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From YouTube: Clearwater City Council Work Session 8/29/22
Description
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A
B
Morning,
health
members
good
morning,
thank
you
for
the
opportunity
to
be
here
today.
We
have
a
just
a
real
short
presentation,
I'm
sorry
to
be
giving
this
against
the
backdrop
of
a
pretty
tragic
day
on
friday,
where
we
had
three
fatalities,
two
here
in
pinellas
county,
and
we
just
continue
to
have
challenges
on
our
roadways,
where
we
have
double
the
national
average
of
fatalities
and
injuries
on
our
on
our
streets.
B
C
B
B
Or
on
our
train
system,
and
if
we
killed
365
people
a
year
on
our
planes,
we
would
probably
do
something
different
with
aircraft
travel,
so
we
have
two
people
who
are
killed
or
severely
injured
on
our
roadways
every
day.
Some
days
are
obviously
worse
than
others.
We
had
3
100,
killed
in
serious
injury
crashes
over
a
five-year
period.
465
of
those
were
fatal
from
2015
to
2019..
B
You
can
see
it's
a
wide
range
of
people
who
are
affected
by
this,
but
most
significantly
are
our
vulnerable
road
users
and
those
are
people
who
are
riding
motorcycles,
bicycles,
walking
it's
also
affecting
disproportionately
people
who
have
no
means
of
transportation
other
than
maybe
public
transportation
or
walking
or
bicycling,
our
elderly
and
our
youth
all
affected
disproportionately
to
the
population
vision.
Zero
is
a
shared
effort
to
address
safety
across
a
range
of
partnerships.
B
Through
this
effort,
we've
had
a
lot
of
outreach,
a
lot
of
engagement
with
our
partners
and
I'm
happy
to
say
that
the
florida
department
of
transportation
is
an
excellent
partner
who
has
really
want
to
step
up
and
move
the
needle
on
safety.
And
to
that
end
we
are
having
a
workshop
for
elected
officials
on
october
14th
at
10
o'clock
at
the
epicenter,
where.
E
B
Will
be
looking
to
engage
with
elected
officials
in
pinellas
county
on
a
dialogue
on
what
we
can
really
do
to
improve
safety
on
all
of
our
roadways?
And
you
know
the
fatalities
we
had
on
friday
were
on
local
streets,
but
mostly
they
happen
on
st
roads,
because
those
are
the
fast
wide
high
speed
roads
and
that's
where
we
have
the
most
conflict.
So
I'm
glad
that
fdot
is
at
the
table
with
us.
B
F
B
What
they've
encountered
and
how
they've
adapted
and
and
how
we've
responded,
and
so
in
some
cases
we've
even
looked
at
a
comprehensive
evaluation.
We
review
every
fatal
crash
report
and
we
look
for
anything
in
there
that
can
be
addressed,
that
is
a
systemic
cause
or
a
factor
whether
it
be
engineering
or
lighting
or
design
speeding,
and
only.
F
B
30
percent
of
our
fatal
crashes
involve
in
parent,
so
there's
there's
sometimes
a
false
narrative
out
there
that
that's
an
overwhelming
number
and
it's
about
it's
about
a
third
really.
B
In
terms
of
collision
analysis,
we
have
identified
what
we
call
a
height
injury
network
by
the
way.
Bellaire
road
is
not
on
that
high
injury
network
and
we've
mapped
those
killed
in
serious
injury
collisions
by
type
by
mode
across
the
county,
and
you
know
it's
it's
everywhere.
We
have
a
problem
across
all
of
our
roadways,
so
our
challenge
really
is
how
do
you
focus?
How
do
you
really
identify
where
you
can
make
a
difference
and,
and
that
takes
consensus?
It
takes
support
at
the
local
government
level.
B
In
some
cases,
there's
no
contributing
action.
It's
just
somebody
making
a
mistake,
in
other
cases,
failure
to
heal,
right
away,
careless
or
negligent
driving
and
other
factors
and
there's
some
things
that
can
be
done
to
address
that,
and
this
is
not
a
one-size-fits-all
approach.
It
certainly
is
needs
to
be
a
case-by-case
approach
where
we
look
at
the
unique
conditions
of
every
roadway
and
every
circumstance
to
see
what
is
the
best
solution.
G
B
H
B
Now
that
aim
to
protect
vulnerable
road
users,
that
increase
penalties
for
people
leaving
the
scene
of
a
fatal
crash
or
serious
injury
and
those
bills
go
nowhere.
They
never
make
it
out
of
committee
for
some
reason,
and
yet
the
legislature's
pretty
happy
taking
away
some
of
our
safety
devices
like
rectangular
rapid
flashing
beacons
because
they
don't
understand
them.
B
They're
often
not
reported,
so
we
think
we're
under-representing
some
of
those,
but
what
this
was
able
to
do
is
demonstrate
how
many
people
came
really
close
to
being
seriously
injured
at
this
one
intersection-
and
you
know
we
just
found
360
people
driving
more
than
10
miles
an
hour
over
the
speed
limit.
Over
a
period
of
just
a
day.
B
60
people
driving
ran
a
red
light.
61
people
were
walking
and
bicycling
against
the
red
light
and
over
3
000
potential
near
missed,
misses
observed
over
the
reporting
period,
one
intersection
so
we're
going
around
the
county,
asking
all
the
local
governments
to
consider
adopting
safe
streets
resolution.
B
I
know
you
don't
need
a
resolution
to
do
safety
improvements
here
in
the
city
of
clearwater.
None
of
our
cities
needs
that,
but
it
signals
a
partnership
and
a
shared
commitment
that
in
pinellas
county
we're
serious
about
changing
the
culture
and
the
character
of
how
we
injure
and
kill
people
in
our
own
life.
B
We
developed
an
action
plan
in
2021,
it's
pretty
broad.
So
now
we
are
looking
at
drilling
down
into
selected
high
injury
network
roadways
to
define
specific
remedies
and
solutions
along
those
roadways
and
we're
working
in
partnership
with
oldsmar
golf
port,
largo
and
pinellas
county
on
defined
locations
where
we're
applying
this
fall
for
a
a
grant
for
the
safe
streets
from
roads
for
all
program
that
was
funded
through
the
infrastructure
law.
B
B
B
We
also
have
been
working
with
fdot
on
a
program
called
chia
fencing,
which
is
basically
in
its
awareness
strategy
to
alert
mob
risks
in
quarters
that
are
that
are
known
for
high
crashes
and
injuries.
Courtney
campbell
causeway
is
one
that's
on
our
high
injury,
road
network
and
dot
did
this
about
a
year
ago.
It
was
a
pilot
program
that
I
thought
was
really
intriguing
and
successful,
but
they
basically
sent
messages
to
people
who
were
driving
along
courtney,
campbell
causeway
on
their
phones
after
they
were
done
driving
when
they
looked
at
their
phones.
B
So
we've
now
deployed
the
same
geo,
fencing
program
for
park
boulevard,
one
of
our
high
injury
network
roadways
and
we're
eager
to
see
how
effective
that
is,
but
that's
been
in
progress
for
about
about
a
month
or
so
so
the
key
takeaway
is.
There
is
a
lot
of
support
at
our
staff
levels.
We've
talked
to
all
of
your
staff.
We've
talked
to
the
staff
of
local
governments,
and
people
know
that
we
need
to
do
more
for
safety.
B
B
What
we're
asking
is
not
a
commitment
of
any
funding,
we're
just
asking
for
a
commitment,
a
partnership.
It's
a
it's
a
willingness
to
work
together
on
demonstration
projects
on
projects
that
make
sense
in
the
community
and
work
with
us
to
advocate
whether
it's
to
fdot
or
usdot,
to
bring
the
dollars
that
we
need
to
to
our
community.
Where.
I
B
F
B
Got
to
sustain
our
commitment,
a
lot
of
the
projects
that
we
program
are
programmed
five
years
in
advance,
and
so
what
that
means
is
we
need
a
sustained
commitment,
and
so,
if
we
put
a
project
in
the
transportation
improvement
program
gets
funding
from
fdot.
We
need
to
see
that
through
and
often
these
are
put
five
years
out
in
advance
and
we're
working
in
partnership
under
the
assumption
that
we're
all
in
this
together.
So
it
really
means
that
we
need
to
stick
together
until
we
get
those
projects
finished.
B
E
Thank
you
for
coming
today.
Whit
we've
been
talking
about
this
a
long
time
and
you
know
pinellas
is
the
densest
county
in
florida.
We
have
a
lot
of
accidents
here.
I
was
out
of
town
last
week
and
I
discussed
vision
zero
with
a
friend
of
mine
that
was
from
tennessee
and
they
saw
the
you
know
the
data
that
we
get.
Two
people
killed
daily
and
they're.
Like
you,
gotta,
be
kidding
me.
E
I
think
we
all
see
it.
I
ride
the
beach
a
lot
they're
people
now
with
cell
phones,
all
the
other
accoutrements
that
they
walk
around
with
and
they
don't
pay
attention
anymore.
They
just
people
just
walk
across
the
street,
thinking
that
you
know
they're
going
to
win
the
battle
between
themselves
and
the
car.
E
So
I'd
really
like
to
see
this,
you
know
it's
kind
of
embarrassing
for
me
that
clearwater
is
not
on
board
with
this,
because
there's
only
three
out
of
the
county
that
aren't
and
we're
included
in
that
I'd
like
to
see
clearwater
really
support
this,
because
it
sends
the
message-
and
I
know
better,
probably
than
anybody
that
you
want
something
done.
You
want
the
federal
government
to
notice
you
you've
gotta,
you
gotta
build
consensus.
B
We've
worked
with
your
staff,
and
you
know
a
resolution
is
symbolic.
It
really
is,
but.
A
So
on
slide
10,
which
is
the
enter
engineering,
countermeasures
61
of
the
accidents,
there's
really
no
blame
that
can
be
laid
on
either
the
drivers
or
the
pedestrian.
That's
not
what
that.
B
B
It
was
just
you
know:
somebody
either
wasn't
paying
attention
or
somebody
stepped
out
in
the
road
when
they
shouldn't
have
that's
how
I
interpreted
no
contributing
action.
If
there's
a
contributing
action
that
tends
to
be
something
like
driver
impairment
or
excessive
speed
or.
B
A
I
wish
we
had
a
better
feeling
for
how
many
were
driver
error
versus
I
mean
if
you
drive
golf
to
bay
on
a
regular
basis.
You
see
some
of
the
most
extraordinary
things
you
do.
You
know
and
I
want
to
make
sure,
there's
a
real
education
component
for
pedestrians,
as
well
as
for
vehicular
traffic,
because
I
see
so
many
people
that
are
crossing
gulf
to
bay
mid-block
with
a
signalized
crossing
a
hundred
feet
from
them.
A
I
mean
it's
astonishing
to
me,
but
people
are
like
water,
they
go
wherever
they
want,
you
know,
but
they
take
their
lives
in
their
hands,
and
you
know
there's
tragedies
on
both
sides
because
a
lot
of
times
you
know
these
people's
lives
are
ruined.
That
are
the
ones
that
are
in
the
in
the
accident
as
well.
B
Well,
I
can
tell
you,
when
I
lived
in
orlando,
my
babysitter
was
not
paying
attention
and
ended
up
killing
two
children
being
pushed
by
their
mother
across
there
at
436
and
I've
kept
in
touch
with
her,
and
I
know
she
still
lives
with
that
tragedy,
and
it
was
just
a
second
and
then
attention
and
she's
really
suffered
the
consequences
too,
but
she
didn't
lose
her
two
children.
B
Speaking
of
gulf
debay.
A
couple
of
years
ago
we
had
a
fatality
of
a
gentleman
crossing
between
the
mobile
home
park
and
the
publix
just
west
of
or
east
of
east
of
culture
yeah.
I
looked
at
that
location
and
it's
a
thousand
feet
to
belcher
and
it
was
a
thousand
feet
or
more
old
coachmen,
pretty
far
distance
for
a
79
year
old
guy
to
walk
but
yeah,
that's
what
they
do
and
then
they
stand
on
that
median,
which
is
six
inches
eight
inches
and
they
look
for
a
gap.
F
But
a
lot
of
our
roads
in
gulf.
B
Debate
is
an
example
of
that,
as
you
go
further
east
the
traffic
signals
and
the
mid
block
crossings
are
either
non-existent
or
too
far
apart
and
people
won't
walk
out
of
their
disk,
they
won't
walk
a
mile
or
half
a
mile
or
a
quarter
mile
out
of
there
out
of
the
way.
Sometimes
we
need
to
change
that
behavior,
I'm
not
suggesting
mid
block
crossings,
go
you
know
every
200
feet
on
gulf
today.
B
F
B
F
B
B
So
that's
part
of
the
solution,
but
I
think
also
engineering
is
another
solution,
because
if
you
want
to
change
behavior,
you
have
to
change
design
and
in
some
cases
we've
got
roads
that
are
just
designed
for
high
speed
travel
and
west
bay
drive
is
a
real
good
example.
Where
we've
got
12
foot
travel
lanes
out
there,
we
could
narrow
those
lanes
to
10
11
feet
and
get
a
bike
lane
in
there
where
none
exists.
B
A
A
L
So
I
think
culture
and
inattentiveness
plays
a
big
role,
because
I've
been
blessed
to
be
well
traveled
and
when
I
go
to
europe,
there's
no
lanes
painted
there's
no
speed
limits
and
I
am
too
intimidated
to
drive
there
sometimes
and
yet
their
fatalities
are
much
lower
than
ours.
I'm
talking
about
like
a
car
start,
but
it's
it's
alarming
to
me
and
yet
they
have
less
fatalities,
and
I
think
it's
because
they're
attentive
in
the
culture,
so
I'm
not
quite
sure
what
the
solution
is.
L
L
I
I
am
supporting
this
resolution
in
the
sense
that
I
want
to
engage
in
these
in
addressing
this
and
I
will
support
it.
Thank
you.
Councilmember.
M
N
N
Yeah,
okay,
but
maybe
that
360
whatever
that
thing:
okay,
but
regardless.
So
certainly
I'm
in
favor
of
this
I'm
interested
a
little
bit
in
your
statements
about
advocacy
at
the
legislative
level,
and
so
I'm
wondering
you
know
you
said
as
simple
as
legislation
bills
to
aim
to
protect
the
vulnerable.
Do
you
have
a
web
page
on
legislation?
As
the
session
begins?
Do
you
send
out
email
blasts
for
advocacy.
B
We
do
we
we're
careful
not
to
use
our
federal
dollars
on
that.
N
B
We
use
our
local
funding
for
advocacy,
but
we
have
a
legislative
committee
on
ford
pinellas
that
is
scheduled
to
be
appointed
in
september
and
will
start
developing
its
legislative
platform
in
october.
The
session
continues
in
march
this
year,
so
we
usually
put
together
a
list
of
five
or
six
items
that
we
really
want
to
pay
attention
to
and
advocate
for
safety
is
always
one
of
those.
B
So
sometimes
we're
playing
defense
in
tallahassee,
I'd
like
to
do
a
little
more
playing
of
offense
and
maybe
get
one
of
our
state
representatives
here
to
sponsor
legislation
that
encourages
safety,
the
vulnerable
road
users
bill.
We
did
get
the
move
over,
so
you
now
have
to
give
three
feet
of
clearance
for
a
bicyclist
that
was
recently
passed,
the
handheld
devices
you
know
driving
with
your
cell
phone,
a
watered-down
version
of
that
was
passed,
so
that's
at
least
progress,
but
it
could
be
a
little
stronger.
N
We
can
do
that
okay
and
then,
and-
and
I
understand
that
this
is
a
resolution-
and
we
have
I
kind
of
equate
it
to
the
pinellas
county,
affordable
housing
resolution
and
that
we
signed
on
to
and
I'm
proud
to
have
done
that.
N
But
I
I
wonder
about
how
can
we
stay
involved
going
throughout
you
know,
are
you
going
to
have
invite
different
representatives
from
the
municipalities
to
meet
quarterly
or
biannually,
or
something
to
talk
about?
What's
going
on,
update
it
rather
than
just
we
signed
it
and
then
there
it
sits,
and
I
wonder
what's
what's
happening
well.
B
B
Regular
meetings
and
forums
that
typically
involve
staff,
although
some
elected
officials
do
sit
on
the
school
safety
task
force
and
those
have
been
around
for
a
long
time.
I
think
our
board
meetings
are
other
opportunities
for
that,
but
I
agree
with
you.
I
mean
I
think
we
need
to
have
a
discussion
at
least
every
year,
every
couple
of
years
to
remind
people
that
we're
working
on
this
and
that
there's
some
efforts
that
are
happening.
So
I
don't
intend
to
take
these
resolutions
and
just
go
off
next
year.
N
And
then
I
guess
one
last
question
and
it's
nice
that
that
slide
is
up,
but
it
was
about
the
engineering
counter
measures,
the
high
visibility
crosswalks.
I
think
I
had
emailed
you
about.
Can
we
have
all
the
crosswalks,
be
reflective,
paint
or
tape
or
something
that
actually
glows
when
cars
approach
them.
B
B
N
I
think
along
our
beach,
you
know
it's,
there
are
some
darker
spots
with
lighting
and
it's
just.
B
We
have
a
challenge
on
the
beach
and
that's
because
from
environmental
of
the
turtles
right,
you
know
so
more
lighting
on
the
beach
runs
in
counter
through
some
other
goals.
So
maybe
that
reflective
marking
would
be
yeah.
L
N
But
it's
it
can
be
dark
in
there,
and
people
are
crossing
all
the
time.
It's
three
lanes.
You
have
trucks
that
sometimes
unload
in
the
middle
lane,
and
so
that
you
can't
see
if
somebody's
trying
to
cross
it
can
be
dicey
in
any
kind
of
light,
but
yeah.
Well.
Thank
you
for
those
quest
answers.
Councilmember.
E
Yeah,
just
one
final
thought,
geofencing
seems
to
be
a
very
interesting
concept.
I
know
that
the
signage
we
have
the
says
slow
down,
you're
going
too
fast.
I
I
understand,
I
think
I
understand
the
back
of
that
has
license
plate
readers,
cameras
on
it
that
I
was
wondering
if
there's
a
way
that
they
could
tie
the
phone
numbers
with
the
license
and
get
them
a
text.
You
know,
of
course
they
probably
wouldn't
read
it
right
there,
but
at
least
something
go.
Uh-Oh,
I'm
being
watched
right.
B
I
don't
know
about
that.
You
know
that's,
that's
something.
One
of
your
staff
would
have
to
answer,
but
you
know
we
do
have
the
technology
to
to
use
cameras
to
to
enforce,
speeding
and
things
like
that.
That's
not
been
something
that's
been
supported
here
in
pinellas
county.
We
have
the
speed
cameras
on
belcher
and
gulf
to
bay
and
the
speed
camera.
I
think
there's
one
on
chestnut
as
well
as
you
get
into
downtown.
G
B
Miles
an
hour
that
can
be
effective,
I
don't
think
people
realize
you
know
you're
driving
down
a
road
and
you're
driving
what's
comfortable
and
if
the
road's
straight
and
you've
got
12
feet
of
the
lane
left
not
on
drew
street,
but
on
most
of
your
streets,
you've
got
plenty
of
room,
it's
easy
to
just
look
down
and
say:
oh,
I
shouldn't
be
driving
50
on
this
road
and.
E
F
O
Morning,
mayor
and
council,
jim
hallios,
director
of
parks
and
recreation.
The
item
that
we'll
be
discussing
before
you
today
is
the
coachman
park.
Governance
workshop
recommendations
from
the
group
a
little
more
than
a
little
less
action
than
a
year
ago,
staff
engaged
with
kathy
blaha
consulting
to
discuss
a
framework
for
different
governance
groups
that
we
could
possibly
utilize
for
imaging
clearwater
going
forward
for
those
of
you
that
were
on
council.
O
At
that
time,
kathy
blaha
met
with
each
of
you
individually
to
get
your
ideas
of
the
type
of
governance
group
that
you
would
like
to
see
moving
forward
and
then
from
that
kathy
developed
a
list
of
stakeholders
that
she
had
spoken
with
and
conducted
three
community
meetings
with
the
stakeholder
group
to
get
some
recommendations
and
feedback
on
what
the
community
would
like
to
see
in
their
governance
working
group.
So
today,
kathy
is
here
to
present
her
findings
and
the
recommendations
moving
forward
and
then
chris
cook
will
follow
up
with
next
steps.
O
So
I
would
like
to
introduce
kathy
blahan
and
give
a
piece
of
paper.
A
P
So,
as
you
all
remember,
except
for
commissioner
texera,
we
talked
generally
about
the
state
of
park
partnerships
and
what
might
be
appropriate
for
clearwater,
and
I
talked
to
a
number
of
stakeholders.
Many
of
you,
those
you
suggested.
We
brought
together
a
working
group.
We
met
three
times.
