replaced.
So
that's
an
ongoing
problem
in
the
winter
we
take
our
biggest
hit
with
those
because
of
the
the
storms
that
come
across
and,
of
course,
hurricane
season.
So
that's
a
big
responsibility
that
we
do
every
day.
U
There's
not
a
day
goes
by
that
I
don't
get
a
call
that
there's
a
buoy
on
sand
key
or
something
washed
up
and
we
go
out
and
replace
those
with
covet.
19
everything
was
closed,
but
everybody
headed
out
to
the
water,
so
seminal
boat
ramp,
that's
another
project
that
we
manage
and
it's
paid
for
primarily
through
the
parking
fund
with
parking
revenues.
U
We
don't
pay
to
launch
boats
there
that
ramp
saw
record
usage
this
this
season
and
we're
managing
ways
to
to
correct
that
for
the
future,
because
what
we
don't
want
to
do
is
turn
away
people
from
the
ramps,
but
we
have
to
when
they
park
in
the
neighborhoods,
and
there
are
actually
more
people
parking
in
the
neighborhoods
that
are
parking
in
the
ramp.
So
it's
a
big
big
problem
this
year
and
we're
working
on
ways
to
correct
that
other
other
than
that.
The
other
things
we
do.
U
We
manage
the
fishing
pier
which
was
damaged
during
irma
that
has
been
reopened.
That
was
one
of
the
biggest
wave
attenuators
downtown
at
the
harbor
marina
that
protects
that
marina
and
we
lost
that
during
irma.
So
that's
been
replaced
and
that'll
segue
into
the
enterprise
funds
and
I'll
start
with
the
downtown
marina
that
marina
will
be
10
years
old
in
august
and
it's
the
end
of
its
warranty
period.
U
We
just
replaced
the
largest
one
on
the
north
side,
and
the
south
end
needs
attention
too,
and
we
have
been
addressing
it
and
we're
addressing
all
the
major
components
along
the
pile
system.
So
that's
one
of
my
big
projects
this
year
and
years
into
the
future
is
to
be
proactive,
not
reactive.
It's
cheaper
to
fix
these
components
when,
when
they're
wearing
out
rather
than
when
they
cause,
you
know
complete
loss
because
then
they
affect
the
internal
components
of
the
system.
So
that
is
a
big
challenge
for
us
downtown
that
the
marina
is
very
successful.
U
It's
near
capacity
transient
usage
as
an
all-time
high.
We've
just
updated
one
of
our
efficiency
things
as
our
the
way
you
access
the
marine
and
the
way
you
use
our
facilities,
whether
the
restrooms,
the
gates,
the
the
keys,
get
out
to
these
gates
and
it's
the
same
key
and
they
never
come
back.
We
would
charge
a
ten
dollar
deposit
on
a
key,
but
everybody
would
pay
ten
dollars
and
keep
the
key
and
use
it
for
the
rest
of
their
life.
U
So
we
went
with
some
smart
technology
now
where
we
have
an
app
that
is
downloaded
on
your
smartphone
and
you
get
a
virtual
key
and
you
have
to
have
your
phone
with
you
and
it'll
open
the
gates
and
access
to
you
and
then,
when
people
come
and
go,
we
turn
their
keys
off.
So
it's
in
the
trial
mode
right
now,
downtown
it'll
go
to
the
beach
by
the
end
of
this
month
and
so
far
we're
getting
good
reviews
on
that.
U
As
with
our
smart
application
for
docking
access
to
our
facilities,
you
used
to
call
on
the
phone.
Somebody
wrote
a
sticky
note:
everything
now
is
online.
You
can
rent
a
dock.
You
can
cancel
a
reservation.
You
can
make
a
reservation,
so
it's
very
efficient
and
again
record
usage
with
that
right
now,
over
at
the
beach
marina,
we're
looking
at
our
cip
in
three
to
four
years,
we're
going
to
be
rebuilding
the
beach
marina.
U
So
I
have
been
doing
a
lot
of
things
this
year
in
particular,
is
to
get
ready
for
the
for
that
rebuild.
You
know
we
have
to
look
at
our
our
infrastructure
out
there,
whether
it
be
electrical,
the
the
water,
the
sewer,
everything
that
goes
to
that
has
to
be
ready
before
we
put
out
the
beach
marina
design,
because
we
have
to
build
behind
the
sea
wall
before
we
actually
rebuild
the
marina
and
the
sea
wall
is
part
of
that
rebuild.
U
For
example,
when
we
built
the
downtown
marina,
I
was
the
project
manager
for
that
three
years
before
we
broke
ground.
I
worked
on
that
project
for
three
years
to
get
all
of
these
things
ready
for
when
we
did
put
it
out
to
bed
initial
surveys,
the
the
dredge
anything
that
was
needed,
so
that
is
all
going
down
right
now
is
underway
right
now,
and
then
we
have
the
you
know
the
marina
businesses
that
we
we
manage
out
there.
U
Those
are
the
restaurants
and
the
leases
that
are
all
part
of
that
marina
fund
and
we
have
the
the
aquarium
the
docks
behind
the
aquarium
as
well,
that
are
part
of
that
fund,
and
then
we
have
the
air
park.
The
air
park
is
81
years
old
this
year.
It's
been
around
for
a
very
long
time
and
back
in
2001
that
was
converted
over
to
an
enterprise
fund.
It
was
at
one
time
a
general
fund
what
we
are
doing
now
over
there.
U
It's
a
general
aviation
facility
and
it's
under
management
or
control
by
fdot
and
those
are
our
biggest
sponsors.
So
we
have
been
actively
seeking
grant
opportunities
from
dot
and
they're
they're
very
good
quality
type
grants
it's
an
80
20
grant
tip.
Typically,
we've
replaced
most
of
all
the
aging
hangers
out
there.
We've
built
new
hangers
we're
building
a
hangar
right
now.
This
year
we've
installed
security
upgrades
this
year.
U
I
have
a
fencing
project,
a
camera
project
we're
going
looking
at
our
terminal
building,
which
is
a
double
wide.
If
you
will,
and
that
is
well
beyond
its
useful
life
expectancy
out
there,
we're
keeping
that,
hopefully,
in
another
couple
of
years
we've
been
putting
monies
together,
we
can
get
50
50
grant
funding
from
the
state
to
help
put
that
in
place.
So
that
said,
a
lot
of
a
lot
of
things
in
irons
in
the
fire.
U
For
us,
I've
got
a
very
dynamic
group
that
I
manage
a
lot
of
things
happening,
but
we
support
the
the
citizens
by
land
nc
and
we
get
a
lot
of
support
from
the
other
departments,
engineering,
parking
parks
and
rec.
So
it's
a
it's
a
it's
a
great
place
to
be,
and
I'm
happy
to
be
there
and
I'll
answer
any
questions.
Any
questions
for
mr.
H
I
love
your
presentations.
I
saw
your
presentation
I
think.
Last
year,
last
spring
you
were
talking
about
the
beach,
marina
and
all
that
pre-planning.
You
were
talking
about
the
different
ways
you
were
charging
for
electricity
or
water
by
individual
renters,
so
that
was
you
know
that
made
a
big
impression.
But
if
we're,
if
we're
talking
about
that
beach,
marina-
and
I
don't
again-
I
don't
know
if
this
is
the
appropriate
time.
But
it's
such
a
tight
area
for
walkers
for
pedestrians.
U
Yes,
there
are
I'm
calling
it
marina
walk
to
because
it
really
is
at
the
start
of
beach
walk
there,
but
the
the
marina
sea
wall
is
along.
Coronado
goes
completely
behind
the
marina,
then
all
the
way
dead
ends
into
the
pedestrian
bridge
over
over
mandalay
channel
there.
That's
where
the
utilities
lie.
So
we
have
to
rip
up
that
whole
sidewalk
and
put
all
new
utilities
in
there
and
redo
the
sea
wall
cap
and
tie
backs
at
that
time.
U
U
U
U
H
H
U
U
That
marina
was
built
over
50
years
really
three
times
so
things
have
been
added.
There's
no
two
slips
the
same
size.
It's
really
going
to
be
more
functional
and
more
realistic.
You
know
we're
going
to
have
certain
size
slips,
we're
going
to
have
certain
size
slips
for
certain
size
vessels
right
now.
You
can
have
a
bigger
boat
and
in
a
smaller
slip,
and
we
have
smaller
boats
and
bigger
slips
because
people
come
and
go
and
there's
no
two
slips
of
light
out.
There.
H
And
and
then
I
had
a
question
about
under,
like
foster
community
engagement,
there
have
been
a
number
of
communications
to
me
about
people
who
live
near
the
airport,
about
an
increase
in
flight
traffic
and
pilots,
not
flying
the
right
way
and
different
different
noise
complaints,
and
things
like
that
are
you
know
our?
What
are
we
doing
to
help
mitigate
that
and
improve
it?.
