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From YouTube: Special Council Meeting 5/18/22
Description
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Agenda can be found here: http://bit.ly/ClearwaterCityCouncilMeetings
A
A
I
think
the
majority
of
people
that
are
going
to
be
here
tonight
are
probably
going
to
be
here
for
that
item,
so
I
think
it's
probably
reasonable
to
move
it
up
after
the
consent
agenda.
Is
everybody?
Okay
with
that
yeah
all
right?
So
there
you
have
it.
This
call
anyone
for
citizens
to
be
heard
item
3.1.
B
Members
of
the
council
this
morning,
staff
is
prepared
to
discuss
kind
of
our
reorganization
plan
and
staffing
changes.
We
also
will
be
talking
about
the
long-term
financial
forecasts
for
the
general
fund
and
for
the
utility
funds
I
did
want
to
just
note.
Jay
ravens
is
not
with
us
today.
He
he
is
attending
the
graduation.
Actually
law
school
graduation
of
one
of
one
of
his
children,
and
so
but
kaylene
castle
is
with
us
this
morning
that
what
she'll
be
able
to
provide
from
nyu.
B
So,
seven
months,
over
the
last
seven
months,
I've
had
an
opportunity
to
really
kind
of
dig
deep
into
the
various
departments,
understand
our
operations,
understand
our
staff
and
understand
the
gaps
in
services,
and
so
today
I'm
proposing
that
we
create-
and
this
needs
to
come
to
the
council-
to
create
new
departments
but
create
a
public
works
department
that
will
centralize
the
resources
that
are
really
needed
for
right-of-way
improvements,
which
I
think
is
in
a
bit
difficult
when
multiple
departments
have
right-of-way
responsibilities,
and
so
we
are
going
to
be
moving
some
of
the
functions
out
of
the
parks
and
recreation
department
which
they've
had
sidewalk
responsibilities
in
the
urban
forestry
division,
we'll
be
moving
that
into
public
works,
and
then
engineering
will
be
moving
into
public
works
and
will
have
a
comprehensive
approach
to
addressing
those
issues.
B
Utility
customer
service.
We
are
moving
that
into
finance.
It
is
you
know.
After
looking
at
the
customer
service
department,
I
thought
it
made
more
sense
for
it
to
be
under
finance,
because
a
lot
of
it
is
the
transactional
nature
of
of
our
utilities
and
then
finally,
we'd
like
to
create
the
office
of
innovation.
B
B
The
office
of
innovation
essentially
would
be
our
r
d
really
looking
at
the
future
and
and
how
we're
how
we
will
move
forward
now
that
office
of
innovation.
B
You
know
it
will
not
work
in
a
side
level,
we'll
work
across
the
the
city
and
and
hopefully
improve
all
of
the
the
various
ways
in
which
we
interface
with
the
public,
but
also
streamline
the
processes
that
we
have
internally
as
well,
and
so
so
I'm
very
pleased
with
the
changes
that
we're
proposing.
I
really
really
want
to
thank
staff
for
their
willingness
to
engage
at
a
at
a
micro
level
to
be
able
to
work
in
reimagining
what
we
do
and
how
we
do
it,
and
so,
with
that,
I'd
like
to
turn
to.
C
Good
morning,
mayor
council,
kaylene
castle
budget
officer,
so
as
the
city
manager
just
discussed
these
organ,
these
organizational
changes
as
well
as
other
looks
at
operational
and
managerial
needs,
have
emerged
as,
as
he's
been
taking
this
deeper
look
and
learning
about
our
organization
based
upon
this
review,
as
well
as
the
completion
of
projects
like
imagine,
clearwater
increases
are
being
proposed
to
our
staffing
before
getting
into
the
changes
proposed.
This
slide
shows
the
recent
history
of
fte
counts.
C
C
10
years
later,
our
current
fiscal
year's
general
fund,
amended
fte.
Total
is
one
thousand
one
hundred
thirteen
point.
Nine
positions
which
represents
an
increase
of
95.5
positions
from
2012
and
other
the
other
funds
total
of
734
is
an
increase
of
77
positions
in
total,
172.5
positions
have
been
added
back
from
our
lowest
count
in
2012.
C
These
next
few
slides
represent
our
initial
proposal
for
fte
changes
planned
to
be
included
in
the
proposed
fiscal
year
23
budget.
These
are
presented
in
functional
categories.
This
first
category
includes
a
total
of
eight
positions
that
are
being
added
to
enhance
financial,
operational
or
managerial
accountability.
C
C
Positions
are
being
added
to
hr,
to
enhance
citywide
training
programs
in
the
clerk's
office,
we're
adding
a
grant
coordinator
who
will
work
to
support
all
departments
and
an
economic
development,
a
position
to
assist
with
the
coordination
and
management
of
real
estate
transactions
in
support
of
new
capital
investments
completed
in
the
next
year.
18.8
positions
are
needed
in
parks
and
recreation
to
create
programming
and
provide
maintenance
and
beautification
of
the
downtown
core,
which
represents
imagine
clearwater
through
the
cleveland
streetscape.
C
Our
last
category
represents
additional
staff
proposed
in
relation
to
new
or
enhanced
levels
of
service
for
the
library
staffing
to
support,
adding
back
open
hours
at
the
north
greenwood
branch
in
parks
and
recreation.
The
request
includes
staffing,
a
custodial
team
to
assist
with
custodial
needs
associated
with
reopening
several
park,
restrooms
and
additional
part-time
staff
to
support
summer
and
after
school
programs
funded
by
the
juvenile
welfare
board.
C
D
Good
morning,
mayor
council,
jennifer
poyer
human
resources
director
at
the
strategy
session,
it
was
mentioned
that
council
would
appreciate
further
discussion
in
regards
to
the
staffing
topic.