We
talked
about
a
lot
of
different
things
as
what's
going
on
around
the
country
in
terms
of
case
studies
and
what
might
be
appropriate
for
clearwater,
and
we
ended
up
with
a
series
of
recommendations.
P
P
We
talked
a
lot
about
why
a
park
partnership,
particularly
in
a
place
like
clearwater,
where
there's
a
fair
amount
of
capability
and
voters,
chose
to
spend
80
million
dollars
to
redo
coachmen
park,
which
is
very
different
than
a
lot
of
other
places
around
the
country
where
a
friends
of
group
or
first
job
is
to
raise
the
money
here
in
clearwater.
It's
really
about
making
that
community
connection
promoting
the
park,
marketing
and
helping
to
develop
programming.
P
P
We
wanted
to
make
sure
that
whatever
we
created
was
additive,
that
it
created
value
and
supporting
the
city
and
particularly
by
bringing
skills
capability
sort
of
an
entrepreneurial
look
at
what
the
private
sector
could
do.
In
addition
to
the
public
sector,
and
of
course
we
wanted
to
be
equitable
and
inclusive
and
as
broad-minded
as
we
could
about
this
effort.
P
And
so
what
it
took
was
a
fair
amount
of
rebranding
and
marketing
and
promoting
to
drive
people
to
that
site,
not
unlike
clearwater,
where
coach
and
purple
had
been
closed
a
year
year
and
a
half
because
of
construction
sort
of
getting
people
used
to
coming
back
to
the
site
again,
so
that
marketing
function
was
something
that
we
thought
a
friends
of
group
could
also
function.
P
For
another
case
study
we
looked
at
was
austin,
which
has
a
lot
of
similarities.
They
built
a
major
amphitheater
in
their
park.
They
did
a
very
good
job
of
community
engagement
and
we
talked
a
lot
about
how
they
did
that
and
they
did
that
through
programming.
P
Not
so
much
just
sort
of
calling
public
meetings
or
putting
something
online,
but
really
driving
people
to
the
site
with
events
with
terrific
programming
and
then
using
that
to
gather
information
about
what
people
wanted
and
how
they
wanted
to
use
the
park,
and
in
particular
they
did
a
great
job
with
art,
not
unlike
millennium
park
in
chicago,
and
then
we
also
looked
at
seattle,
which
has
a
pretty
strong
friendship
group,
another
good
model
for
clearwater
and
what
they
do.
P
Particularly
well
is
programming,
and
they
do
a
lot
of
interesting
things,
including
these
sort
of
pilot
sites
and
demo
sites
which
allow
people
to
come
to
the
site
and
try
new
things
just
to
get
a
sense
again
of
how
people
want
to
use
the
site.
You
know
the
theme
here
through
marketing
and
promoting
and
community
engagement
and
programming
is
really
making
that
connection
to
the
community,
because
they're
going
to
be
the
ones
that
are
going
to
drive
the
success
of
the
park.
P
And
then
again
just
to
sort
of
walk
through
what
a
friends
of
group
might
do,
and
we
call
it
a
friends
up
group,
because
it's
so
early
in
the
history
of
coachmen
park,
it's
not
really
clear
what
a
private
partner
is
going
to
do
with
the
city,
and
so
we
started
calling
it
a
friendzone
group
rather
than
something
more
formal,
like
a
conservancy
and
just
to
sort
of
walk
people
through
how
the
friends
of
group
works.
P
We
had
a
lot
of
interest
from
groups
who
came
to
the
table
from
formal
institutions
like
the
ymca
and
the
clearwater
arts
alliance,
to
much
more
informal
ideas
from
neighborhood
groups
about
what
could
happen
there,
and
so
this
idea
is
that
they
will
bring
their
ideas
test
them.
Use
them
in
the
park,
see
what
works.
P
P
We
came
up
with
a
set
of
recommendations,
nothing
very
radical
again,
starting
slowly
trying
to
understand
how
a
friend's
word
can
bring
value
to
what
the
city
is
already
doing.
P
That
the
friends
of
group
was
going
to
be
important
because
it
was
not
just
going
to
be
an
exclusive
organization,
but
it
was
going
to
be
a
network,
and
I
have
a
graphic
here
in
a
minute
to
show
you
what
that
looks
like.
We
thought
it
was
important
to
come
back
to
the
council
and
say
that
there
was
a
strong
interest
by
this
group
in
creating
a
new
organization
and
that
we
wanted
a
council's
endorsement.
That
a
friends
of
partner
was
a
good
idea
from
the
city.
P
Move
that
next
step
from
the
vision
of
the
master
plan
for
the
vision
of
how
the
park
is
going
to
be
used
and
the
values
behind
that
and
then
to
actually
issue
out
a
call
for
proposals
and
ideas
of
what
should
happen
in
the
park.
And
what
that
first
year
of
programming
might
look
like
so
there's
a
nice
little
visual
to
show
you
coachman
park
is
kind
of
at
the
center
here.
P
Parks
and
recreation
is
taking
the
lead,
it's
the
larger
bubble,
and
the
network
then
really
connects
back
to
city
parks
and
would
be
connected
back
to
the
work
that
chris
and
jim
are
doing.
And,
of
course,
that
network
includes
all
the
usual
suspects
from
the
neighborhood
groups
to
the
business
leaders,
certainly
to
ruth
eckert
hall.
P
P
How
we're
going
to
work
together
and
what
we've
seen
in
other
cities
is
that
private
public
partnership,
that
understanding
of
community
connection
and
what
the
community
wants-
creates
more
confidence
in
investors
and
funders
to
help
support
what
that
vision
is
the
promotion
idea,
the
idea
that
people
need
to
come
back
to
coachman
park?
Is
it's
a
different
place?
It's
a
new
place.
It's
exciting
is
something
again
that
the
friends
group
can
do
that
new
branding
and
then
thinking
longer
term
and
what
happens
in
other
cities.
P
A
lot
of
what
these
friends,
often
conservancy
groups
do
is
help
with
stewardship
that
long-term
vision
for
taking
care
of
the
park,
maintenance,
renewing
it
and
there's
lots
of
ways
that
they
do
that
over
time,
so
really
quickly.
Next
steps
kind
of
setting
up
for
what
chris
will
talk
a
little
bit
about,
we
brought
a
lot
of
people
to
the
table
to
start
who
had
strong
interest
in
the
park
and
they're
the
basis
for
moving
forward.
But
this
group,
I
think,
is
going
to
look
next
to
look
for
innovators.
P
P
This
notion
of
a
shared
vision,
if
you
think
about
it,
there's
lots
of
different
ways
that
the
park
can
work
lots
of
different
things
that
can
happen
in
the
park.
So
the
idea
is
to
try
to
put
a
little
bit
of
a
boundary
on
that.
What
is
it
that
we're
really?
After
do
we
want
everyone
in
the
park
to
come?
Is
it
about
families?
Is
it
about
regional
tourism?
What
does
that
vision
look
like,
and
then
how
do
we
build
around
that?
P
Obviously,
it's
all
about
communication
engagement.
So
it's
about
social
media.
It's
about
tremendous
amount
of
community
outreach
to
help.
People
understand
that
this
is
a
place
for
everyone
that
there's
opportunity
to
do
a
lot
of
different
things
in
the
park
and
that
we
want
their
feedback
to
get
there.
There
are
some
great
examples.
P
P
This
is
just
a
summary
of
our
meetings
over
the
spring
and
early
summer
and
where
we
are
now
and
that
group
and
the
city
parks
department
at
chris
and
jim
are
ready
to
go.
If
you
guys
are
ready
to
go,
I'm
going
to
take
it
back
to
the
recommendations
and
set
it
up
for
chris
to
talk
a
little
bit
about
next
steps.
Q
Morning,
mayor
council,
chris
cook,
senior
manager
of
parks
and
recreation,
I
wanted
to
to
first
thank
everybody
that
was
involved
in
this
process.
So
far,
there
was
a
lot
of
great
people
as
you,
as
you
see
in
your
document
that
gave
their
time
and
energy,
and
so
the
thing
we
want
to
do
as
staff
is
to
make
sure
we're
using
this
as
a
jumping
off
point
to
continue
taking
what
they've
done
so
far
and
to
really
use
kathy's
guidance
to
make.
F
Q
Most
out
of
the
process
so
far,
so
I'm
going
to
use
what
she
had
laid
out
in
those
next
steps,
as
as
kind
of
our
bigger
bullet
points
for
this.
So
first
she
had
she
enlisted
the
recruiting
innovators.
So
as
as
you've
seen
so
far,
there's
been
a
a
good
engagement
with
the
community,
but
we're
looking
to
make
that
even
wider.
Q
So
we're
going
to
use
those
who
have
already
been
involved
to
get
with
their
networks
of
people,
use
internal
and
external
partners
of
the
city
to
to
really
cast
a
wide
net
to
invite
people
to
come
in
to
to
join
in
the
the
process
of
of
talking
about
what
this
park
looks
like
and
and
how
we're
going
to
use
it
and
how
we're
going
to
activate
it.
There
is
a
lot
of
excitement
and
I've
talked
about
this.
Q
I
was
just
at
a
florida,
festivals
and
events
association
conference
last
week
and
there
are
multiple
people
that
were
lining
up
to
talk
to
me
about
how
they
could
book
their
event
in
coachman
park.
So
there
was
a
lot
of
excitement
around
the
industry
as
well,
so
that
then
leads
into
the
the
next
point,
which
was
developing
a
shared
vision,
we're
looking
at
scheduling
three
community
workshops
which
would
center
around
programming
and
activation
again.
Q
We
would
cast
a
wide
net
for
those
to
attend
those
and
and
really
the
focus
would
be
developing
community
engagement
strategies
and
communication
strategies,
creating
programming
plans
and,
and
the
criteria
is
needed
to
be
able
to
to
to
do
those
programs
in
the
community
and
then
weaving
them
together,
so
that
we
have
the
community
outreach
with
also
attractive
programs
that
will
make
positive
impacts
in
the
community
and
will
also
attract
potential
financial
capital
into
the
events
and
activations
within
within
coachman
park,
and
then,
finally,
that
the
workshops
will
conclude
with
sort
of
the
really
practical
how-to.
Q
How
do
you
book
an
event
there?
How
do
you
participate
in
event?
How
do
you
become
a
vendor?
Some
of
those
practical
things
we
want
to
make
sure
are
part
of
those
workshops
as
well,
so
we're
going
to
recruit
innovators,
develop,
shared
assured
vision
and
then
the
third
bullet
that
kathy
talked
about
was
the
communication
engagement
and-
and
I
added
education
here
as
well.
So
a
few
major
story
lines
that
we've
we've
talked
about
is
the
the
branding
and
the
communication
right
now.
Q
There's
a
lot
of
voices
that
go
out
to
the
community
with
what
events
are
going
on,
what
restaurants
are
doing
and
we
really
want
to
tie
those
all
together
and
have
a
cohesive
communication
strategy
in
downtown.
A
couple
of
examples
that
we're
looking
at
modeling
are
the
gaslamp
district
in
san
diego,
as
well
as
the
san
antonio
riverwalk.
Those
are
areas
that
really
do
a
good
job.
Q
If
you're
on
vacation,
you
go
to
one
stop,
you
see
everything
that's
going
on
there
and
then,
and
those
are
good
models
that
we're
looking
at
there's,
also
opportunities
to
use
the
park
for
educational
activations
and
and
to
use
our
already
strong
partners
that
the
city
works
with
ruth
eckerd
hall,
jazz
holiday,
clearwater,
marine
aquarium,
historical
society.
Q
We
could
go
on
and
on,
but
how
we
can
use
areas
within
the
park
to
where
they
can
add
educational
components,
and
we
can
also
showcase
some
of
those
those
great
partners
that
we
have
in
the
city
and
then
and
then
you
know.
Another
really
important
part
is
the
connection
that
this
park
has
with
other
areas.
So
we're
going
to
connect
the
activations
within
coachman
park
to
the
beach
to
the
to
the
to
the
waterfront,
to
ruth
eckert
hall,
amphitheater
events
and
then
throughout
the
downtown,
all
the
way
from
from
crest
lake
park.
Q
We
wanted
to
have
one
cohesive,
look
to
it
when
people
come
and
park,
they're
entertained,
as
as
they
travel
in
to
to
the
activation
or
the
the
event
that
they're
going
to
and
if
there's
an
amphitheater
event
at
that
night
there
may
be
a
run
or
a
5k
in
the
morning.
We
really
want
to
have
cohesion
with
with
all
that,
we're
doing
from
a
activation
perspective.
Q
So,
internally
and
externally
again,
we
want
to
cast
that
wide
net
out
to
get
as
many
people
involved
in
these
workshops
as
possible
and
then
and
kathy
may
be
able
to
speak
more
about
this
and
then
let
we're
not
going
in
and
saying
here's
what
this
group
has
to
do
or
look
like
and
let
that
kind
of
develop
over
over
time.
That
answer
any
questions
you
have
anything
else.
N
Thanks
so
I
just
wanted
to
start
off
with
an
understanding
of
language
and
what
we're
talking
about
when
we
talk
about
coachmen
park
and
this
group
with
the
big
vision
and
the
partnerships
and
how
we
want
to
activate
it
are
we
talking
about?
I
tend
to
think
about
so
we've
got
imagine
clearwater
we've
got
coachman
park,
we
have
the
amphitheater.
N
So
how?
What
are
we
looking
at
today?
As
far
as
activating
it
scheduling
it
feedback
about
what
they
want
to
see
in
this
part
of
coachman
park?.
Q
Yeah,
so
so
what
we've
heard
is
what
we
were
looking
at
as
those
areas
that
surround
the
amphitheater,
not
really
including
the
amphitheater
necessarily
in
this
discussion,
so
but,
but
we
all
want
it
to
all
make
sense.
We
all
wanted
to,
like
I
said
in
the
presentation,
cohesive,
but
I
think
the
what
we're
hearing
is
that
there's
a
lot
of
different
areas
around
there
that
can
be
used.
We
still
want
it
to
be
a
park
that
people
can
just
go
to
and
enjoy
without
being
over
programmed.
Q
So
at
this
point
I
think
we
in
those
workshops
we
want
to
listen
to
what
the
community
is
saying,
there's
no
shortage
of
ideas,
so
everybody
will
always
have
ideas,
but
we
want
to
to
really
look
at
making
sure
the
the
ideas
we.
N
So
when
we
talk
you
talk
about
planned
and
programmed
again,
and
people
are
are
approaching
you
and
they
want
to
come
and
plan
an
event
or
schedule
an
event
down
there.
We're
talking
about
the
park
section,
not
scheduling
the
stage
at
the
whatever
our
amphitheater
is
going
to
ultimately
be
named
right.
It's
not
that
big
stage,
the
ruth
eckerd
hall
management
stage
it's
the
park,
and
so
if
people
are
thinking
about
a
stage
or
or
a
music
production
or
shakespeare
in
the
park
or
whatever,
that
means
scheduling
a
stage
from
the
parks
and
rec
department.
Q
N
Okay,
and
so
when
we
talk
about
when
you've
got
the
slide,
I
think
it's
that
one
this
group
wants
free.
You
know,
I
think
that
first
little
boxes-
friends-
oh
it's
the
other,
it's
all
blue.
I
think
it's
slide.
Eight
friends
forges
partnerships
with
community
organizations
and
local
businesses
to
create
free
events,
so
that's
free
to
attend.
N
I
get
concerned
about
the
community
groups
that
want
to
perform
there
or
you
know
about
the
cost
of
being
able
to
have
shakespeare
in
the
park
or
have
an
improv
group
there
or
you
know
a
pet
show
or
something
so
I
yeah
I
I
just
want
to
be
clear
on
what
we're
you
know
what
part
of
the
park
where
we're
talking
about
and
who's
involved.
N
One
of
the
things
I
you
know
am
a
little
bit
concerned
about
is
your
the
group
of
participants
in
this
is
I'm
wondering
I
recognize
some
of
the
names,
but
I'm
looking
at
them
and
I'm
thinking
is
any
so
anybody
a
renter
in
clearwater
if
our
average
income
is
about
50
000
a
year.
Do
we
have
anybody
that
has
children,
12
and
under
on
that
group?
On
that
you
know
working
group,
it's
just
as
you
said,
you
want
to
cast
a
wide
net
as
you
move
forward
with
these
three
meetings.
N
P
I
I'll
make
a
brief
response
to
that.
I
will
say:
you're
absolutely
right,
it's
very
hard
at
the
beginning,
when
you're
talking
about
somewhat
abstract
ideas
like
friend
zones
and
conservancies,
because
I
spent
a
lot
of
time
talking
to
people
on
the
phone
and
in
person
and
they
were
ready
to
jump
into
programming
and
I
think
they're
ready
to
come
to
the
table
and
so
chris's
idea
of
workshops
and
open
houses.
When
you're
really
talking
about.
P
What's
going
to
happen
versus
what
the
governance
structure
is,
I
think
you're
going
to
get
a
lot
more
people
at
the
table
and
one
other
thing
I
wanted
to
address
was
your
comment
about
free
and
how
challenging
it
can
be
for
community
groups
to
bring
programs
without
a
lot
of
resources.
Two
models
on
that
one,
the
city
of
tallahassee
and
their
cascade
park.
P
They
actually
set
aside
a
fund
every
year
of
sixty
thousand
dollars
and
they
award
that
out
to
community
groups
in
a
matching
way
to
allow
them
to
raise
funds
to
bring
programs
to
the
park
and
second
down
in
sarasota.
They
have
a
partnership
with
the
foundation
and
the
foundation.
Then
sets
aside
funding
on
a
matching
basis
for
community
groups
to
allow
them
to
have
the
resources
they
need
great.
N
And
then
on
slide
nine
you've
got
this
working
group
recommendations
and
so
schedule.
Are
you
going
to
have
those
three
community
outreach
meetings
before
the
issue
a
september
call
for
ideas
from
the
community
for
activation
ideas,
or
is
that
part
of
the
three
it's
it's?
The
issuing
a
call
is
part
of
those
three
meetings.
Yeah.
A
E
Albrecht
well,
there
are
a
few
of
us
in
the
room
to
go
all
the
way
back
to
the
uli
study
and
what
they
originally
proposed
for
the
park,
and
I
think
we're
meeting
those
goals,
and
you
know
they
talked
about
a
conservancy
all
those
years
ago.
I
wasn't
really
sure
how
that
was
going
to
work.
I
really
like
the
way
this
is
set
up
with
friends
out
because
it
gets
it's
not
so
rigid.
E
It
gets
people
that
are
interested
in
doing
things
there
to
get
together
and
then
figure
out
what
those
things
are
going
to
be
now.
You
know
we
have
a
ddb
and
we
got
a
cra
in
that
district
so
and
they
both
support
funding
for
entertainment
and
the
way
it
works
now
is.
Let's
say
a
group
wants
to
come
and
use
the
hill
for
a
go-kart
race.
I
mean
they,
basically
they
go
to
cra
or
they
go
to
ddb.
They
get
the
funding
for
it.
They
don't
necessarily
have
to
do
that.
E
E
E
I
mean
to
just
go
down
in
the
park.
You
don't
need
a
permit,
but
if
you're
organizing
a
group
of
so
many
people
you're
going
to
need
to
get
a
permit,
make
sure
that
you
know
it's
polices
is
involved.
If
that
you
know,
if
need
be,
that
you
know
your
dumpsters
or
whatever
you
need
to
do,
that's
all
set
up
already.
I
mean
we've
been
doing
that
for
20
years,
so
I
don't
see
any.
E
I
think
this
is
a
good
first
start
on
this
and
I'm
glad
we're
starting
it
now
before
the
park's
open
it's
waiting
until
it's
actually
open.
Let's
get
started
on
because
I'd
like
to
see
an
active
park
throughout
the
whole
park
and
maybe
not
even
take
the
amphitheater
off
the
table.
If
somebody
comes
in
and
says
hey,
we
want
to
do
something
downtown
and
move
it
into
the
park.
E
P
I
don't
have
an
example
of
where
they
didn't
work,
but
there
are
examples
of
where
it
takes
time
to
figure
out
roles,
and
so
you
oftentimes
in
like
in
the
case
of
clearwater,
you
have
a
very
strong
city,
a
lot
of
capability
and
the
capital
dollars
to
build
a
park
which
is
unusual,
and
so
what
often
happens
is
sometimes
you
get
a
stronger
private
group
that
comes
along
with
a
different
vision
and
sometimes
it's
a
bit
of
a
clash.
P
But
I
haven't
ever
seen
one
where
they
folded
and
left
because
it
didn't
work,
but
I
have
seen
them
where
they
fought.
I
mean
it's
sort
of
like
who
who's
got
responsibility
here
and
where
there's
that
much
confusion,
that's
where
the
friends
group
really
plays
a
role
because
it
functions
as
kind
of
a
vehicle
for
having
those
conversations.
