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From YouTube: City Council Briefing (12/13/2021)
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A
B
All
right,
thank
you,
mr
staff
office,
good
evening,
everybody,
so
just
a
quick
over
brief
operationally
from
the
police
department
on
the
paid
parking.
This
was
our
third
year
using
sp
plus
as
the
vendor
for
paid
parking.
B
In
my
opinion,
I
think
the
chief
will
agree
very
very
smooth
year
this
year
went
on
and
coming
out,
2020
very
smooth
here,
and
I
think
the
numbers
show
that
so
so
this
year
ran,
as
most
of
you
know.
This
year
ran
from
march
12
2021
until
october
31st
of
2021
and
operationally
we
had
no
issues
at
all.
B
We
were
tasked
with
obviously
being
present
and
being
a
visual
deterrent
in
the
downtown
area,
being
ambassadors
wherever
we
could
help
being
visible,
and
we
staffed
that
with
our
cso2s
and,
of
course
again
that
was
in
the
downtown
area.
So
there's
always
plenty
of
downtown
kate.
Folks,
close
by
personally,
I
think
some
of
the
keys
and
why
it's
such
a
successful
year.
B
I
think
it's
just
our
third
year,
like
I
said,
experience,
we've
ironed
out
all
the
kinks
with
sp
plus,
so
I
think
that
lent
itself
to
a
very
smooth
working
relationship
with
them.
This
year,
they've
increased
or
they've
improved
on
some
of
their
signage,
and
I
will
make
a
comment
on
their
ambassadors
that
they
had
out
in
the
parking
lots
this
year
very
helpful,
more
of
them
their
process
for
the
kiosks
and
ways
to
pay,
and
things
like
that
were
all
seem
to
be
upgraded.
B
That
seem
to
be
very
helpful
and
a
very
smooth
process,
and
I
will
say
too,
as
far
as
the
the
violations
too,
we
talked
about
the
violations.
Last
year,
violation
has
been
a
problem
where
pd
employees
were
being
called
and
asked
to
look
into
that
sv
plus
over
the
last
year,
or
so
he's
got
a
local
office
with
a
local
phone
number
with
plenty
of
signage,
and
it's
even
on
the
citation
this
year.
So
it
took
our
parking
enforcement
coordinator,
didn't
didn't
feel.
B
I
bet
one
phone
call
about
parking
violations
and
how
to
pay
late
fees
and
then
contest
citations.
So
I
thought
that
was
a
good
point
to
bring
up
to,
but
operationally
no
other
problems
very
smooth
year.
B
And
I'll
kick
it
over
to
ashley
for
the
financial
piece.
C
Hi
good
evening
in
the
memo
you
you
can
see
an
attached
multi-year
review
for
comparing
21
and
20..
C
C
So
finance
would
recommend
in
future
years
of
validating
the
residential
parking
database,
like
maybe
once
every
two
years,
but
all
in
all
it
was
a
you
know,
kind
of
successful
season.
The
revenues
from
paid
parking
covered,
the
cost
of
the
parking
division
and
I'm
available
for
any
questions.
You
might
have.
A
See
councillor
dumont
has
her
hand
raised.
D
Thanks
mike
ashley,
is
there
any
way
to
determine
if
the
increase
in
residence
was
due
to
an
increase
in
people
moving
to
the
beach?
In
other
words,
are
we
tracking
who's
using
the
paid
parking
who
are
residents
year
year
in
year
out
versus?
D
A
B
No,
that's
correct,
we
still,
we
still
have
the
original
one
and
we
were
under
advisement
and
that
came
up
last
year
validating
the
parking
database.
So
we
knew
we'd
come
up
again
this
year,
so
we
we
held
off
last
year,
but
no,
we
still.
D
Okay,
great
and
ashley,
you
think
that
the
the
difference
you
think
that
a
lot
of
the
the
increase
in
residence
is
really
just
that
people
who
used
to
live
here
are
still
using
their
passes.
D
C
D
Okay
and
commander
shawna
see
you'd
like
that.
I
got
that
out
and
one
does.
The
police
department
have
a
way
to
determine
residents
if
they
they
stopped
coming
in,
where
in
2021,
so
they
were
registered
in
20.
D
B
I
would
have
to
go
back,
I'm
not
sure
I
have
to
go
back
and
look
at
the
I'd
have
to
go
back
and
look
at
that
with
the
spreadsheet.
I'm
not
sure.
E
E
F
A
You
could
you
could
have
someone
who
goes
into
the
parking
lot
for
an
hour
or
two
never
has
their
license
plate
scanned.
It's
never
recorded
that
they
were
there.
A
Someone
else
could
be
there
for
30
minutes
and
have
their
plate
scanned
and
only
be
there
for
the
30
minute
time
frame.
So
yeah,
I
think
eric
you
could
you'd,
probably
agree
that
those
counts
that
we
see
under
the
resident
counts
are
not
discrete
vehicles.
They
are
total
number
of
parkings
observed
when
they
did
their
screenshots
for
a
lot.
E
Okay,
that
I
just
it
struck
me
that
that
was
but
low,
but
that
makes
sense
that
it's
not
every
vehicle
every
time.
My
actual
question
was
just
about.
I've
mentioned
it
a
few
times
when
we've
discussed
parking
is
potentially
expanding
to
add
additional
streets
and
street
ins
in
the
downtown
area
instead
of
just
the
actual
lots.
E
Particularly
of
concern
is
the
area
down
by
cats,
marina
and
margaritaville,
where
you
have
people
that
might
be
going
and
actually
staying
at
a
hotel
and
parking
in
a
in
a
street,
a
street
spot
and
maybe
staying
there
for
a
day
or
two.
So
is
there
any
plan
to
expand
parking
to
the
streets
and
the
street
ends,
and
if
so,
is
sp
plus
the
company
that
had
do
they
have
the
ability
to
do
that,
expansion.
A
Maybe
maybe
before
we
dive
into
the
policy
questions
mayor
if
you're,
okay,
if
any
more
questions
of
staff
on
the
on
the
technical
issues,
sure
council
member
janssen
has
his
hand
raised,
but
if
we
wanted
to
start
diving
into
what
the
future
of
the
program
might
look
like
from
a
policy
perspective,
we
can
certainly
do
that.
Counselor
jansen
was
your
question
related
to
this
past
year's
operations.
Or
did
you
want
to
start
talking
about
the
future
of
the
program
as
well.
A
Yeah
so
the
direction
requested
and
mayor
you,
you
hit
it
on
the
head.
There
are
a
couple
of
things
that
have
been
brought
up
with
council
over
the
last
two
years
of
the
parking
program
with
regards
to
extending
the
days
and
or
hours
of
operation
right
now,
we
only
do
the
parking
in
the
summertime
on
friday,
saturdays
and
sundays.
We
do
not
do
it
on
the
remainder
of
the
weekdays.
A
So
with
that
being
said,
mayor,
I
think
the
first
one
that
you
wanted
to
have
a
conversation
about
was
with
regards
to
on-street
parking,
particularly
in
the
area
in
the
downtown.
I
believe
that's
on
sixth
west
of
first,
which
is
across
the
street,
from
margaritaville
and
between
the
vacant
dolphin
depot
lot
and
the
delico
type
commercial
strip.
G
You're
ready
for
me,
yup
got
your
hand
raised
okay
yeah,
so
I
was
the
mayor
kind
of
touched
on
what
I
was
going
to
say.