So
this
morning,
I'm
going
to
go
over
information
as
to
where
we're
at
how
we
got
here
and
what
our
plans
and
recommendations
through
the
budget
are
going
to
be
to
make
things
better.
D
D
D
Another
way
to
look
at
our
data
is
by
looking
at
our
turnover
rate.
This
is
calculated
by
looking
at
the
number
of
voluntary
resignations
relative
to
the
number
of
total
positions.
We
did
break
out
retirements
as
they
were
also
voluntary,
but
slightly
different
and
wanted
to
be
able
to
see
what
those
numbers
reflected.
D
D
So
comforting
or
not
we're
not
alone,
the
great
resignation
has
been
coined,
because
employees
are
resigning
from
positions
at
a
higher
rate
than
ever
nationwide.
The
good
news
is
that,
for
the
most
part,
employees
are
staying
in
the
workforce,
and
this
is
important.
It
means
that
they
are
going
to
other
places
versus
leaving
the
workforce.
D
The
reason
this
is
important
is
also
according
to
the
bureau
of
labor
statistics.
Even
if
every
unemployed
person
was
employed,
there
would
still
be
five
million
jobs
that
are
unfilled.
According
to
them,
we
are
at
the
greatest
labor
shortage
of
all
time.
This
is
why
it's
important
that
we
do
all
we
can
to
attract
and
retain
employees.
D
We
believe
it's
important
to
know
why
employees
choose
to
leave
city
of
clearwater,
so
we've
built
in
opportunities
for
us
to
be
able
to
capture
that
data.
We
have
two
options
for
that
right
now.
First,
through
the
resignation
process,
we
require
employees
to
complete
a
form
where
the
question
is
asked:
why
are
you
leaving?
Secondly,
any
employee
that
is
resigning
from
clearwater
is
offered
an
opportunity
to
provide
an
exit
interview.
So
those
are
the
two
areas:
how
we've
captured
the
data
that
we're
going
to
discuss
next.
D
Drilling
down
into
the
actual
voluntary
resignations
of
the
54
of
the
people
that
have
left
four
resignations,
the
most
significant
reason
provided
was
due
to
a
job
or
a
career
change.
While
this
could
include
wages,
it
doesn't
always.
There
are
several
employees
who
have
listed
on
that
form
that
the
reason
they
are
leaving
is
they
no
longer
want
to
be
a
police
officer,
or
they
no
longer
want
to
be
in
parks
and
recreation
anymore.
Those
are
just
some
of
the
examples
provided.
D
I
would
say,
probably
like
sixty
percent
yeah
a
lot
of
employees,
don't
we're.
We
are
looking
at
changing
the
forms
to
maybe
have,
instead
of
it
being
an
open-ended,
which
is
what
we
have
right
now.
There'll
be
like
options
to
pick
from,
so
that
we
can
capture
more
data.
So
that's
something
that
we're
looking
into
so
of
the
reasons
that
have
been
provided.
Ten
percent
of
the
resignations
are
stated
to
be
due
to
relocation.
D
Work,
we've
discussed
the
reasons
that
employees
are
resigning
from
clearwater,
but
we
also
face
challenges
on
the
recruitment
side
of
things
as
well.
There
are
many
applicants
that
choose
to
not
join
clearwater
after
we've
made
an
offer
to
them,
and
the
reason
that
we're
most
provided
is
due
to
wages.
D
So
recently,
human
resources
conducted
a
wage
survey
of
over
300
of
our
positions
and
found
that
50
of
them
are
behind
the
market,
so
the
market
is
defined
as
we
use
those
13
comparable
municipalities
that
were
approved
by
council
back
in
2018
when
we
had
that
outside
firm.
That
conducted,
the
classification
and
compensation
study
behind
the
market
is
defined
as
our
minimum
staffing
starting
salary.
So
we
have
a
pay
range
right,
so
the
minimum
is
below
that
of
the
average
of
our
comparators.
D
Obviously,
as
your
hr
director,
I
would
love
for
us
to
be
number
one
right,
but
in
trying
to
be
fiscally
responsible
right
now,
we're
just
making
sure
that
we're
at
least
in
the
top
50,
not
only
are
our
pay
ranges
below
the
market,
but
our
hiring
practices
are
also
lagging.
D
D
That
plan
requires
ten
years
to
vest,
so
that
means
you
have
to
be
employed
with
us.
For
ten
years
before
you
were
eligible
for
a
pension,
we
require
an
eight
percent
employee
contribution
rate
and
our
multiplier
is
two
percent.
D
So
on
the
side,
you
can
see
that
we're
behind
the
market
on
all
three
of
those
categories,
specifically
with
our
investing
period
being
10
years,
the
average
per
those
same
13
comparators
is
seven
years,
our
employee
contribution
rate
of
eight
percent,
the
average
for
plans
that
are
also
exempt
from
social
security
like
what
ours
is,
is
5.42
and
then
the
average
multiplier
is
higher,
even
though
the
conservation
rate
is
lower
at
2.12.
D
This
is
absolutely
impacting
our
recruiting
efforts.
We
have
also
lost
recruits
to
not
having
remote
work
options
for
positions.
This
is
something
that
we
will
continue
to
discuss
with
city
administration.
However,
due
to
the
inequities
between
the
positions
that
can
and
cannot,
work
remotely
and
the
inefficiencies
that
are
created
by
the
loss
of
a
physical
presence,
this
is
not
something
that
we
are
currently
offering
outside
of
for
medical
reasons.
D
So
what
can
we
do?
We're
taking
a
multi,
multi-factor
approach
right
now
to
increase
recruitment
activities
and
we're
engaging
in
a
much
more
active
recruitment
process
versus
a
passive
recruitment
process?
As
you
would
appreciate
with
us
having
over
150
vacancies,
this
is
a
top
priority
for
human
resources.