P
And
so
what
they
did
is
they
created
what
they
call
the
com
com,
the
community
committee
and
that
group
meets
four
times
a
year,
80
members
all
signed
on
they're,
representing
organizations
and
neighborhoods,
and
all
that
and
they
work
that
out
and
then
they
work
that
out
with
the
city.
So
most
of
the
challenges
are
complexity,
around
rules
and
responsibilities,
and
that's
why
I'm
pleased
that
councilman
albritton
agrees
that
starting
slow
is
not
a
bad
thing,
because
what
you're
trying
to
do
is
identify
the
gaps.
P
You
know:
where
can
the
city
be
successful
and
where
can
it
not?
Where
does
it
need
help
reaching
out
to
potential
private
funders
that
strong
community
connection
that
promotion
that
social
media
campaign?
All
of
that
stuff
that
stem
friends
of
groups
can
help
with?
But
that's
just
going
to
take
time
to
define
those
roles
so
going
slow,
can
avoid
some
of
those
longer-term
problems.
A
A
I
sometimes
wonder
with
city
clearwater
being
as
big
a
city
as
it
is
compared
to
some
of
our
neighbors.
I
often
hear
from
citizens.
If
there's
a
friends
group,
we
think
our
taxes
ought
to
pay
for
x,
y
and
z,
and
so
do
you
ever
run
into
you
know
groups
that
they
really
never
get
off
the
ground.
The
way
you'd
hoped
because
there
isn't
that
financial
support
to
elevate
what's
going
on
with
a
park
or
whatever
it
is
whatever
site
to
a
higher
level,
because
they
don't
think
it's
really
their
responsibility.
P
The
two
things
that
are
going
to
make
a
friends
group
work
are
leadership,
finding
the
right
leaders
and
two
clarity
of
purpose.
I
think
a
lot
of
those
friends
group
advisory
groups,
all
those
groups
out
there.
The
clarity
of
purpose
is
very
muddy.
You
know
sort
of
like
support
us
generally
support
us,
and
so
what
we
want
to
work
with
with
chris.
Is
that
really
understand?
P
A
A
Volunteers
are
great
until
they've
got
another,
you
know
priority
and
then
they
go
ahead
and
take
care
of
that
priority
because
they're
volunteers,
I
get
it,
mr
margolis,
from
a
charter
standpoint
and
in
setting
up
structure
for
this.
Are
there
any
things
that
you
would
like
to
point
out
or
emphasize?
A
C
A
So
next
steps
you're
tally,
calling
for
additional
ideas
and
proposals.
What's
that
going
to
look
like.
Q
Yeah,
so
so
the
I
think
that
what
the
first
one
of
three
would
be
that
that
wider
call
getting
more
people
to
come
in
and
during
that
time,
talk
about
what
what
kathy
was
saying
with
developing.
What
that
clarity
of
purpose
is
we're
gonna,
find
out
who's
going
to
be
really
committed
to
this
and
who's,
not
who
just
wants
to
come
in
and
give
us
ideas
for
events,
but
doesn't
necessarily
want
to
be
part
of
those
things.
Q
So
I
think
a
lot
of
a
lot
of
surveys,
a
lot
of
polling,
a
lot
of
getting
data
back
from
those
people
who
attend
on
how
involved
they
want
to
be
and
then
over.
The
next
two
and
third
meeting,
starting
to
kind
of,
I
guess,
shape
that
a
little
bit
more
into
those
that
are
going
to
be
more
and
involved
in
and
creating
that,
whether
it's
mission
statements
or
having
it
aligned
with
clearwater
statements
but
having
using
the
the
data
that
we
get
during
the
first
group
of
meeting
to
create
that
that
clarity
of.
P
Q
And
I
should
also
note
not
coming
into
this,
assuming
I
know
all
the
answers
to
this,
so
we
have
been
communicating
still
with
kathy
on
what
these
first
steps
would
be
for
having
a
very
robust
meetings.
A
P
It's
very
much
a
fun
event:
it's
not
a
formal
public
meeting
and
then,
after
that,
those
names
of
those
folks
might
be
winnowed
down
a
little
bit
to
the
folks
who
want
to
take
it
to
the
next
step
in
developing
the
shared
vision.
But
it's
not
your
usual
sort
of
public
meeting
session.
It's
really
much
more
open
house,
much
more
general
gathering.
A
N
We
could
what,
if
we
had,
you
know
not
to
start
workshopping
it,
but
what,
if
you
had
some
kind
of
a
poster
large
display
in
each
of
the
rec,
centers
and
or
libraries
that
just
said,
we
need
your
feedback
and
let
people
write
or
you
know,
check
boxes
or
do
something
that
way
that
way.
We
could
really
hit
diverse
populations
and
parents,
people
with
kids,
yeah,
yeah
and
and
have
it
open
for
you
know
a
month
or
whatever
your
time
frame
is
so
that's
an
easy
flow
and
it's
not
competing
with
the
referendum.
J
S
Good
morning,
mr
mayor
council,
members,
I'm
actually
james
newkirk,
I
am
the
measurement
verification
lead
for
the
program
and
I
can
get
us
started
so
here
to
my
left
is
ms
kristen
wheatley?
She
is
our
energy
specialist.
That's
been
hired
and
is
dedicated
specifically
to
this
account.
S
She
is
our
she's
new
to
our
company,
but
comes
with
a
lot
of
great
experience
in
in
the
hospital
field
and
with
the
energy
turbine
projects
and
mr
goff
there's
mr
bell:
he's
gonna.
T
Pick
it
up
good
morning
appreciate
everybody
allowing
us
to
come
and
present
to
you
today,
but
my
name
is
david
goff,
I'm
the
client
manager
here
for
the
synergistic
energy
conservation
program
and
we're
very
excited
to
be
here
and
partnering
with
synergistic.
T
Thank
you
for
the
opportunity
to
come
and
present
to
you
today
our
implementation,
our
early
implementation
of
our
program,
and
I
would
like
to
introduce
my
team
to
you
right
now.
I
think
james
had
started.
Kristen
wheatley
is
our
energy
specialist
here
in
this
account
embedded
here
all
the
time
anthony
adams
is
our
technical
specialist.
Here
that
is
here.
A
pre-regular
james,
newkirk
y'all
saw
y'all
matt
james
james.
T
Is
our
data
analyst
here
assigned
to
the
to
the
account
I'd
like
to
let
kristen
introduce
herself
a
little
bit
and
tell
you
a
little
bit
about
her.
U
Yes,
thank
you
for
the
introduction,
both
david
and
james
nice,
to
see
you
guys.
Thank
you
so
much
for
your
time.
So
I
have
a
background
in
many
special
projects
in
different
fields,
which
brings
quite
a
bit
of
experience
to
the
field.
I'm
really
excited
to
meet
with
all
of
the
city
of
clearwater
employees.
U
I've
had
just
a
great
time
so
far
in
starting
this
program
and
getting
that
getting
all
the
city
employees
on
board
for
our
initiative,
and
I
just
love
the
city
of
clearwater
and
actually
just
had
my
one
year
anniversary
about
a
year
ago
and
got
married
here
in
the
courthouse.
So
it's
a
very
special
place
to
me.
T
Okay,
all
right-
this
is
a
very
important
program
to
us
and
very
important
place
to
all
of
us,
and
our
program
is
designed
not
to
only
realize
savings,
but
also
to
be
sustainable
for
generations
to
come,
and
just
please
understand
this
is
not
just
another
green
initiative.
T
Okay,
we're
very
excited,
as
I
say
to
be
here
and
partnering,
with
the
city
of
clearwater
and
after
much
research,
clearwater
partnered
with
synergistic.
We
are
the
national
leader
in
energy
conservation.
T
Synergistic
provides
a
level
of
expertise
in
energy
conservation
and
and
the
energy
conservation
and
management
that
is
unmatched
and
demonstrated
by
our
14
straight
years.
Partnering
with
energy
star
and
receiving
the
epa's
energy
star
award.
T
With
synergistics
technology
enabled
and
science-backed
process,
data
and
expertise
organizations
have
been
able
to
achieve
20
to
30
savings
and
often
much
more
with
our
program.
Our
program
is,
as
I
say,
technology
enabled.
We
have
a
unique
patent
software
system
that
we
use
in
our
tools.
It
helps
us
identify
and
address
savings
opportunities
and
find
billing
issues,
and
it
helps
us
keep
score
on
how
we're
doing.
T
Our
process
is
is
unique,
as
I
say,
but
we
look
at
everything
in
your
organization
that
uses
energy
and
we
make
sure
that
each
one
is
optimized
that
it
mean,
and
that
really
means
that
it's
working
as
it
should
and
working
when
it
should.
We
look
at
areas
that
many
people
don't
think
about
in
savings
and
again
it
is
a
connect,
a
continued,
unique
process
that
we
we
look
at
every
area
in
the
organization.
U
So
right
now
in
the
program,
I'm
in
the
process
of
meeting
all
the
city,
employees
and
leadership
has
been
very
welcoming
to
my
site
visits.
I'm
able
to
look
at
each
location,
evaluate
through
my
audit
processing
and
see
where
there's
opportunities
to
save
energy
and
to
conserve
and
right
now,
I've
hit
about
50
of
the
buildings
that
are
here
within
the
city
of
clearwater,
so
about
halfway
there.
U
So
we
are
starting
our
policy
and
that
part
of
my
position
will
be
really
talking
with
the
city,
employees
and
encouraging
being
good
stewards,
not
only
at
the
leadership
level,
but
any
buddy
that
uses
the
facilities
throughout
the
city
of
clearwater,
and
we
have
certain
set
points
that
we've
set
for
different
guidelines,
just
communicating
that
and
being
an
advocate
for
the
entire
city.
But
so
far
I
have
received
incredible
feedback
very
positive
from
everyone
throughout
the
city
of
clearwater.
So
I'm
very
encouraged
so
far.
S
You
know
our
engineers
are
very
technical:
they
get
deep
into
your
equipment
and
how
how
it
operates.
But
ultimately
it's
a
people
program.
It's
a
program
that
develops
relationships,
uses
communication
to
help
us
all
be
good.
Stewards
of
the
energy
that
clearwater
is
consuming
and
communication
is
absolutely
key.
This
opportunity.
Thank
you.
S
This
is
a
great
way
for
us
to
to
kick
off
that
communication
here
within
your
organization,
the
the
staff
as
kristin
mentioned,
has
been
terrific
we've
we
really
enjoy
working
with
the
staff
here
in
operations,
they've
been
very
supportive
of
of
our
efforts
and
we're
going
to
save
a
lot
of
energy,
and
it's
going
to
be
a
terrific
program
and
saving
energy
is
really
it
there's
two
things
that
that
happen.
S
When
you
save
energy,
not
only
is
it
beneficial
to
budgets
and
to
expenditures,
but
there's
also
an
an
environmental
impact
and
and
we'll
be
happy
to
share
that
information
with
you
in
upcoming
opportunities,
but
we're
going
to
we're
going
to
lower
the
carbon
footprint
of
the
city
of
clearwater,
which
is
going
to
have
a
positive
environmental
impact
as
well.
V
Hi
everyone,
this
right
here,
is
just
a
an
overview
of
how
many
hours,
in
collaboration
with
the
city
of
clearwater
maintenance
department
that
we've
reduced
since
april.
When
we
came
in
it's,
it's
quite
significant
impacted
space
and
it's
about
350
000
and
on
a
weekly
basis
about
837
hours
when
we
say
that
we're
referring
to
setting
back
mastering
the
unoccupied
finding.
Basically,
when
buildings
can
basically
not.
J
V
Day-To-Day
operations,
it's
fantastic.
This
actually
is
a
fine
example
of
this
building.
This
feels
wonderful
in
right
now,
but
we
have
been
able
to
optimize
this
building
as
well.
You
can
see
on
the
main
library
I
don't
have
reading
glasses
about
four
hours
weekly
have
been
actually
taken
back
and
it's
preserving
the
integrity
of
the
building
as
well
any
questions
or.
S
S
This
is
the
main
meter
at
north
greenwood
rec,
and
these
this
information
comes
from
15
minute
intervals
at
this
meter
across
two
weeks
of
consumption.
So
if
you
see
kind
of
the
peaks
you'd
imagine
that
is
sort
of
the
daytime
when
the
temperatures
are
warmer
and
the
building's
using
more
energy
and
the
valleys
are
would
be
the
evening
and
the
setback
opportunities.
S
S
The
main
library
here
there's
been
also
some
work
done
with
the
programming
here
as
well.
This
is
just
kind
of
a
different
view
of
the
same
type
of
information
and
what
the
consumption
is
overnight
on
a
daily
basis
between
that
11
pm
to
4
a.m,
the
orange
bars
are
pre-optimization
and
the
blue
bars
are
then
again
about
a
a
50
drop
in
in
overnight
consumption.
T
To
wind
up
the
presentation,
I'd
like
to
we'd
be
remiss
if
we
didn't
think
of
any
people.
That's
been
involved
in
helping
us
and
supporting
us
in
in
our
launch
here
really
want
to
thank
the
city
manager's
office
for
sure
and
that
the
help
support
we've
got
there.
The
general
services
they've
been
instrumental
in
business
in
this
initiatives.
T
To
date,
a
lot
held
a
lot
of
support
in
working
with
us.
The
I.t
department
has
has
been
instrumental
in
helping
us
and
supporting
us
as
well
as
the
finance
we've.
We've
bothered
those
people
a
lot
getting
bills.
We
we
go
back
and
load
three
years
of
all
the
billing
information
across
the
city,
so
the
number
of
bills,
I
think
it's
2200
or
something
crazy
amount
on
a
monthly
basis,
so
the
people
that
take
care
of
that
a
lot
of
information.
T
But
but
again
I
wanted
to
give
you
a
feel
and
again
really
appreciate
the
opportunity
to
come
here
today,
but
just
we've
had
a
we've
had
a
wonderful
start
in
our
investigation.
In
our
discovery,
the
staff
has
been
very
supportive
to
to
date.
T
Kristen-
and
I
was
on
the
beach
last
week
or
two
weeks
ago,
and
we
needed
to
talk
to
one
of
the
lifeguards,
and
so
somebody
got
on
the
radio
and
called
a
gentleman
off
the
stands
right
in
front
of
us
and
he
came
and
just
showed
us
around
and
gave
us
an
update
of
his
office
and
activities
and
when
they're
there
and
all
that
stuff,
but
you
know
just
a
great
attitude
of
support
and
help.
T
So
we
really
appreciate
that
I
want
to
emphasize
that
we're
right
on
our
timeline,
we're
right
where
we
thought
we
would
be
in
our
implementation
right
now.
So
we
feel
very
good
about
that
again
gathering
a
lot
of
data
points,
and
so
we
know
exactly
where
we
are
at
all
time
in
this
in
this
discovery
phase,
but
we
feel
very
positive
about
where
we
are
at
this
point
at
this
time.
So
anyway,
without
all
that
being
said,
I'll,
we'll
answer
any
questions.
E
E
E
I
I
guess
I
know
it'd
be
a
hard
question,
but
the
what's
the
dollar
amount
on
the
hours,
I
guess
would
be
different
for
every
building,
but
so
where
do
we
go
from
here
in
your
next
phase?
Are
you
going
to
be
monitoring
more?
Are
you
going
to
come
to
us
for
recommendations
on
maybe
changing
fixtures,
or
where
do
we
go
from
here.
T
Right
now
we're
it's
it
again.
It's
all
the
discovery
and
it's
the
behavior
implementing
the
behavioral
side
of
it
meeting
with
the
different
organizations,
the
different
directors
and
again
continuing
to
to
really
understand
we
are
making
the
changes
behind
the
scenes
right
now
we
have
been
in
about,
as
christian
said,
about
50
of
all
the
buildings
in
clearwater.
T
Some
of
the
buildings
are
large
buildings.
Some
of
them
are
very
you
know,
very
small.
Some
of
the
buildings
have
automation
systems
in
there.
Some
have
just
programmable,
thermostats
or
thermostats,
so,
but
again,
we're
working
with
with
micah's
office
and
making
some
recommendations
here
and
there,
but
our
recommendations
have
been
slow
and
we've
we're
building
up.
You
know,
I
guess,
is
what
I
want
to
say:
we're
we're
making.
T
We
know
the
goals,
the
the
end
goals
of
the
policy
and
the
guidelines
are
to
take
it
to
where
we're
capturing
every
bit
of
the
unoccupied
times
and
we're
getting
close
to
that
point
right
now,
our
next
we've
we've
actually
implemented
about
four
different
changes
to
the
systems.
At
this
point,
we're
trying
to
do
it
behind
the
scenes
where
it's
very
quiet
and
so.
E
T
We
will
have
a
complete
we're.
We
will
know
our
full
data
release
is
about
a
month
away
and
so
we're
getting
close
to
at
least
understanding
where
we
are
and
where
the
city
has
been
and
where
we
are
at
this
point,
at
a
year's
time,
we
will
have
a
good,
a
good
feel,
a
good
understanding
of
the
percentage
right
now
we're
really
battling
and
working
with
consumption,
and
then
that
will
lead
to
savings
along
the
way
and
when
I
say
consumption,
the
main
thing
we're
focusing
on
right
now
is
eliminating
wasted
energy
use.
T
You
know,
there's
just
tons
of
wasted
energy
used
mainly
after
hours,
nights,
weekends
and
that's
the
first
thing.
We
capture
that
at
the
same
time
we're
optimizing
the
equipment.
That's
that's
here,
we're
making
the
recommendations
all
the
time
about
the
automation
system
and
to
make
that
where
it's
a
little
more
user
friendly
and
bringing
that
up
to
you,
know
kind
of
up
to
speed.
T
A
N
Mayor
what
a
wonderful
presentation-
thank
you
I
was,
I
was
thinking
as
you
were
talking
about
maximizing
savings
and
weekends
and
stuff
when
we
travel
for
the
weekend.
We
turn
off
our
hot
water
heater
and
you
know
turn
off
the
thermostat
or
do
what
we
need
to
do
to
really
save
money,
which
I
know
is
what
you
all
are
doing.
I
would
I
had
two
two
questions
or
points
you're
already,
saving
money.
I
mean
right
now
we're
saving
money
and
we're
reducing
pollution
and
reducing
our
energy
consumption,
reducing
carbon
emissions.
N
When
can
we
expect
a
forward-facing
web
page
connected
to
our
sustainability
department
or
something
that
reports
that
out
to
people?
I
think
we
need
to
really
champion
we're
saving
you
dollars
every
quarter.
However,
you
want
to
do
that,
but
I
think
that's
super
important
so
dollars
pollution,
carbon
emission
and
energy
consumption
or
whatever.
T
We
we
do
focus
on
that,
and
you
know
we're
we're
really
big
on
co2
emissions,
how
many
cars
we've
taken
off
the
road,
how
many
tree
seedlings
that's
been
planted
for
a
year,
and
we
do
like
to
present
all
of
that
and
just
that
carbon
footprint.
N
T
Like
march
or
april,
it
would
be
about
after
the
first
year.
N
W
On
the
the
placement,
I
guess
the
the
challenge
right
now
is
is
setting
the
baseline
right.
Now
we
don't
have
anything
to
necessarily
compare
it
against.
We
have
three
years
of
data
that
the
team
has
has
taken.
Much
of
it
in
you
know,.
F
W
Form
so
it
is
they've
had
to
manually
enter
a
lot
of
the
data
that
that,
in
some
cases
they
probably
haven't
had
to
in
some
other
areas,
so
that
has
been
the
biggest
lift
to
date.
The
baseline
information,
I
believe
you
know
september,
you
said
right
around
there-
is
when
we're
gonna
get
the
baseline
information.
W
So
when
we
get
that,
then
we'll
start
being
able
to
to
show
some
of
the
numbers
that
you
all
are
talking
about
and
the
and
the
co2
emissions
and
we'll
figure
out
some
good
ways
to
to
get
that
out
to
not
only
the
council
but
the
community.
N
Yeah,
okay,
good!
Well,
even
with
your
graphs,
you
know
you
can
see.
Oh
my
gosh,
I
mean
that's,
really
significant
and
then
the
other
thing
is
so
we
haven't
had
many
complaints
or
concerns
from
staff
about
the
comfort
level
in
the
buildings
or
any
inconvenience.
That
way
I
was
just
wondering
if,
with
as
our
weather
changes,
hopefully
a
little
bit
changes
gets
a
little
cooler.
Do
you
anticipate
a
little
more
adjustment
when
you
have
seasonal
changes.
T
Okay,
definitely
do
that
and
you
know
a
lot
of
the
early
work
is
process
process
changes
and
making
sure
that
we
have
a
good,
solid
process
of
when
somebody's
gonna
be
in
a
building.
The
main
thing
that
we
do
is
try
to
take
and.