U
Well,
somebody's
saying
they're
not
flying
the
right
way
that
doesn't
make
sense
to
me
because
there's
only
one
way
to
land
and
one
way
to
take
off.
You
know
it's
a
it's
a
flight
pattern
that
the
pilot
is
supposed
to
take
and
and
that's
all
by
under
their
control
once
they
leave
the
ground,
whatever
condition,
maybe
they
turn
too
early
or
they
weren't
high
enough
I
mean
we
can't
we
never
could
nobody
can
control
that
other
than
than
the
pilot,
but
the
path?
U
The
flight
path
is
a
standard
path
that
they
have
to
take
on
landing
some.
Sometimes
when
the
wind
is
in
a
different
direction,
noises
are
different,
but
the
the
flight
path
shouldn't
it's
pilot
error.
If
he
does
something
different,
but
we
do
engage
the
neighborhood,
they
have
the
open
house
out
at
the
airport
quite
frequently
and
to
be
honest
with
you,
since
I've
been
over
there
for
three
years,
the
complaints
that
I
get
are
new
people
moving
into
the
neighborhood.
They
didn't
realize
that
they
could
hear
the
airplane
traffic.
U
They
didn't
see
the
airplane
the
airport
when
they
looked
at
their
house
there
wasn't.
You
know
it
was
a
different
day
right
now
and
again,
with
covid
people
are
flying
people
that
you
have
planes.
It's
it's
a
way
to
get
around,
so
the
airport
is,
it
is
busy,
it
was
an
essential
business,
so
more
people
were
flying.
We
have
the
flight
school
out
there
that
supports
the
flying
public
at
large.
They
train
over
there.
It's
a
big
facility.
These
pilots
go
out
and
fly
for
the
for
the
airlines
and
such
so.
U
I
I
get
it
and
we
work
with
the
with
the
the
people
that
do
complain
and
the
fbo
I
work
with
extensively
I
personally
haven't,
but
he
has
been
to
people's
homes
with
the
the
meters
he's
gone
to
other
people's
homes
that
are
closer
he's
offered
insulation.
A
lot
of
some
of
the
homes
are
older
homes,
with
no
insulation
in
their
roofs
or
all
these
older
windows,
which
are
some
things
that
people
change
over
time.
U
But
I
can
tell
you
that
a
majority
of
the
complaints
are
new
people
to
the
neighborhood,
because
I
look
at
that
when
I
say
when
I
get
a
complaint,
I
said
they
just
moved
in
six
months
ago
and
with
people
working
from
home
during
kovac
19,
they
hear
the
traffic,
but
during
neighborhoods
day
I
specifically
go
to
those
neighborhoods
around
there
and
I
ask
them
about
the
air
park
and
most
people
say
I
don't
even
hear
it
anymore.
It's
just
part
of
the
background.
It's
white
noise
to
them
just
like.
U
If
you
live
near
a
train
track,
you
get
used
to
it
so,
but
we
are
very
sensitive
to
to
the
the
residents
there
and
I
can
tell
you
the
fbo
takes
those
complaints
very
seriously
invites
them
to
the
air
park
shows
them
the
flight
track,
the
tracking.
That's
all
there
on
the
wall,
you
can
walk
in
and
they
can
show
you
exactly
what
the
pilots
are
doing
and
where
your
house
is.
You
know
what
you
know
elevation
they
might
be
at.
H
U
We
have
50
000
takeoffs
plus
a
year
out
at
the
airpark,
so
if
you
could
just
divide
that
in
an
average
year
there,
if
there
are
quite
a
bit,
you
wouldn't
think
so.
But
there
are
quite
a
bit.
U
A
V
Official
records
and
legislative
services
we're
a
department
of
eight
and,
as
within
our
namesake,
we
are
responsible
for
ensuring
that
our
residents
and
our
community
stakeholders
have
access
to
those
records.
So
I'm
going
to
highlight
some
of
the
major
things
that
we
do,
but
coming
up
that
are
gonna,
be
a
little
bit
different.
V
Granicus
is
the
program
that
we
use
to
manage
our
agenda
and,
most
recently,
people
have
realized
that
we've
also
have
been
having
e-commerce,
but
now
are
able
to
utilize
that
so
that's
something
new
that
as
changes
occur
and
the
the
pro
the
company
changes
also
and
implements
new
changes
to
respond
to
the
needs
of
local
governments.
We
will
look
at
those
and
adopt
those
that
are
beneficial
to
our
community.
V
One
area
that
we're
looking
at
right
now
is
gov
qa,
that
is
our
online
public
records
management
program.
We
have
been
we've
been
utilizing
it
for
over
four
years
and
we're
at
the
point
of
contract
renewal.
At
the
time
we
adopted
that
it
was
the
only
person
in
the
the
only
product
available,
so
now
we're
looking
at
different
products,
we're
working
with
it,
as
well
as
my
pd
counterpart,
to
see
if
there
are
more
user
friendly
options
available.
V
We
also
work
with
all
the
departments
in
terms
of
creating
the
city's
legislative
priorities.
That's
at
the
state
and
federal
level,
which
are
then
presented
to
council
for
your
adoption.
I
use
the
agenda.
The
federal
and
state
legislative
agendas
to
manage
our
lobby
lobbying
firms
both
at
the
state
and
federal
level,
and
I
think
the
most
significant
examples
that
I
can
provide
is
just
recently
with
kovid.
So
as
even
though
congress
was
nimble
enough
to
create
legislation
to
respond
to
the
needs
of
small
businesses.
V
V
So
that's
one
example,
and
right
now
we
are
working
on
our
state
rfp,
so
we
will
be
renewing
the
state
rfp
contract
and
we
will
work
with
the
respondents
and
have
and
see
what
where
we
go,
but
that's
coming
up
and
then
later
on
in
the
year,
our
federal
lobbying
contract
also
expires
in
terms
of
quality.
We
always
look
at
how
to
improve
our
services
to
our
residents
and-
and
that
is
really
one
of
the
main
things
for
us.
V
Ecommerce
is
one
that
has
been
available,
but
now
recently
granicus
is
allowing
us
to
allow
comments
to
be
taken
during
the
meeting,
and
so,
although
it
has
not
been
a
big
change
for
us,
I
think
it
has
been
a
change.
We
have
had
individuals
utilizing
it
more
now
and
then
we've
had
some
individuals
actually
submit
comments
during
the
meeting,
which
is
really
nice,
because
it
gives
them
an
option
in
terms
of
not
coming
to
council
if
they
feel
they
aren't
able.
V
We
also
have
the
dedicated
email
address
now
as
an
option
for
individuals
to
submit
comments
and
right
during
the
covid
time
frame.
We've
also
had
to
implement
a
call-in
feature,
so
that's
something
that
staff
is
considering
during
closures,
allowing
citizens
to
comment
through
a
call-in
or,
if
we're
doing
a
virtual
through
communications,
media
technology
and
under
financial
responsibility.
V
Again,
we
work
with
our
departments
citywide
to
see
what
items
projects
or,
if
it's
a
funding,
a
grant
or
a
legislative
matter
that
need
to
be
addressed
at
either
the
state
of
the
federal
level
we
work
with
them
and
then
again
we
I
present
that
to
council
for
your
review
and
for
your
adoption.
That's
the
work
plan
that
I
use
to
manage.
Our
lobbying
teams
are
any
questions.
A
V
H
I
D
D
It's
either
through
the
recreation
programs,
the
activities
visiting
a
recreation
center
going
to
the
beach
just
driving
down
the
road,
the
right
of
ways
that
are
maintained,
the
trees
that
are
trimmed
and
taken
down
when
they're,
diseased
and
damaged
for
the
roads
that
basically
the
potholes
that
we
fill
up
and
the
sidewalks
that
we
try
to
fix.
We
are
way
behind
on
a
lot
of
those
I
know,
but
in
in
many
ways
special
events,
the
activities
that
we
do.
D
We
touch-
and
maybe
that's
not
a
good
word
to
use
today,
but
we
touch
citizens
every
yeah
every
single
day
in
many
multiple
ways.
For
the
past
several
years
we
have
implemented
the
council's
strategic
vision
and
plans
and
I'm
not
going
to
go
through
all
of
them,
but
I'll
go
through
just
some.
I
think
that
are
very
important.
One
is
to
facilitate
the
development
of
the
economy.
D
Now
and
since
then,
we
have
people
think
of
the
professional
sports,
the
the
mls
soccer
that
we
have
here
for
spring
training,
the
phillies,
but
more
than
that
we
bring
in
the
espn
softball
tournaments
and
those
types
of
things-
and
all
you
have
to
do-
is
ask
the
the
basically
the
businesses
along
us-19,
whether
or
not
sports
tourism
works
for
them
and
it
does
they.
It
fills
them
up
throughout
the
year.
D
D
As
far
as
fostering
community
engagement,
we
look
at
ourselves
as
the
neighborhood
coordinator
before
there
was
a
neighborhood
coordinator,
to
be
quite
honest
with
you,
because
recreation
facilities
used
to
be
in
on
playgrounds
and
those
types
of
things,
and
basically
we
would
go
to
the
homes
individually,
say:
johnny
acted
up
today,
so
we
were
out
there
in
the
communities
and
even
today
we
still
are
our
homeowners
associations.