I
I
think
along
6th
avenue
north,
it's
good
right
there
by
margaritaville
to
go
ahead
and
expand
for
on-street
parking,
though
I'm
not
a
big
fan
of
extending
the
rate
or
increasing
the
rate
or
extending
the
time
in
which
the
that
it
applies.
E
I
just
I
wanted
to
agree
with
the
rate
and
the
times
and
the
times
of
year.
I
think
that
that's
a
opportunity
for
us
to
show
our
businesses
that
we're
not
trying
to
kill
them
in
the
winter
months
when
we're
not
as
busy
it,
and
I
don't
know-
I
guess
what
I'm
asking
specifically
with
regards
to
sp
plus,
because
it's
I
think,
we're
happy
with
them
as
a
as
a
contractor
on
this.
E
You
know
you
look
at
beach's
town
center
and
there's
kiosks
all
over
the
place
and
if
you're
kind
of
in
their
radius
you
can
you
can
use
that
parking
kiosk.
So
I'm
just
wondering
if
they
have
the
ability
to
kind
of
operate
like
that
and
kind
of
a
like
you're
in
you're
you're
kind
of
in
their
circumference.
E
I
guess
you
could
say
to
be
able
to
use
the
app
or
to
pay
for
the
parking
or
what
have
you
and
I
don't
know
if
we
can
do
only
six
if
we
would
need
to
look
at,
I
mean
that's,
there's
a
lot
of
on-street
parking
right
there.
So
maybe
that's
a
good
place
to
start,
and
if
not
this
year,
I
would
say.
Definitely
whenever
that
dolphin
depot
construction
gets
going
and
and
that
building
starts
to
come
online,
because
I
think
it's
going
to
be
a
real
mess
over
there
for
parking.
D
Sorry
I
was
trying
to
find
a
little
anyway,
so
hello,
do
we
only
want
to
do
it
for
sixth,
or
do
you
want
to
do
it
for
the
one
south
of
sixth?
I
don't
know
it
just
seems
weird
to
do
it
and
are
you
talking,
sixth,
only
on
the
beach
end
or
all
of
six
through?
Third,
I'm
just
trying
to
get
an
idea
of
maybe
just
the
angular
parking
between
first
and
second.
D
D
F
I
agree
with
georgette
that
I
think
we
need
to
do
a
little
more
analysis
to
do
the
other
areas
as
well,
even
down
to
between
second
and
the
beach
between
beach
and
maybe
sixth
or
seventh
north
in
those
parking
areas.
To
just
do
an
analysis
to
see
what
we're
going
to
do,
because
I
think
from
a
business
standpoint,
if
I
was
in
one
area
whether
we're
doing
paid
parking
we're
not
doing
in
another
area,
I
think
it'd
be
unfair.
G
Yeah
six
could
be
the
the
litmus
test
for
us.
You
know
to
to
establish
one
there,
and
I
was
thinking
from
the
ocean
to
at
least
second
street
looking
at
fifth
avenue
north,
which
I'm
familiar
with
that's
kind
of
in
our
neighborhood
fifth
avenue
north
and
seventh
avenue
north.
I
don't
think,
there's
a
whole
lot
of
street
parking
on
those
two
avenues.
Anyways
six
has
the
has
the
lion's
share
of
parking
that
angular
parking.
G
A
And
it
sounds
like
when,
when
you
all
say
that
sixth
avenue
corridor,
it
sounds
like
you're
talking
about
sixth
avenue
end
zone,
which
is
south
of
margaritaville
all
the
way
through
the
commercial
between
first
and
second.
A
F
A
But
I
think
that
we'll
get
with
the
police
department
and
pull
up
a
map
and
all
the
locations
that
we
think
it
might
make
sense
for
a
phase
one
expansion
of
on-street
parking
and
we'll
bring
that
back
to
council
to
take
a
look
at
a
briefing
or
I'll.
Send
it
all
to
you
electronically
and
ask
for
one-on-one
feedback
to
see
if
you've
met
the
mark
for
a
a
litmus
test.
As
you
all
call
it
to
see
how
it
works.
A
It
should
not
ashley,
I
don't
believe
the
cra
pays
for
any
of
the
parking
program.
Correct.
F
I
do
think
a
lot
of
people
utilize,
those
parking
spaces
that
are
staying
at
margaritaville,
so
they
don't
have
to
pay
the
pay
to
park
in
the
garage
and
then
also
where,
where
do
people
typically
that
are
staying
at
casa,
marina
park.
A
Okay,
counselor
stokes.
C
Yeah
does
that
little
lot,
that
is
across
from
the
I
think,
it's
the
wachovia
bank
there's
that
little
lot
on
the
west
side
of
second
and
then
on
the
east
side
of
second
there's
another
lot
there
and
I've
never
seen
any
paid
parking
signs
on
those
lots.
C
Are
those
paid
parking
lots
or
or
not,
because
those
would
be
two
good
expansion
areas
in
my
opinion,
because
they're
two
pretty
good
sized
lots-
and
I
think
the
west
side
of
second
isn't
owned
by
jax
beach,
but
the
east
side
of
second
is
I'd-
have
to
recheck
the
sorry
the
property
map.
C
D
D
C
I've
never
seen
any
paid
parking
signs
there
and
it's
like
a
a
city
lot.
So
I
think
that
one
would
be
a
good
expansion
area.
A
Councillor
stokes
you're,
not
referring
to
the
northwest
corner
of
the
of
the
between
first
and
second,
where
campeche
bay
is
correct.
You're
talking
about.
A
C
Now,
there's
that
one
on
the
west
side-
but
I
think
that's
owned
by
wachovia
but
the
east
side
is-
is
our
property
and
I've
never
seen
any
paid
parking?
That's
a
pretty
good
size
lot.
It
is,
I
mean
talk
about
on
street
parking,
there's,
probably
more
there's
probably
as
many
spots
there
as
some
of
our
other
smaller
lots
that
that
are
paid
for
parking.
E
Mrs
thanks
for
bringing
that
up
because
had
completely
forgotten
that
that
lot
wasn't
on
the
parking
program,
but
a
little
bit
of
history
when
we
had
the
prior
parking
program
that
was
manned.
We
left
that
one
off,
because
it
was
a
small
lot
compared
to
the
larger
lots
that
we
were
manning.
E
So
we
just
kind
of
left
that
one
alone-
and
it
probably
just
got
lost
in
the
shuffle
when
we
switched
programs-
or
maybe
it
was
considered,
but
also
just
still
because
it's
relatively
small,
but
I
agree
that
it
should
be
added
also
at
the
wells
fargo.
I
noticed
that
there's
the
wells
fargo
parking
lot,
but
then
there
is
a
strip,
that's
separate!
So
it's
it!
You
can't
drive
from
one
lot
to
into
wells
fargo.
That
is
it's
a
strip
of
you
know
just
a
couple
rows
that
is
east
of
the
wells.
E
Fargo
parking.
Somebody
told
me
that
was
a
city
lot.
I've
never
heard
it
discussed
as
a
city
lot,
but
just
out
of
curiosity,
that
would
be
interesting
to
know
because
people
know
they
can
park
there
because
wells
fargo
tows,
but
nobody
gets
towed
out
of
that
spot.
That's.
D
A
Okay,
any
other
any
other
thoughts
on
parking
program
before
we
switch
gears.
I
think
we've
got
a
pretty
good
idea
of
what
you
want
to
see
as
a
markup
for
the
new
territories
for
next
year's
program.
We
will
work
something
up
and
get
it
out
to
all
council
to
take
a
look
at
eric
and
ashley.
Thank
you
very
much.