X
T
So
we
can
vet,
it
understand
it
and
then
you
know
improve
it,
yeah,
that's
it,
and
so
a
lot
of
that
process
has
been
going
on
and
it
is
set
up
right
now,
but
again,
a
lot
of
communication
with
that.
So
it
has
been
good.
So
far,
it
has
been
good
the
time
that
we
have
had
a
problem.
It
was
the
communication
part
that
somebody's
gonna
be
there
and
they
didn't
know
that
the
change
had
been
made.
M
I
just
wanted
to
understand
a
little
bit
better,
the
the
stats
for
the
weekly
hours
reduced,
because
you
mentioned
the
the
library
here
and
it
shows
only
four
weekly
hours
reduced
here-
is
that
because
we've
already
done
a
great
job
of
reducing
it
to
overnight
and
or
do
we
have
special
requirements
here
for
our
collections.
T
Very
good
good
questions.
We.
F
T
T
That
is,
that
was
the
first
set
of
our
reductions.
We
have
another
at
least
that
much
to
go.
You
know
that
we
can
capture.
But
again
I
don't
want
to
the
analogy
that
that
I
would
use
is
kind
of
boiling
across
one
degree
at
a
time
has
been
implemented
at
this
point
and
we
are
getting
there
and
we
in
fact
there's
another
set
of
changes
coming
next
week.
That's
already
been
coming
together.
F
A
On
page,
I
don't
have
a
page
number
12..
A
B
T
From
one
thing
that
was
steve
jones.
A
Sure,
back
in
your
contract,
back
in
february
17th
of
this
year,
the
projected
savings
for
five
years
was
eight
million
two
hundred
and
ninety
nine
thousand
dollars
net
was
four
million.
Fifty
five
and
then
here
you've
got
three
I'm
trying
to
rectify
the
difference.
S
S
A
A
S
Y
Now
this
area
was
settled
initially
prior
to
900
bce
by
the
otomi
people
who
were
later
encapsulated
within
the
toltecs
and
then
them
later
by
the
aztecs
in
the
aztec
language.
The
city
of
gizmit,
kilpan's
name,
translates
to
where
the
grass
cuts
like
flint
knives.
Y
Within
that
structure.
There
are
some
murals
that
represents
the
merger
of
both
catholic
and
indigenous
iconography,
which
is
one
of
the
main
tourist
attractors
here
in
the
city
and
for
a
mural,
that's
a
little
over
500
years
old.
Y
It's
actually
in
quite
good
shape
and
is
one
of
the
very
few
that
shows
that
merger
in
two
cultures,
iconography
now
in
1969
major
infrastructure
brought
the
city
into
the
20th
century,
and
one
of
the
prime
things
that
came
out
of
there
was
the
diana
statue
which
you
can
see
in
a
lot
of
businesses
and
murals
here
in
clearwater
diana.
The
huntress
is
very
important
to
the
identity
of
people
from
eat
some
coupon
and
from
mexico
city
as
well.
Y
Now
their
total
population
is
about
73,
000
and
one
third
of
that
speaks
some
form
of
indigenous
indigenous
language,
whether
it
be
otomi
or
one
of
the
other
tribes
of
the
area.
Now
there
was
a
large
migration
in
the
1980s,
many
people
from
its
macupon
and
the
state
of
hidalgo.
Coming
here
to
clearwater,
it's
estimated
that
about
17
000
residents
have
settled
in
the
greater
clearwater
area,
many
of
them
also
otome.
Y
Now
this
is
following
a
introduction
by
the
mexican
consulate
in
february
and
a
meeting
between
mayor
hibbard
and
mayor
of
arizelli
beltran
from
the
city
of
it's
mckillpon.
Y
They
really
had
an
interest
in
developing
a
relationship
with
us
because
of
that
large
number
of
immigrant
population.
We
have
here
in
the
city
now
we're
following
the
sister
cities
international
protocol,
which
initially
says
that
cities
will
have
a
welcome
meeting
as
we
have
done.
The
second
step
would
be
to
adopt
a
resolution
that
indicates
both
city's
willingness
to
investigate
partnering
as
official
sister
cities.
Y
So
our
next
step
that
would
be
after
a
resolution
that
would
allow
staff
between
the
two
cities
to
sit
down
and
work
out
a
relationship
agreement.
How
will
exchanges
take
place?
What
will
the
focus
be?
How
often
will
they
take
place
now?
Our
focus
here
within
this
particular
city
is
not
only
tourism
but
education,
notably
tech.
Y
As
well
to
share
some
advancement
between
the
two,
we
also
have
an
opportunity
to
learn
more
about
the
heritage
of
many
of
our
residents
here
in
clearwater,
and
it's
a
way
of
inviting
those
residents
from
izumikilpan
a
chance
to
participate
in
city
activities
and
welcome
them
by
understanding
their
culture
more
through
a
deeper
relationship
with
their
home
city,
and
so,
as
I
said,
next
steps
after
a
resolution,
we
would
then
proceed
to
negotiate
with
its
machiavon
for
a
sister
city's
formal
agreement
and
then,
after
that,
a
an
exchange
program
will
begin.
A
Well,
this
seems
like
a
natural
fit
for
clearwater,
obviously
with
our
population,
and
so
many
folks
from
hidalgo.
It
was
a
very
enthusiastic
group
that
we
got
to
meet
with
christopher.
So
I
think
it's
a
wonderful,
wonderful
partnership
that
we
ought
to
pursue.
Council
members,
I.
L
L
Mayor
beltran
wrote
a
letter
and-
and
I
think
she
quoted
you
and
I
think
it
was
the
best
way
to
sum
it
up.
Twinning
between
our
cities
is
the
most
logical,
the
most
necessary
ichimokilipon
and
clearwater,
already
sister
cities
ever
since
they
are
strong
ties
that
already
unite
us
through
the
large
number
of
people
who
have
chosen
clearwater
as
their
home.
I
thought
that
was
well
said,
so
I
fully
support
this
and
I'm
very
excited
to
see
what
this
brings
forward.
M
M
A
Christopher
gave
me
a
post-it
with
it
phonetically
laid
out,
I'm
still
having
issues
but
we'll
get
there.
Wiseman.
N
Z
The
role
of
the
committee
is
to
look
at
any
rules,
regulations,
policies
or
anything
else,
really
that
might
affect
the
cost
or
ability
to
develop
workforce
and
affordable
housing.
The
committee
makes
recommendations
on
incentives
that
will
encourage
such
development
capturing
all
of
this
in
what
is
known
as
the
local
housing
incentive
strategy,
as
described
in
the
resolution
2219,
the
ahack
is
comprised
of
11
members
and
each
must
represent
a
specific
field
and
is
required
by
state
statute.
Z
One
of
the
seats
is
required
to
be
filled
by
the
local
planning
agency,
which
we
interpret
to
mean
as
the
community
development
board
and
at
its
august
16th
meeting.
The
cdb
did
make
recommendation
for
bruce
rector
to
to
sit
on
this,
the
seat
to
take
the
seat
and
the
final
seat
is
required
to
be
filled
locally
by
an
elected
official,
so
you'll
need
to
make
that
choice
on
thursday
evening
and
last
year.
Z
Vice
mayor,
beckman,
served
in
this
role
committee's
work
concludes,
as
I
said,
with
the
local
housing
incentive
strategy,
at
which
time
we'll
bring
it
to
council
in
december,
which
is
the
we
must
approve
by
the
end
of
the
year
and
the
a
hack
will
formally
sunset
at
that
point.
Excuse
me
happy
to
take
any
questions.
O
Good
morning
again,
mayor
council,
jim,
helios
director
of
parks
and
recreation,
the
item
we
have
before
you
is
for
the
purchase
and
installation
of
a
playground
at
delaware
park.
As
council
will
may
remember,
del
oro
park
is
going
to
be
our
trailhead
out
for
the
courtney
campbell
causeway
trail
and
also
connecting
the
room
wilson
trail
in
those
parts.
O
There's
a
bathroom
that's
being
installed
there
and
also
with
upgrades
in
through
the
park
that
we
have
done
with
stormwater
to
alleviate
some
flooding
and
part
of
that
is
to
replace
the
playground
that
was
in
there,
because
we
had
to
relocate
the
playground
due
to
the
construction.
So
I'd
be
happy
to
answer
any
questions.
A
So,
there's
a
little
bit
of
a
discrepancy
between
the
price
that
was
bid
and
the
price
in
here
there's
a
three
percent
contingency,
mr
margolis,
you
think
we
ought
to
kind
of
look
at
this.
The.
C
Policy
yeah,
I
mean
this
is
not
a
critique
of
either
mr
alio's
city
manager
or
anyone
else,
but
one
of
the
practices,
I
think
that's
somewhat,
of
a
long-standing
practice
here
in
the
city
when
it
comes
to
certain
commodities
contracts
is
to
include
some
sort
of
contingency,
and
I
think
that
that
was
probably
motivated
by
concerns
over.
C
In
fact,
we
do
have
at
the
very
next
item,
a
construction
contract
and
then
separately
from
that
the
city
manager
has
change
order
authority,
but
this
three
percent
contingency
for
commodities
being
pre-approved
in
other
words
like
a
pre-approval
of
overspending,
is
actually
not
something
that's
currently
contemplated
in
the
code.
But
again
this
is
not
a
critique
of
mr
hallios.
This
is
a
long-standing
practice
that
goes
across
various
city
departments.
That
is
something
I'd
like
to
take.
C
A
look
at
one
option
to
kind
of
deal
with
this
in
the
future
would
be
a
code
amendment.
If
council
would
like
to
look
at
the
code
itself
to
see
if
we
may
want
to
include
either
contingencies
or
to
potentially
expand
the
city
manager's
authority
when
it
comes
to
change
orders,
that
would
be
one
way
or
two
ways
to
deal
with
this,
but
in
the
absence
of
code
amendments
it's
probably
best
in
the
future.
C
If
we
just
have
city
staff,
ask
for
approval
for
the
exact
contract
amount,
which
in
this
case
is
145
rather
than
149,
and
then
if
there
is
some
need
to
go
beyond
that,
the
city
manager
does
have
the
authority
right
now
for
change
orders.
So
again
not
a
big
deal,
but
just
something
I'd
like
to
clean
up
in
the
future,
as
these
issues
arise.
O
As
council
remember,
we
approached
council
end
of
last
fall,
beginning
of
the
winter,
probably
about
the
change
of
the
year
of
some
items
that
the
phillies
had
requested
to
have
done
at
the
stadium.
Due
to
the
kind
of
delay
in
the
renovation,
there
were
some
items
that
needed
to
be
addressed
right
away.
One
of
them
was
the
refinishing
of
the
seats
and
some
various
other
items
which
we
were
able
to
do
and
included
in.
That
was
also
the
replacement
of
the
marquis
sign.
That's
out
on
us
19..
O
If
council
recalls
only
one
side
of
the
sign
works,
they
do
not
make
parts
for
those
types
of
signs
anymore,
since
it's
about
a
20
year
old
sign.
So
we
went
forward
and
worked
with
our
planning
department
to
make
sure
the
sign
was
in
compliance,
and
this
is
the
item
that
we
have
before
you
right
now
to
have
this
site
replaced
any.
O
O
Yes,
and
no
because
of
our
restrictions
that
we
have
versus
you
know,
I'm
sure
they
would
have
liked
something
that
was
a
lot
larger,
but
we
wanted
something
that
fit
within
the
footprint.
So
you
know
the
the
most
economical
way
that
we
could
do
it.
We
went
forward
with
it
that
fit
within
those
standards
from
the
co-compliance
of
the
planning
department.
Okay,
thanks.
O
The
clearwater
municipal
cemetery
is
an
area
that
we've,
you
know
it's
kind
of
been
at
least
since
I've
been
here
the
20
years
that
I've
been
here.
It's
a
an
area,
that's
maintained,
almost
I'd,
say
like
a
like
a
park
in
the
sense
of
one
of
our
passive
parks.
It
doesn't
have
the
level
of
maintenance
that
we
would
like
to
see
for
a
cemetery.
O
So
you
know
speaking
and
working
with
the
city
manager,
we
decided
to
develop
a
cip
fund
to
enhance
the
the
you
know
and
beautify
the
city
cemetery
part
of
that's
going
to
be
removing
fencing,
which
we've
already
done,
and
installing
hedges
around
there
to
give
it
more
of
a
nice
feel
and
then
looking
at
certain
areas
where
we
can
install
turf
and
irrigation
very
limited.
You
know
again,
we
can't
do
certain
areas
just
because
it's
a
cemetery
so
putting
irrigation
is
going
to
be
difficult.
O
We're
looking
at
more
a
lot
around
the
perimeter
kind
of
like
a
golf
course
irrigation
where
it
can
spread
and
spray
in
those
areas
and
then
also
looking
to
address
the
the
entrance
features
and
beautifying
those
a
little
bit
more.
We.
O
Our
staff
currently
takes
care
of
this
area,
so
this
won't
require
any
increases
to
existing
staff.
It'll
just
be
taking
care
of
it
as
they
do
now.
So,
instead
of
weed
whacking,
some
areas
they'll
probably
be
able
to
go
through
with
a
mower,
and
it's
just
gonna
be
a
better
look,
and
this
is
something
that
you
know:
we've
really
wanted
to
focus
on
in
the
upcoming
year.
So
we
have
to
answer
any
questions.
Questions.
A
The
cemetery
is
full
correct,
yes,
because
I
really
want
to
go
there,
but
we
don't
have
any
room
for
above
ground.
Do
we
have
room
for
anything
that
would
add
revenue.
O
We
have
looked
at
certain.
I've
worked
with
rose
and
we've
looked
at
certain
kind
of
areas
that
we
could
if
we
could
go
vertical,
but
there
really
is
just
there's
no
space
for
that.
It's
pretty
much
all
plotted
out
within
there
and
I'd
say:
do
you
remember,
rose
somebody
even
do
we
even
have
any
yet.
Y
O
A
H
So,
regarding
the
burials,
yes,
we
do
have
internments,
not
very
frequent,
but
those
are
individuals
or
individuals
who
have
family
members
who
have
purchased
spaces.
So
we
still
have
some
fold
but
most
of
the
times
it's
earns.
F
A
E
F
AB
Back
in
may
of
this
year,
the
council
approved
a
new
local
agreement
so
that
we
could
essentially
put
the
governance
structure
and
the
financing
structure
into
place.
This
item
is
essentially
a
follow-up
from
the
approval
of
that
ilo
ila
agreement.
It
provides
for
the
purchase
order
with
the
pinellas
county
sheriff's
office,
which
is
actually
to
the
software
vendor
for
the
cad
and
rms
project.
AB
Our
pro
rata
share,
which
is
124
879
dollars,
and
then
the
operation
of
prime,
which
is
the
or
the
administrative
entity
that
will
run
the
software,
run,
the
pro
run
the
program
and
maintain
it
and
and
have
the
staff
underneath
this
umbrella
that
will
service
all
of
the
providers.
The
pro
rata
shares
a
factor
based
on
the
total
number
of
licenses
used
throughout
everybody
in
the
county
and
the
number
that
clearwater
needs
and
that's
how
we
come
to
the
total
amount
or
the
amounts
that
were
needed
for
prime.
It
is
165
984.
AB
N
I
just
had
a
question
about
the
numbers
and
I
don't
I
just
wanted
to
know.
Are
we
saving
money
from
the
last
contract
because
so
you're
asking
for
165
984
for
personnel
and
maintenance
for
one
year
and
one
month
of
prime
and
then
in
the
legislative
text
that
says,
since
2007
cpd
has
spent
about
189
000
annually
for
tri-tech
maintenance?
N
AB
You
know
our
124.8
is
the
amount
for
the
software
vendor,
okay,
so
our
share
of
the
stuff,
our
share
of
the
provider,
the
entity
that
it's
going
to
operate
at.
So
the
answer.
AC
AB
I
think
a
couple
questions
in
this.
Let
me
take
one
at
a
time.
First,
you
know:
are
we
saving
money
saving
money
from
where
we
originally
started?
Okay,
so
we
wanted
to
purchase
a
new
we're
going
to
purchase
a
new
cat
rms
system,
either
way
we're
going
to
need
it
because
it
was
essentially
functionally
getting
out
of
date.
AB
That
project
was
estimated
to
be
about
3
million.
With
this
collaboration,
this
partnership,
we
won't
have
to
pay
the
significant
amount
of
money
that
we
had
to
pay.
We'll
bring
the
tritech
item
to
you,
because
we
still
have
to
overlap
a
couple
years
while
we're
transitioning,
so
I
still
have
to
pay
tri-tech
for
probably
the
next
at
least
the
next
year,
maybe
one
more
year
after
that,
depending
on
where
we're
at
how
long
it
takes.
But
I
anticipate
for
the
next
two
years:
that'll
be
214
000.
AB
AB
That's
just
for
one
year:
okay
yeah,
so
I
already
paid
them
214,
000,
the!
If
you
you
had
a
spreadsheet
that
kind
of
had
this
here
and
if
you
follow
the
clearwater
thing
it
kind
of
gives
you
estimates
for
year,
2024
25,
which
is
after
we
get
over
the
overlap
years.
You
can
see
that
at
295
000,
that
includes
both
your
software
and
your
prime
operating
cost.
AB
So
the
whole
thing
with
tritech
escalating
about
seven
percent
a
year,
you're
gonna
you're
essentially
financing
your
your
new
software
in
my
mind,
at
a
pretty
very
reasonable
rate.
So
what
I
thought
I
was
going
to
buy
for
three
million
dollars
now
is
going
to
cost
me.
It
costs
you.
You
know
50
000
a
year
above
what
we're
playing
now.
So
it's
in
my
mind,
long
term,
very
advantageous,
good.
A
Spearheading
this
for
the
whole
county,
it
really
was
all
of
your
efforts
and
that's
been
recognized
by
your
peers,
but
I
want
us
to
recognize
it
as
well,
so
appreciate
it
a
long
way
to
go
still.
Thank
you
understood
we're
going
to
take
a
10-minute
recess.
Sorry,
mr
brown.
A
A
A
A
F
F
F
F
F
F
F
F
F
F
A
A
A
A
A
D
D
From
leaking
into
the
manhole
and
lastly,
there
is
smoke
testing
where
smoke
is
introduced
into
a
manhole
and
inspectors
are
on
the
surface.
Looking
for
defects
that
are
identified
by
visual
observations
of
smoke
reaching
the
surface,
this
is
a
multi-year
contract.
However,
we
intend
on
returning
to
council
each
year
to
add
additional
funds
to
the
contract
and
also
make
you
aware
of
the
repairs
that
were
completed
during
the
prior
year.
I'm
happy
to
respond
to
any
questions.
N
N
A
D
You
know
we
have
an
existing
contract
right
now,
that's
about
12
and
a
half
million
we've
since
got
another
consultant
on
board.
That's
going
to
help
us
oversee
all
this
work,
which
is
why
we've
increased
the
value
up
to
this
329.
A
Now
I
understand
it's
just
still
a
breathtaking
number
and
so
councilman
can.
D
N
AC
D
Jeremy
brown,
engineering
manager.
The
purpose
of
this
item
is
to
ratify
and
confirm
work
that
is
already
underway
at
the
marshall
street
water
reclamation
facility.
The
work
includes
addressing
methane
gas
that
was
leaking
from
them
from
the
marshall
street.
Digester
work
completed
to
date
includes
removing
its
contents
and
associated
gas
cleaning,
its
interior
and
inspecting
and
repairing
welded
seams.
D
L
As
I
recall,
the
initial
emergency
repair
was
roughly
100,
000
or
180
000
between
there,
and
then
city
council
approved
the
full
bill,
which
was
around
700
000.,
then
somewhere
between
right
shortly
after
that
that
doubled
and
now
it's
1.9,
and
I
just
can't
connect
the
dots
but
it.
What
I
just
stated
is
that
is
that
is
that
correct?
Yes,.
D
And
so
when
I,
when
I
brought
the
100
150,
I
think
forget
what
the
number
was.
It
was
150.
two
that
was
for
the
consultant
180..
That
was
for
the
engineer
that
was
going
to
support
the
contractor.
Do
the
repairs,
and
so
the
city
manager
authorized
the
emergency
that
got
the
contractor
moving.
They
started
ordering
materials
and
getting
everything
on
site.
D
The
first
was
for
the
engineer
and
we
estimated
at
that
time
it
was
going
to
be
out
7,
25
or
750,
and
that
has
since,
by
the
time
we
didn't
know,
there
was
a
lot
of
unknowns,
and
so
that's
partially
why
we
didn't
think
we
needed
to
bring
it
to
you
at
that
time,
because
we
didn't
know
what
the
total
was
going
to
be.
We
were
just
trying
to
estimate,
maybe
around
750,
since
that
it's
obviously.
D
It
depends
on
how
you
define
emergency
the
initial
emergency,
where
it
had
potential
impact
to
to
bystanders
to
public,
potentially
the
local
community.