We
have
great
rapport
with
them.
They
come
and
actually
use
the
recreation
centers
to
have
their
meetings
and
those
types
of
things.
D
As
far
as
providing
cost-effective
municipal
services.
There
are
several
of
them
one
this
year
we're
going
to
update
the
city's
ordinance
regulating
parks
and
recreation
impact
fees,
we're
going
to
develop
an
online
program
for
capital
improvement
projects.
We
have
seen
a
kind
of
shortage
there
in
our
communication
with
the
public,
so
we're
going
to
put
that
online
so
that
they
can
at
any
time,
basically
go
in
and
see
what
we're
doing
with
a
capital
improvement
project.
D
We
want
to
complete
the
hiring
process
for
some
key
positions
in
the
department,
primarily
the
parks
and
recreation
director,
which
will
help
us
we'll
develop
and
implement
a
plan
to
open
ross,
norton
recreation
centers,
the
only
recreation
center
that
is
open
at
two
in
the
afternoon.
D
We
had
a
whole
morning,
so
we're
going
to
try
to
do
that
with
existing
staff
resources
that
we
have
and
to
redo
that
so
that
we
can
open
it
up
a
little
bit
earlier,
so
the
community
can
use
it
and
enjoy
that
recreation
center.
One
of
the
things
key
areas
we
have
is
to
increase
and
expand
the
effectiveness,
our
volunteer
program
last
year
or
the
year
before
that
we
had
50
000
volunteer
hours.
We
have
set
a
goal
for
70
000,
but
of
course,
covet
has
put
us
way
behind
in
those
areas.
D
D
D
They
will
include
seminole
boat,
ramp,
restrooms,
the
crest
lake
park,
renovations,
barefoot,
beach
house,
restroom,
countryside
sports,
complex
phase,
two
phillip
jones,
restroom
improvements
del
oro
park,
trailhead
and
the
belmont
park
renovations,
and
the
last
one
is
ed
wright
park
improvements
didn't
put
on
there.
We
hope
to
have
all
those
completed
within
the
next
two
years.
To
be
quite
honest
with
you,
it
sounds
like
a
lot,
but
most
of
those
right
now
are
already
under
construction.
D
H
D
Absolutely
okay!
Yes,
we
have
done
that.
We
have
taken
major
steps
to
do
that.
We
have
actually
took
a
position
and
made
a
comptroller
out
of
it,
so
we
have
a
comptroller
which
we
never
had
before
within
our
department.
So
we
have.
I
think
we
have
done
a
very
good
job
at
getting
all
those
items
straightened
out
how.
D
Today,
that's
a
that's
a
tough
question
as
last
inventory,
and
it
was
several
years
ago
because
we
could
not
keep
up
the
inventory.
It
was
around
50,
000
trees
and
one
of
the
issues
that
we
have
with
trees.
While
we
love
them,
we
we're
a
tree
city.
We've
been
that
for
almost
40
years.
D
I
remember
and
I've
been
here
a
long
time
we
used
to
have
goals,
set
goals
to
plant
5
000
trees
a
year
and
one
year
was
7
500
trees
a
year
and
unfortunately
we
are
now
reaping
the
issues
of
planting
all
those
trees.
They
were
planted
in
right-of-ways.
They
were
planted
all
over
and
every
park
we
had,
and
now
we
have
a
program
that
we
have
to
go
out
in
the
right
of
ways.
We've
got
about
40
000
in
the
right
ways
that
we
have
to
inventory,
and
then
we
have
them
in
five
districts.
D
We're
going
to
inventory
them
start
this
year
in
one
district
at
a
time
identify
any
rotting
dead
or
diseased
trees.
Then
we
will
remove
them
that
year
and
then
next
year
we'll
go
to
the
other
districts.
Within
five
years
we
will
have
covered
the
entire
city
and
go
back
again
again
these
trees,
while
they're
beautiful
and
it's
a
pro
it's
problematic.
D
E
I
D
N
Well,
anyone
who's
ever
had
to
do
it.
I
can
tell
you
one
of
the
toughest
things
to
do
and
maintain
is
a
public
restroom,
and
I
see
a
lot
of
restroom
improvements
in
different
facilities
here,
but
I
got
to
ask
a
question:
I
was
going
to
do
it
offline,
but
I'm
going
to
ask
it
from
right
here
my
family
operated.
N
What
is
now
today
the
barefoot
beach
house
concession
stand
on
the
south
end
of
the
beach
for
35
years,
the
entire
35
years
we
operated
it
part
of
our
lease
required
us
to
maintain
and
operate
that
bathroom.
The
bathrooms
that
are
there,
I'm
seeing
we're
doing
a
capital
improvement
project
for
those
bathrooms.
Here
we
know
we
never
got
a
capital
improvement
project
and
we
we
enlarged,
increased
and
maintained
those
bathrooms
for
that
whole
35
years.
I'm
wondering
you
know
why
that's
not
part
of
the
lease
with
barefoot
beach
house.
It
was.
D
And
they
gave
a
flat
sum
of
money
to
begin
with
for
those
improvements,
and
that's
we're
just
getting
around
to
improving
the
men's
side
of
the
restroom,
simply
because
it's
it's
in
the
flood
zone
and
the
female
requirements
won't.
Let
us
construct
more
than
50
percent
of
the
the
adjusted
value
of
the
property
and
it's
taken
us
years
and
every
time
we
do
any
other
capital
improvement
like
put
an
awning
on
or
redo
the
roof.
It
puts
us
back
another
year
from
finishing
up
what
we
intended
to
do
in
one
year.
D
N
N
N
D
N
A
Understood
other
questions
for
mr
cater.
Okay,
we're
gonna
take
a
quick
recess
because
we're
at
the
two
hour
limit
so
we'll
be
back
in
about
10
minutes
or
less.
If
everybody's
official,
that's
what
I
want.
A
A
A
A
V
V
V
V
V
V
V
V
A
J
I
I
W
Good
morning,
gina
clayton,
planning
and
development,
our
department
has
58
employees
in
five
divisions,
and
our
mission
is
to
work
with
our
citizens
and
business
community
to
maintain
a
vibrant,
competitive
and
livable
clearwater,
with
an
emphasis
on
professional
customer
service,
education
and
safety.
So
we
work
with
the
community
to
help
develop
a
vision
for
our
future,
and
then
we
work
in
conjunction
with
other
departments,
organizations
and
the
private
sector,
actually
to
implement
that
vision,
and
once
we
build
it,
then
our
folks
also
help
to
maintain
it.
W
The
plan
will
ultimately
address
a
lot
of
the
things
that
you
have
in
your
strategic
vision,
especially
those
areas
of
housing,
economic
development,
neighborhoods,
resiliency
and
cost-effective
services
and
infrastructure
to
support
your
objective
of
building
a
business-friendly
environment.
We're
going
to
be
engaging
in
a
process
improvement
study
to
evaluate
our
current
development
review,
permitting
an
inspections
program.
W
What
that
study
will
do
is
analyze
our
current
practices
and
procedures
and
then
highlight
the
things
that
we're
doing
well
and
then
also
identify
those
things
that
we
could
do
better
and
hopefully,
they'll
give
us
a
roadmap
for
actually
making
those
changes.
Our
department
fosters
community
engagements
through
our
neighborhood
program
and
our
long-range
planning
program.
W
Specific
examples
include
neighborhoods
day
and
our
most
recent
place,
making
initiatives,
code,
compliance
and
construction
services
also
work
to
prevent
blight
and
support
our
property
values.
Through
our
complaint
driven
and
our
proactive
enforcement
activities,
we
also
do
code
enforcement
sweep
that
gives
us
some
more
targeted
and
concentrated
efforts
and
neighborhoods
that
can
use
a
little
help.
We
had
planned
to
do
four
of
those
that
this
year,
but
covet
is
supported.
Put
us
a
little
behind
in
that.
W
I'm
not
sure
we're
going
to
be
able
to
achieve
that
with
regard
to
efficiencies,
I
think
you
can
see
in
this
list
we're
really
focused
on
that
this
year.
A
couple
of
projects
I
would
like
to
highlight
is
the
deployment
of
our
electronic
document
review
solution
known
as
e-permit
hub
that
we
launched
at
the
beginning
of
the
year
with
it
support
this
has
enabled
our
staff
to
more
efficiently
and
effectively
review
plans,
and
it
has
also
given
our
customers
some
improvements.
W
As
of
june
1st,
I
think
this
is
a
big
one.
We
stopped
accepting
paper
walk-through
permits
from
contractors
that
has
forced
the
contractors
to
do
this
work
from
home,
which
is
good
for
them
and
hopefully
will
save
them
money,
but
it
also
will
help
us
meet
sustainability
efforts
to
reduce
the
use
of
paper
and
also
reduce
vehicle
trips
to
our
office.