D
We
are
working
closely
with
technical
schools,
jail
and
prison
programs
and
veterans
re-employment
agencies
to
expand
our
applicant
pool.
We've
also
increased
our
social
media
presence
and
advertising
and
have
engaged
our
employees
to
share
those
posts
so
that
we
increase
our
audience
there
as
well
we're
back
to
attending
job
fairs,
something
that
stopped
back
with
covid.
D
D
The
ask
through
the
budget
process
is
going
to
be
for
us
to
have
policies
and
funding
to
be
able
to
make
more
competitive
offers
so
that
we
can
go
up
to
50
in
the
range
we're
also
going
to
be
proposing
some
pension
changes,
and
we
also
are
reworking
some
of
our
wellness
offerings
to
have
a
more
robust
plan
there
as
well.
D
Obviously,
a
lot
of
those
efforts
will
help
in
terms
of
retaining
our
current
employees,
but
some
additional
things
that
we
also
are
doing
is
we
want
to
increase
our
employee,
appreciation,
funding
and
offerings,
that's
something
that
we
stopped
again
because
of
covid,
and
we
just
started
back.
We
had
our
night
with
the
threshers,
it
was
very
well
received
and
we
got
great
feedback
about
that
and
we
want
to
be
able
to
do
some
more
things
of
that
nature.
D
Also
we're
developing
a
brand
new
merit-based
program.
This
will
be
for
our
non-union
positions
that
will
reward
our
top
performers.
We
have
a
committee,
that's
made
up
of
employees
from
across
the
organization
that
are
working
on
a
new
performance
evaluation
system.
That's
going
to
be
utilized
to
implement
the
merit
program.
D
D
So,
in
regards
to
our
wage
recommendations,
we
are
proposing
to
regrade
all
the
titles
that
are
identified
as
being
behind
the
market.
Like
we
previously
discussed,
there
are
approximately
190
of
those
titles
being
regraded.
We
also
are
proposing
to
provide
equity
adjustments
to
our
incumbent,
part-time
and
full-time
positions.
D
We
are
also
proposing
a
four
percent
general
wage
increase
for
all
stamp
employees,
and
the
merit
program
would
be
in
up
to
four
percent
for
those
top
performers.
Only
the
collective
bargaining
agreements
are
in
place,
and
so
we're
not
talking
about
those
those
will
be
paid
as
previously
approved
by
council.
D
D
We
know
this
is
a
fluid
market
and
we
will
be
proposing,
through
the
budget
funds
to
have
an
outside
firm
conduct.
Another
pay
study.
This
is
something
that's
normally
done,
every
five
to
ten
years,
we're
at
that
five
year
mark
and
we
would
recommend
we
do
that
at
that
time.
I
will
now
turn
it
over
for
questions.
A
Thank
you
so,
mr
jennings,
first
of
all,
when
we
restructure
for
efficiency
but
we're
adding
a
significant
number
of
positions,
I
don't
know
that
I
normally
put
those
together.
A
When
we're
putting
parks
and
rec,
I
completely
agree
with
putting
engineering
and
public
utilities
under
a
public
works
department,
parks
and
rec.
Once
you
take
the
responsibilities
out
that
have
been
discussed,
I
don't
know
that.
I
completely
understand
it.
Are
you
still
going
to
have
an
independent
director
in
each
one
of
these
departments?
Yes,.
E
B
B
So
I
would
say-
and
I
think
the
term
is
right-
sizing
we.
What
we're
doing
is
we're
really
trying
to,
as
I
said
at
the
beginning,
fill
the
gaps
of
where
we
all
think
that
is
needed.
So
efficiency
doesn't
always
mean
less.
You
know
employees.
It
means
that
we
are
trying
to
find
a
more
efficient
way
of
addressing
those
issues,
so
the
parks
and
recreation
staff.
B
B
B
B
I
would
never
want
the
city
to
have
to
go
through
a
complete
restructuring
all
in
one
year,
and
so
this
is
the
first
step
in
trying
to
address,
and
then
after
one
year
we'll
be
able
to
see
whether
that
was
effective.
The
changes
that
we
would
need
to
make
and
so
forth.
So
this
is,
there
is
a
need
in
talking
with
all
the
leadership
of
the
various
departments.
There
are
significant
gaps
in
our
ability
to
address
concerns
of
our
residents
in
a
timely
way
and
in
an
efficient
way.
So
hence
the
reason
why.
A
A
B
A
Mike
it's
something
that
miss
boyer.
I
hope
you
haven't
how
many
officers
are
going
to
be
added.
Chief
10
was
the
answer
from
the
back
of
the
room.
Okay,
so
that's
a
lion's
share
of
those.
It.
A
F
Jennifer
meyer
library,
director,
yes,
we
did
an
analysis
of
all
of
our
library
locations
and
we
are
planning
to
add
some
hours
without
the
need
of
new
ftes.
This
current
ask
is
to
add
saturday
hours
at
our
north
greenwood
branch,
which
would
be
a
total
of
1.5
fds.
A
I
can't
thank
you
jennifer.
I
can't
tell
you
how
eerily
similar
this
is
to
2007.
A
And
having
been
the
only
one
up
here,
it
feels
like
that
across
the
economy
we
had
people
leaving
government
going
to
private
sector
jobs,
because
the
pay
was
better,
the
benefits
were
better
and
then
you
know
we
went
into
the
great
recession
and
we
were
cutting
employees.
There
were
a
lot
of
employees
that
wanted
to
come
back.
A
I
would
have
liked
the
actual
dollars
for
all
these
changes.
Obviously,
in
the
next
agenda
item
we're
looking
at
budgetary
change-
it's
about
13
million
dollars
between
last
year
and
this,
so
it
is
not
insignificant.
A
A
I
sometimes
wonder
what
our
levels
of
service
would
be
and
how
stretched
our
employees
would
be
if
we
were
fully
employed,
we'll
never
get
there.