That
is
no
longer
that
emergency
is
gone
currently
because
it's
not
operating
the
way
it's
designed,
we
are
slightly
outside
of
our
permit,
and
so
from
the
operations
perspective.
The
emergency
is
continues
until
that
digester
is
back
in
service,
doing
what
it
was
designed
to
do.
W
Councilmember
one
of
the
challenges
with
this
project
was
once
the
emergency
was
taken.
Care
of
you
couldn't
just
leave,
leave
the
digester
as
it
was
there
were.
There
were
elements
that
would
have
to
be
completed
to
to
make
it.
You
know
usable
beyond
that
point,
so
they
couldn't
necessarily
just
stop.
So
that
was
one
of
the
reasons
the.
D
L
D
D
Later
at
this
point
in
time,
based
on
what
we
know
and
what
we
know,
what
we've
done
and
what
we
know
needs
to
happen,
we
feel
relatively
confident
that
this
1.9
is
going
to
get
us
to
the
finish
line.
E
Albritton
yeah
jeremy
I've
been,
or
we
all
have
been
hearing
the
about
the
marshall
street
project.
For
a
while,
and
I
I
told
dave
porter
back
when
he
was
here
that
I
wanted
to
take
a
tour
which
never
came
about
I'd
like
to
do
that.
I'd
like
to
go
down
there
and
take
a
tour.
So
if
you
could
call
tammy
and
set
that
up
when
it's
convenient
for
you
absolutely.
D
A
AA
I
just
there's
ongoing
costs,
operation
of
rich
gardener,
public
utilities,
directors,
there's
ongoing
costs
to
operations,
the
the
purpose
of
the
digester
is
to
stabilize
the
sludge
and
when
it
does
that
it
reduces
its
volume
significantly,
maybe
as
much
as
50,
and
we're
not
doing
that.
So
that
means
we're
sending
raw
sludge
through
it
through
a
rented
bypass
system
to
2d
watering
and
the
wiring
is
designed
to
dewater
digested
sludge,
not
raw
sludge.
So
the
volume
that
we're
disposing
of
through
our
sludge
disposal
contract
is
is
double,
maybe
more
than
what
we
are.
AA
So
there's
a
financial
need
to
keep
this
project
going.
The
other
thing
is
part
of
the
reason
the
price
went
up.
So
much
was
when,
when
we
were
when
we
thought
we
had
a
problem,
we
thought
we
had
a
few
leaks
in
the
in
the
roof
of
the
digester.
AA
A
So
I
guess
my
question
would
be:
how
do
we
let
something
get
to
this
point
where
we
have
a
failure
of
this
magnitude,
and
my
other
concern
is
just
I
don't
like
ratifying
confirms
for
the
most
part
and
we've
been
getting
a
couple
big
ones
lately
and
I'm
concerned
about
that,
and
that
the
other
one
that
I'm
referring
to
doesn't
have
anything
to
do
with
you,
mr
garger.
So.
AA
We
it's
it's
not
something
we
generally
test
for
is:
is
the
roof
leaking?
We
happen
to
be
doing
some
work
on
the
roof.
We
whenever
we
do
work
around
the
digester.
We
we
have
a
gas
meter
where
we
test
for
the
safety
of
the
employees
and
when
they
tested
up
there
they
were
getting
very
high
readings,
and
then
we
started
our
investigation
and
realized
that
the
roof
was
leaking.
It's
methane,
it's
potentially
explosive.
So
we
tried
to
be
very
conservative
and
get
this
job
rolling.
I
No,
I
I
think
that
this
is,
I
think,
it's
good
to
have
taken
this
off
the
consent
agenda.
We
will
be
prepared
on
7.1
to
do
a
presentation,
but
I
do
hear
and
agree
with
you
is
in
terms
of
allowing
capital
infrastructure
to
to
deteriorate.
To
a
certain
point,
I
think
we've
got
to
do
a
better
job
of
that
and
that's
something
I
work
with
the
city
staff
on.
A
Okay,
well
again,
I
just
hope
I
understand
emergencies
arise
and
we
need
to
react
to
them.
I'd
like
to
be
less
reactive
and
then,
secondly
yeah
I
just
I
just
don't
want
to
see
any
of
these.
This
is
another
close
to
two
million
dollar
ultimately
ratifying
confirm,
along
with
the
sound
system
down
at
the
amphitheater.
N
Bye
smear,
I
was
just
looking
at
some
knowledge
that
I,
and
I
just
think
I
think,
maybe
you
know
working
off
of
council
member
to
share
his
questions
is
as
soon
as
we
know
that
there
is
a
greater
expense
than
what
we've
been
led
to
believe.
You
know
whether
it's
it
within
line
or
whatever
it's
just
to.
Let
us
know
as
soon
as
possible.
That's
all
I
mean
it's
your
department,
and
you
know
I
mean,
and
I
know
you
don't
go
out
and
bid.
N
D
F
A
E
A
G
G
The
existing
parking
lot
is
going
to
remain
the
two
crate
myrtle
trees,
that
any
other
entrance
are
going
to
be
removed
and
stored
for
reuse
and
city
staff
will
also
be
salvaging
that
hvac
equipment.
A
G
This
was
done
using
a
gmp
contract.
Okay,
there.
G
I
had
I
was
there
on
site
when
they
did
the
walkthrough,
and
there
were
several
several
contracting
demo
contractors
bidding.
A
AD
Hello,
tara,
kivit,
again
engineering
director.
Yes,
there
are
when
we
did
the
demolition,
it
would
have
taken
a
significant
amount
of
of
excavation
and
cost
to
remove
everything.
So
not
knowing
what
the
path
was
moving
forward.
It's
fairly
standard
practice.
You
know
we
followed
kind
of
best
management
practices
for
the
demolition
of
the
harbor
view
center,
and
so
there
are
some
underground
things
left.
AD
There
are
some
the
basement
wall,
slash
retaining
walls
were
left
in
place
to
provide
stabilization
and
ultimately
that
will
probably
I'm
hoping
it
will
be
a
benefit
when
the
bluff
development
starts
their
excavation
because
they
won't
have
to
worry
about
putting
in
some
sheet
piles,
because
we
already
have
some
of
that
in
place.
AD
No,
in
my
opinion,
the
best
time
to
deal
with
that
is
when
they
are
under
construction,
I'm
getting
ready
to
construct
the
underground
parking
garage
and
their
foundations.
Obviously
they'll
be
doing
that
excavation
work
anyway,
they're,
not
what
what
is
there
is
not
terribly
deep.
They
should
be
able
to
remove
it.
That
was
the
problem.
C
To
add
just
two
two
comments
so
as
for
skanska,
I
did
actually
ask
the
question
as
to
whether
they
are
on
the
roster
to
do
this
kind
of
work,
because
it
probably
would
have
been
more
cost
efficient.
But
my
understanding
is
they're
actually
not
on
the
roster.
AD
AD
AD
So
it's
not
hard
bid
in
the
sense
that
it
goes
through
our
procurement
and
it's
an
invitation
to
bid.
But
yet
just
like
skanska
did
on
the
park,
all
the
subcontract
work
is
bidded
out
and
there's
like
three
main
demo
contractors
in
town,
which
I
think
one
went
out
of
business
recently,
but
you
know
so.
E
Okay,
so
we
got
a
gmp
of
557
693
or
when
the
contract
documents,
the
following
are
not
included
in
the
gmp,
looks
like
a
pretty
long
list
of
things
that
could
be
pretty
hefty
and
pro
hazardous
materials.
Surveys
excluded
demolition,
asbestos
survey-
I
guess
they're
going
on
the
one
that
was
done
in
2019.
AD
Correct
and
and
it's
it's
our
policy
in
any
of
our
construction
projects,
even
the
ones
that
are
designed
bid
bill
not
to
include
hazardous
material
removal,
because
it's
just
such
an
unknown.
So
in
essence
you
would
be
paying
for
the
risk
that
they
don't
know
what
that
is
so
they'd
be
putting
in
a
very
high
bid.
So
we
take
it
as
as
the
city
will
deal
with
that,
and
then
you
know,
if
something's
encountered
pay
for
the
specific
amount
that's
encountered
versus,
including
an
unknown
amount
in
a
bid.
E
And
just
another,
you
probably
won't
be
able
to
answer
this,
but
the
building
demolition
and
abatement
is
320
thousand.
I
was
curious
because
we
have
been
talking
about
this
for
probably
four
years.
E
I
I
was
wanting
to
demo
the
thing
long
time
ago
when
we
moved
out,
but
you
know
I
was
told
that
oh,
the
developer
wants
to
use
the
rubble,
you
know,
and
why
should
we
do
it
right
now
so
anyway,
my
question
is:
what's
the
difference
between
the
actual
demolition
and
abatement
costs,
because
you've
got
an
additional
abatement
cost
of
15
000.
AD
AD
So
for
any
demolition
project
we
have
to
do
a
pre-demolition
asbestos
survey
and
typically,
we
find
very
little
asbestos
and
so
that
report
it
was
included
in
this
in
this
bid,
so
that
biltmore
knew
what
to
expect.
Sometimes
we
even
hire
the
city,
does
it
ourselves
or
not
ourselves,
but
we
will
hire
a
an
environmental
firm
like
geosyntec
to
come
in
and
do
the
abatement
and
then
the
demo
contractor
comes
in
this
time.
N
I
was
thinking:
do
you
plan
to
save
like
a
couple
of
bricks
or
anything
from
inside
to
maybe
incorporate
into
the
new
city
hall?
You
know
like
a
something
like
that.
AD
I
don't
think
we've
talked
about
that.
We
are
saving
the
grass
plaques
that
are
out
front
by
those
crate
myrtles,
but.
R
So
I
wanted
to
start
today's
discussion
by
talking
about
the
goals
of
our
code
compliance
program.
First
and
foremost,
our
goal
is
to
improve
the
quality
of
life
throughout
the
city,
and
we
do
this
by
ensuring
that
community
standards
adopted
by
the
city,
council
and
the
community
development
code
and
code
of
ordinance
are
met
and
we
really
strive
to
prevent
and
eliminate
blinding
influences
so
that
our
neighborhoods
remain
safe
and
attractive.
R
Now
that
that's
been
in
place
for
a
while,
I
think
we're
getting
over
the
community
education
hump
about
the
requirement.
However,
we
still
have
residents
that
try
to
work
around
that
and
they
like
to
tell
us
how
to
patrol
and
on
what
streets
we
should
be
going
on.
So
in
those
situations,
staff
advises
that
we
do
proactive
enforcement
and
that
we
regularly
drive
a
zone
and
hit
every
street
on
a
regular
time
frame.
R
I
do
want
to
note
that
we
have
a
lot
of
partnerships
in-house
with
our
different
departments,
in
particular
parks
and
recreation,
and
solid
waste
and
police.
We
work
together
on
a
lot
of
issues
they
bring
to
us,
we
bring
to
them
and
we
work
together
to
solve
a
variety
of
issues
out
in
the
community
and
then
the
last
thing
I
wanted
to
say
about
our
approach
is
that
we
really
have
a
mindset
of
compliance
and
not
a
punitive
one.
R
We
do
work
to
gain
compliance
with
people
by
working
with
those
who
are
interested
in
solving
their
violations
in
a
reasonable
time
frame,
and
we
do
that
when
we
see
that
they're
putting
forth
efforts
and
they're
making
progress.
However,
that's
not
to
say
when
we
see
something
that's
egregious
or
we
know
somebody
just
is
going
to
ignore
us
that
we
don't
move
forward
quicker
and
we
don't
let
things
drag
out.
So
our
inspectors
really
use
their
judgment
when
they're
out
in
the
field
and
they're
working
with
a
particular
property
owner.
R
So
the
co-compliance
division
is
the
largest
division
in
the
planning
and
development
department
with
a
total
of
17
full-time
ftes
last
year,
you
all
were
gracious
and
gave
us
three
new
ftes,
which
was
much
appreciated.
However,
with
the
current
job
climate,
we
haven't
really
been
fully
staffed
for
quite
some
time.
We've
had
some
resignations.
We've
had
some
retirements
and
not
being
able
to
fill
positions
quickly,
has
really
impacted
our
work.
F
R
Would
say:
we've
had
on
average
about
five
open
positions
at
any
time.
This
past
year,
things
were
starting
to
look
up.
We
were
in
the
process
of
filling
our
last
vacant
zone
inspector,
as
well
as
our
sign
inspector,
which
that
position
has
been
vacant
for
at
least
a
year.
Now
and
unfortunately,
on
friday,
we
got
news
that
our
our
candidate
for
sign
inspector
was
going
to
have
to
decline
the
position
so.
R
Our
code
enforcement
inspectors
are
assigned
to
one
of
these
nine
geographic
zones
and
they
are
tasked
with
patrolling
the
zones
investigating
complaints
as
well
as
self
self-initiating
violations.
On
average.
I
guess
we
spend
probably
50
percent
of
our
time
out
in
the
field.
30
percent
on
administrative
tasks,
in
about
20
percent
on
customer
contact
inspectors,
typically
work.
You
know
the
usual
shift
from
somewhere
from
eight
to
five.
However,
we
do
do
early
morning,
inspections
and
nine
inspections.
R
So
that
means,
if
we
have
a
reported
violation,
say
that's
behind
a
fence
and
we
can't
see
it.
We
can't
get
on
a
ladder
or
stand
on
our
car
to
look
over
that
fence.
If
someone
complains
that
someone
doesn't
have
a
current
tag
and
they're
backed
up
to
their
garage,
we
can't
walk
back
there
and
you
know,
put
our
heads
between
the
car
and
the
wall
to
see.
We
just
can't
do
that.
R
R
So,
to
give
you
an
idea
of
some
of
the
types
of
complaints
and
the
numbers
of
complaints,
we
were
able
to
work
with
it
to
pull
some
data
from
clearwater
connect.
This
is
the
data
from
the
beginning
of
the
year
to
just
a
few
days
ago
and
as
you
can
see,
we've
had
about
840
requests
or
complaints
filed
through
the
systems,
and
you
can
see
there's
a
lot
of
things
that
come
in
related
to
abandoned
vehicles
and
property
maintenance
issues,
watering
graffiti
and
that
sort
of
thing.
R
So
these
are
some
of
our
most
common
violations
that
we
counter
overgrowth
peeling
paint,
mildew
debris
parking
on
the
grass
parking
of
boats
and
rvs
in
the
front
yard
graffiti
and
watering
we
also
enforce
against
illegal
and
non-permitted
signs,
as
well
as
those
snipe
signs
that
you
see
in
the
right-of-way
tacked
up
to
utility
poles
that
sort
of
thing,
as
well
as
businesses
operating
without
the
required
business
tax
receipt.
We
are
also
involved
in
turtle
lighting
issues.
We
work
with
the
aquarium
on
those
and,
of
course,
we
deal
with
short-term
rentals
and
homeless
camps.
R
So
I
think
one
of
the
important
questions
I
was
asked
to
address
in
this
presentation
is:
what
can
our
residents
expect
from
code
compliance,
and
I
think
before
we
answer
that
question,
it
is
important
to
notice
a
note
that
residents
who
file
complaints
have
certain
expectations
about
the
process
compared
to
those
who
have
violations,
and
they
have
certain
expectations
about
how
long
they
should
be
allowed
to
fix
this.
So
at
this
point,
I'd
like
to
transition
over
to
rebecca
and
she's
going
to
talk
about
the
the
process.
R
The
typical
time
frames
given
for
compliance,
so
folks
can
understand.
Typically
what
to
expect.
Obviously
different
situations
require
different
judgments.
So
keep
that
in
mind
and
then
after
she
talks
about
the
process,
then
she'll
talk
about
some
of
the
challenges
that
we
see
and
then
some
of
our
current.
What
some
of
our
current
initiatives
are.
X
X
Today
the
processes
differ
slightly
depending
on
how
creatures
are
the
type
of
violation,
and
so
first
I'll
go
through
our
non-nuisance
cases.
All
cases
start
by
verifying
the
violation
ensuring
it's
within
the
city
limits,
especially
if
it
comes
in
through
this
clearwater
connect.
I
want
to
make
sure
that
it
is
a
valid
complaint.
We
go
by
verified
document
and
try
to
make
contact
with
the
property
owner
that
can
be
done
through
phone
calls
through
door,
knocking
through
leaving
a
door
hanger
to
contact
us.
X
Should
they
be
allowed
brief
time
to
try
to
engage
in
that
courtesy
notification
process
and
then
should
that
fail.
We
move
on
to
a
more
formal
notice,
called
our
notice
of
violation
that
gets
mailed
out
certified,
and
then
that
is
given
a
specific
time
of
compliance
based
on
the
a
reasonable
amount
of
time
to
comply.
So
you
may
get
less
time
to
comply
to
mow
your
lawn
as
you
would
to
another
violation.
X
Should
a
violation
be
more
transient
such
as
a
hauling
trailer.
So
they
have
the
opportunity
to
take
that
alternate
route
as
they
see
fit
on
a
nuisance
case.
It
follows
a
very
similar
path
other
than
we
like
to
try
to
move
those
along
as
quickly
as
possible,
because
a
nuisance
causes
issues
to
more
than
just
that
property,
but
it
also
affects
the
neighborhood
around
it.
So
we
post
should
the
courtesy
period
fail.
X
We
then
host
the
property
with
a
notice
and
send
the
certified,
at
the
same
time
as
well
as
posting
to
city
hall,
to
speed
that
process
of
compliance,
giving
a
shorter
window
and
then
setting
a
code
date.
Should
that
not
come
into
compliance
right
away
for
the
next
available
code
board
that
is
heard
and
then
and
the
inspector
presents
what
they
would
do
to
try
to
abate
the
nuisance.
X
Some
of
the
couple
processes
we
have
the
city
abatement
of
nuisances,
as
I
went
through
kind
of
briefly
touched
on
that
there's
specific
steps
that
we
go
through
in
a
nuisance
abatement.
We
abate
both
personal
property
and
we
work
with
the
city
parks
and
rec.
Should
there
be
public
property
as
well
as
pd,
to
identify
and
address
public
nuisances
and
abatements
quickly
as
well,
and
we
have
good
turnaround
on
getting
public
property
cleaned
up
quickly
for
personal
property.
X
There's
a
lot
that
goes
into
it's
very
traumatic
for
both
the
neighborhood,
as
well
as
the
owner
or
tenant
of
that
property,
and
so
we
like
to
address
it
as
courteously,
but
as
swiftly
as
possible,
and
so
with
those
abatements.
There's
a
lot
of
steps.
We
work
with
a
third
party
contractor
to
assist
abating
it
scheduling,
estimates
and
then
working
to
notify
that
property
owner
and
or
tenant
that
we
will
be
coming
on
a
specific
day
and
then
how
to
and
what
to
expect,
and
then
we
also
coordinate
with
pd.
X
Should
there
be
any
tension
in
the
neighborhood
that
can
be
felt
from
both
the
neighborhood
and
the
property
owner
for
repeat
violations
a
lot
of
times?
We
have
properties
that
have
the
same
issue
constantly.
We
have
properties
where
our
inspectors
and
the
owner
are
very
familiar
with
each
other,
and
so
we
we
go
back
out.
We
address
the
issue
they
clean.
It
goes
before
code
board,
it
gets
the
declaration
and
then
gets
cleaned
up
and
we're
back
again
so
on
repeat
violations.
X
If
it
comes
back
again,
then
we
can
increase
the
fines
severity,
potentially
creating
a
higher
fine
for
each
day
that
the
violation
exists
that
we
witness
that
violation
up
until
when
it
comes
into
compliance
as
a
potential
motivator
to
to
resolve
that
issue
and
prevent
a
repeat,
but
some
some
residents
are
just
not
interested
in
in
changing
their
potential
path
on
how
they
live
segwaying.
That
leads
me
into
our
challenges
for
code
compliance.
X
Louder:
okay,
sorry,
some
of
the
challenges
for
code
compliance
would
be
our
due
process
requirements
over
over
my
short
time
here
with
the
city.
There's
been
historic
challenges
with
trying
to
meet
the
requirements
with
the
state
statutes
and
limitations.
Different
expediting
the
process
as
fast
as
maybe
neighborhoods
would
like
also
there's
also
limitations
with
our
homesteaded
properties.
Trying
to
get
them
into
compliance.
X
X
So
that's
something
we
have
to
consider
when
we're
dealing
with
someone
who
may
not
have
the
means
to
fix
a
violation-
and
that
goes
into
the
timeline
that
we
offer
the
working
with
them
using
different
organizations.
We've
been
working
with
our
the
new
neighborhood
pd
liaisons,
as
well
as
the
neighborhood
associate
2
manager.
That's
been
put
in
place
to
try
to
create
connections
and
resources
with
organizations
to
try
to
resolve
these
issues
or
help
the
community
get
their
properties
into
compliance.