W
Another
efficiency
that
I
wanted
to
highlight
is
the
creation
of
a
civil
citation
process
or
a
code
enforcement
work.
This
will
put
in
place
a
less
time
consuming
and
more
cost
effective
process
than
using
the
county,
local
ordinance,
violation,
court
and
hopefully
we'll
have
that
up
and
running
by
the
latter
part
of
the
year.
W
W
Complete
streets
is
a
safety
initiative
that
we've
implemented
over
the
past
couple
of
years,
and
then
we
also
have
a
central
world
and
the
damage
assessment
responsibilities
related
to
hurricane
and
then
something
we
do
every
day
through.
Our
building
permitting
process
is
to
ensure
that
buildings
are
built
in
a
safe
manner
and
with
that
I'll
stop
and
respond
to
any
questions.
H
You
mentioned
that
you're
going
to
do
a
cur
a
review
of
current
practices
and
procedures
and
highlight
the
things
that
they
you
could
do
better
and
stuff
do.
We
currently
have
like
another
exit
survey
of
businesses
or
residents
who
have
gone
through
different
processes
and
you've
gotten
feedback
from
them.
H
W
Right
now,
we're
allowed
to
write
tickets
for
certain
code
violations
that
go
to
county
court.
We're
working
with
legal,
we'll,
be
hiring
a
special
magistrate
to
serve
the
function
of
a
judge
and
then
we'll
do
it
here
in
the
library
so
that
our
staff
and
our
legal
team
don't
have
to
go
down
to
the
the
49th
street
center.
And
we
don't
realize
any
of
the
monies
that
we
get.
You
know
collect
three
fines
and
that
money
will
be
able
to
come
back
from
us
and
it'll
save
us
time
and
money.
W
No,
it's
just
you
know,
instead
of
going
to
court
or
to
the
nceb
for
cases
will
go
to
the
civil
process
and
it'll
give
us
a
third
way
actually
to
deal
with
code
enforcement
issues.
H
W
W
W
Clearly,
there
are
contractors
who
are
less
sophisticated
than
others
and
we
help
them.
You
know
go
through
the
process
to
upload
it
and
try
to
teach
them.
We
see
this
a
lot
and
maybe
some
of
the
roofing
contractors
I
mean
their
job
is
to
get
out
there
and
build
roofs,
not
necessarily
be
tech,
savvy
firms.
So
it's
a
learning
process
for
all.
I
think
that
covid
has
pushed
all
building
departments
throughout
the
country
to
to
better
utilize
their
online
permitting
system,
and
we're
certainly
doing
that
as
well.
W
X
Yes,
sir,
yes,
sir
dan
slaughter,
chief
of
police
in
support
of
the
city
council
strategic
direction,
the
police
department
seeks
to
support
development
of
the
economy
by
creating
a
safe
city
that
fosters
a
welcoming
field.
The
department
supports
the
development
of
downtown
the
cra
and
the
us-19
corridor
by
utilizing
the
nuisance
abatement
process
to
address
chronic
properties
that
have
a
pattern
of
criminal
conduct
and
in
trying
to
address
those
property.
So
they
do
not
hinder
investment
and
development.
X
The
department
seeks
to
foster
community
engagement
by
district
commanders
and
the
police
liaisons
attending
neighborhood
meetings
and
partnering
in
civic
groups
and
other
non-profits
for
the
betterment
of
the
community.
The
department
collaborates
with
the
code
enforcement
and
other
city
departments
to
address
blighted
properties
and
coordinates
and
participates
in
neighborhood,
cleanup
events.
We
support
community
events
by
providing
financial
support,
planning,
assistance
and
personnel
and
police
that
staff
attend
community
events
as
an
outreach
opportunity
to
build
our
relationship
with
the
community
in
support
of
optimizing
use
of
the
employees.
X
Our
special
enforcement
unit
has
been
repurposed
to
address
pattern.
Chronic
offenders
and
nuisance
property
addresses
furthering
a
precision
policing
approach
department
has
expanded
its
capacity
to
manage
digital
evidence
and
forensics,
and
the
department
is
preparing
for
the
implementation
of
the
new
state
and
federal
incident-based
reporting
system.
We're
also
implementing
and
staffing
with
existing
resources,
a
real-time
crime
center
to
improve
resource
development
and
prevent
crime
and
improve
our
response
to
crime,
as
well
as
reduce
the
time
needed
to
successfully
close
a
criminal
investigation.
X
The
department
collaborates
with
other
city
departments
such
as
the
neighborhood
coordinator
on
community
initiatives.
We
support
active
assailant
response,
training
for
major
city
office
buildings
and
participate
on
on
multiple
implementation
teams
formed
implement
projects
like
the
current
transition
to
the
munich
payroll
or
the
previously
mentioned
homeless
committee
in
the
lake
w
task
force,
the
department
accesses
public
private
organizations
and
resources
such
as
non-profits
and
community
groups
who
support
crime
prevention
initiatives.
The
department
works
with
other
law
enforcement
partners
through
a
variety
of
task
force
to
address
crime
problems
such
as
the
drug
enforcement
administration.
X
The
joint
terrorism
task
force,
the
habitual
offender
monitoring
enforcement
program
in
the
violent
crime
task
force.
Department
is
currently
working
with
local
partners
to
establish
a
road
map
to
provide
a
single
regional,
cad
and
rms
platform
that
will
improve
local
resource
management,
improve
public
safety
and
streamline
the
process
from
the
initial
911
call
to
the
officer
arrival
as
a
reflection
of
the
department's
commitment
to
quality
and
maintaining
our
infrastructure.
The
department
has
scheduled
the
replacement
of
the
police
vessel
plan
for
the
replacement
of
the
district
3
operations
and
training
facility
or
countryside.
X
Substations
is
often
referred
to
complete
a
transition,
we've
already
completed
a
transition
to
the
new
taser
7
device
and
is-
and
we
are
currently
evaluating
in
the
refurbishment
or
replacement
of
the
mobile
command
center
department,
continually
measures
and
seeks
to
improve
our
performance
by
monthly,
evaluating
data
for
burglary
robbery,
auto
theft,
sexual
batteries,
traffic
enforcement
and
field
interview
reports.
The
department
is
creating
a
command
and
control
curriculum
for
all
frontline
supervisors
and
we've
established
a
system
to
disseminate
closed
internal
affairs
cases
to
make
sure
we
all
learn
from
each
other's
mistakes.
X
The
department
is
currently
completing
a
review
of
the
department's
policies
and
procedures,
and
we
have
implemented
a
quality
assurance
program
in
the
communications
center
modeled
after
after
the
utility
customer
service
department's
program.
The
department,
by
its
very
nature,
is
committed
to
safety
and
reinforcing
a
safe
distracted
standing
as
a
safe
community.
The
department's
created
a
network
of
information
sharing
to
keep
neighborhoods
and
stakeholders
informed
of
criminal
activity,
trends,
patterns
or
city
events.
The
department
continues
neighborhood
policing
and
seeks
to
strengthen
the
community
partnerships
in
all
neighborhoods.
X
We
continue
our
part,
walk
and
talk
program
to
promote
police
presence
in
areas
of
the
greatest
need
in
a
non-enforcement
role
in
the
future
I'll
seek
to
implement
and
identify
additional
community
engagement
mechanisms
to
further
build
the
trust
and
minority
community
be
more
than
happy
to
answer
any
questions.
I
talked
fast
to
get
to
three
to
five
minutes.
H
When
I
go
to
the
cnc
meetings
in
different
neighborhood
meetings,
it's
always
nice
to
have
one
of
your
police
officers
there
to
give
a
report.
Do
they
go
to
those
different
meetings
based
on
an
invite
from
the
group
or
do
do
the
police?
Does
your
department
reach
out
to
different
groups
and
ask
if
they
can
attend.
X
There's
I
don't
know
if
we've
ever
not
been
asked
or
not
been
welcomed.
There
are
many
core
neighborhood
groups
that
we've
always
been
engaged
with
and
we
stay
engaged
with
some
of
them.
We
attend
monthly,
some
of
them
we
kind
of
tend
once
a
year,
and
so
we
attend
quarterly.
All
each
of
the
neighborhoods
has
kind
of
a
little
different
need.
Of
course,
the
cnc
because
of
the
coalition
nature
of
it
is
one,
that's
highly
valuable
and
we
go
to
everyone.
X
We
try
to
attend
the
sky,
crest
and
the
morning
side
and
lake
bellevue,
and
some
of
the
other
ones
that
in
the
beach
ones,
but
you're.
X
They're
in
almost
every
single
neighborhood,
it's
some
of
the
ones
like
you
know
up
near
edgewater.
We
may
attend
that
one
like
once
a
year
and
some
of
the
countryside
ones
really
only
went
like
once
a
quarter
or
something,
but
I
tried
to
attend
some
of
them.
You
know
on
a
regular
basis
as
well.
Okay,.