There's
always
you
know
some
frictional
changes
with
the
workforce,
but
I
think
I'd
be
more
interested
in
raising
some
of
our
salaries
so
that
we
could
attract
and
keep
closer
to
fully
employed
within
the
city
than
adding
a
lot
of
of
new
positions.
A
A
People
are
also
who
deliver
all
the
services
to
our
citizens,
and
I
know
all
of
our
employees
are
feeling
inflation,
but
we're
also
going
to
be
talking
about
down
the
road
raising
military
too,
even
though
our
property
values
have
skyrocketed
during
coven,
and
I
will
tell
you,
I
think,
that's
about
to
end.
A
History
doesn't
always
repeat
itself,
but
it
rhymes
and
I've
been
pretty
good
at
predicting
some
of
these
things
in
the
past.
I
hope
they're
not
as
severe
as
what
we've
experienced
in
the
past.
So
other
questions
comments.
Council,
members,
shadow
can.
E
B
So
the
the
new
positions
in
that
in
that
department
will
be
the
head
of
the
innovation
department,
but
also
we're
bringing
back
the
neighborhood
services
liaisons
and
so
we're
bringing
we.
We
have
we've
just
hired
a
neighborhood
service
manager
and
we
are
recommending
an
additional
four
liaisons
in
order
to
be
able
to
be
more
responsive
in
our
neighborhoods
and
so
and
then
the
shifting
of
sustainability
and
culture
will
move
into
the
innovation
side.
So
we
already
have
those
positions
filled
currently,
so
that's
the
that's.
The
genesis
right
now
of
that
new
department.
B
We
feel
as
though
that
we
need
to
have
better
communication
with
with
the
various
neighborhoods.
E
And
then
my
next
question
is
about
the
police
department.
There's
a
request
for
10
new
officers.
Can
I
have
a
breakdown
on
where
their,
where
they're
going
you
know
community
versus,
let's
say
the
violent
crimes
that
kind
of
a
breakdown
of
where
those
officers
are
being
requested
to
cover
good
morning.
G
Dan
sawyer
chief
of
police,
the
10
new
officers,
are
the
majority
of
them
are
being
assigned
to
the
beach.
Historically,
what
has
happened
with
the
beach
growth
is.
We've
had
to
basically
repurpose
downtown
officers
to
go
to
the
beach.
This
is
making
the
beach
a
little
more
sustainable.
We've
created
two
12-hour
teams
that
complement
each
other
that
deal
with
just
the
the
the
regular
amusement
park
that
the
beach
has
become.
There
is
two
positions
that
we're
trying
to
that
were
currently
open
that
were
filling
to
expand.
G
Our
community
outreach
as
well.
That
was
a
team
that
used
to
be
five
officers
and
back
in
the
heyday.
That's
really
just
fell
on
the
responsibility
of
our
problem
response
teams,
so
we
want
to
get
back
to
dedicated
people
that
are
working
in
combination
with
code,
the
neighborhood
associations
and
maintaining
that
liaison
relationship.
G
The
violent
crime,
as
far
as
like
your
crimes
against
persons,
your
murders,
your
homicides,
those
are
relatively
stable
for
us.
In
fact,
robberies
has
continued
to
actually
trend
down
armed
robberies.
The
majority
of
our
crime.
Category
volume
is
in
the
space
of
burglaries
and
thefts
with
regard
to
the
sex
assaults
and
the
crimes
against
families,
children
and
families.
G
We
have
seen
significant
growth
in
the
sex
assault
space,
and
it
is
something
I'm
looking
to
invest
in
the
my
discussions
with
the
manager
have
been
that
that
is
a
problem
area.
We
need
to
get
more
attention.
Obviously
you
know
we
can't.
This
is
something
you're
trying
to
smooth
your
growth
over
multiple
years.
We
can't
do
everything
at
once.
The
beach
was
an
exigent
need
that
needed
to
be
addressed
because
it
was.
G
We
were
losing
control
of
that
if
you,
if
you
got
that
feeling
so
I
feel
like
we
actually
have
that
stable
at
this
point,
and
so
our
next
area
of
focus
will
be
that
crimes
against
children
and
family.
We
are
currently
going
through
a
total
turnover
in
that
unit
to
basically
rebuild
from
the
ground
up,
based
on
what
we
need
to
do
moving
forward.
So.
H
H
So
the
the
10
full-time
equivalent
do
you
have
any
that?
Are
it
didn't
sound
like
you
had
any
that
were
or
any
funding
dedicated
to
street
outreach.
G
G
I
think
24
hours
a
week
is
the
right
number
right
now.
I
wouldn't
necessarily
you
know,
object
to
having
more
access
to
a
civilian
outreach
specialist,
but
the
the
team
level,
the
officer
level
is,
is
adequate
to
deal
with
the
outreach.
The
the
thing
with
homelessness
has
been
more
lately,
problems
from
the
the
ancillary
issues.
It's
you
know,
spilling
into
the
neighborhoods
and
disenfranchising
your
prospect,
lake
parks
and
your
your
neighborhoods
and
your
residents.
That's
the
problem
that
the
bicycle
team's
still
working
on.
We
hope.
G
G
No
she's
paid
for
it
through
a
county
contract
with
directions.
You
know,
I
can't
necessarily
speak
directly,
because
it's
not
a
contract
that
I
have.
I
don't
know
if
it's
a
hundred
percent
from
the
county
or
if
you
know
directions,
has
a
tendency
sometimes
to
braid
the
funding
with
different
things.
G
I
am
actually
talking
with
april
later
today
about
funding
that
position
and
how
we
need
to
potentially
enhance
it
for
the
same
problems
that
mrs
boyer
identified.