X
But
that
also
does
create
a
slowdown
into
the
process,
and
then
you
just
have
the
unresponsive.
Homeowners
that
do
not
wish
to
comply.
They're,
not
concerned
with
liens,
and
they
just
accrue,
especially
if
this
is
their
homestead
property.
They
do
not
have
an
interest
in
changing
how
they
live,
and
so
that
can
be
a
very
tense
situation
for
the
neighbors
around
where
nobody's
satisfied
with
the
outcome.
So
that's
something
that
our
inspectors
battle
on
a
daily
basis
on
those
properties.
X
X
No
driveway,
so
they
may
have
more
grass
parking
violations,
but
how
do
you
solve
that?
If
the
roads
are
narrow
or
something
like
that,
the
neighborhood
wasn't
designed
for
the
codes
that
are
existing
now
in
our
newer
communities
that
are
built?
So
that's
something
that
our
inspectors
have
to
try
to
address
and
work
to
find
what
is
a
reasonable
accommodation
and
then
one
of
the
other
challenges
would
be
our
hoarding
hat
properties
that
end
up
usually
becoming
a
repeat.
X
We
come
back
again
and
again,
where
you
have
multiple
liens
filed
for
the
abatements,
because
when
we
obey
a
hoard,
it's
usually
they
do
not
have
the
means
to
refund
us,
for
the
abatement
costs
that
we
put
out,
and
so
you
end
up
with
multiple
liens
on
properties
as
well
as
short-term.
Rentals
are
also
a
growing
concern
in
the
city,
but
there
are
obstacles
there
as
well
as
we
have
an
existing
ordinance
for
that
that
can't
be
modified
as
well
as
our
means
to
prove
the
violation
is
occurring.
X
F
X
X
And
these
are
our
current
department
initiatives.
We
have
revised
our
inspector
training.
So
when
I
came
on
board
as
the
manager,
I
wanted
to
revamp
how
we're
training
new
hires.
As
you
know,
we
have
a
lot
of
vacancies.
So
there's
going
to
be
a
lot
of
new
people
coming
in.
How
were
how
would
we
address
the
training
to
make
the
inspectors
as
proactive
and
to
get
them
going
as
quickly
as
possible,
so
I've
divided
and
goal
oriented
the
training
to
make
sure
that
it
makes
sense
and
gets
them
going.
X
I'm
also
looking
at
existing
metrics
and
helping
working
to
with
it
to
create
new
metrics
so
that
we
can
better
assess
productivity
and
look
at
other
ways
to
determine
how
effective
we
are
being
and
what
are
the
things
that
will
really
identify
our
successes
versus
areas
of
improvement.
X
And
lastly,
we
are
working.
We
have
an
existing
door
hanger
that
we
use
to
make
contact
with
violations,
but
we're
also
developing
a
thank
you
door.
Hanger
for
property
owners
that
are
have
recently
come
into
compliance
and
they're,
maintaining
that
or
a
property
that
we
see
that
they're
putting
in
the
effort
that
their
goat,
they
care
about
their
community
and
their
property.
And
we
want
to
show
them
that
we
we
see
that,
and
we
appreciate
that
to
try
to
make
sure
that
code.
A
Any
questions
from
smolder
or
miss
clayton,
mr
jennings,
you
have
something
to.
I
X
So
recently,
florida
put
out
within
this
past
year
a
limitation
that,
if
you
didn't
already
have
a
short-term
rental
ordinance,
you
were
not
allowed
to
create
one,
and
so
you
are.
We
are
constricted
within
the
limitations
of
our
existing
ordinance
and
cannot
amend.
We
are
in
essence
grandfathered
in
to
what
we
have
and
so
we're
working
within
that
to
try
to
meet
those
those
expectations
of
the
neighborhoods
to
try
to
keep
compliance.
C
A
D
L
X
I
mean
that
is
typically
how
we
verify
a
short-term
rental
if
we
can
go
on
to
vrbo
or
airbnb
or
one
of
those
many
sites
and
verify
that
that
I
could
potentially
book
something
for
less
than
the
30
days.
You
are
correct.
We
are
working
with
legal
to
try
to
look
at
if
there
is
another
possible
avenue
if
there
is
additional
collaboration
with
a
complaining
neighbor
to
provide
more
validation
of
their
complaint
to
us
different
options.
So
we
are,
we
understand
the
frustration,
but
we
want
to
be
fair
for
both
both
parties.
N
You
for
that
presentation,
I've
been
asking
for
that,
and
I
appreciate
how
thorough
and
detailed
it
was
I
asked
for
it,
so
I
can
learn
more,
but
also
as
your
graph
indicates,
we
get
a
lot
of
communication
from
residents
or
hear
from
them
about
code
violations
and
questions,
so
I
thought
it'd
be
great
to
have
this
as
a
recorded
meeting
and
and
people
can
use
it
as
a
reference.
N
I
also
appreciate
what
it
probably
not
fun
job
right
to
approach
people
about
violations.
So
thank
you
and
and
all
the
code
officers
on
on
the
slide
three,
you
say
you
work
with
other
departments
police
park,
solid
waste.
N
X
Absolutely
sam
and
I
have
had
many
conversations
since
she's
taken
that
position,
and
so
there
is
as
well
as
the
liaisons
with
pd.
So
I
think
we
are
working
to
create
and
collaborate
on
communications
with
the
neighborhoods.
N
X
N
N
It
sounds
like
it's
a
bad
landlord
and
that
the
home
might
not
even
be
habitable,
like
they've
got
leaking
water
and
black
mold
and
apparently
the
story
is
a
landlord
hired,
some
contractor
to
come
in
and
do
repairs
and
the
contractor
happened
to
have
worked
for
the
city
in
the
past
in
code,
compliance
and
said
this
isn't
livable,
it's
not
safe
to
be
here.
What's
the
process
for
a
resident
who's
a
renter
and
comes
up
against
something
like
that.
X
So
those
types
of
issues
that
you
mentioned,
such
as
the
black
mold
and
water,
are
items
that
are
handled
by
the
housing
division
within
the
planning
and
development.
So,
if
I,
if
we
go
out
for
an
exterior
because
code,
compliance
usually
is
the
exterior
of
the
property,
we
go
out
for
a
violation,
and
we
see
any
other
possible
issues
will
work
with
the
building
department,
as
well
as
the
housing
inspectors
to
coordinate
an
inspection
on
all
in
any
violations,
internal
and
external
to
to
address
the
concerns.
X
N
N
And
then
your
different
areas,
you've
got
nine
is,
is
a
real
small
area,
but
but
perhaps
you
have
more
calls
there
do
you
have
more
calls
because
there
are
more
landlords
in
those
areas.
X
So
the
zones
are
broken
up
based
on
need,
whereas
one
zone
may
be
quite
large
but
they'll,
be
it
less.
Dense
properties,
lots
or
bigger
violations
are
different
or
less
often,
whereas
a
smaller
zone
has
historically
been
identified
as
an
area
that
is
very
dense
in
violations
and
multiple
violations
at
any
given
property
and
a
lot
of
those
zones
do
have
a
high
rental
property
level.
X
N
X
So
we
work
with
a
pd
to
try
to
establish
you
know.
Sometimes
pd
will
tow.
Some
depends
on
the
type
of
property.
Is
it
on
private
property?
Is
it
on
public
property?
It's
on
public
property.
We
we
can
tag
the
vehicle
and
have
it
towed.
If
it's
on
private
property,
then
there's
more
communication
and
requests
for
them
to
get
that
taken
care
of
and
then
should
that
fail.
Then
we
can
move
forward
with
the
abatement
process,
but.
N
Okay,
the
miscellaneous
code
concerns
are
pretty
high
and
it's
just
everything
else
yeah
I
just
so.
If
I
wanted
to
know
if
you've
seen
a
significant
decrease
with
the
requirement
to
give
identifying
information,
and
if
so,
it's
my
understanding
that
someone
can
claim
safety
that
they
fear
for
their
safety.
If
they
leave
identifying
information
making
a
complaint,
can
you
clarify
that
or
explain
what
that.
X
F
N
Oh,
I
was
on
the
slide
about
reduced
delinquent
btrs,
the
business
tax
receipt
accounts
from
150
from
over
150
to
37
over
the
past
few
months.
I
think
that's
fantastic.
I
I
had
the
pleasure
of
riding
around
with
inspector
lee
caswell
during
the
neighborhoods
day,
so
I
got
to
learn
from
him.
Do
we
have
a
value
number?
You
know,
I
think
that's
important
to
know.
You
know
how
much
revenue
he
captured
or
helped.
N
X
Somewhere
somewhere
in
the
middle,
I
think
there
are
quite
a
few
liens
on
properties
within
the
city.
We've
recently
taken
I've
broken
up
the
the
groups
of
of
liens
and
through
our
different
zones
and
then
worked
with
to
re-notify
everyone
that
they
have
liens,
because
they
may
not
be
aware-
or
they
may
have
forgotten,
and
so
we've
readdressed
those
to
communicate
with
us
to
get
the
properties
into
compliance
or
that
you
may
be
in
compliance
now.
X
Do
you
know
that
you
have
an
outstanding
balance
and
so
we're
working
to
try
to
rectify
those
issues?
Has
there
been
a
homeowner
change
or
a
cash
sale
that
has
occurred
a
bankruptcy
or
anything
like
that
to
address
those
and
to
clean
that
up?
And
so
I've
been
working
with
the
clerk's
office,
as
well
as
our
inspectors
and
legal
to
try
to
bring
that
number
down
and
to
see
the
outstanding
foreclosure
or
lean
amount
go
go
down,
but
some
of
those
and
we
use
that
lean
list.
X
N
And
I
guess
one
of
the
last
things
is:
can
you
talk
a
little
bit
about
the
challenges
with
enforceability
of
some
of
the
ordinances?
So,
for
example,
I've
gotten
calls
from
people
who
live
on
sand
key
beach?
I
live
across
the
street
from
the
beach
and
at
each
of
the
public
entrances.
It
says
there
are
no
dogs
allowed
on
the
beach
and
they
list
an
ordinance
number,
and
so
some
people
in
high
rises
every
now.
I
I
rarely
see
animals
on
the
beach,
but
but
anyway
some
people
might
see
a
dog.
N
Somebody
has
a
dog
on
the
beach
and
you
know,
what's
the
what's
the
reality
of
calling
the
police
department
or
someone
and
having
a
police
officer
drive
out
to
same
key,
get
out
of
his
or
her
car,
walk
out
to
the
beach
and
then
find
that
dog?
And
then
you
know,
and
so
is
it
really
an
enforceable
ordinance?
N
And
so,
if
you
could
maybe
speak
to
some
of
those-
and
I
I
know
you
guys
are
aware
of
the
harbor
town
tree
ordinance
thing,
so
we
could
speak
a
little
bit
about
that
and
then
the
other
thing
is
our
ability
now,
thankfully,
to
restrict
smoking
on
beaches
and
parks
and
we'll
be
you
know
addressing
that
in
the
near
future,
I'm
thinking
because
the
county
is
addressing
it,
and
so
what's
the
realistic
expectations
of
how
that's
going
to
be
enforced,
communicated
all.
X
R
X
Not
code
enforcement,
whereas
ours
is
a
beautification
or
maintenance
of
property
ordinances,
and
so
those
are
the
ones,
but
we
do
work
in
collaboration.
Should
we
see
a
violation
to
try
to
notify
the
appropriate
officer
that
we
know
is
on
on
duty
at
that
time,
so
that
he
can
quickly
address
a
violation?
Should
it
occur?
Okay,
but,
yes,
those
are
tricky
to
to
get
results.
Yeah.
N
R
Okay,
I
don't
do
you
have
some
specific
questions.
You'd
like
me
to
respond
to
yes,
I
can
say
that
there
has
been
an
ongoing
dialogue
with
one
resident
from
harbor
town
over
over
the
years
and
we
have
issued
tree
removal
permits
and
they
have
replanted
trees
and
when
that
happens,
we're
done
we
go
away,
but
I
think
there's
been
some
feeling
that
we
should
be
coming
back
and
reinspecting
for
trees
that
die.
We
are
not
resourced.
To
do
that,
we
do
not
do
that.
R
R
R
Dr
conduff
now
is
their
president,
and
so
our
staff
has
been
working
very
hard
to
get
a
good
relationship
with
him
in
dealing
with
this
issue,
I
do
want
to
say
we
have
two
land
development
arborists
for
the
entire
city
and
they
are
tasked
with
reviewing
site
plans,
reviewing
building
permits,
doing
land,
clearing
and
grubbing
out
in
the
field
and
issuing
tree
permits.
This
is
for
the
entire
city.
We
do
not
have
a
proactive
tree
enforcement
arm
and
at
this
with
the
resources,
we
have
we're
never
going
to
be
able
to
do
that.
R
So
we
don't
have
a
lot
of
enforcement
going
on
and
we
certainly
don't
go
back
and
reinspect
trees.
Part
of
the
issue.
R
Is
that
this
is
a
an
existing
developed
property
they've
been
there
for
years,
there's
a
lot
of
trees
and
we
have
this
issue
with
other
properties.
It's
kind
of
hard
to
document.
Then
you
throw
in
there.
We
had
the
time
where
the
legislature
said
you
don't
have
to
get
a
city
permit,
so
that
added
some
confusion
to
the
process.
I
think
as
well.
R
So
I
don't.
I
don't
know
what
else
you
would
like
me
to
respond
to
with
the
situation
it
is
ongoing.
I
think
that
once
we
get
these
11
trees
replaced
that
we
feel
that
they
have
met
the
code.
Now
we
are
continuing
to
receive
landscaping,
bills,
etc,
etc
and,
being
asked
to,
you
know,
investigate
things
that
have
occurred
over
the
years
and
that's
just
really
very
difficult
for
us
to
do.
Okay,.
N
R
Sure
we
we
can
do
that.
I
think.
Typically,
if
you
know
there's
an
issue
that
comes
up
from
code
enforcement,
saying
it
doesn't
work,
then
we
need
to
tweak
the
code
and
that
we
probably
realistically
have
some
things
out
there.
That
could
be
tweaked,
maybe
cleaned
up,
make
them
a
little
clearer
and
then
we
certainly
we
have
standards
that
our
residents
just
don't
agree
to
and
they
like
us
to
change
them
as
well.
So.
P
A
A
A
That's
my
favorite
email
from
the
last
two
years.
I've
saved
it
yeah.
I
did
explain
that
we
didn't
put
collars
and
leashes
on
coyotes,
so
there
was
no
owner
to
really
take
take
that
responsibility,
but
I
thought
I'd
give
us
a
little
bit
of
levity.
Miss
boulder.
A
First
of
all,
welcome
aboard
so
now
that
you
have
been
on
board.
Are
there
any
other
changes?
I
know
that
you've
identified
projects
and
whatnot,
but
are
there
any
other
structural
changes
you're
making
to
the
department?
Have
you
looked
at?
You
know
the
zones
and
the
division
of
labor
for
the
people
that
you
have.
X
I've
discussed
with
gina
the
idea
of
changing
around
potentially
zones
the
topic
of
even
adding
additional
zones,
but
as
I,
as
I
kind
of
described,
the
the
way
that
they're
broken
up
is
to
address
like
a
zone
that
may
have
a
lot.
It
may
be
larger,
but
it
has
a
lot
of
county
property
in
it.
A
F
X
Zone,
one
is
a
unique
zone
to
work
in
it
has
its
own
specialty
of
violations
that
we
see
in
that
zone.
It
also
has
that
fort
harrison
section
to
break
up
the
complexity
and
the
variety
of
the
type
of
violations
that
that
inspector
will
see.
X
So,
while
it
is
vast,
it's
also
very,
very
tight
community
and
a
condensed
amount
of
violations.
A
lot
of
the
beach
properties
maintain
themselves.
The
hoas
are
very
strict,
and
so
we
have
a
lot
of
communication
and
cooperation
and
collaboration
with
those
associations
to
ensure
that
we
have
quick
compliance
to
those
violations,
whereas
some
other
neighborhoods
that
don't
have
an
association
such
as
the
smaller
areas
near
port
harrison
may
not
have
that
association
to
assist
for
that
community
in
that
in
that
same
manner.
K
Mayor
council,
dan
mayer,
I.t
director,
we
are
approving
this
for
short
term,
as
the
state
is
behind
on
their
contract
bidding
and
renewals.
K
We
normally
bring
this
forward
for
a
three
year
term
and
over
the
three
year
period,
the
approximate
cost
for
our
leasing
is
about
200
or
two
and
a
half
million
dollars
a
little
bit
less.
So
we're
doing
this
for
seven
months.
We
believe
the
525
will
get
us
to
the
point
where
they'll
either
have
their
new
contract
in
place
from
an
extension.
K
We
typically
do
not
bid
this
independently
because
we
do
not
represent
a
volume
of
the
commodity
to
get
any
price
advantage
at
all.
The
state
agreements
really
give
us
the
best
pricing
that
we'll
be
able
to
get
and
most
of
the
time
when
we
have
done
in
the
past,
they
give
us
the
state
pricing
as
their
response
to
our
request.
A
That's
a
lot
of
waiting,
mr
mayor
for
30
seconds.
Maybe
we
need
to
do
a
buzzer
system
in
everybody's
office
when
you're
on
deck,
we'll
send
you
an
email,
10.1.
H
And
nancy
will
diaz
just
for
background,
mr
engel
completed
one
term
and
he
completed
one
year
of
his
second
reappointment,
but
resigned
to
decoded.
That's
reason
why
he
left-
and
I
did
speak
with
miss
wolf
diaz
because
of
the
application,
and
I
thought
it
lacked
some
answers,
and
so
she
is
a
retired
federal
employee
who
used
to
work
in
the
passport
office.
H
M
A
E
A
A
I
appreciate
that
mr
jenkins
has
proposed
changes
to
departments
and
organizational
structure,
there's
always
a
need
to
question
how
an
organization
is
functioning
and
where
improvements
can
be
made.
That
being
said,
I
do
believe
we
have
more
difficult
times
ahead
of
us
with
the
economy
and
now
is
not
a
time
to
spend
the
entire
13
increase.
A
A
I
believe
that
several
of
these
positions
will
not
necessarily
be
needed
until
the
fourth
quarter
of
our
fiscal
year,
so
I'd
also
like
to
ramp
up
employees
rather
than
assuming
how
many
will
be
necessary
and
potentially
have
to
eliminate
positions
down
the
road.
A
A
A
It's
basically
starting
from
scratch
and
justifying
every
component
of
a
department,
and
it
is
a
thorough,
basically
investigation,
starting
from
scratch-
and
I
not
suggesting
that
obviously
this
year,
but
I'm
thinking
about
it
next
year
and
the
fact
that
we
pick
one
or
two,
maybe
even
three
departments
and
rotate
them
through
the
years
and
look
at
it.
That
way.
A
The
city
manager
and
staff
did
make
recommendations.
If
we
rolled
back
the
millage
a
quarter
of
the
way.
A
A
Ultimately,
the
city
council
approves
the
budget.
I
wish
we
had
a
strategic
plan
for
some
of
these
decisions.
Unfortunately,
we
don't
hopefully
next
year,
several
of
the
recommendations
I
can
live
with
on
the
list.
Others,
I
think
more
of
a
discussion
and,
frankly,
I
think
there's
some
philosophical
changes
in
some
of
these
recommendations,
and
you
know
some
of
those
I
really
like
to
talk
about
like
bringing
restrooms
back
to
neighborhood
parks.
A
There
was
a
reason
that
we
did
not
have
restrooms
and
neighborhood
parks.
They
were
neighborhood
in
nature,
so
you
were
supposed
to
be
close
enough
to
those
parks
that
you
could
run
back
home
and
use
the
facilities
back
in
the
day.
We
did
have
a
lot
of
issues
with
restrooms,
and
so
this
was
an
issue
that
epped
and
flowed
over
time.
A
The
other
thing
that
I
think
we've
moved
away
from
a
little
bit
is
the
flexing
of
hours
at
our
recreation,
centers
and
libraries,
and
so
you
know
over
the
last
week
I've
been
going
through
all
that
because
we
were
looking
at
adding
hours
at
north
greenwood,
and
so
I
don't
know
if
any
of
you
have
ever
looked
at
the
library
hours
and
the
recreation
hours.
Has
anyone
done
that.
A
The
library
hours
are
really
relatively
easy
to
get
the
some
of
the
rec
center
hours,
not
so
easy
they're
there,
but
you
got
to
search
more.
A
So
what
I
did
was
I
printed
up
the
library
hours
for
you
to
see,
because
there
are
certain
libraries
that
ever
close
and
then
there
are
other
libraries
that
do,
and
you
know
one
of
the
things
that
I
think
is
important
is
you
know
you
ought
to
be
fishing
where
the
fish
are
and
yeah.
I
think
rec,
centers
and
libraries
ought
to
be
open
more
on
the
weekends
when
students
need
them
and
other
resources
the
rec
center
hours.