F
A
A
We
will
now
jump
into
the
second
item
tonight,
which
is
the
update
on
the
golf
course.
This
is
year
three
of
the
update
and
I'm
going
to
turn
it
over
to
jason
for
a
quick
intro
from
parks
and
rec.
H
H
Typically,
in
my
mind,
that
is
give
us
is
the
skill
and
the
hard
work
that's
gone
into
that
with
with
the
staff,
and
I
just
want
to
pay
tribute
again
to
both
bruce
mohler
and
trevor
hughes
for
the
work
they've
done.
I
mean
these
guys
are
totally
committed,
skilled,
passionate
in
what
they
do
very
invested,
and
I
run
out
of
superlatives
for
what
they've
done.
H
The
other
thing
I
want
to
say
is
that
a
couple
of
years
ago,
we
got
together
and
developed
a
long-range
business
plan
for
the
golf
course
and
happy
to
tell
council
that
we're
on
track
we're
actually
exceeding
our
plans,
and
we
will
continue
with
that
plan
into
the
future.
I
Okay,
I'm
unmuted
anyone
hear
me:
okay,
okay!
Well,
thank
you
again.
I
think
the
there's
a
lot
of
financial
spreadsheets
we've
got
on
here
for
everybody.
You
can
see
the
the
trends
that
we've
got.
We've
been
very
fortunate
last
three
years
since
we
opened,
but
our
financial
increases
from
one
year
to
the
next
continue
to
exceed
what
jason
was
just
alluding
to
with
our
financial
plan.
We're
we're
lucky,
because
you
know
we've
done.
I
We've
made
a
lot
of
phone
calls
over
the
last
few
weeks
with
golf
lessons
and
a
few
other
things.
As
far
as
other
municipalities
go
and
we've
asked
a
question
to
a
lot
of
them.
Are
you
profitable
and
even
during
cobit,
where
golf
has
become
one
of
the
hottest
things
to
do?
Very
few
municipalities
in
this
state
are
profitable,
even
after
coving,
so
we're
in
a
good
position.
I
I
think
we've
had
a
tremendous
amount
of
help
from
council
to
get
everything
approved
that
we
need
to
get
done
in
order
for
these
financials
to
come
through.
So
for
that
we
thank
you,
of
course,
the
dynamic
pricing
you
see,
the
big
increase
of
600
000
revenue
plus
for
fiscal
year.
I
The
dynamic
pricing
model
that
you
all
approved
in
november
of
last
year
has
worked
tremendously.
We've
been
able
to
adjust
up
and
down
as
needed
to
try
to
get
supply
and
demand
somewhat
mitigated.
If
there
is
such
a
thing
with
67
000
rounds
last
year,
I
think
we
probably
turned
away.
You
know
talking
to
the
staff
on
a
weekly
basis
that
I
think
we
turned
away.
You
know
close
to
30
000
rounds
last
year
and
that's
a
tremendous
number.
That's
really
just
taking
the
phone
calls
that
we
take.
I
That's
not
taking
into
account
people
that
go
online
and
can't
book,
because
we're
busy
we've
still
yet
to
find
a
golf
course
in
this
country
that
did
more
rounds
than
we
did
in
the
last
three
years.
So
you
know
the
rounds
and
revenue
continue
to
go
to
extremes
that
we're
trying
to
wrap
our
head
around
trying
to
get
the
staff
to
stay
committed
to
what
we're
doing
and
understanding
that
everyone's
here
working
for
the
same
common
goal.
The
driving
range
increases
that
we've
got.
I
I
So
it's
you
know
the
improved.
It's
a
turf
mat
that
we
approved
that
we've
gotten
finally
installed
in
august
of
this
year
has
been
a
tremendous
help,
huge
huge
advantage.
I
There's
a
lot
of
people
that
used
to
call
us
and
say:
are
you
on
the
grass
or
are
you
on
the
artificial
and
when
we
said
we're
on
the
artificial
they'd
go
somewhere
else,
so
the
improved
turf
that
we
installed
the
maps,
the
the
roof,
the
metal
coverings
we've
got,
and
now
we've
got
music
and
speakers
out
there
to
help
us,
not
just
you
know,
have
music
in
the
relaxing
atmosphere,
but
also
allow
our
starters
and
our
staff
to
call
people
9
42.
I
Please
come
to
the
t
or
walk
up
john
smith.
We've
got
a
spot
for
you,
please
report
to
t.
So
it's
really
made
us
be
a
lot
more
efficient
from
the
speaker
side
of
it.
The
turf
and
also
the
covering
our
operating
costs
are
obviously
higher.
As
when
you
increasingly
have
this
many
more
rounds,
it
requires
more
pencils,
more
score
cards,
more
staff,
more
labor,
more
resources.
So
that's
why
some
of
those
operating
costs
have
gone
up
a
little
bit
as
far
as
business
plan
that
we've
got
for
improvements
in
the
future.
I
Anything
we
need
to
we've
got
it
set
aside
right
now
and
that's
what
we
continue
to
plan
to
have
moving
forward
is
have
something
that
we
are
self-sustaining,
not
necessarily
needing
to
borrow
from
the
general
fund-
and
you
know,
continue
to
have
this.
Like
jason
mentioned
our
our
our
business
plan
model
for
the
next
five
10
15
years,
because
there
were,
there
will
be
a
renovation
at
some
point.
I
I
know
we
just
went
through
one,
but
like
most
of
you
know,
only
30
percent
of
the
golf
course
was
touched
during
the
renovation
and
there's
major
projects
still
need
to
get
done.
We
are
in
the
process
actually,
this
week
of
finishing
some
car
path
improvements.
Some
car
paths
were
removed
on
the
renovation,
we're
doing
everything
we
can
to
mitigate
some
of
these
drainage
issues.
I
We
can,
with
some
of
these
carcass
being
removed
and
now
we're
adding
it
back,
and
all
this
is
being
paid
for
by
the
money
that
we
set
aside
a
couple
of
points
I'd
like
to
make
is
you
know
this?
Is
you
know,
kind
of
a
fun
thing?
I've
got
charts
and
graphs
and
all
kinds
of
numbers
in
front
of
me,
but
the
one
that
I
think
we're
the
most
proud
of
is
since
we
started
in
2018
when
we
had
a
full
year
under
our
belt.
I
We
have
yet
to
have
one
month
that
we
didn't
exceed
that
month's
revenue
from
the
year
prior,
not
one
month.
So
that's
you
know
we're
going
on
38
months
now
and
that's
a
pretty
good
chart.
I
think
that's
also
included
in
here
even
during
covid,
when
we
got
you
know
killed
as
far
as
carts
go,
that
we
had
to
limit
to
one
cart
per
per
person
or
per.
I
We
couldn't
have
two
people
per
cart
that
basically
kills
your
cart
fleet
in
half.
You
just
reduce
your
cart
sleeping
70
to
35,
so
for
us
to
do
some
of
these
numbers,
we've
done
and
continue
to
grow
as
a
huge
testament
to
the
staff,
the
starters
that
are
there
setting
up
the
sun
down,
because
we
have
people
wanting
to
pee
off
at
5
30
when
it
gets
dark
at
5
40..
I
I
know
it
sounds
a
little
bit
awkward,
but
it
is
what
it
is
and
then
moving
forward
where
we
are
right
now.
This
chart
that
shows
the
increase
on
a
monthly
basis
doesn't
show
october
november,
but
october
november.
We
are
up
15
in
october,
14
in
november
and
23
in
december.