H
I
know
I
mean
I
had
a
conversation
with
kathy
yesterday
and
you
know,
first
of
all,
the
information
I've
gotten
from
some
of
the
police
officers
that
I
interact
with
is
that
she's
doing
a
phenomenal
job.
It's
a
great
position
for
our
city,
they're,
making
progress,
and
it's
a
good
collaborative
operation
to
have
her
paired
with
a
police
officer.
She
feels
safe.
They
feel
that
they're
very
both
very
effective,
but
her
rent
went
up
800
a
month,
effective
july
1st
and
she
she
can't
afford
to
do
this
job
at
her
salary
level.
G
You
guys
a
discussion
with
that.
I
hope
to
have
with
april
later
this
morning.
It's
ironic
because
I
just
texted
her
while
I
was
back
in
the
podium
before
this
conversation
started,
is
to
discuss
ways
to
braid
the
funding.
That's
to
me,
the
homeless
outreach
service
provider
through
my
experience
is
about
the
right
person.
G
H
And
then
you
talked
about
you
know
the
beach
really
pulling
a
lot
of
your
officers
that
you've
the
majority
of
these
extra
ftes
are
going
to
go
on
the
beach
and
when
I
drive
through
the
beach
like
every
day,
it
looks
like
there
are
about
five
more
hotels
that
are,
you
know,
ready
to
open
they're
building
up.
So
it's
only
going
to
get
more
intense,
the
demand
down
there.
Don't
you
think.
G
I
think
the
more
it's
going
to
get
more
intense
demand
everywhere.
The
beach
is
certainly
going
to
be
one
and
but
there's
significant
growth
going
on
throughout
this
whole
city.
Right
now
apartment
complexes-
it's
it's
not
only
tethered
to
the
beach,
but
the
beach
is
certainly
a
very
large
soft
target
that
gets
a
lot
of
attention
that
has
a
whole
bunch
of
other
logistic
issues
with
being
able
to
transverse
back
and
forth
with
traffic
and
the
the
manner
you
know
you
can't
get
on
the
sand
very
quickly
too
there's
it's.
G
Basically,
you
know
twenty
thousand
person
special
event
every
day.
So
it's
it's
a
baseball,
it's
a
football
game
every
day
and
that's
that's.
That's
a
significant
amount
of
resources
that
have
to
be
dedicated
just
to
deal
with
that.
So
I
I
think
yes,
I
anticipate
there
will
be
growth.
It
doesn't
always
necessarily
mean
that
it
has
to
be
police
officers
either.
G
Okay,
so
we
we've
developed
this
real-time
crime
center
to
try
to
enhance
our
response
capabilities
and
certainly
when
you
go
to
a
special
event,
there's
not
only
just
police
officers
or
security
guards,
there's
other
mechanisms,
so
you
know
we'll
have
to
look
at
alternatives
too.
To
make
sure
we
don't
price
ourselves
out
of
the
market.
H
I
had
a
couple
of
other
conversation.
I
mean
comments,
I
think,
under
the
operational
efficiencies
city
manager
initiatives
I
think,
having
a
grant
coordinator
is
you
know,
a
fantastic
decision.
I
mean
again
you
invest
money
to
try
to
save
money.
The
same
thing
with
the
you
know:
innovation
office
of
innovation,
which
will
help
us,
I
hope,
save
money
and-
and
I
think
you
know
the
way
I
look
at
when
we
when
we
had
our
strategic
plan
kind
of
meeting
a
month
or
so
ago.
H
H
I
mean
I
understand
that
you
know
it's
not
about
the
highest
pay,
but
it's
about
the
work
you
do
and
getting
rewarded
in
you
know
some
other
ways
and
and
as
a
school
teacher,
you
work
in
a
district
and
you
look
at
what
other
districts
are
paying
and
you
know
I
can
drive
10
more
miles
and
go
to
this
district.
H
You
know
in
illinois
we
had
districts
that
were
a
lot
closer
together
than
county
districts
in
florida,
but
we
need
to
be
competitive
and
we,
you
know
it's
it's
about
an
employee
feeling
that
their
job
is
valued,
that
it
has
meaning
and
that
they
are
appreciated.
H
First,
you've
got
to
have
a
level
of
income
that
you
can
survive
all
right
and
then
it
has
to
be
about
the
work
environment
and
and
your
your
sense
of
being
appreciated
and
valued,
and
I
you
know-
and
I
know
jennifer
mentioned
you
know-
that's
part
of
it
here
on
on
one
of
her
pages.
But
I'll
I'll
tell
you
from
my
experience,
that's
a
big
part
of
it
and,
and
I
think
we
really
need
to
look
at
that
and
and
as
the
mother
of
three
children
that
are,
you
know
in
their
30s
early
30s.
H
You
know
all
of
them
have
some
flexibility
in
their
work
right
now
and-
and
I
think
looking
at
that
as
we
go
forward
with
how
to
attract
and
retain
workers,
I
think
that's
that's
a
big,
a
big
part
of
it
as
well.
This
balance
of
you
know,
quality
of
life
and-
and
I
think
by
raising
you
know,
a
comment
about
well
raising
the
pay
for
our
workers
now
is
is
fine
to
consider,
but
I
mean
you
can't
work
people
to
the
bone.
H
I
mean
you
can't
expect
people
to
put
in
80
hours
a
week.
People
want
time,
none.
H
A
And
I
would
agree
with
that:
that's
why
I'm
saying
we
ought
to
probably
pay
people
more,
but
we
also
have
a
very
different
workforce
than
maybe
what
your
kids
are
experiencing
police
officers
officers
cannot
do
things
virtually
solid
waste
workers
cannot
do
things
virtually.
We
have
a
number
of
positions.
The
majority
of
the
positions
throughout
the
city
other
than
clerical
have
to
be
forward-facing.