A
I
just
did
a
spreadsheet
for
everybody,
so
you
can
see
back
in
0809
when
we
had
a
real
challenge
with
budgets.
A
You
know,
for
instance,
with
the
north
greenwood
library
being
closed
on
saturday
and
sunday.
I
think
that's
something
you
know
that
maybe
we
have
a
weekday
that
the
libraries
are
closed,
but
I
think
all
of
the
libraries
should
rotate
so
that
no
one
neighborhood
takes
the
brunt
of
closures,
but
that
everybody
has
one
during
the
week.
That's
just
my
personal
opinion
and
I
think
we
can
overcome
some
of
these
labor
issues
by
doing
that
rotation.
A
I
know
that's
a
little
bit
more
of
a
an
issue
for
our
employees,
because
now
they're
working
on
the
weekends
and
they've
got
family.
That
may
not
be
working,
but
I
think
that's
when
we
have
to
deliver
services
is
when
they
are
most
desired.
A
A
O
O
So
we've
had
demand
on
that
and
then
take,
for
example,
north
greenwood
and
ross
norton
as
the
supervisor
ross
norton
many
years
ago,
I
can
tell
you
that
is
usually
not
active
until
probably
10
or
11
o'clock
during
the
day,
so
there
is
no
demand
for
it
to
open
as
early
for
people
to
get
in
there
and
do
working
out
prior
to
work
because
of
the
different
work
schedules
you
know.
That's
we,
a
lot
of
that
is
focused
on
demand
of
the
corresponding
community.
A
O
Sure
a
lot
of
that
was
done
and
we
can
go
back
and
always
you
know,
shut
the
direction
of
council
and
the
city
manager.
Look
at
that,
but
it
was
done
based
on
usage
and
again
as
someone
that
ran
you
know
the
countryside
rec
center.
I
can
tell
you
there
was
a
time
when
I
was
open
on
a
sunday
and
we
would
have
sometimes
five
to
ten
people
coming
during
the
whole
day.
The
demand
just
was
not
there
again.
O
We
can
look
at
it
again,
but
we've
tried
to
strategically
within
the
city,
have
rec
centers,
whether
it
be
on
the
east,
one
on
the
east
side
and
then
one
on
the
west
side
of
the
city
open
on
that
sunday.
So
someone
can
participate
in
recreation
on
sunday
it
may
not
be
in
the
rec
center
right
next
to
their
house,
but
it's
somewhere
in
that
geographic
vicinity
where
they
can
utilize.
F
E
Yeah
the
long
center
being
closed
on
sunday.
I
would
think-
and
it
may
be-
maybe
a
seasonal
thing,
but
I
would
think
that
there'd
be
a
lot
of
people
using
it,
especially
in
the
winter,
not
necessarily
the
pool.
Maybe,
but
it
is
an
indoor
pool
when
not
so
many
people
are
going
to
the
beach,
maybe
they'd
be
inside.
N
Well-
and
I
think
too,
you
know,
I
I
think,
of
the
north
greenwood
rec
center
closed
on
a
sunday
I
mean
I'm
thinking.
Certainly
there
are
a
lot
of
families
in
the
north
greenwood
community,
and
it's
not
one
of
our
higher
income
communities
and
they
don't
have
a
nice
park
like
moccasin
lake.
They
don't
even
have
a
lake
bellevue
to
walk
around
and
so
what
what
can
they
do
in
their
community?
N
So
that's
one
thing
I
like
to
think
about
what
other
amenities
are
in
that
part
of
the
city
that
a
family
would
go
to
if
the
rec
center
were
closed.
The
other
thing
I
think
about
is
I
hear
more
and
more
people
are
playing
pickleball
inside
and
would
you
open?
I
think
it
was
at
ross
norton
that
had
pickleball
inside
and
then
there
was
a
summer
camp
that
came
in
the
older
retired.
Pickleball
players
were
getting
displaced
or
something,
but
you
know
maybe
they
can
fill
up
some
of
that
usage
as
well.
N
A
O
They
have
a
single
home,
you
know
every
now
and
then
we'll
we'll
relocate
them
to
a
new
facility.
Just
so
they
get
experience
working
at
a
facility,
but
it's
not
where
it'd
be
on
a
weekly
or
a
monthly
basis.
AE
AE
Possibly
I
have
to
look
at
our
staffing
levels,
we're
running
pretty
lean,
so
it
just
depends.
You
know
if
we
have
vacancies
or
the
challenge
of
moving
people
around
okay.
N
AE
N
AE
AE
A
Thank
you
so
one
of
the
did
you
have
some.
F
M
I
think
for
most
people,
libraries
and
rec
centers
are
the
storefronts
for
the
city.
M
I
guess
I
don't
mind,
you
know
if
you're
going
to
spread
the
pain
and
and
close
down
some
other
locations.
So
it's
not
always
the
same
spot.
But
when
we're
looking
at
32
million
dollars
a
year
to
keep
the
sewers
running,
which
of
course
we
need
to
do
most
people.
Don't
even
think
of
that.
This
seems
like
nickel
and
dime
stuff
to
worry
about
a
few
additional
hours
at
a
library
or
a
rec
center.
M
A
M
It's
different,
except,
I
think
people
look
at
it
and
go.
F
M
I
sure
wish
that
we
could
go
in
and
swim
today
in
north
greenwood.
I
sure
wish
the
library
was
open
tonight.
I
I
think
people
are
are
seeing
these
as
services
that
are
important
to
them
as
citizens.
A
A
Most
of
them
haven't
gotten
that
this
year
and
yet
we're
going
to
spend
it-
and
I
won't
be
here
in
a
couple
of
years-
so
you
know,
but
what
you
create
today,
you
will
have
to
pay
for
tomorrow,
and
so
there
are
some
things
on
the
managers
list.
I
also
think
through
flexing
not
actually
diminishing,
total
service
at
rec,
centers
and
libraries,
but
you
can
gain
savings.
A
We
don't
necessarily
have
to
be
open
at
all
or
have
every
recreation
center
open
at
all
these
hours
or
every
library.
At
every
hour.
I
think
you
will
have
service
in
the
city.
You
may
not
have
it
in
your
backyard
all
the
time,
but
I
think
it's
something
we
ought
to
look
at
if
nothing
is
a
healthy
exercise.
A
I
was,
as
I
said,
concerned
about
some
of
the
I
don't
know
what
else
to
call,
but
a
little
bit
of
rhetoric
in
in
the
document
that
was
given
with
potential
cuts
under
the
police
department
under
the
second
bullet.
It
says
the
community
liaison
team
would
be
reduced
by
two
officers,
resulting
community
outreach
becoming
the
responsibility
of
patrol
zone
officers
as
time
permits.
A
AB
They
are,
and
dan
saw
our
police
department.
I
mean
I'll,
I'm
going
to
take
exception
to
the
reference
to
it
being
rhetoric.
I
think
it's
it's
it's
a
valid
concern.
I
mean
when
we
have
two
people
that
we
can
dedicate
to
do
that
full-time
and
we
certainly
don't
get
it's
not
something
that
has
to
get
accomplished
in
their
discretionary
time.
AB
You
heard
today
from
the
people
talking
from
code
enforcement,
liaising
with
those
people
they're
attending
the
community
meetings.
We
don't
have
to
worry
as
much
about
missing
the
community
meetings,
because
they're
able
to
attend
because
they're
not
call
driven
they're
able
to
dedicate
their
time
to
certain
problem.
Solving
part
of
our
success
of
our
agency
has
been
having
strong
relationships
now
doesn't
mean
that
the
park
walk
talk
program
is
not
valuable
and
that
we
we
don't
derive
a
benefit
from
having
all
of
our
officers
engaged
with
the
community.
AB
Certainly
it's
not
implied,
but
if
you're
asking
me
where
to
make
the
cuts,
you
know
we
had
the
10
new
positions
in
the
budget
to
to
basically
satisfy
some
demands
that
we're
seeing
in
other
areas
in
the
patrol
division.
So
we're
accomplishing
that
I
couldn't
really
pull
them
out
of
there,
because
I
really
need
them
where
I
did
it,
so
I
had
to
basically
find
them
elsewhere.
AB
If
I
have
to
accomplish
it
through
the
zone
officers,
I
can
and
that's
what
I
thought
was
the
request
of
the
direction.
Was
you
know?
How
could
we
survive
if
we
had
to,
and
so,
if
I
lost
them,
I
would,
I
would
not
want
to
give
them
up.
I
think
I
mean
that
liaison
program
prior
to
the
2009
was
was
a
sergeant
and
four
officers,
I'm
accomplishing
it
with
two
now,
which
I
think
is,
is
very.
AB
AB
Your
legitimacy
and
the
trust
that
you
build
in
the
community
is
all
it's
all
you're
continually
evaluated
through
the
lens
of
the
people
that
have
relationships
with
you
and
you
talked
you.
You've
got
plenty
of
contacts,
so
certainly
you
could
talk
to
homeowners,
associations
and
the
time
when
we
had
those
positions.
Vacant
they'll
tell
you
that
it
was
not
able
to
be
accomplished
as
well
as
it
is
now.
AB
I
mean
in
many
of
the
problems,
they're
very,
very
low
level
stuff,
but
very
frustrating
for
the
public
that
are
best
accomplished
from
somebody
who's
tasked
to
spend
the
time
on
those
problems
that
sometimes
take
significant
amount
of
time,
even
though
they're
very
low
level
that
your
patrol
officer
is
not
going
to
be
able
to
dedicate
the
time
to
do
it.
Some
of
it's
as
simple
as
making
sure
that
the
duke
energy
power
light
gets
fixed
and
going
on
the
app
and
taking
care
of
that
for
them.
It's
it's.
AB
It's
certainly
something
we're
very
proud
of
the
high
level
of
service
that
we
provide,
and
I
think
that
that
has
created
confidence
in
us
and
and
really
created
the
legitimacy
that
we
benefit
from
today.
If
you
cut
the
program,
the
legitimacy
of
the
department's
not
going
to
be
gone,
come
january,
but
long
term,
it
could
sacrifice,
it
could
be
challenged
and
it's
so
I
certainly
didn't
mean
to
to
you
know
just
try
to
politically
throw
out
language
that
verbiage
I
thought
would
be
unpalatable,
but
I
do
believe
in
the
program.
M
Yeah
I'm
going
to
support
chief
slaughter
on
this.
I
I
think
those
are
worthy
positions
to
keep
and
I'd
also
hate
to
see
the
mental
health
correspondent
agreement
cut,
as
I
think
that
is
an
important
thing
that
we've
added
that
helps
the
officers
as
much
as
the
citizens
and
it's
not
something
that
we
should
just
say.
Well,
it's
that's
not
worth
it.
L
I
hate
budgeting,
but
we
all
do
it
right.
We
all
have
to
make
hard
decisions.
My
kids
did
not
get.
They
got
old
beaters
as
their
first
car,
but
they
went
to
the
colleges
that
they
chose
it's
all
about
prioritizing.
This
is
a
hard
note
for
me.
There's
no
way
I
want
to
remove
this.
Safety
has
always
been
a
priority
for
myself
and
everyone
else.
L
When
I
look
at
other-
and
I'm
surprised,
it's
actually
included
to
be
honest
with
you,
we
hear
from
citizens
all
the
time
and
when
we
all
run
for
our
campaign,
safety
is
our
first
thing,
so
we
need
to
put
our
our.
L
We
need
to
mean
it
so
definitely
do
not
support
any
cuts
to
the
police
department.
There
are
other
things
that
I
am
comfortable
with
office
of
innovation.
We
went
from
zero
community
liaisons
to
two
I'm
comfortable
with
that.
That's
slow
growth,
but
cutting
the
police
department
to
me
is
not
something
that
I
can
that
I
can
back
up
at
all.
A
Why
don't
I
go
through
the
list
of
what
I
do
you
think
is
palatable,
obviously
not
palatable
to
mr
jennings,
because
his
recommendation
in
this
memo
was
that
none
of
these
things
be
cut.
But
you
know
I
on
the
real
estate
coordinator,
how
many
properties.
Z
It
is
a
huge
body
of
work
that
typically
requires
additional
personnel
to
get
involved
in
order
to
manage
it.
So
a
great
example
is
chuckling
ended
up
handling
the
acquisition
of
northward
school,
so
he
gets
pulled
into
numerous
incendiary
acquisitions,
but
that
happens.
You
know
copy
that
activity
across
multiple
departments,
and
typically
you
see
that
so
this.
A
So
that's
one
of
the
positions
I
supported
not
bringing
on.
I
wanted
to
leave
you're
okay
for
now.
Thank
you
wanted
to
leave
the
payroll
technician
for
fire,
but
I
would
like
to
see
us
reduce
overall
overtime.
I
know
a
lot
of
the
overtime
is
unavoidable.
Chief,
I
get
that,
but
if
we're
getting
somebody
on
board
to
be
more
accountable,
then
I
also
hope
that
we're
going
to
get
greater
results
on
eliminating
overtime.
A
I
could
forego
the
additional
hr
manager,
sorry
jennifer
and
the
additional
network
analyst.
I
have
to
say
mr
mayor's
department.
Whenever
I
call
the
helpline
and
they
don't
know
it's
me,
it
gets
answered
immediately
and
they
seem
to
be
able
to
resolve
all
the
issues.
A
I'm
happy
to
grow
the
neighborhood
services
to
three
individuals,
our
director
and
adding
two,
but
I
don't
know
that
we
need
to
go
to
four.
Yet
until
we
see
that
we
have
a
deficit
with
the
adding
of
the
ten
officers
for
the
police,
I
would
not
mind
seeing
them
taking
on
the
additional
traffic
duties.
A
And
then
in
the
public
works
the
additional
200
thousand,
we
put
two
million
dollars
from
arpa
into
public
works
for
sidewalks.
A
I'd
like
to
see
us
spend
all
that
before
allocating
another
two
and
then,
as
I
showed
you
with
the
hours
at
the
libraries
and
rec
centers,
I
would
like
us
to
flex
some
of
the
hours
so
that
north
greenwood
has
hours
on
the
weekends
and
move
some
personnel
around.
I
think
we
ought
to
be
doing
that
with
parks
and
rec
too.
A
A
Outsourcing,
the
local
or
the
neighborhood
bathrooms,
and
then
I'd
also
like
to
see
us
ramp
up
some
of
these
positions
rather
than
putting
them
into
place.
Now,
when
is
our
new
publix
works
director
going
to
be
in
place
beginning
of
next
month,
so
I
mean
so.
This
is
restructuring
without
that
individual
really
understanding
the
department
seeing
where
the
strengths
weaknesses
and
changes
should
be
made,
and
I
just
think
some
of
that's
a
little
bit
premature.
A
You
know
with
the
officers,
I
don't
know
what
that
would
save.
I
got
to
about
a
million
too
without
the
flexing
of
the
libraries
and
the
recreation
centers,
but
I
really
do
feel
strongly
that
we
ought
to
give
our
citizens
a
break.
I
know
it's
not
a
huge
amount,
but
I
would
ask
each
of
you:
if
we
didn't
have
this
13
increase,
would
you
have
been
willing
to
increase
the
millage
rate
this
year.
M
Housing
prices
seem
to
be
dropping
the
the
price
that
they,
the
the
pump,
is
dropping.
We
still
have
worldwide.
You
know,
structural
problems
with
you
know,
getting
things
to
market.
M
I'm
not
sure
that
it's
easy
to
say:
oh
yeah,
let's
cut,
let's
cut
taxes,
you
know
no
one's
going
to
be
upset
with
us.
M
A
M
Here's
my
other
point,
if
you
may
recall,
when
we
were
looking
for
a
new
city
manager,
I
was
kind
of
aggressive
in
in
questioning
mr
jennings,
and
at
the
end
of
the
voting
session
I
said
if
mr
jennings
is
the
way
everyone
wants
to
go,
I
will
vote
for
him
and
I
will
give
him
my
full
support
and
I've
tried
to
do
that.
M
I
think
what
he's
suggesting
is
predominantly
good
for
the
city
and
for
the
staff.
I
I
believe
the
bigger
moves
that
he's
making
of
reaching
out
to
the
communities.
Again,
I
think
that's
good.
M
M
I
I
think
he
should
be
given
a
chance
to
do
what
he
was
brought
here
to
do,
which
is
to
make
life
here
in
the
city
better,
for
everyone
to
you
know,
get
our
economy
booming
with
the
work
we're
doing
downtown.
M
M
N
You
know
what
I
oh,
so
I
would
I
I
agree
with
your
comments
about
you
know:
investigating
outsource
outsourcing,
some
custodial
maintenance
with
with
neighborhood
parks.
I
think
that's
kind
of
an
interesting
idea.
We
might
be
able
to
use
small
business
enterprise
here
in
the
community.
N
I
look
at
how
our
city
is
growing
and
a
lot
of
unknowns
that
are
coming
with
that
growth.
So
we
certainly
have
major
construction
going
on
in
clearwater,
we
have
at
least
five
major
hotels
going
up
on
clearwater
beach.
I
know
the
police
chief
has
said
he's
concerned
about
getting
more
patrols
out
there.
We
have
this
four
million
dollar
development
coming
on
the
bluff.
N
That
brings
with
it
all
sorts
of
different
challenges
and
people
eventually,
certainly
not
just
next
next
year,
but
we
have
the
amphitheater
that
will
be
working
operating
in
the
park
next
year,
we're
in
the
process
of
designing
our
new
city
hall
and
revamping
our
municipal
services
building
again,
those
prices
are
not
fixed
and
agreed
to.
You
know,
guaranteed
maximum
price.
We
have
an
impending
contract
with
affiliates
coming
up.
We
have
the
police
officers
who
have
asked
to
have
their
contract
opened.
N
We
have
residents
who
want
to
see
their
park,
bathrooms
open
and
accessible,
and
I
get
that
we
have,
and
I
think
we
have
a
push
for
people
wanting
pocket
parks.
Those
neighborhood
parks
that
you
can
walk
to,
which
is
wonderful
for
a
variety
of
reasons.
You
get
to
know
your
neighbors
and
you're,
not
in
a
car
going
to
a
destination
location,
so
you're
not
spending
time
in
a
car
and
and
driving
and
polluting
the
air,
but
those
pocket
parks.
N
Speaking
of
someone
who
had
three
kids
in
three
three
and
a
half
years,
you
know
you
pull
them
in
a
wagon
or
a
stroller
or
whatever
you're,
not
racing
home.
To
go
to
the
bathroom.
I
mean
you're
you're
there
at
the
park
and
it
really
helps
to
have
a
bathroom
close
by
you've
got
a
two
or
three-year-old
that
says
I
gotta
go
to
the
bathroom.
N
It's
like
I
gotta
go
now,
but
anyway,
we've
we've
saw
from
the
presentation
from
whit,
blanton,
who
talked
about
looking
for
our
police
officers
to
help
step
up
enforcing
speed
for
safety.
Our
code
enforcement
is
understaffed,
we've
been
woefully
understaffed
and
I
think
in
the
beginning
of
the
year
january
february
march,
whenever
we
had
our
first
presentation,
we
were
at
170,
I
think
unfilled
positions
and
now
we're
down
to
44.5.
N
I
you
know,
I'm
all
about
saving
money,
but
we
have
got
to
respect
honor
and
reward
our
employees
for
doing
the
important
work
in
the
city
and
we've
got
to
be
able
to
do
that
work,
and
so
I
want
those
vacancies
filled.
I
want
high
quality
people,
I
would
love
for
them
to
stay
long-term
and
feel
invested,
and
I
think
that
takes
money.
N
We
also
have
increasing
costs
related
to
cyber
security
and
effective
communications.
Those
are
you
know,
ongoing
threats
that
cost
money.
We
have
annexations
into
our
city,
nearly
every
single
council
meeting.
We
continue
to
grow,
and
so
those
are
you
know.
So
those
are
some
of
the
things
we
as
a
municipality
are
just
like
all
the
other
surrounding
municipalities,
we're
challenged
with
hiring
and
retaining
employees,
and
we
we
want.
N
You
know
we
don't
have
to
be
the
top.
You
know
salary
in
the
in
the
county,
but
we
certainly
need
to
be
competitive,
so
we
have
a
whole
bunch
of
costs
and
obligations
in
our
cart
that
we
need
to
pay
for
to
simply
provide
the
best
service
to
our
residents,
and
so
I
don't
feel
it
now
is
the
time
to
reduce
the
millage.
We
can
maintain.
The
other
question
I
thought
about
was
so
you
know.
N
Homeowners
will
never
pay
more
than
a
three
percent
increase
if
they're
homesteaded
and
we
have
a
lot
of
landlords,
and
so,
if
we
reduce
this
a
lot
of
our
renters
aren't
going
to
see
any
kind
of
you
know
extra
money
in
their
pocket
necessarily
so
the
rollback
is
for
homestead,
not
landlords,
and
I
I
wonder
you
know
I
wouldn't
hold.