I
So
the
trend
of
us
improving
from
one
month
to
the
next
in
the
year
prior
is
continuing
here
and
I'm
guessing
at
some
point:
that'll
flatten,
I'm
not
exactly
sure
when
that'll
be,
when
will
kovid
and
the
the
demand
for
golf
decrease
in
jacksonville
beach.
I
wish
I
had
an
answer
for
you,
but
right
now
we're
doing
the
best
we
can
with
the
staff.
We've
got
the
resources
that
are
available,
and
I
think
we've
got
a
golf
course
that
you
all
can
very
be
very
proud
of.
G
First
off
bruce,
let
me
just
commend
you
on
doing
an
outstanding
job,
I'm
pretty
impressed
and
you
and
your
staff
are
doing
amazing
work
over
there
and
thank
you
just
a
real,
quick
question:
the
pro
shop.
How
is
it
how's?
The
funding
for
that
going
and
the
purchasing
of
merchandise
and-
and
you
know,
is
there
room
for
expansion?
Do
we
need
to
look
at
that
or
are
we
good?
Are
we
on
par
pardon,
the
pun.
I
Good
pun,
I,
like
it
yeah,
I
think
there
there's
a
couple
of
you
know
things
that
that
we're
subject
to
as
far
as
spending
goes
that
we're
going
to
be
addressing
here
in
the
next
couple
months
purchasing
guidelines
that
we're
going
through.
But
I
have
to
say
you
know,
purchasing
department,
accounting
and
finance
have
all
been
terrific.
We
wouldn't
have
these
numbers
without
their
support.
I
So
yes,
there's
there's
a
few
things
that
we've
been
working
through
for
the
last
three
years
since
I
got
there,
but
I
think
we're
on
the
same
page
and
moving
forward.
I
think
we're
in
a
in
a
good
position
to
do
the
best
we
can
to
let
us
continue
driving
the
way
we
are.
F
Again,
I
just
want
to
thank
you
all
for
all
the
effort
and
everything
I
think
it's
just
absolutely
amazing.
The
turnaround
this
golf
course
has
made
over
the
last
couple
years
since
y'all
have
been
involved
just
just
incredible
job.
The
only
question
I
have
was
just
you
know:
how's
the
relationship
with
the
restaurant
going.
F
How
is
how's
that
working
into
the
current
situation?
Are
you
all
happy
with
the
with
the
people
running
it
quality
of
food,
and
just
just
give
me
just
an
update
on
the
on
the
restaurant,
but
thanks
again
for
all
the
everything
y'all
are
doing
out
there.
It's
fantastic.
I
Thank
you.
We
had
a
change
of
ownership
a
month
ago
or
so
back
in
october,
and
greg
pratt
basically
took
over
the
restaurant
that
he
is
the
owner
of
sneakers
bar
and
grill
they've
had
a
new
change
management,
new
people,
new
personnel,
new
policies,
procedures
menus.
So
it's
a
little
bit
early,
two
months,
a
little
bit
over
two
months
into
their
new
stint,
but
so
far
we're
we're
getting
activated.
I
mean
there's
always
work
to
be
done
right.
There's,
there's
always
room
for
improvement.
I
They've
gotten
we've
had
a
few
technological
things
available
to
them
that
they
haven't
taken
advantage
in
the
past
that
they
are
now.
So
we
just
started
this
a
couple
weeks
back.
We
needed
to
get
our
resources
and
procedures
in
place
before
we
launched
it,
but
basically
now
the
golfers
can
actually
order
food
from
the
gps
screen
and
we've
got
menus
at
different
times
of
the
day
to
pop
up
different
holes.
I
So
they
can
order
and
instantly
a
printer
in
the
food
and
beverage
operation
will
tell
them
what
carts
ordered,
what
items,
what
the
total
cost
does
and
where
they
are.
So
now
the
food
and
beverage
operation,
as
most
communities
can
do,
as
you
can
imagine,
right,
can
actually
print
out
this
receipt
and
physically
take
the
food
and
drinks
to
the
golfer,
because
we
know
what
cart
number
they're
in
we
know
what
their
names
are.
So
we've
got
a
pretty
good
system
working
right
now
that
I
wish
we
would
have
started.
I
You
know
a
while
back,
but
it's
taken,
you
know
baby
steps.
It's
been
three
years.
It
seems
like
a
lot
longer,
sometimes
but
they've
they've,
acclimated,
pretty
well
and
they've.
You
know
bought
into
what
we're
trying
to
do.
I
I
think
they're
a
good
partner
moving
forward
and
I
think
they're
you
know
trying
to
get
adjusted
to
the
volume
of
the
people
were
throwing
their
way
because
you
know
67
000
people
just
playing
golf,
not
to
mention
the
people
coming
the
range,
that's
a
lot
of
people,
so
then
them
trying
to
figure
out
who
needs
to
be
where
at
what
time?
And
and
that's
that's
going
to
take
some
time-
I
think
we're
a
step
in
the
right
direction.
I
Greg
pratt
and
his
team
are
committed
and
devoted
to
making
us
look
good,
and
that's
all
I
can
ask
at
this
point
so
yeah
we're
we're
happy
with
them.
J
Yes,
hello,
I
just
want
to
say
that
the
golf
course
had
made
has
made
a
180
degree
turn
from
what
it
was
before
from
what
I
remember
when
I
was
in
my
early
20s
and
my
navy
days,
and
when
we
used
to
go
there
and
it
looks
phenomenal.
I
know
I
keep
getting
compliments
from
people
that
are
playing
at
the
golf
course
from
the
greens
and
staff
members
who
are
there
taking
care
of
it.
So
I
am
very
happy
with
how
it's
going
question.
J
Did
you
just
say
that
you
haven't
been
able
to
find
any
other
golf
course
in
a
country
that
has
had
them
as
many
rounds
as
jacksonville
beach?
Is
that
correct?
Is
that
a
lot
I
mean
I
mean?
Is
that
a
good
thing?
Obviously.
I
I
I'm
lucky
I've
been
with
him
for
20
plus
years,
I'm
in
a
position
where
you
know,
as
you
know,
as
a
golfer,
if
the
greens
aren't
good
or
if
the
golf
course
is
bad
you're,
going
to
hear
from
it
from
the
customer
and
I've
been
fortunate
for
20
plus
years
to
never
have
a
customer
come
in
and
complain
about
the
golf
course
conditions
so
kudos
to
trevor
and
his
crew.
His
crew
drew
keane,
and
everyone,
though
sam,
does
it's
such
a
great
job
day
in
and
day
out.
You
know
somewhat
limited
on
time.
I
I
think
we've
got
you
know
a
good
size
crew,
but
for
the
work
that
they
do.
You
think
we
have
double
the
staff
that
we
do
so.
Yes,
thank
you
trevor
and
his
staff
for
allowing
all
this
to
happen.
As
far
as
yes,
that
is
correct,
I
said
you
know:
we've
got
a
few
leagues
that
play
here
that
also
play
in
different
parts
of
the
country,
and
I
have
yet
to
hear
one
golf
course
that
has
done
more
rounds
than
us
in
the
last
three
years,
and
is
it
a
good
thing?
I
Well,
if
we
look
at
the
financials,
yes,
it's
a
good
thing,
but
down
the
line-
and
we've
said
this-
you
know
mayor
hoffman
will
remember
this
from
the
first
day
that
we
need
less
golfers
right,
so
we're
going
to
have
to
do
things
to
mitigate.
We
really
don't
want
to
go
up
on
the
rates
a
whole
lot.
We
are
a
municipal
golf
course.
We
want
to
cater
to
our
customers,
but
at
the
same
time
we
have
to
find
ways
of
somewhat
limiting.