H
X
Yeah,
it
actually
happened
right
before
the
transition
council,
so
this
new
device
is
similar
to
the
old
one.
However,
it
is
a
safer
instrument
and
if
you're
familiar
with
the
taser,
it's
basically
an
electronic
disruption
device.
It's
a
it's
a
valuable
de-escalation
tool
that
provides
a
better
alternative
than
a
firearm.
X
It
has
kind
of
a
you
know,
even
a
nature
of
using
the
the
spark
testing
is
kind
of
a
calming
mechanism
or
try
to
make
people
aware
that
something's
gonna
happen.
We
have
to
warn
people
before
we
use
it.
The
advantage
of
the
newest
device
is
it
has
the
ability
to
handle
two
cartridges,
so
the
previous
device
had
one
cartridge.
If
you
shot
it
and
it
missed,
you
kind
of
were
stuck.
X
H
And
then
I
had
a
question
about
investigate
sound
mitigation
strategies
at
firearm
ranges
ranges
in
the
region,
do
we
have
firearm
rate
ranges
in
our
region
and
what
is
that.
X
Yeah,
I
I
shouldn't
say
ranges
in
the
region
what
it
is
we
have
well,
I
I
think
I
know
what
it's
referring
to
now.
I
see
worry.
We
have
a
training
facility
in
district
3
countryside
and
it
has
a
firearm
range
and
outdoor
fire
range.
We've
done
some
renovations
and
the
method
of
the
renovations
were
they
improved,
the
containment
of
the
projectiles,
but
it
created
a
noise
issue
that
we're
dealing
with
now
for
residents
right.
So
we
we
were
investigating
other
organizations
that
had
ranges
in
the
area.
X
The
sheriff's
department
tampa
hillsborough
and
we've
actually
done
that
already
and
we're
looking
to
not
only
improve
some
of
the
sound
mitigating
material
in
the
range
itself.
But
then
the
district
3
project
that
tara
spoke
about
when
we
do
that
construction,
we're
hoping
to
incorporate
some
mitigation
into
that
project
as
well.
X
A
S
Hello,
joelle
costelli
public
communications
director
for
the
most
part
you
all
are
aware
of
the
types
of
things
we
do
in
public
communications.
Our
role
is
to
help
the
departments
get
the
information
out
to
the
public,
whether
it's
via
social
media,
the
website
media
relations,
press
releases,
our
printed
pieces
phone
calls
that
we
use
our
auto
dialer
system.
S
But
we
try
to
get
the
word
out
in
as
many
ways
as
possible.
So
we're
always
looking
at
new
technologies
that
are
out
there
and
working
with
the
clerk's
office
on
e-commerce,
the
dedicated
email
and
the
telephone
call
in
number
that
we've
already
discussed,
then
the
big
projects
that
we
have,
that
we're
communicating
are
dependent
upon
the
projects
that
the
departments
are
working
on
and
that
are
the
city
administration's
goals.
S
And
then
we
work
with
all
of
the
departments
in
a
teamwork
effort
to
get
the
information
out,
make
changes
to
the
website,
anything
that
it
is
that
they
want
to
change
technology
on.
We
have
to
help
the
residents,
the
businesses
and
the
visitors
work
through
that.
So
I've
been
asked
to
keep
to
three
minutes
and
I'm
probably
kept
to
a
minute
and
30..
If
you
have
any
questions,
you
guys,
you
guys
probably
get
our
daily
emails
on
what
we're
working
on
and
it
changes
on
a
daily
basis.
S
You
know
what
I'm
working
on
later
today.
I
have
no
idea
at
the
beginning
of
the
morning.
So
with
that
I'll
open
it
to
questions.
H
I'm
I'm
just
I
love
what
you
do
and
how
you
communicate
in
a
variety
of
ways
when
you
have
communications
and
engagement
for
large
scale
city
projects,
I'm
just
hoping
that
we
can
add
communicating
our
strategic
plan
and
green
print
to
residents,
so
that
that's
something
that
everybody
will
know
what
it
is
and
what
it
means
and
how
it
directs
everything
we
do,
and
I
I
just
hope
it's
front
and
center
and
becomes
part
of
everybody's
vocabulary
in
the
city
who
engage
and
say:
oh
well.
H
Y
Good
morning,
all
with
david
porter
public
utilities,
I'm
going
to
try
to
do
what
she
tried
to
do
and
see.
If
I
can
get
done
in
a
in
a
reasonable
amount
of
time,
don't
skip
anything.
I'm
just
kidding.
Public
utilities
provides
core
services
that
are
essential
to
everything
we
do
in
our
community.
Y
We
are
integral
to
the
health
and
safety
and
the
growth
of
our
community
and
all
of
our
residents
we're
the
one
one
of
the
more
core
services
that
people
hardly
ever
think
about.
You
know
first
thing:
in
the
morning
all
of
our
citizens
come
in
contact
with
public
utilities.
First
thing
you
do,
is
you
can
brush
your
teeth
or
whatever
that's
public
utilities,
and
usually
the
last
thing
you
do
at
night
get
a
drink
of
water
or
whatever
that's
public
utilities,
but
very,
very
infrequently.
Does
anybody
think
about
us
because
we're
there.
Y
And
they
think
of
you
all
the
time.
Thank
goodness.
It
always
works
right
so
and
that's
and
that's
our
goal
to
make
sure
we
always
work.
So
you
have
all
the
information
that
I
provided
here
today.
Y
I'm
gonna
just
give
you
three
points
that
I
think
are
that
that
over
give
an
overview
of
all
of
the
things
that
we're
talking
about
here,
number
one
we're
always
striving
to
maximize
the
effective
operation
and
use
of
all
of
our
infrastructure.
So,
as
you'll
see
here
most
of
those
tasks
and
projects
that
we've
identified
in
our
project
list
have
to
do
with
that.
Y
We're
always
planning
to
meet
future
regulatory
challenges
and
the
needs
of
our
cities.
Citizens
in
our
city
again,
a
number
of
those
projects
directly
address
that
we've
had
a
discussion
about
this.
Previously,
the
regulatory
climate
that
that
we
work
in
is
very
strict
and
it
changes
very
frequently
and
we're
going
through
a
period
of
great
change
in
the
regulatory
climate.
For
that
that
we
deal
with
in
public
utilities,
which
is
requiring
us
to
change
a
lot
of
what
we
have
done
and
what
we're
going
to
do
in
the
future.
Y
I
Y
So,
to
do
that,
we
have
to
in
make
all
of
our
plans
based
on
the
strategic
vision
that
you
all
have
given
us
and
if
you
look
through
the
list,
some
of
the
highlights
were
some
of
the
highlights
that,
where
we've
shown
you
is
dealing
with
the
master
planning
of
everything
that
we
do.
It's
been
about
10
to
15
years,
since
we've
had
full
scale
brand
new
master
plans,
we've
been
updating
the
ones
we've
had,
but
it's
time
there's
been
a
lot
of
change
in
the
regulatory
climate.
Y
There's
a
you
know,
the
age
of
our
system
has
changed,
there's
a
lot
going
on
in
public
utilities.
That
requires
us
to
re-look
at
the
master
planning
for
everything
and
you'll
see
in
here
a
number
of
master
plans.
Everything
from
a
water
supply
master
plan
to
a
wastewater
treatment,
master
plan
to
a
collection
system
to
the
even
the
electronics
and
infrastructure
that
dan
was
talking
about
the
scada
system
and
the
asset
management
system.
Y
One
of
the
main
things
that
we're
doing
is
also
trying
to
make
sure
that
we're
maintaining
and
utilizing
the
existing
infrastructure
we
got.
These
master
plans
are
going
to
be
something
that
we're
going
to
work
with
going
out
into
the
future
for
the
next
10
to
15
years.
But
in
the
meantime,
we
have
to
make
sure
that
all
of
our
infrastructure
that
we
have
stays
operational
and
is
operated
at
its
maximum
efficiency
and
cost
effectiveness
too.
Y
So
we've
been
working
with
finance
and
purchasing
and
engineering
to
come
up
with
a
means
of
being
able
to
do
that
faster,
quicker,
better
and
more
effectively,
where
some
of
the
things
that
we've
talked
about
in
here
are
utilizing
large
projects
with
outside
engineering
assistance
to
help
us
get
through
projects
much
quicker
than
we
have
before
in
the
areas
of
repair
and
replacement.
Y
Y
We
will
be
doing
a
master
plan,
I
mean
I'm
sorry,
a
rate
case-
a
review
I
believe
next
year,
so
we're
at
the
end
of
the
five
year
cycle,
as
jay
talked
about
so
we'll
be
coming
up
with
this
information.
That'll
help
us
make
sure
the
rates
are
going
to
be
sufficient
and
are
equitable
to
get
this
kind
of
work
done.
Y
A
Some
of
the
memorial
causeway
work
and
the
things
going
through
coachman
park,
those
are
obviously
gonna
be
done
in
conjunction
with
imagine
that's
correct.