N
Yeah
but
I
wouldn't,
but
I
wouldn't
hold
my
breath,
that
those
landlords
are
going
to
pass
on.
You
know
savings,
but
anyway,
that
was
my.
Those
are
some
of
my
data
points
in
in
wanting
to
respect
and
agree
with
our
leadership's
recommendations
on
on
staffing
in
the
budget
this
year.
E
I
always
thought
that,
and
I
still
maintain
that
we
need
to
make
a
balance
between
what
we
take
from
our
citizens
and
what
we
give
our
citizens,
and
I
know
that
just
being
involved
with
city
government
for
a
while
that
we
did
make
some
major
cuts
that
really
never
got
restored
back
in
you
know,
2009-10.
E
Mayor
I
like
I
like
what
you're
saying,
because
my
initial
response
to
this
letter
was
no.
I
really
didn't
want
to
give
a
anything
back
because,
as
a
councilman
shaida
said,
you
know,
we've
got
a
lot
of
things.
We're
really
not
sure
about
that's
coming
up
that
are
big
changes
for
clearwater
and
I
didn't
want
to
have
to
go
back
and
say:
okay,
we're
reducing
it.
E
The
rollback
rate
we're
reducing
it
in
order
to
give
back
homeowners,
40
bucks,
but
we're
eliminating
a
lot
of
things.
We've
talked
about
over
the
years
that
we
really
needed
to
restore
and,
as
everybody
knows
just
like
with
all
other
businesses
right
now,
we've
had
a
hard
time
in
clearwater
and
staff,
maintaining
and
keeping
staff
and
keeping
programs
going
that.
I
we
hear
about
all
the
time
up
here
on
the
diets
that
are
real
important
for
neighborhoods
and
so
forth,
but
I
do
agree
with
you
on
a
lot
of
the
things
you've
said
tonight.
E
E
E
I
really
didn't
think
of
much
before,
but
you
know
we,
we
failed
with
the
landings
because
one
of
the
things
people
said-
and
I
listened
was-
why
can't
we
put
together
some
parcels
in
the
industrial
section
and
for
light
industrial
and
well,
we
don't
have
anybody
that
can
do
that.
Maybe
this
guy
can
do
that.
Get
some
of
these
small
parcels
pieced
together,
because
that's
one
thing
clearwater
does
not
have.
We
do
not
have
light
industrial
here,
and
that
is
a
benefit
for
all
the
citizens
to
have
light
industrial
because
they
don't
require
parks.
E
You
know
we
just
discussed
the
police
thing,
I'm
not
going
to
go
over
again.
I
it's
hard
for
me
to
say
eliminate
that,
because
as
long
as
I've
ever
known
safety
first
and
if,
if
our
chief
is
saying
that
he
needs
this,
to
maintain
safety
and
to
be
a
better
police
department,
I'm
for
that
in
the
downtown
core.
You
know
the
putting
on
a
couple
of
ft.
E
E
E
L
Please
bear
with
me
I
want
to
address
some
of
the
comments
that
we're
here
so
on
behalf
of
we
always
hear
about
renters
and
and
their
challenges,
and
I
understand
that,
but
I
would
be
remiss
in
not
speaking
for
property
owners
and
there's
a
lot
of
things
that
people
don't
talk
about,
and
sometimes
they
get
demonized
property
owners
during
covet
did
not
get
rent
for
over
a
year
and
a
half
and
have
never
and
have
yet
to
be
compensated.
L
So
I
understand
that
this
would
only
benefit
property
owners,
but
they're
still
our
citizens,
and
it's
only
probably
50.
I
understand
that,
but
I
did
get
a
lot
of
citizens
reach
out
to
me
and
say
you
know,
with
the
surplus
share
the
wealth.
L
If
you
got
more,
then
spread
it
back
to
us.
Even
if
it's
a
token-
and
I
understand
that
I
was
I
remember-
you
know
when
the
airlines-
the
gas
was,
the
fuel
cost,
went
up
and
all
of
a
sudden
we
had
to
get
charged
for
our
baggage
and
all
of
a
sudden.
The
fuels
went
down
and
guess
what
I'm
still
getting
charged
for
my
bags
and
and
optic.
L
You
know
the
optics
is
awful
and
I
would
love
to
decrease
the
millage
rate,
but
when
I'm
looking
at
these
cuts,
some
of
these-
I
just
cannot
agree
to
in
good
conscience
and
feel
good
about
it.
L
And
then
the
other
thing
that
I'm
worried
about
is
juggling
what
the
citizens
want
from
us
and
how
we're
going
to
provide
it.
And
then,
if
there's
darker
days
ahead,
am
I
ready
to
increase
the
millage
back
up?
So
I'm
wondering
if
just
keeping
it
as
is
would
be
a
good
option
and
it's
a
difficult
decision
to
juggle
what
the
citizens
want
from
us
and
what
we
can
provide
at
what
cost,
but
the
cuts
as
as
written
here.
I
cannot
agree
to
all
of
them.
Absolutely
not.
L
Several
that
you
said
I
would
be
okay
with
office
of
innovation.
I
would
like
some
more
time
to
process
your
suggestions,
but
I'm
willing
to
to
to
review
them.
Yes,.
A
C
I
do
want
to
mention
the
one
thing
I
know
it's
been
a
long
work
session,
but
just
in
reference
to
the
psta
land
swap
agreement,
so
I've
been
speaking
with
psta's
attorneys
to
kind
of
bring
that
to
a
successful
resolution,
but
I
just
want
to
make
sure
everyone
understands
a
couple
key
provisions
in
that
agreement
with
esta
before
we
finalize
them
and
that's
especially
important,
because
the
last
time
this
contract
was
worked
on
was
a
year
ago
by
my
predecessor,
miss
aiken,
and
a
lot
of
things
have
changed
in
that
past
year.
C
Not
just
people-wise,
not
just
in
terms
of
me
being
here
or
different
city
manager
having
a
new
council
member,
but
also
in
terms
of
some
of
our
assumptions
about
the
usage
for
that
property.
The
property
that
we're
acquiring
remember
is
the
old
bus
terminal,
that's
located
on
garden
avenue
and
at
the
time
that
this
was
first
being
discussed
with
psta.
C
The
plan
was
for
the
city
to
build
a
new
city
hall
on
that
site.
Since
that's
no
longer
the
plan.
One
thing
for
council
to
think
about
in
the
future
is
what
you'd
like
to
see
on
that
site
and
you
don't
have
to
make
that
decision
anytime
soon.
However,
once
we
enter
into
this
land
swap
contract
with
psta,
they
will
need
to
continue
using
the
old
bus
terminal
for
quite
some
time,
while
they're
constructing
the
new
intermodal
center.
I
have
spoken
with
psta's
attorney.
I've
asked
her
how
long
that's
likely
to
take.
C
She
said
that
they're
looking
to
target
an
opening
of
the
new
intermodal
center
in
fall
of
2025,
so
that
will
be
three
years.
However,
there
are
a
lot
of
reasons
which
maybe
psta
is
fall,
but
there
are
a
lot
of
reasons
why
that
may
get
delayed.
There
are
environmental
issues
that
may
come
up,
there's
design
issues
that
may
come
up.
C
There's
construction
materials,
labor
shortages
and
things
like
that,
and
so,
if
there
is
a
desire
for
the
city
to
do
something
with
the
old
bus
terminal
in
the
next
three
to
four
years,
we
may
not
be
able
to
do
that
based
on
the
contract
is
currently
structured.
C
So
I
want
to
ensure,
before
I
present
an
agreement
to
council,
the
council
is
comfortable
with
the
idea
that
it
may
be
four
years
before
we
can
do
anything
with
that
old
bus
terminal
and
if
council's
not
comfortable
with
that,
that
idea
I'd
like
to
discuss
that
I'd
like
to
hear
that
feedback.
So
we
can
talk
about
how
to
structure
the
deal
differently
with
psta
when.
A
E
City
hall
was
going
to
go
there,
so
I
don't
think
we
have
a
anything
in
four
I
mean
I
hope
we
can
act
sooner
than
that,
but
when
we
were
trying
to
do
a
a
swap
and
put
city
hall
on
the
500
block,
it's
the
same
time
that
then
we
had
to
get
an
alternate
site,
and
so
that
was
kind
of,
but
that
to
me
is
kind
of
that's
already
done,
because
we
kind
of
decided
where
we're
going
to
put
city
hall
and
that
is
off
off
the
table
there.
So.
A
E
A
I
can't
imagine
us
trying
to
relocate
them
in
the
interim
somewhere
with
a
year
to
go,
so
I
mean
from
that
perspective,
I
think
we
have
to
move
ahead
and
understand
that
that
property
is
going
to
be
locked
up,
worrying
about
what
that
property
is
going
to
be
at
park
and
garden
fort
harrison
and
pierce
at
this
time
before
the
referendum.
A
A
C
Five
staking
ads
no
reason
to
to
vote
on
it.
So
thank
you.
Thank
you
for
that
guidance
from
council
I'll
be
in
touch
with
the
psta's
attorney
this
week
to
get
that
finalized
and
then
we'll
bring
that
back
before
council
soon.
C
A
C
I
mean
they've
indicated
that
that
they
are
I've,
heard
some
mixed
feedback
on
that,
regardless
they've
indicated
they
won't
meet
the
funding
needs,
whether
it's
by
reallocating
their
own
capital
or
by
getting
the
county
funding.
But
mayor
to
your
point
with
the
provision
that
we
have
inserted
into
the
contract,
we
are
not
closing
on
the
real
estate
until
they
have
proof
of
the
funding.
A
Anything
else,
mr
jennings,
anything
okay,
discussion,
items
14.1
is
the
incubator.
You
do
have.
A
A
two-pager
from
amplify,
unfortunately,
they
also
put
in
a
county,
ask
and
the
county
said
well,
because
the
clearwater
city
council
didn't
support
the
money
for
the
incubator.
They
really
thought
that
the
application
should
be
withdrawn.
A
N
So
I
met
with
amanda
payne
after
you
know
the
last
council
meeting,
where
I
advocated
not
to
allocate
250
000
to
a
program
without
any
kind
of
business
plan,
and
so
she
met
with
me
and
it
was.
It
was
a
very
good
meeting
and
it
it
sounds
like
a
good
program.
One
thing
that
she
informed
me
of
that
you
might
have
known,
but
I
didn't
was
that
you
know
amplify-
is
applying
to
the
county
for
180
000,
grant
contingent
on
having
a
business
incubator
in
this
location,
a
location
that
they
want
to
relocate
to.
N
N
The
idea
of
an
incubator
is
is
good,
I'm
not
against
it
again
it's
about
process
and
procedure
and
and
being
transparent
about
that.
I
don't
want
to
leave
180
000
on
the
table
for
something
that
could
certainly
would
benefit
us,
but
I
would
say
that
if
you
want
to
allocate
250
000.
N
for
a
business
incubator
and
it's
you
know
to
pay
a
one-pager
front
and
back
that,
we're
setting
a
precedent
that
this
is
how
we're
gonna
allocate
arpa
funds
that
this
is
okay
to
do.
And
you
know
if
the
next
group
or
organization
wants
to
come
forward
with
with
a
statement
like
this,
then
that's
how
we'll
be
operating,
and
so
you
know
I
do
have
some
concerns
about
that.
N
I
you
know.
I
was
also
at
the
saint
pete
college
information
session
at
north
greenwood
last
week
and
talked
to
dr
griffith
about
you
know
what
a
great,
especially
if
they're
creative
contractors
straight
up,
drew
you've
got
great
partners
at
our
community
college
that
might
be
looped
in.
We
have
dr
michael
broome
locally,
who
has
business
owners
of
color
organization
that
seeks
to
support
small
businesses
and
entrepreneurs
so
that
they're,
you
know
there.
N
N
N
N
One
of
the
highlights
was
the
state
awarded
our
senator
ed
hooper,
the
2022
defender
of
home
rule
award
for
district
16.,
and
that
was
great
he's.
You
know
well
deserving
of
that.
What's
what
I
find
interesting
about
senator
hooper
is
that
in
every
venue
I've
been
with
him
and
he's
spoken.
He
has
really
made
the
statement
that
local
locally
elected
officials
need
to
run
for
state
office
because
he
thinks
they
understand
better
home
rule,
and
you
know
how
best
to
represent
the
diverse
populations
in
in
the
state.
So
you
know
that's
kind
of
endearing.
N
The
first
session
I
went
to
was
called
you
lost
me
at
home
rule,
which
is
interesting.
It
gave
a
overview
of
how
home
rule
started
and
the
preemption
and
kind
of
how
did
we
get
there
and
it
was
run
by
it,
was
put
on
by
ryan
matthews
who's,
a
shareholder
with
gray,
robinson
pa
and
joseph
salzberg
who's.
N
Also
that,
but
here
was
the
takeaway,
so
the
takeaway
was
you
need
to
work
closely
and
develop
a
relationship
with
your
state,
elected
officials
and
essentially
you
need
to
look
at
the
language
in
the
legislation
and
you
need
to
advocate
to
tweak
a
word
or
two
and
be
happy
with
that
and
go
home
with
that
and
that's
about
it
and
he
you
know-
and
I
this
is
nothing
new
to
me,
but
you
all
might
want
to
look
it
up.
N
If
you
don't
know,
but
a
vast
majority
of
the
preemption
legislation
is
pushed
by
industry
and
by
alec,
which
is
the
american
legislative
exchange
council,
you
can
look
them
up
they're
throughout
the
nation
and
the
other
scary
phrase
that
they
used.
I'm
going
to
put
it
out
there
because
it
was
a
you
know,
it
was
a
packed
lecture
room
is
the
housification
of
the
senate.
Is
what
these
two
gentlemen
used,
which
you
know,
there's
an
understanding
that
the
house
kind
of
falls
in
line
with
leadership?
N
The
senate
has
been
a
little
more
independent,
but
they
used
more
than
once.
The
house
offication
of
the
senate,
part
of
the
information
was
it
takes
about
eight
million
dollars
for
a
senate
seat,
it's
increased
tenfold
and
the
big
players
certainly
are
florida
power
and
light
spent
four
million
dollars.
Last
year
senate
bills,
280
will
be
back,
that's
a
business
impact
statement,
sovereign
immunity
caps
will
be
back
and
probably
net
metering
will
be
back.
I
went
to
another
session,
which
was
called
florida
keeps
growing.
Is
your
city
ready,
ready?
N
It
was
sort
of
a
waste
of
time
because
it
was
like
8
000.
You
know,
cities
that
were
smaller.
It
wasn't
real
clear
on
that
on
the
description,
but
that
was
interesting.
I
also
went
to
dei
training
that
talked
about
house
bill
7,
which
is
kind
of
the
anti-woke
that
deals
with
legislation
about
doing
diversity,
training
in
your
municipality
or
businesses-
and
I
won't
you
know-
go
over
that
because
there
was
a
a
legal
ruling
on
that
on
what
august
18th
or
something
like
that,
the
stop
oak
act.
N
Here's
what
was
interesting.
I
went
to
a
session
called
the
science
of
the
story,
how
voters
make
decisions,
why
some
messages
stick
and
the
role
of
hope
and
fear
in
modern
politics
by
ryan
hulk,
who
is
a
media
consultant
commer
communication
strategist
with
consensus
communications,
but
anyway
it
was
interesting
because
I
was
thinking
about
as
we
talk
about
our
referendum
and
communicate
with
people,
and
you
know
how
to
get
voters
to
understand-
and
you
know,
and
some
of
the
takeaways
were
to
have
a
real,
proactive
approach
to
communication.
N
Tell
your
own
story
be
prepared,
look
strong,
be
strong,
avoid
the
pitfalls
of
partisanship
community.
Is
the
primary
group
prevent
internal
group
formation
so
as
we
go
out
and
communicate
at
libraries,
rec,
centers
or
community
meetings
is
to
speak
to
everyone
collectively
and
don't
allow
little
subgroups.
N
You
know
to
form
context
is
key
generally
offer
very
practical
content
context
and
bring
people
to
the
largest
group
possible,
so
they're
all
getting
the
same
message
rather
than
maybe
a
little
smaller
one.
So
that
was
interesting
again
avoid
subgrouping
opinions
are
cheaper
and
easier.
You
don't
have
to
fact
check
they're
merely
entertaining
you
want
to
keep
things
to
the
fact.
Oh-
and
I
hadn't
heard
this
acronym
before
you
guys,
don't
mind,
avoid
cave,
which
is
citizens
against
virtually.
N
Yeah
I
hadn't
heard
that
before
well,
I
know
some
of
those
but
okay
so
anyway,
that
was
it
and
yeah
and
and
go
to
every
group.
He
you
know
he
said:
go
it's
most
effective
at
non-advertising
and
city
campaigns,
dog
and
pony
events.
Every
hoa
rotary
group
meeting
in
town
go
there
and
and
communicate
that
way.
A
We're
going
to
do
that
so
yeah
they're
scheduling
it
all.
We
do
have
a
local
cave
group,
so
every
city
does
yeah
yeah.
So.
N
N
So
there's
an
attachment
there,
so
I'm
part
of
the
continuum
of
care,
I'm
the
vice
chair-
and
this
is
the
organization
that
hires
the
homeless
leadership
alliance,
to
apply
for
and
manage
fund
distribution
throughout
the
county
and
there's
a
special
no-fo.
It's
called
a
special
notice
of
funding
opportunity
from
the
federal
government.
We
have
the
opportunity
to
get
over
4.7
million
dollars
that
may
come
to
pinellas
county
and
it
has
to
be
earmarked
specifically
for
unsheltered
homeless.
So
these
are
the
street
people
who
sleep
under
the
bushes.
N
It's
our
80
families
that
are
living
in
cars,
and
so
but
it's
an
incredibly
tight
turnaround.
I
wanted
to
give
you
a
heads
up
on
it
so
that
when
they
come
to
the
council
to
ask
for
a
letter
of
support,
you
know
you're
not
caught
off
guard
it,
but
it
it
will
be
very
quick
turn
turnaround
and
that
turnaround
is
on
the
attached
power
point.
What
was
real
interesting
about
this
special
nofo
from
the
federal
government?
N
Is
you
had
to
involve
homeless,
currently
homeless
or
homeless
people
who
have
been
homeless
within
the
last
seven
years
in
the
development
of
the
plan?
So
they
had
to,
we
were
at
creative
labs
for
a
full
day
session,
all
sorts
of
stakeholders
and
probably
12
homeless
people
or
recently
homeless,
a
couple
people
live
at
pinellas,
hope
and
whatever,
but
they
also.
Last
friday,
we
had
a
three
to
four
hour
meeting
where
the
21
page
plan
was
submitted
and
they
have
to
sign
off
on
it.
N
So
they
helped
us
proofread
it
shape
it
again,
give
their
input
and
then
it'll
be
finalized,
and
then
that's
what
you
will
be
asked
to
to
support.
So
it
was
really
interesting,
yeah
and
then
the
next
one
we
good
to
go
to
the
next
one,
okay,
so
the
next
one
is
a
request
for
us
to
sign
on
just
a
public
statement.
It's
from
the
mayor
essentially
and.
N
All
good,
okay,
so
september
is
begins
national
recovery
month.
If
you
want
to
look
on
the
agenda
item,
there
are
some
pretty
interesting
stats
from
former
rep
jennifer
webb
who's
spearheading
this
and
yeah,
and
is
there
one
more?
N
F
N
I
do
so
I
have
last
week
we
had
our
quarterly
tampa
bay
estuary
program
or
a
couple
weeks
ago,
policy
board
meeting,
and
I
wanted
to
give
you
an
update
on
that.
N
So
another
work
session,
there's
a
nice
booklet
that
I
can
share
with
you
and
then
I'm
going
to
the
state,
affordable
housing
conference
today,
right
after
this
in
orlando-
and
I
want
to
give
an
update
on
that
and
then
I'd
like
to
have
a
discussion
or
just
you
know,
for
my
information,
how
are
those
proclamations
submitted
and
and
all
that
business,
because
when
jennifer
reached
out
to
me,
I
didn't
have
an
answer
and
then
can
we
have
a
discussion
on
on
where
we
have
our
understanding
of
where
the
new
city
hall
is
going
to
go.
A
Okay,
anybody
else
I
did
have
a
request
from
a
gentleman
in
the
audience
whose
nephew
was
one
of
the
one,
the
young
man
that
was
killed
on
bel
air
today
or
on
belair
on
friday,
and
at
some
point
I'd
like
to
you
know,
we
certainly
had
the
presentation
from
mr
plant,
but
I'd
also
like
to
hear
from
the
chief
at
some
future
point
on
other
things.
We
can
do,
unfortunately,
there's
a
reason
that
there
are
accidents,
but
I'd
like
to
hear
from
the
chief
at
a
future
meeting
so
hearing
nothing
else.