I
think
we've
turned
away
more
rounds
of
golf
than
the
average
18
hole.
I
Golf
course
does
last
year,
so
we're
going
to
try
to
get
creative
and
we
do
things
and
we
have
been
doing
things
the
last
you
know
couple
years
to
mitigate
play,
whether
it's
blocking
certain
teapots
and
make
sure
we
have
a
certain
number
of
rounds
per
day
per
week
based
on
time
of
year
growing
conditions.
So
we've
been
doing
what
we
can
to
still
stop
it.
We
could
be
doing
more,
but
I'm
not
sure
that
that's
the
position
we
want
to
be
in.
I
We
want
to
have
a
good
conditioned
golf
course
that
everyone
here
can
be
proud
of
make
the
work
manageable
for
trevor
and
his
crew
and
our
staff.
So,
yes,
it
is
astronomically
high
number
to
do
67
000
rounds
and
turn
away
that
many,
and
you
know,
as
long
as
I'm
here
we're
gonna
try
to
do
the
best.
I
We
can
to
keep
the
condition
what
it
is
and
trevor's
crew
give
them
all
the
resources
they
need
from
a
labor
side
of
it
and
from
equipment
side
of
it
to
make
sure
that
that
is
the
goal,
because
that's
you
know
condition
of
the
golf
course
is.
You
know
a1
primary.
J
Well,
I'm
very
very
proud
of
all
the
work
you
guys
have
been
doing
and
continue
to
do.
Second
question:
how
long
is
the
contract
with
how
long
is
the
contract
with
sneakers
or
is
it
a
year.
I
Yeah
we
just
signed
the
existing
contract
was
the
first
three
years
and
the
first
three
years
expired
on
september
30th.
We
renewed
a
new
four-year
contract
as
of
october
1st
of
this
year
and
then
there's
an
automatic
renewal
for
four
more
years
after
that,
and
then
with
mike
stephopoulos's
help.
There's
you
know
with
his
leadership
and
guidance.
We
will
see
if
it
extends
past
that,
but
right
now
we've
got
them
for
the
next
four
years
and
we'll
we'll
go
from
there.
E
Well,
after
five
or
six
years
of
gloom
and
doom
reports
from
the
golf
course,
I'm
never
gonna
miss
the
opportunity
to
join
in
the
praise-
and
I
I
can
probably
speak
for
all
of
us
to
say
that
it's
not
just
we're
not
just
hearing
from
you
guys
about
the
golf
course
we're
hearing
from
the
citizens
and
the
golfers
and
it's
it's
resoundingly
positive,
and
that
is
just
such
a
sea
change
from
what
we
were
getting
before
before
it
was
kind
of
a
a
little
bit
of
a
shame
of
jacksonville
beach.
E
E
I
think
there
that's
such
an
area
of
opportunity
not
just
for
for
their
revenue,
but
for
the
experience
of
the
golfer
and
not
even
just
the
golfer,
but
anybody
who's
in
that
vicinity,
which
is
hundreds
of
parents
and
sports,
leagues
and
and
whatever
else
so
it
could
be
still
a
real
opportunity.
It's
good
to
hear
that
they're
going
in
the
right
direction,
also
good
to
hear
that
they're.
Finally,
using
that
gps
service,
that
that
was
part
of
the
selling
point
when
we
approved
it,
was
that
the
golfers
could
order
food
and
get
it
delivered.
E
A
Okay
hearing
none
thank
you
bruce
appreciate
everything
you
and
trevor
have
done
over
this
past
year
and
thank
you
jason
for
sponsoring
the
site
of
mono
tonight
I
did
want
to
let
council
know
this
is
with
the
with
the
golf
course
being
in
the
position
that
it's
in
this
is
the
last
time
we
will
probably
have
a
formal
briefing
as
an
annual
update
from
here
forward.
You
may
just
receive
a
memo
that
summarizes
that
the
activities
for
the
previous
year,
but
they're
they're
on
a
good
path.
A
A
And
I
guess
from
here
we
move
on
to
our
third
and
final
item
of
the
night,
which
is
going
to
be
beaches,
energy,
strategic
plan.
This
is
something
beach's.
Energy
has
been
working
on
for
a
while
with
some
of
our
third-party
consultants,
and
I
will
turn
it
over
to
alan
to
give
a
little
intro
and
then
go
through
his
slide
presentation.
A
Something
you
can
authorize
for
alan.
C
Yep
ellen,
I
thought
I
was
sharing
it,
but
you're
good
to
go.
If
you,
if
you
got.
K
Okay,
so
you
know,
like
mike
said:
we've
been
working
on
on
this
for
quite
a
long
time.
We
actually
started
right
before
code
would
hit,
so
it's
dragged
out
much
longer
than
we
expected,
but
next
slide.
Please.
K
So
we
worked
with
a
beach
center.
We
worked
with
1898
and
company,
which
is
a
consulting
firm
along
with
florida,
municipal
power
agency.
As
kind
of
like
the
facilitator
of
the
discussion
and
moderator
of
discussion,
we
focused
on
priorities
for
the
system
that
you
know
enables
the
beach
center
to
thrive
over
at
least
a
five-year
period.
Honestly,
we
discussed
really
out
to
35
years,
because
there's
some
big
ticket
items
that
we
have
to
maintain
over
that
35-year
term.
K
It
was.
It
was
a
good
team
effort.
It
included,
you
know
mike
and
karen
at
the
leadership
level,
ashley
and
aj,
and
all
my
supervisory
staff
worked
on
developing
this
plan.
Along
with
our
consultant,
you
know
we're
in
a
good,
strong
position.
Financially,
there
are
going
to
be
some
challenges
ahead,
we're
trying
to
invest
at
this
level,
so
we
are
talking
about
some
rate
increases.
K
There
would
be
a
baseline
rate
increase
of
just
4
in
2026
just
to
keep
doing
what
we're
doing
today
and
to
add
this
supportive
scenario,
which
is
above
and
beyond
what
we're
doing
now
and
what
we
need
to
do.
We're
looking
at
approximately
a
five
percent
rate
adjustment
in
2025
next
slide,
please
so
we're
we
talked
we're
going
to
talk
a
little
bit
about
the
planning
process
and
the
priorities
we're
in
good
shape.
I
mean
you
know:
beaches
energy
as
far
as
reliability,
we're
60
60
better
than
the
industry
average.
K
We
do
much
better
than
the
investor-owned
utilities
in
the
state
we're
competitive
on
price.
As
you
can
see,
beach's
energy
right
there
is
a
little
bit
less
than
the
iou
average.
However,
the
investor
owns,
I
believe,
if,
if
I
did
my
math
correctly,
I
did
some
quick
math
right
before
I
came
on.
K
Duke
energy
has
a
7.2
increase
coming
january,
1
and
they're
well
above
us
already
and
fpl,
which
is
the
only
is
really
what
keeps
the
iu
average
down
they're
about
a
little
bit
cheaper
than
what
we
are
today
per
1200
kilowatt
hours.
They
have
11
to
12
price
increase
january
1,
along
with
incremental
increases
over
the
next
two
to
three
years,
so
they'll
they'll
come
out
much
higher
than
we
will
over
the
long
term.
K
As
far
as
clean
power,
you
can
see
that
we've
reduced
co2
emissions
since
2005
by
35,
and
that's
mainly
due
to
moving
away
from
coal
to
natural
gas
and
nuclear
next
slide.
Please.
So
it
was
essential
to
plan
for
continued
future
success.