A
We
meet
with
people,
we
interact
with
people
we're
out
on
the
road
we're
doing
things
on
a
daily
basis.
That
does
not
lend
itself
to
virtual
work,
and
we
also
have
to
be
fair
to
the
ones
that
we
can
allow
to
be
virtual.
It's
very
much
like
what
happened
at
the
beginning
of
the
pandemic.
H
You
know,
I
would
say
it
is
what
it
is.
There
are
some
positions,
you
know
that
have
to
be
forward-facing,
I'm
I'm
not
saying
this
job
flexibility
or
as
far
as
working
from
home
needs
to
apply
across
the
board,
but
where
it's
feasible
it
it
should
be
considered
yeah
and-
and
I
I
wonder
too,
about
a
statement
about
some
efficiencies
being
lost
with
a
work
from
home.
H
You
know,
loss
of
efficiencies
or
people
you
know
can't
be
as
productive
or
if
they
have
a
hybrid
position.
I
just
I'm
not
sure
that
you
know
I
I'm
not
sure.
I
fully
believe
that
I'm
sure
there's
a
potential
more
of
a
greater
potential.
If
you
have
people
working
at
home,
you
know
but
again
I'll
just
say
that
you
know
I
have
a
son
who
works
in
chicago
lives
in
chicago
for
a
company,
that's
based
in
toronto
and
there's
never.
H
You
know,
except
for
some
regional
meeting
every
now
and
then
they
might
fly
somewhere
and
meet.
But
it's
entirely
virtual
and
you
know
where
hours
are
put
in
and
work
gets
done
and
you
know.
A
There
is
data,
that's
already
out
there,
so
it
exists.
Okay,
I
talk
to
a
lot
of
leaders
of
organizations
and
they
will
tell
you
that
there
is
a
drop-off
and
the
higher
the
level
of
the
position.
There's
less
drop-off,
but
the
lower
level.
The
position
is:
there's
less
and
less
efficiency,
not
to
mention
there
is.
A
A
lot
more
issues
with
the
synergies
of
the
overall
organization
and
a
lot
of
companies
are
bringing
people
back.
Some
of
them
are
choosing
to
go
with
companies
that
are
virtual,
only
and
that's
competitive
decision
from
industry
to
industry,
but
we're
already
seeing
business
travel
accelerate,
because
people
are
recognizing
the
fact
that
they
need
to
bring
teams
back
together
and
they
need
to
go
out
and
see
customers
face
to
face.
A
lot
of
them
are
zoomed
out
council
member
to
shaita.
E
I
understand
your
point
councilman
beckman,
regarding
the
remote.
I
also
have
a
daughter
who
works
100
remote,
but
I
think
when
we're
talking
about
city,
employees
and
intricacies
of
this
environment,
I
know
that
sometimes
optically
doesn't
look
good
when
we're
told
oh
they're
out
of
the
office-
and
I
know
that,
on
a
personal
note,
I
would
have
preferred
to
have
someone
to
talk
to
in
person,
especially
if
it's
a
quick
little
versus
they're
out
of
the
office,
and
you
can
do
everything
just
by
email
or
zoom.
E
I
think
it's
complicated.
You
know,
there's
those
at
the
train
of
thought
that
you
know
remote.
You
can
be
efficient,
you're
out
of
the
hot
you're
in
the
house,
less
travel
time,
and
then
the
flip
side
is
that
it's
less
efficient.
So
I
think
when
it
comes
to
government,
it
is
not
a
clear
it's
not
as
clear
as
we
would
hope
in
terms
of
using
that
kind
of
flexibility
as
a
as
a
an
attractive
factor.
It's
just
not
as
simple
as
as
we
would
hope
to
be
in
in
the
government
form
of
things.
I
Well,
I
had
a
lot
of
my
questions
answered
yesterday
with
my
meeting
with
john
on
this
on
these
items.
I
could
tell
you
this
number
one.
I
I
thought
that
we
had
addressed
this
problem.
I
I
had
hoped
we
addressed
this
three
years
ago.
We
did.
We
had
a
consultant
come
in
to
do
a
study
of
all
our
employees
and
re-organize
departments
to
re-rename
some
of
the
things
that
the
employees
were
doing
and
then
also
look
at
the
pay,
and
I
find
that
that
was
we
were.
It
was
just
a
bad
study.
I
don't
think
that
we,
I
really
don't
think
it
helped
any.
Of
course
covet
then
came
right
at
the
heels
of
that
and
things
changed.
I
But
you
know
one
of
the
things
that
I've
always
wanted
to
do
was
kind
of
reorganize
restructure
the
building
department.
I
thought
that
that
was
something
that
needed
worked
on,
and
then
I
realized
it's
not
really.
It
was
not
really
the
staff
or
people
that
were
doing
things
wrong.
They
were
just
overworked.
I
We
had
positions
missing
and
that's
why
things
got
behind,
and
so
you
know
john's
coming
in
and
having
a
different
perspective
and
a
lens
on
how
things
should
be
run.
I
really
like
what
he's
doing,
and
one
of
the
things
that
I
think
is
effective,
is
going
back
to
a
public
works
department
and
taking
the
burden
off
of
splitting
parks
and
rec
and
engineering
doing
all
that
stuff.
One
of
the
things
that
we
hear
on
council,
I'm
sure
all
of
us
hear
from
the
public
is
what's
going
on.
When
are
they
repaving
my
street?
I
When
are
they
fixing
my
sidewalks?
What
are
they
doing
this
and
that-
and
I
think
our
city
managers
recognize
that
and
wants
to
put
a
department,
that's
just
in
charge
of
doing
those
public
things
and
then
also
the
communication
factor,
putting
it
out
there
redoing
our
website,
so
people
can
find
out
when
they're
on
the
schedule
for
getting
things
done,
because
there's
nothing
more
frustrating
to
our
citizens
than
calling
up
some
department
which
they
do
and
never
can
get
anybody.