Y
I
A
Y
C
Of
the
enterprise,
some
of
those
departments
to
take
on
some
of
those
costs,
so
that's
something
we're
going
to
be
working
through.
A
H
And
this
is
a
comment
like
I
mean
not
to
be
super
repetitive,
but
with
all
of
your
maintenance
and
and
the
master
plan,
you
know
you
and
I
have
had
a
couple
conversations,
but
I
just
think
you
guys
are
always
busy
maintaining
improving,
replacing
that
reporting
out.
Those
savings
is
important.
You
know
when
we
talked
about
the
sensors
in
the
dye
testing
and
things
like
that
like
if
that
saves
us
money
with
labor,
I
mean
it's
it's
nice
to
recognize
that
and
let
people
know
we're
saving
them
money.
Y
K
K
Through
building
maintenance,
we're
continuing
our
efforts
to
improve
and
enhance
our
infrastructure
through
on
the
updated,
led
lighting
upgrades
that
we're
doing
throughout
the
city,
we're
roughly
10
through
the
city,
that's
in
inside
buildings,
as
well
as
on
outside
lighting,
that
we're
responsible,
lipos
that
we're
responsible
for
so
that
process
continues
and
we
look
at
sustainable
features.
Anytime,
we
do
any
upgrades.
K
We
have
to
replace
a
chiller
or
lighting
or
hvac
system.
Anything
like
that
inside
inside
a
building
we're
looking
at
the
most
sustainable
features
that
we
can
afford
to
put
in
there
upgrading
fleet
diagnostic
tools
using
ipads
for
our
fleet,
our
fleet
mechanics
will
be
using
ipads
to
be
able
to
more
accurately
and
and
quickly
diagnose,
what's
wrong
with
a
vehicle
or
a
piece
of
equipment.
K
Also
we're
looking
at
doing
some
upgrades
to
our
fleet,
adding
electric
hybrids
they're
coming
on
board
this
year,
we're
working
with
clearwater
pd
to
bring
on
some
hybrid
vehicles
for
the
first
time
and
we'll
see
how
that
works
out
for
us.
We're
excited
about
it
and
we're
going
to
see
how
that
works
out
for.
K
K
It's
efficient
for
the
round
trucks
to
be
able
to
go
there
dump
and
get
back
to
the
route
and
then
have
seven
or
eight
tractor
trailers
transport,
the
trash
down
to
pinellas
county,
so
that
2.5
million
is,
is
real
money,
that's
tangible
that
we
can
look
at,
but
the
intangible
is
not
having
40
trucks,
making
that
trip
down
there
and
back
so
there's
there's
real
savings
there
and
we're
great
we're
grateful
that
we
were
able
to
do
that
project
and
have
it
online.
K
Exactly
the
miles
on
the
vehicles
and
the
intent,
the
x
factor
that
I
call
it
is
the
liability.
What
happens
can
happen
with
that
trip?
You
know
how
many
accidents
that
we're
not
having,
because
we
have
seven
vehicles
versus
40
or
45
vehicles,
we're
having
construction
begin
here
within
the
next
week
or
two,
hopefully
on
the
beach
with
our
underground
refuge
project.
We're
really
excited
about
that.
K
It's
going
to
be
beautiful,
it's
going
to
be
efficient
and
we're
looking
forward
to
that.
We
also
got
permission
from
the
phillies
to
install
it
out
at
the
stadium,
so
you'll
see
that
next
year,
before
spring
training,
we'll
have
it
installed
out
at
the
philly
stadium.
So
we're
excited
about
that.
Our
recovery
material
recovery
facility,
our
murph,
we're
looking
at
the
facility,
the
feasibility
of
in
installing
some
sorting
equipment
there,
so
that
we
take
our
third-party
vendor
out
of
the
mix
and
we're
sorting
our
own
recyclables
and
going
directly
to
market.
K
That
would
be
a
huge
savings
to
us
and
actually
get
us,
I
believe,
get
us
out
of
the
red
with
with
recycling
and
make
us
more
sustainable.
With
that
program
going
forward.
You
have
a
question,
sir.
No
okay,
all
right
and
that's
it.
A
Z
Well,
almost
cynthia
boyd
utility
customer
service
director,
it's
nice
to
finally
meet
you
and
meet
our
newest
council
members.
You
don't
see
me
often,
but
you
will
see
me
probably
in
a
couple
months,
because
I
have
a
contract
coming
up,
that
I
need
approval
for
and
then
you
may
not
see
me
for
another
three
years,
let's
see
so
utility
customer
service
ucs
for
short
fulfills,
the
core
functions
of
billing
and
collections
for
the
city
of
clearwater
utility
enterprise
funds.
Z
We
also
spotlight
financial
responsibility
by
achieving
a
successful
collection
call
rate
of
70
or
greater
and
an
uncollectible
debt,
bad
debt
rate
of
0.25
or
less
as
a
percent
of
revenue
build,
and
those
are
the
two
that
we
mainly
focus
on
any
questions
anyway.
A
E
Mr
maxwell's
office
too,
we
don't
have
one
on
that,
one
all
right,
I
was
going
there
next.
I
do
have
one.
You
know
curious
in
the
comments.
I
do
have
one
initiative
that
I
want
to
make
sure
that
y'all
you're
all
aware
of
that
comes
out
of
the
city
manager's
office,
but
that
involves
all
of
the
departments
and
and
that's
our
our
review
right
now
of
of
our
decision-making
process
and
integrating
you
know
so:
social
impacts,
environmental
impacts
and
financial
impacts
in
a
tangible
way,
so
that
we
can
provide
that
information.
Overall.
E
When
you
need
to
make
your
decision,
we
can
provide
it
to
the
residents
when
they
want
to
know
what's
most
important,
we
can
show
them
not
only
the
financial
and
the
environmental,
but
you
know
what
the
social
piece
is,
that
social
piece
is
very
difficult
to
make
tangible,
and
but
there
are
some
some
methods
that
we're
looking
at
and
it
we
expect
it'll,
be
a
big
part
of
the
strategic
planning
process
that
we
have.
Some
of
that
will
come
out
of
that.
AA
Good
morning,
mayor
and
council
kayleen
castle
budget
officer,
as
we've
already
been
discussing,
the
quantifying
the
impacts
of
covet
is
very
difficult.
We
anticipate
large
reductions
in
both
sales
tax
revenue
and
revenue
sharing
state
revenue
sharing,
both
of
which
are
received
from
the
state
a
two
and
a
half
month
delay.
So
with
that
we've
not
received
april
april
revenues
and
april
was
the
month
that
was,
you
know,
most
strongly
impacted.
AA
Other
major
revenues
impacted
include
beach
sales
and
rental
revenues
and
parks
and
recreation,
rentals
admissions
and
activity
fees.
In
april,
we
work
to
create
a
forecast
of
general
fund
revenues
for
the
rest
of
the
current
fiscal
year
and
in
what
we
hope
is
the
worst
case
scenario.
Our
projected
loss
could
be
up
to
9.4
million
dollars
in
budgeted
revenues
for
the
current
fiscal
year.
AA
We've
taken
a
very
conservative
approach
to
budgeting
for
fiscal
year
21..
We
are
anticipating
that
there
will
be
negative
impacts
on
these
same
revenue
sources
going
into
next
fiscal
year
to
balance
that
loss
in
revenues
we're
budgeting
expenditures
at
the
same
service
levels
we
currently
provide
and
imposing
a
two
percent
salary
savings
across
all
departments.
AA
O
O
O
O
A
I
mean
I'm
a
little
bit
disappointed
in
the
way
that
the
original
care
act
was
structured,
that
you
know,
cities
had
to
be
over
a
half
a
million
people
yeah
and
that
you
know
in,
I
believe
florida
12
counties
received
the
money
in
lieu
of
and
that
pinellas
county
got
170
million
dollars
and
we're
not
seeing
any
of
that
now.
Some
of
it
obviously
went
to
businesses
and
I
applaud
them
for
doing
that
program,
but
I'm
not
and
there's
some
for
health
and
human
services.
A
Obviously
they
are
the
provider
of
a
lot
of
health
care,
especially
for
those
who
don't
have
it,
but
it
does
not
explain
the
balance
of
the
rest
of
the
money,
and
I
know
I've
talked
to
both
of
our
congressmen
about
that,
and
there
is
the
belief
that
something
will
eventually
come
to
cities
we'll
see
if
that
actually
occurs.
T
A
Know,
mr
horn
is
what
are
you
hoping
to
receive
from
the
council
today?
This
information
is
this
for
information
purposes
only
or
are
you
also
looking
for
some
policy
direction.
B
It
primarily
information
only
you
all
in
your
questions
have
communicated
to
us
some
of
your
thinking
since
we're
we're
at
the
end
of
this.