We
looked
at
the
things
we've
been
doing
in
the
past.
We
knew
we
had
to
make
changes.
You
know,
and
you
know
when
I
got
there,
I
kind
of
knew
we
weren't
focused
on
substances.
Weren't
focused
on
transmission,
so
we
talked
about
you
know
what
we
need
to
do
moving
forward.
K
K
So
we
partnered
with
our
stakeholders,
like
I
said
in
florida,
missile
power
agency,
which
is
our
joint
action
agency,
along
with
1898
and
company,
which
is
a
division
of
burns
and
mcdonald
and
they're
the
consulting
arm
of
that
organization
and
our
the
goal
was,
you
know,
continue
to
provide
low-cost,
reliable
power
to
our
customers
and,
like
I
said,
we
looked
over
really
initially
a
five-year
planning
horizon,
but
we
took
a
look
out
for
even
35
years
from
now
next
slide.
Please.
K
These
are
the
main
things
we
looked
at
were
system
reliability.
You
know,
we've
already
invested
heavily
in
reliability
of
our
electric
system,
mostly
in
the
distribution
side,
but
the
transmission
in
substation
size
we
fall.
We
fell
a
little
short
over
the
last
couple
decades
and
that's
going
to
need
to
be
remedied
rather
quickly
and
going
forward.
K
You
know
we
plan
to
introduce
the
right
tools
at
the
right
time,
but
always
balanced
by
costs.
So
you
know
we
know
we
can
make
decisions
to
add
things
later
rather
than
sooner.
If
in
need,
we
we
need
to,
to
you
know,
for
economics
and,
of
course,
reasonable
rates.
We
also,
we
always
want
to
add
value,
but
we
want
to
maintain
affordability
for
our
for
our
owners
and
customers.
K
Next
slide
so
baseline
capital
outlay
along
aligns
with
our
priorities.
As
you
can
see,
the
the
main
the
main
areas
for
investment
are
distribution,
transmission
and
substations,
and
that's
pretty
much
what
we've
been
doing
over
the
last
five
years
since
our
seven
years
since
I
arrived
here,
there's
a
couple:
smaller
investments
in
smart
grid
and
communication
infrastructure.
K
You
know
vehicle
replacement
programs
to
make
sure
that
we
have
vehicles,
that
you
know
don't
break
down
and
they're
available
and-
and
we
need
to
make
some
improvements
in
our
system
operations
for
them
to
be
able
to
do
some
type.
You
know
some
remote
type
operations,
rather
than
sending
orders
out
into
the
field
and
waiting
until
people
get
where
they
need
to
be.
We
can
do
things
much
faster
with
some
automation
and,
of
course,
regular
regulatory
compliance
is
always
going
to
be
a
concern
going
forward.
K
Things
change
every
year,
standards,
change
requirements,
change
from
nerc
and
circ.
So
next
slide
aging.
We
have
an
aging
system.
Of
course
we
always
have
to
drive
reliability,
but
with
investment,
so
you
know
transformers
cables,
poles.
Those
things
have
to
be
replaced
on
an
ongoing
basis.
We
use
preventative
maintenance
quite
a
bit
to
extend
the
life
life
of
our
assets.
We
have
a
really
good
plan
in
place
to
build
the
track
and
and
decide
when
we
need
to
do
those
things.
K
We've
still
continued
to
gradually.
Transition
from
overhead
to
underground,
you
might
have
seen
recently
like
jacksonville
drive,
has
finally
gone
underground
and
there's
other
strategic
locations
that
we
are
going
to
target.
One
of
the
big
ones
is
east
of
solano,
adjacent
to
salt
creek,
there's
three
main
distribution
circuits
that
run
through
there.
The
plan
is
over
the
next
10
or
12
years
to
put
that
all
underground,
which
would
improve
reliability
greatly,
especially,
you
know,
post
a
a
hurricane
event
or
a
major
event,
sectionalizing
our
power
lines
for
a
fast
arrest.
K
Those
are
what
I'm
talking
about
the
automatic
type
reclosers
where
they
can
be
operated
remotely.
So
once
you
know,
something's
out
you
can
you
can
close
it
back
in
and
restore
without
a
person
ever
having
to
visit
it
and,
secondly,
our
transmission
system.
You
know
if
we
have
sections
of
our
system
that
are
40
years
old.
I
mean
there's
poles
that
need
to
be
replaced.
K
There's
connections
in
eb
work,
there's
conductor
that
needs
to
be
replaced,
we're
going
to
use
visual
and
infrared
inspection
like
we've
done
in
the
past,
some
drone
technology
to
help
us
address
those
issues,
and
you
know
proactively,
maintain
that.
K
Next
slide,
please
continue
we'll
continue
to
fortify
our
substations.
You
know,
we've
done
quite
a
few
projects.
The
last
couple
years
on
our
samsung
project,
our
samsung
substation,
our
fort
diego
substation,
will
be
heavily
focused
on
replacing
substation
transformers.
Like
I
said
for
the
next
really
35
years,
that's
the
primary
driver
of
our
increase
in
significant
long-term
capital
expenditures.
K
Smart.
I
talked
a
little
bit
about
smart
grid
and
communication
infrastructure.
This
is
you
know,
some
of
the
stuff
that
matt
sealey
works
on
where
you
know,
we've
got
antennas
up
on
margaritaville
and
we're
going
to
extend
our
communications
network
to
not
only
assist
beach's
energy
with
being
more
efficient
in
operations,
but
also
the
rest
of
the
city.
K
So
next
slide,
like
I
said,
our
vehicle
replacement
program
vehicles
that
do
not
suffer
excessive
breakdowns
and
they're
ready
to
go
and
we
need
them.
Scada
operations
improve
our
scada
so
that
it's
fused
with
our
distribution
management
system
so
that
we
can
operate
devices
remotely
and
be
able
to
restore
power,
quicker
we're
going
to
set
funds
aside
to
address
physical
and
our
cyber
and
physical
security,
not
really
on
the
scada
side.
That's
physical,
physical
security
and
on
the
regulatory
compliance
side.
K
K
So
the
support
support
of
scenarios-
these
are
what
are
layered
in
above
the
baseline
expenditures.
Like
I
said,
we
would
have
to
increase
rates
about
four
percent
to
maintain
the
baseline,
but
five
percent
in
2025
to
be
able
to
do
these
additional
items
that
we're
looking.
For
example,
substation
fortification.
K
Two
of
the
projects
that
we've
targeted
coming
up
soon
are
jacksonville
beach,
t1
transformer
and
samson
t1.
As
you
recall,
we
replaced
t2
at
samson
just
a
few
years
ago.
This
would
be
our
second
major
transformer
in
our
biggest
substation.
K
In
order
to
do
that,
we
probably
are
going
to
need
to
add
one
fte,
as
as
far
as
substation
engineering
is
concerned,
and
secondly,
at
some
point
in
the
near
future,
we're
going
to
need
another
full-time
employee
in
the
position
of
a
compliance
engineer
to
assist
with
all
the
requirements
coming
forth
from
from
nerc
and
ferc
and
circ.
K
Regarding
cyber
security
and
other
measures
that
they're
proposing
technology,
you
know
we're
looking
at
sharing
costs
with
customer
service
on
an
ivr,
as
you
know
now,
when
a
customer
calls
and
have
an
outage,
they've
got
to
wait
for
somebody
to
answer
the
phone
to
report.