I
They'll
email
never
get
any
response
and
I
hate
putting
that
on
every
staff
member,
because
I
know
everybody's
overworked
we're
we're
way
behind
on
staffing
here,
and
I
know
it
has
a
lot
of
there.
There
are
a
lot
of
reasons
why
you
know.
I
love
this
great
resignation
comment
because
it
is
it's
across
the
nation
you're
hearing
about
every
restaurant.
I
I
So
this
whole
conversation
about
staffing
and
discussion
on
this
is
long
overdue.
I
think,
and
I'm
glad
we're
talking
about
it
and
then
my
concern
talking
to
john
yesterday
was
how's
it
you
know,
how's,
it
gonna
affect
the
money.
You
know
we're
looking
at
putting
on
ftes,
I
can
tell
you
this
back.
When
bill
horn
was
city
manager,
I
mean
fte
was
kind
of
a
dirty
word.
I
mean
he
didn't
want
to
put
on
one
fte
anywhere.
I
mean
if
he
we
needed
something
in
one
department.
I
He'd
take
somebody
from
another
department
and
put
in
there
and
say
that's
that
solves
a
problem.
What
does
it
do
to
the
department
he
took
the
fte
from
so
I'm
glad
we're
looking
at
it
and
finally
doing
something
about
it
and
and
filling
these
positions,
and
you
know
what
I
mean
we
can
look
at
how
to
make
things
more
streamlined,
but
we
got
to
give
you
know
we
got
to
give
our
departments
the
people
in
order
to
do
it.
So
more
of
a
comment
than
a
question.
J
I
have
to
agree
with
much
of
everything
that
council
member
albritton
mentioned
here.
I
remember
back
when
I
was
working
at
tv
station
in
san
diego.
We
were
number
one
newscast,
wonderful,
incredible
staff,
turning
out
a
newscast
every
day
and
when
you
know
the
economy
took
a
nosedive,
it
was
hollowed
out
and
the
quality
of
the
show
disappeared.
J
You
couldn't
do
what,
with
a
handful
of
people,
what
we
were
doing
full
staffed
and
eventually
the
the
tv
station
went
out
of
business
and
and
I'd
like
to
think
it's
because
I
left,
but
I
think
there's
more
to
it
than
that.
I
I
do
think
the
reorganization
makes
sense.
I
I
like
the
structure
and
I
I'm
happy
to
see
that
attention
is
given
to
filling
out
those
north
greenwood
library,
hours
and
neighborhood
liaisons.
I
think
that's
all
terrific.
H
John,
can
you
just
discuss
or
share
how
your
discussions
went
with
the
department
heads?
Are
they
all
comfortable
with
this
they're
all
on
board
people?
You
know
it
was
a
collaborative
discussion
to
to
decide
this
new
organization.
Oh.
B
We
recognized
that
at
a
micro
level
in
every
department,
the
directors
know
much
much
better
than
we
do.
You
know
in
terms
of
the
efficiencies
and
so
engineering
is
a
great
example.
Tara
worked
very
closely
with
us.
B
You
know
there
were
a
few
areas
in
which
she
had
concern.
We
listened,
and
I
think,
by
and
large
we
made
the
changes
that
she
seems
to.
You
know
be
happy
with
now
customer
service
we
were
actually
looking
at
separating
meters
and
the
customer
service.
Reps
cynthia
did
a
terrific
job
of
explaining
how
that
wouldn't
be
more
efficient,
and
so
we
made
that
change
as
well.
So
I
it
certainly
has
been
a
collaborative
effort
with
the
departments
that
have
been
impacted.
H
B
Sure,
but
we
also
have
to
be
fiscally
responsible
and
that's
the
reason
why
we're
repurposing
29
there
were
many,
several
positions
that
have
been
opened
for
the
last
two
to
three
years.
They
haven't
been
filled,
and
so
we,
instead
of
bringing
forward
66
new
positions,
we
wanted
our.
I
recommended
that
we
repurpose
some
of
those
positions
that
have
been
open
for
several
years.
B
B
Why
the
departments
need
or
want
additional
staffing?
Unfortunately,
you
can
only
do
so
much
and
but
that's
that's
the
dialogue
that
the
departments
and
the
three
of
us
have
with
them
and
hopefully
in
the
future,
we'll
be
able
to
add
additional
positions
or
repurpose
positions
depending
upon
what
we're
seeing
so.
But
I've
never
met
a
department
head
yet
that
didn't
want
more
more
employees,
but
there's
only
so
much
that
we
can
do.
Okay,.
A
I'm
going
to
get
again
back
to
2008
and
9,
you
know
we
had
to
find
new
efficiencies,
and
you
know
if
there
was
any
fat
it
got
cut
and
then
it
started
to
be
muscle
and
then
it
started
to
be
bone.
So
I
don't
want
to
go
back
to
those
times.
I
also
don't
want
to
hire
a
bunch
of
people
and
then
hit
a
economic
air
pocket
start
laying
people
off
again
either.
A
So
I
I
would
have
liked
a
little
bit
more
detail
about
where
all
of
these
fts
are
going.
Specifically.
How
soon
are
you
planning
on
trying
to
fill
these
positions
and
doing
this
reorganization?
B
No,
it
would
certainly
be
in
concurrence
with
the
new
fiscal
year.
We
will
be
bringing,
though,
in
june,
a
request
to
establish
new
departments,
because
that
is
a
council
responsibility
to
establish
new
departments.
B
We,
if
the
council
supports
that,
then
we
would
like
to
move
forward
with
a
public
works
director,
because
that
person
will
need
to
get
moving
to
establish
the
department.
We
have
others
that
are
working
on
it
right
now,
but
certainly
a
department
director
is
needed,
but
no.