If
you
have
some
other
things
you
want
to
share,
we
will
gladly
you
know
receive
that
we
we're
really
anticipating
what
happens
when
we
come
back
to
you
for
the
follow-up
to
this
meeting,
because
that's
when
the
real
hard
work
will
have
to
be
done
with
you
telling
us,
you
know
what
kind
of
you'd
like
to
see
in
the
way
we
approach
the
the
budget.
B
So
and
from
my
perspective,
this
has
been
very
helpful.
You
know
what
you
have
done
and
your
comments
and
any
in
additional
things
can.
A
We
talk
a
little
bit
about
the
methodology
that
you
used
for
estimating
going
forward
forecasting
by
its
mere
nature
is
a
lot
of
art
with
science,
and
you
know
so.
Somebody
had
asked
in
one
of
the
emails
that
we
received.
How
could
we
not
anticipate
that
revenues
were
going
to
go
down
this
year
and
in
fact,
we
have.
A
A
O
A
The
franchise
fees
and
utility
fee
taxes
have
been
significantly
better.
Yes,
I
mean,
I
know
that
I've
talked
to
mr
twitty
twice,
who
is
our
property
appraiser,
because
I
want
to
kind
of
get
ahead
of
this
and
get
a
better
idea.
He
is
also
you
know
doing
estimates
obviously,
but
for
this
year
on
our
ad
valorem,
the
tax
basis
is
determined
on
jan.
O
A
O
And
you'll
notice
we've
used
zero
percent
in
the
forecast
we
didn't
put
in
a
negative
percentage,
reflecting
a
decrease
in
values,
we're
hopeful
that
the
residential
appreciation
will
offset
the
commercial
revalu
evaluations
or
the
decrease
in
commercial
valuations,
but
that's
nothing
but
a
wild
guesstimate
at
this
point
in
time.
Hopefully,
the
property
tax
appraiser
will
be
able
to
give
us
better
information
too,
but.
O
Them,
yes,
the
property
tax,
not
necessarily,
but
we've
you'll
notice,
we've
carried
out
smaller
incremental
increases
in
the
out
years
to
also
be
more
conservative,
with
our
property
tax
valuations.
So
overall
yeah
right
now.
We
feel
that
these
are
conservative,
but
again
there's
so
much
uncertainty
that
there's
uncertainty
in
saying
that
also,
and.
A
H
Yeah,
thank
you
about
a
possible
millage
of
0.96.
Would
there
be
a
way
to
do
like
three
years
of
0.33
or
something
like
that?
Instead.
H
O
O
If
there
are
no
other
questions,
I
would
like
to
briefly
touch
on
the
utility
fund
for
your
forecast
and
that's
simply
to
say
that
all
the
forecasts
for
the
major
utility
funds
reflect
that
they
are
maintaining
healthy
reserve
levels
in
excess
of
required
minimums,
they're,
all
doing
great
studies
to
maintain
and
manage
their
forecasts
going
forward.
So
they're
all
healthy
and
in
good
shape.
A
Is
there
any
refines
that
we
might
be
doing
during
this
very
low
interest
rate
environment?
I
know
that
you're
constantly
looking
for
opportunities.
O
A
H
O
In
the
fact
to
where
you're
going
to
thinking
they
have
more
money
than
what
they
should
have.
For
instance,
the
water
sewer
fund
you'll,
see,
I
think,
probably
excess
of
25
million.
Well
57,
oh
57,
I'm
sorry.
They
have
over
100
million
dollars
of
cash
dedicated
to
capital
projects,
they're
putting
money
aside
for
capital
projects
in
advance,
that's
technically
unrestricted,
because
if
we
needed
it
for
an
emergency,
the
project
just
wouldn't
happen.
But
that
is
money,
that's
being
planned
and
that's
why
there
they
have
that
level
of
reserves.
A
AB
Card.
Thank
you,
mr
mayor.
I'm
bill
johnson.
I
did
submit
a
card.
My
address
is
on
there.
Thank
you
today,
I'm
just
speaking
for
myself.
Thank
you
for
going
through
this
and
looking
at
things
so
so
carefully.
AB
One
of
your
last
meetings,
mr
mayor,
brought
in
some
pictures
of
the
beach
and
the
litter
that
was
accumulating
out
there
and
going
back
to
15
years
ago.
It
was
wasn't
as
a
pleasant
place
because
of
the
litter
and
the
character
of
the
beach
and
now
with
covet
19,
it's
more
important
that
we
look
like
a
clean
place,
so
I
would
want
you
to
take
that
into
considerations
and
also
you
need
to
apply
that
logic
to
the
rest
of
the
city
and,
for
instance,
we
are
seeing
some
problems
in
the
north
greenwood
area.
AB
Farther
that's
one
example.
These
are
all
on
tangerine.
AB
AB
This
whole
section
was
marked
to
be
removed,
so
it
it's
important
that
we
proceed
with
municipal
excellent
services,
especially
as
they
touch
the
citizens.
Thank
you
for
considering
that,
as
you
move
forward
with
your
budget
discussion,.
A
Thank
you.
I
have
never
understood
why
people
in
clearwater
dump
trash
anywhere
other
than
at
the
side
of
their
property,
because
we
pick
up
everything
you
can
basically
dismantle
your
house
and
leave
it
at
the
curb
and
we'll
take
it
away.
If.
A
I
think
mr
cater
did
talk
about
sidewalks
and
the
fact
that
that's
been
somewhat
delayed
because
of
kobe
and
that
there
he
has
identified
the
fact
that
they're
a
little
behind,
but
that's
something
that
hopefully
we're
going
to
catch
back
up
on.
It's
one.
A
Of
trees,
but
that's
also
one
of
the
results
of
having
big
live
oaks
and
other
things
they
do
raise.
The
sidewalks
councilmember
hamilton.
N
So
it's
it's
not
really
our
it's,
not
the
clearwater
residents
that
are
in
most
cases
that
are
dumping,
that
it's
the
it's
people
from
outside
our
outside
our
control.
Well
and
there's,
and
that's.
C
Two
there's
I
saw
pictures
of
tires
in
there.
I
mean
you
can't
put
that
out.
That
has
to
be
a
recycle.
You
know
that's
a
special
pickup,
but
we
do
take
in
almost
everything.
But
if
you
had
electronics
or
you
have
things
that
you
can't
just
put
out
on
the
curve
like
old
gas
cans
and
things,
you
can
take
them
in
on
certain
times
and
to
the
to
the
recycling
and
city
just
take
them.
A
AA
V
Email
comments:
yes,
comment
was
submitted
by
amy
grash.
The
pinellas
county
strategic
plan
says
that
they
will
practice
superior
environmental
stewardship.
However,
clearwater's
vision
does
not
include
anything
directly
related
to
improving
our
environment,
providing
more
sustainable
services
or
maintaining
improving
expanding
green
natural
spaces.
Green
print
is
also
missing
from
the
vision
documents.
These
omissions
are
unacceptable.
We
need
environmental
priorities
to
be
spelled
out
and
highlighted,
not
omitted.
A
comment
was
submitted
by
elizabeth
davis.
I
am
surprised
there
is
no
consideration
of
cova
deficit
in
2021,
as
revenue
will
not
come
back
quickly.
V
I
would
also
like
to
hear
your
plans
about
the
execution
accountability
of
green
green
print
plan
on
our
strategy,
quarterly,
all
building
expecting
a
green,
a
green
or
footprint
asking
for
solar
investments.
Every
time
keep
our
park
space
and
clearwater
standards
all
over
the
city.
Russ
gable
hide
the
city's
vision.
Nice
incorporate,
improving
our
environment,
providing
more
sustainable
services,
maintaining
improving
expanding
green
natural
spaces.
In
addition,
we
need
our
sustainability
coordinator
need
to
have
a
larger
role.
The
mayor's
green
initiative
needs
to
have
a
bigger
role.
Why
does
city
continue
to
struggle
with
this
issue?
V
The
environment
is
the
most
important
topic:
glenna
wentworth.
Thank
you
for
the
opportunity
to
comment
on
our
vision,
mission
and
strategic
direction
for
clearwater
in
the
coming
years.
I
believe
this
document
at
present
provides
excellent
goals
for
economic
development,
municipal
services,
but
leaves
at
sustainability
and
resiliency.
V
One
thing
that
the
last
election
taught
us
is
that
people
in
clearwater
are
concerned
about
clean
water,
clean
air
and
healthy
habitat
for
the
animal
implant
life
that
attracted
many
of
us
to
floor.
In
the
first
place,
please
consider
adding
a
third
pillar
toward
strategic
directions.
Filmers
are
the
third
pillar
of
pinellas
county's
strategic
plan
practice.
Environmental
stewardship
four
points
under
that
pillar
could
include
implementing
green
technologies
and
practices.
V
Preserving
and
managing
environmental
lands,
protecting
and
improving
the
quality
of
our
water,
air,
other
natural
resources
and
reduce
reuse,
recycle
resources,
including
energy,
water
and
solid
waste.
Each
of
these
points
are
in
our
green
print
sustainability
plan
and
should
be
reflecting
our
strategic
goals.