K
The
outage
an
ibr
system
would
just
allow
people
just
to
call
in
and
it
would
automate
to
take
it
processed
for
them
to
report
an
outage
and
would
help
us
identify
the
location
much
quicker,
and
then
there
were
two
other
scenarios
that
we
looked
at,
but
based
on
costs
and
and
what
and
what
they
provided
to
the
to
our
customers
in
our
city
we
decided
we
would.
We
wouldn't
recommend
them
for
inclusion
at
this
time
and
just
a
little
bit
about
what
I
was
talking
about
earlier.
K
If,
if
you
look
at
all
these
transformer
replacements
and
when,
when
they're
planned
and
look
at
their
projected
end
of
life,
we
don't
catch
up
until
you
know
20
35
20
40..
So
this
is
something
that's
really
really
important
and
we
cannot
get
any
further
behind
on
this.
If
we
do,
we,
we
we
run
the
risk
of
having
a
catastrophic.
K
It
has
nothing
to
do
with
the
price
of
gas
or
where
things
are
going
now,
so
this
any
other
increase
would
be
in
addition
to
this,
and
this
would
just
be
basically
to
do
these
projects
that
we
have
we've
identified
here,
like
we
said
just
for
the
baseline
we'd,
probably
need
to
increase
rates
about
four
percent
in
2027,
but
with
those
additional
three
scenarios,
we're
looking
at
five
percent
in
2025
or
even
sooner
would
probably
be
smarter,
but
you
know
we'll
be
taking
a
further
look
like
that,
but
that's
that's
where
we
think
we
need
to
believe
we.
K
We
believe
we
need
to
be
next
slide.
Please,
and
you
know,
ashley
can
probably
speak
more
to
this
than
I
can,
but
you
know
we
are
going
to
need
to
raise
rates
and
that
second
scenario,
where
you
see
the
arrow
you
know,
net
revenue
unrestricted
fund
balance
continues
to
decline
without
the
rate
increase,
so
the
rate
increase
would
be
something
we
would
need
to
do
to
maintain
healthy
financials.
K
So
I
I
already
kind
of
mentioned
this
earlier
fpl
and
duke-
are
already
planning
on
increase.
The
increases
that
that
came
forward
were
much
more
than
what's
identified
here,
like
I
said
duke,
they
were
projecting
a
three
to
four
percent.
I
said
that
7.2
is
what
it
came
down
to
being
and
it's
been
approved
by
the
public
service
commission
fpl,
it's
more
it's
a
little
bit
more
than
13,
it's
more
like
50
or
16,
that's
11
or
12
percent
increase,
and
that's
just
for
this
upcoming
year.
K
I
know
fpls
will
be
challenged,
but,
as
you
can
see,
you
know
everybody
there's
rate
pressure
on
all
of
us
and
but
the
rate
pressure
that
you
know
that
we
that
we
have
to
do
this
project.
It
would
be
minimal
compared
to
what
these
other
utilities
are
doing
and
we
would
still
be
much
lower
than
than
than
all
four
of
them
all
four
ious.
K
So
you
know
we
think
this
path
forward
reflects
a
bright
future
for
beaches,
energy.
I
mean
we're
already
in
good
shape.
We
can
be
in
much
better
shape.
You
know
moving
forward
with
this
plan,
we
prioritize
the
plan
elements.
We
can
move
forward
with
execution
on
time
within
budget
to
deliver
the
results
that
we
expect
we'll
move
forward
with
incremental
scenarios,
making
sure
that
you
know
if
it
does
come
with
time
where
we're
challenged
financially,
we
can
always.
K
We
can
always
reshuffle
what
we
need
to
do
and
it
enables
low-cost
clean,
reliable
power
to
our
customers
and
that's
what
they
expect
and,
lastly,
it
maintains
and
enhances
the
value
of
beaches,
energy
to
the
city
of
jacksonville
beach
and
its
and
our
owners
and
scenario.
These
are
the
other
two
scenarios
that
we
looked
at
but
did
not
include.
K
We
were
talking
about.
You
know
expanding,
maybe
an
eoc
or
some
type
of
scada
scada
building
out
at
our
samsung
substation.
K
The
cost
was
it's
pretty
fun,
it's
a
pretty
pretty
high
cost
to
do
that
and
we'd
have
to
do
a
lot
of
other
work
to
even
determine
if
we
could
even
use
that
space
a
lot
of
it
out.
There
is
swampy
so
and
then
head
to
the
next
slide,
and
we
we
considered
insourcing
vegetation
management
to
bring
tree
crews
in-house
to
trim
trees.
But
at
this
time
it's
something
we're
gonna,
we're
gonna,
continue
to
look
at
over
the
next
few
years
and
and
we'll
decide
at
some
point
in
the
future.
A
The
majority
of
the
number
crunching
that
was
done
as
part
of
this
study
took
place
before
we
got
into
a
situation
of
hyperinflation
with
regards
to
materials
and
labor
starting
to
spike
over
the
last
couple
of
months.
So
those
estimates
that
you
see
on
there
for
the
four
percent
increase
in
2027
or
the
5
in
2025.
A
Those
are
probably
low,
end
numbers.
If
the
trend
continues
for
the
next
several
months
to
possibly
a
year
or
longer,
there's
every
possibility
or
probability
that
those
numbers
would
only
increase
from
here.
So
we
just
wanted
to
make
sure
you
understood
that
the
financial
analysis
that
was
performed
was
before
we
got
into
the
situation
of
inflation
that
we're
currently
in
right
now
and
with
that
we'll
start
it
off
with
council
member
janssen,
followed
by
council
member
dumont.
G
Two
quick
things:
alan
one
one's
just
a
comment:
I'd
like
to
see
a
break
out
of
the
cost
of
upgrading
the
substations
when
the
time
comes
and
what
that
looks
like
and
then
the
second
thing
is:
do
you
have
any
idea
of
the
percentage
of
above
ground
versus
underground
in
our
city?
As
far
as
how
are
we
50
50
or
an
educated
guess,
if
you
have
it.
K
Yeah
yeah,
so
so
you
know,
we'd
always
bring
any
new
transformer
project
to
council
generally.
Those
costs
have
been
in
the
past
anywhere
between
one
and
three
million
just
to
buy
the
transformer
I'm
expecting
with
with
the
increase
in
materials
that
we're
seeing
we're,
probably
looking
at
30
to
40
percent
higher
prices,
just
for
the
just
for
the
purchase
of
the
transformers
regarding
the
percentage
of
underground.
K
Our
system
in
overall
is
about
85
percent
underground,
and
that
and
that's
pretty
it's
pretty
consistent
from
from
city
to
city.
I
think
it's
anywhere
between
82
and
86
85
86,
so
we've
done
a
good
job
of
you
know,
making
sure
each
city
has
enough
as
much
underground,
as
is
the
other,
so
that
you
know
we've
been
fair
to
all
of
our
customers.
G
D
Thank
you,
alan.
What
would
you
say
is
your
biggest
challenge
in
the
future.
Like
I
don't
feel
like
you
mentioned,
there
are
a
lot
of
them.
What
is
your
law,
your
biggest
challenge
in
the
future,
and
what
is
your
current
weakness?
The
the
main
current
weakness
internally
with
regard
to
the
strategic
plan?
So
what
do
we
need
to
fund?
K
So
I
guess
I'd
answer
it
this
way.
If
you're
asking
what
keeps
me
up
at
night,
it's
our
substations
just
because
we
they
they
were
behind.
When
I
got
here
they're
behind
now
on
renewal,
and
if
we
don't
address
it,
I
can
see
a
day
where
we
have
a
failure
and
it's
it
you
we
lose
our
rep.