This
would
all
be
in
conjunction
with
october.
A
1.,
well
I
mean,
obviously
the
budget
always
drives
everything,
because
if
there
isn't
money
for
people,
then
you
can
hire
them,
but
you
know
this
is
a
recommendation.
This
is
a
special
counsel,
work,
not
work
session,
but
a
council
meeting,
so
we
can
take
action.
Are
you
asking
for
action
to
approve
these
fts
not
today?
Okay,
any
other
questions
on
this
item.
H
B
A
C
Natasha,
this
agenda
item
is
a
10-year
financial
forecast
for
the
general
fund
and
six
year
forecasts
for
the
major
utility
funds.
These
are
the
same
worksheets
you've
seen
over
the
last
few
years
presented
by
jay
ravens,
and
I
would
just
like
to
make
a
point
to
say
in
advance,
like
all
the
underlying
assumptions
and
details
behind
this,
we
would
jay
and
I
both
would
be
willing
to
sit
with
you
one-on-one
and
go
through
more
detail.
C
I'm
going
to
present
it
at
a
higher
level
and
do
my
best
to
answer
any
questions
that
you
have
in
the
general
forecast
in
the
general
fund.
This
forecast
has
changed
in
comparison
to
the
one
presented
last
year,
shifting
the
possibility
of
a
millage
increase
of
7
tenths
of
a
mil
from
fiscal
year,
31
to
projecting
an
increase
of
8
tenths
of
a
mil
in
fiscal
year.
30.
C
we've
adjusted
revenues
in
comparison
to
the
prior
year's
forecast,
based
upon
current
revenue
trends
and
economic
recovery
from
covid.
However,
expenditure
growth
is
projected
to
outpace.
These
increases
over
this
forecast
period,
major
factor,
major
factors
negatively
impacting
the
forecast
include
inflation,
salary
and
wage
increases
and
additional
positions,
as
discussed
this
morning
as
well
as
increases
in
capital
expenditures.
C
This
is
a
forecast,
so
attempting
anything
attempting
to
predict
anything
out.
Ten
years
is
very
difficult,
but
the
good
news
is
fiscal
is
fiscal
year.
30
is
far
enough
away
that
we
can
make
changes.
We
have
ample
opportunity
to
take
actions
to
delay
and
or
decrease.
This
proposed
increase,
adhering
to
a
discipline
of
balancing
general
fund
budgets
each
year,
could
avoid
the
forecasted
operating
deficits,
but
will
require
tough
decisions
in
future
years.
C
All
utility
fund
forecasts
are
based
on
current
rate
studies
and
all
reflect
healthy
fund
balances
in
excess
of
policy
minimums
over
the
six-year
period.
The
forecast
for
water
and
sewer
the
water
and
sewer
utility
and
the
storm
water
utility
are
based
upon
the
preliminary
fiscal
year.
22
rate
study
that
is
currently
being
reviewed
and
for
the
solid
waste
and
recycling
fund.
The
rate
study
completed
in
may
of
2021..
C
For
these
funds,
we
plan
to
keep
our
current
practice
of
conducting
annual
or
bi-annual
rate
studies
to
update
these
forecasts
and
proactively
manage
our
rates
for
the
gas
fund.
The
forecast
is
based
upon
the
rate
study
completed
last
year
and
rate
studies
for
the
gas
fund
are
planned
every
five
years
I'll
be
happy
to
try
to
answer
any
questions
that
you
have
on
these
forecasts.
A
For
the
water
and
sewer
in
27,
the
interest
expense
goes
from
seven
and
a
half
to
fourteen
and
three
quarters.
C
Yes,
that
points
out
the
need
to
bond
when
you
drop
to
like
a
negative
balance.
C
A
A
C
A
A
C
C
How
these
assumptions
it's
just
increased
percentages,
but
if
we
you
know,
if
we
had
to
use
reserves,
it
would
be
for
specific
projects,
one-time
expenses,
capital
yeah.
Thank
you.
A
I
mean,
as
you
said,
forecasting
out
10
years
is
really
a
fool's
errand.
Nobody
knows
what
we're
going
to
look
like
in
10
years
and
as
already
announced,
I'm
not
going
to
be
here
beyond
24,
but
I
am
concerned
about.
A
You
know
we
thought
we
were
going
to
have
to
do
a
millage
increase,
probably
in
25
26
time
frame,
which,
when
we
were
in
the
middle
of
covet,
nobody
anticipated
half
of
the
north
moving
to
florida
and
escalating
property
values
and
other
things,
but
as
interest
rates
rise,
you
know
you're
already
starting
to
see
inventory
of
real
estate.
Grow
prices
usually
follow
that
cycle.
So
you
won't
see
property
values
increase
the
way
they
have.
They
may
not
decrease,
but
they're
not
going
to
increase
they're
going
to
increase
at
a
decreasing
rate.
A
We've
talked
about
really.
We
we're
talking
today
about
two
different
customer
bases.
We
have
our
internal
customers
who
are
our
employees?
We
want
to
take
care
of
them.
We
also
have
our
external
customers
and
if
you
look
at
our
overall
city,
org
chart
those
customers
sit
above
the
city
council
and
those
are
our
residents
and
I
think
that's
where
the
balance
has
to
be
struck.
A
I'd
be
very
concerned
again.
I
won't
be
up
on
this
dice
in
2030,
but
an
80
basis
point
increase
in
the
military.
A
A
K
K
At
the
city
attorney's
office,
our
ftes
have
pretty
much
remained
stable
for
20
something
years,
I'm
not
asking
for
any
ftes
in
the
year
ahead.
I
know
there's
a
big
ask
on
the
operational
side,
so
I'm
trying
not
to
ask
for
that,
but
I
will
ask
for
council
support
and
investing
in
the
people
that
I
do
have
so
that
we
can
continue
to
retain.