Fulfilling
these
goals
will
ensure
a
high
quality
of
life
for
our
present
and
future
residents,
and
one
email
was
received
by
stacy
lohm
good
afternoon.
I
review
the
strategic
plan
to
be
discussed
on
june
11.
There
is
absolutely
nothing
in
the
city's
strategic
plan
to
protect
and
preserve
our
environment.
V
Is
this
an
oversight?
I
can't
imagine
that
the
city
council
would
purposely
neglect
include
items
to
protect
our
environment,
including
water
and
habitat.
I
attended
candidate
forums
where
each
candidate
was
asked
what
their
priorities
are.
Regarding
the
environment,
kathleen
beckman
provided
a
very
detailed,
well
thought
out
plan
this
plan
or
pieces
of
it
can
easily
be
adopted
by
the
city
council.
In
addition,
littering
continues
to
be
an
ongoing
problem
in
clearwater.
Besides
the
fact
that
it
looks
terrible,
it
is
detrimental
to
our
waterways
and
sea
life.
V
Garbage
cans
can
scarce,
are
scarce
and
not
emptied,
often
enough.
Why
are
there
no
signs
regarding
fines
for
littering?
This
has
to
be.
This
has
to
come
up
in
other
community
meetings.
I
would
do
the
following:
let
residents
and
tourists
know
that
clearwater
cares
and
is
serious
about
its
city.
Beaches
causeways,
see
life
and
wants
everyone
to
keep
it
clean.
Littering
is
violation
with
a
fine,
a
possible
deterrent,
increased
revenue
for
the
city.
I
realize
there
is
an
issue
of
enforcement.
This
is
not
different
than
spent
speeding,
expired
meters
or
other
parking
or
code
violations.
B
Mayor,
thank
you.
I'd
like
to
make
one
comment.
I
think
one
of
the
contributors
to
some
of
the
feedback
indicated
that
clearwater
struggled
with
environmental
issues
flow
water
has
not
struggled
with
environmental
issues
over
the
20
years.
B
So
as
a
summary
of
what
we've
done
this
morning
and
talking
about
the
path
forward,
what
we
are
anticipating
is
that
when
we
get
back
together-
and
you
all
begin
your
discussions
about
what
changes
you'd
like
to
make
in
the
strategic
direction
we
would
be.
Our
expectation
is
that
you
all
will
have
that
have
various
levels
of
vigorous
discussion
mayor
and
that
you
all
would
actually
make
a
decision
sure.
So
we
would
know
which
way
which
direction
we're
going
in
the
process
of
doing
that.
B
Please
be
aware
that
it
it
it
can
involve
the
reallocation
of
resources
to
support
the
direction
that
you
give
us
and
that
we
would
make
budget
amendments
to
to
again
flow
and
connect
with
that.
It
may
raise
the
question
because
we
don't
have
unlimited
resources.
What
are
what
kinds
of
things
do
we
stop
doing?
What?
B
When
we
came
out
of
the
recession,
we
had
a
mindset
that
said
we're
not
going
to
go
back
as
we
as
we
get
get
stronger,
we're
not
going
to
go
back
and
do
what
we
were
doing
previously
and
for
the
most
part
that
was
true,
but
we
also
did
different
things
and
the
different
things
led
to
increasing
ftes
in
order
to
support
the
different
things.
So
it's
just
now
that
we
have
had
that
kind
of
an
experience.
B
The
staff
will
be
more
sensitive
to
how
we
can
advise
you
of
the
impacts
of
the
decisions
that
you
have
made.
The
only
other
thing
is
that,
once
we
get
the
train
moving,
then
we
would
like
for
you
not
to
change
the
direction
again.
So,
in
other
words,
you
know,
let's
stay
consistent
with
what
we're
doing.
Let's,
let's
see
how
things
are
going
to
work
out
and
that
will
allow
us
to
make
the
appropriate
planning
and
execution
without
having
to
worry
about.
B
You
know
changing
things
admit
strength
now,
obviously,
if
it
doesn't
work,
you
know
we'll
be
the
first
to
tell
you
it
doesn't
work
and
and
as
always
since
we're
talking
on
a
weekly
basis,
you
know
you
can
please
share
with
me.
You
know
your
thoughts
I'll
make.
One
final
comment
on
citizen
engagement.
B
You
know,
and
I'm
saying
that
for
the
benefit
of
the
newer
council
members
is
that
I
can't
think
of
one
thing
that
we've
done
in
the
last
20
years
that
wasn't
visibly
done
as
part
of
our
commitment
to
sunshine,
our
commitment
to
public
records,
law
and-
and
so
that's
just
kind
of
our
nature.
I
mean
that's
what
we
do,
but
we
are
always
receptive
to
the
direction
from
the
council
and
and
people's
suggestions
with
new
ideas
mayor.
H
So
can
you
just
provide
a
timeline
because
I
know
mayor
hibbard,
you
mentioned
reaching
out
to
the
public
to
find
out
what
their
priorities
were
if
we're
going
to
revise
the
strategic
plan.
So
what's?
How
does
that
look
and
what's
the
timeline
for
I.
A
Think
that's
going
to
be
dependent
upon.
If,
if
you
go
back
to
the
way
that
we
did
it
previously,
we
would
have-
and
you
can
chime
in.
But
you
know
we
had
large
public
meetings
and
we
moved
around
the
entire
region.
Those
were
facilitated
by
an
outside
facilitator.
B
A
I
don't
know
that
we'll
get
this
done
before
this
year's
budget
is
completed.
I
don't
know
that
that's
realistic
to
have
those
expectations.
What
the
restrictions
are.
I
I'll
be
shocked
if
we
can
pull
it
off,
not
only
because
of
that,
but
literally
because
of
the
amount
of
time
that
it
takes
it's
a
six
eight
month
process
because
we
start
out
with
some
meetings,
which
I
think
are
wonderful,
because
it
gives
us
an
opportunity.
A
We
have
not
had
the
chance
yet
to
be
up
here
together
and
you
know,
we've
been
doing
it
through
zoom,
which
has
been
a
wonderful
medium
to
use,
but
it's
not
the
same
as
being
up
here
and
looking
at
each
other
and
having
discussions
and
getting
to
know
one
another
one
of
the
things
I've
missed
just
so
the
public
knows
we
have
dinner
before
council
meetings
in
a
room
with
our
city
attorney
there
to
make
sure
we
don't
break
any
sunshine,
as
mr
horn
was
talking
about,
but
we're
pretty
interesting
people
generally.
A
R
H
A
B
Agree
with
that,
I
would
tend
to
agree
there.
Yeah
I
mean
we
will
be
creative
where
we
can
be,
and
we
are
already
because
we've
had
conversations
with
you
on
some
of
the
environmental
topics
and
and
we'll
just
continue
to
move
forward
and
then
at
some
point,
it'll
all
come
together
where
you
all
can
formulate
what
kind
of
strategic
initiative
you
would
like
to
hang
on
environmental
labels.
I.
A
Mean
I
think,
once
we
get
through
the
next
couple
meetings,
which
are
pretty
packed
with
pretty
important
issues.
I
think
we
need
to
have
a
discussion
about
environmental
issues,
because
I
know
it's.
You
know
one
of
the
pillars
of
your
campaign.
I
think
we
believe
it's
all
important.
There
may
be
some
philosophical
differences.
A
A
B
Just
my
opinion,
the
other
thing
that
we
have
noted
is,
I
think,
pam
would
agree
with
me.
Is
that
we're
having
we're
hearing
a
lot
more?
It's
community
expression
regarding
environmentalism
which
we
we
didn't
have
ten
years
ago
or
even
five
years
ago,
and
so
that
is
an
input
to
you
all
that
really
helps
you
all
to
figure
out.
Where
do
we
make
these
trade-offs?
B
AB
A
Council
members,
thank
you
yep.
I
just
want
to
tell
people
that
salvation
army
has
been
doing
food
giveaways
on
wednesdays.
They
are
starting
new
ones
tomorrow,
so
friday,
starting
at
10
a.m.
A
They
are
doing
this
in
conjunction
with
ruth
eckerd
hall,
because
rit
eckerd
hall
has
so
much
capacity
for
cars
to
queue
up,
so
our
police
department
will
be
out
there
helping
with
traffic
control.
But
if
you
are
in
need
of
food,
they
are
going
to
have
an
entire
truckload.
It's
going
to
be
consisting
of
four
pounds
of
fresh
vegetables,
four
pounds
of
fresh
fruit,
three
pounds
of
pre-cooked
chicken,
a
pound
of
butter
and
a
pound
of
cheese.
So
they're
going
to
have
all
those
in
boxes.
A
We
do
have
a
work
session
on
this
monday,
the
15th
and
then
on
tuesday,
the
16th.
We
have
a
special
work
session
dealing
just
with
imagine
clearwater,
followed
by
our
council
meeting
next
thursday,
the
18th.
We
join
you
to
tune
into
all
of
those
and
look
forward
to
getting
public
comment
on
the
18th.