K
We
lose
our
reputation
overnight,
so
it's
reputational
risk
and
not
being
able
to
serve
our
customers.
That's
that's
our
biggest
concern.
I
don't
think
it's.
I
don't
think
it's
a
challenge
for
staff,
because
we
do
those
projects
like
epc,
engineer,
procure
construct.
So
it's
not
really
a
staffing
issue.
It's
just
a
timing
issue
of
getting
it
all
done
in
a
short
period.
You
can't
really
condense
it
down.
So
that's
that's
what
the
challenge
is
is
trying
to
get
those
things
done.
So
my
my
point
is
in
the
next
10
or
10
plus
years.
K
D
Yeah,
I
would
have
put
that
as
a
internal
weakness,
age
of
substations,
because
we
can
control
that
and
you
know
we
can
control
it.
Might
you
know
not
nicely,
but
we
can,
but
when
I
say
challenges
external
to
the
city,
things
that
we
can't
control
coming
down
the
pike.
What
do
you
see
is
the
one
of
the
main
challenges
with
with
beach's
energy
in
the
future
that
you
can't
control,
but
you
need
to
be
able
to
have
a
plan
in
place
if
it
happens,.
K
I
I
think
that
it's
going
to
be
cyber
security
is
the
main
one
because
it
you
know
it
changes
every
year
and-
and
you
know,
the
requirements
that
that
circ
puts
out
and
nerc
puts
out
are
very
vague,
so
you
think
you're
meeting
them
and
then,
when
you
go
in
front
and
you
get
audited
they're
like
well,
no
you,
you
should
have
gone
above
and
beyond
that.
So
you
know
that
it's
a
hard
target
to
hit.
K
So
we've
always
like
tried
to
err
on
the
side
of
caution
and
be,
and
let's
go
above
and
beyond
what
they
ask,
so
that
we
always
stay
ahead
of
the
game
and
so
that
that's
number
one,
the
second
one
I
that
really
is
going
to
be
the
availability
and
pricing
of
materials
to
make
all
the
things
that
we
need.
I
mean
transformers,
you
know
they
have.
K
You
know
rare
some
rare
earth,
metals
and
that
those
are
getting
the
price
of
those
are
very
high
and
the
supply
chains
are
stressed-
and
I
think
that's
going
to
be
a
challenge.
J
K
D
D
J
Yes,
mr
putman,
you
said
what
you
lose
sleep
on
the
sub
stations.
I
said
you
were,
we
were
behind
when
you
took
over
and
we're
still
behind
how
long
until
we're
able
to
be
ahead,
or
at
least
close
to
being
where
we
want
to
be.
K
Like
I
said,
I
think
it'll
be
about
10
years,
if,
if
we
can
get
one
new
transformer
in
each
of
our
substations,
so
we've
already
got
one
in
samson,
we'll
be
working
on
diego
and
then
jack's
beat.
So
if
we
had
one
new
one
in
each
substation
we're
already
redundant
in
all
our
substations,
so
that
would
give
me
you
know
that
would
give
me
some
some
ease
some.
I
would.
It
would
set
my
mind
at
ease.
Knowing
that
you
know
one
did
fail,
we
could
still
make
it.
We'd
have
to
switch
around
some
some
some.
A
E
Well,
don't
tell
the
golf
course
guys.
I
said
this,
but
beach's
energy
is
the
real
gem
of
jacksonville
beach.
So
thank
you.
This
is
a
great
document.
It's
it's
apparent
that
a
ton
of
effort
and
thoughtfulness
went
went
into
it
and
it's
really
great
to
be
able
to
see
it
summarize
like
that.
Just
a
quick
question.
When
we
talked
about
our
city's
mission
statement,
we
put
sustainability
in
there
and
which
means
a
lot
of
different
things
even
in
this
context,
but
I
think
we
probably
all
thought
about
beach's
energy,
the
reducing
the
co2
emissions.
E
K
You
know
we're
still
in
the
process
of
closing
coal
plants
in
florida,
and
you
know
we
and
we
still
do
have
shares
we
own
stairs
with
some
of
these
coal
plants.
The
stanton
coal
plant
in
orlando
is
one
of
the
you
know
the
dirtiest
plant
left
in
florida,
and
that
is
soon
to
be
closed.
So
we're
still
working
towards
that.
You
know
we've
been
pushing
that
closure
to
be
sooner
rather
than
later.
But-
and
you
know
that's
a
hard
thing
to
do-
you
have
to
build
something
else
before
you
can
close
something.
K
The
other
thing
is,
you
know
to
be
more
sustainable.
You
know
nuclear
is
the
answer.
I
mean
that's
it's
it's
carbon
free,
but
I
think
in
this
country.
That
challenge
is
how
do
we
get
there?
How
do
we?
How
do
we,
you
know,
make
the
process
of
building
a
nuclear
power
plant
much
quicker
than
it
is
now,
and
the
regulations
are
just
so
vast
and
takes
so
long?
It
takes
you
know
a
decade
to
build
one.
K
You
know
in
china,
they
build
them
in
two
years,
three
years,
so
you
know
we
need
to
get
there.
That's
that's
zero
carbon
and
you
know
renewables
aren't
going
to
be
able
to
cover
the
entire
load
that
we
need
in
this
country,
especially
we're
talking.
Oh
100,
ev's
in
10
years,
that's
that'll,
double
our
that'll
double
our
generation
requirement
in
this
country
double
and
it
can't
be
done
with
solar
and
wind.
So
we
are
going
to
have
to
look
at
nuclear
in
the
future.
So.
A
And
for
the
for
the
mayor
and
council's
benefit
and
alan
chime
in
and
correct
me
if
I
get
anything
wrong
here,
but
when
we
met
with
it
was
fmea
a
couple
of
months
ago.
One
of
the
analyses
in
their
annual
report
was
the
cost
of
achieving
incremental
carbon
reductions,
and
obviously
the
goals
that
have
been
set
within
our
industry
or
within
our
organization
are
ones
that
were
deemed
realistic
and
reasonable.
A
A
So
they
certainly
have
done
a
detailed
analysis
of
what
appears
to
be
the
most
reasonable
in
terms
of
co2
reduction,
while
not
crippling
the
the
costs
to
our
customer
base,
not
just
for
us
but
for
all
of
the
others
that
are
in
our
association
as
well.
So
alan,
I
don't
know
if
you
wanted
to
touch
on
that.
That
was
part
of
that.
I'm
trying
to
remember
what
the
slogan
was:
30,
40,
50
or.
K
Yeah
yeah,
I
remember
we
we
talked
about
and
so
well
so
the
key
point
from
that
was
you
know
if
we,
if
we
reduce
carbon
emissions
by
40
to
60
percent
you're
you're,
looking
at
more
than
doubling
your
utility
bill.
If
you
go
above
that-
and
you
start
because
you're
gonna
have
to
replicate
more
and
more
plants
just
to
meet
the
demand
when
the
wind
and
the
wind's
not
blowing
and
the
sun's
not
shining
you're
talking
about
four
times
the
cost
by
2030
and
a
lot
of
people
in
florida
can't
afford
that.
K
A
Thank
you,
councilor
jansen,.
G
A
G
A
It's
on
the
line,
but
we
we
went
through
that
document
to
look
at
where
we
felt
we
could
apply
funds
and
there
were
a
lot
of
things
that
were
excluded
and
one
of
them
was
beach's
energy.
It
would
have
been
nice
to
have
applied
some
not
only
in
their
department,
but
some
of
our
other
departments
as
well,
but
unfortunately
they're
just
not
geared
for
that.