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From YouTube: City Council Briefing (2/14/2022)
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A
C
Good
evening,
mayor
and
council,
thank
you
for
joining
us
for
the
february
14th
council
briefing.
We
have
a
few
items
to
go
over
with
you
tonight.
The
first
item
that
we
will
go
over
is
a
presentation
from
our
new
cio
bill
riger,
who
is
also
the
director
of
our
information
services
department.
This
is
a
new
department
that
you
gave
us
authorization
to
spin
off
on
its
own
for
fiscal
year.
2022.
C
bill
has
now
been
on
board
for
several
months
and
has
made
some
obstacles
and
would
like
to
give
you
a
little
presentation
on
what
he's
observed
so
far
and
his
thoughts
on
where
he
wants
to
take
the
department
going
forward
in
the
future
so
jacob.
I
know
bill's
going
to
do
screen
sharing.
Sure
I
think,
is
a
powerpoint
presentation.
E
D
D
Jacob
can
I
send
this
to
you
real,
quick,
it's
just
giving
me
a
hard
time
and
I'm
sorry
about
that.
Yes,
here
all
right
I'll,
send
you
right
now.
A
G
G
It
was
like
how
my
age
group
probably
felt
about
paul
mccartney
at
the
super
bowl
that
was
here.
How
long
ago
was
that
six
17
years
now.
H
D
C
D
It's
either
that
or
every
second
that
goes
by
this
console
is
losing
confidence
in
my
ability
to
manage
technology,
one
of
those
two
things
there
we
go.
D
So
thank
you
all
for
the
opportunity
to
present
to
you
my
findings.
Based
on
my
few
months
here.
I
really
appreciate
the
opportunity
we're
just
going
to
go
through
this.
It's
going
to
be
a
little
bit
of
a
swot
analysis
and
some
next
steps
for
how
I
think
we
can
make
some
improvements
in
the
delivery
of
the
technology
services
here
for
the
city
of
jacksonville
beach.
D
So
if
you
don't
mind
jacob
I'll,
just
kind
of
give
you
a
little
bump
and
you
could
go
to
the
next
slide
all
right,
so
these
are
the
major
overall
domains.
If
you
will,
that
are
a
traditional
information
services
department,
this
department
has
been
a
component
of
the
finance
department
and
recently,
as
mike
mentioned,
we
moved
it
into
its
own.
I've
changed
the
name
from
information
technology
to
information
services,
because
I
do
believe
we
are
a
services
department
that
we
provide
a
service
to
our
cities
and
employees
and
its
citizens.
D
These
are
the
major
domains
and
how
those
services
are
provided,
help
desk
and
you
see
whether
or
not
there
is
a
responsible
manager
for
that
right
now
in
the
department
help
desk
infrastructure.
That
really
means
kind
of
our
servers,
which
are
you
know,
our
beefy
computers
that
run
our
applications
and
our
network.
How
everything
is
wired
and
connected
together
that
would
be
infrastructure,
desktop
support,
enterprise
applications.
D
I
would
also
say,
in
addition
to
enterprise
application,
departmental
applications,
so
enterprise
applications
are
those
that
go
across
multiple
departments
where
you
have
multiple
departments
using
the
same
application
and
departmental
applications
are
used
within
a
single
department
project
management's
another
domain.
Cyber
security
data
management
and
strategic
planning
data
management
may
be
something
that
you
have
or
have
not
heard
before.
D
It
is
the
responsible
management
of
data
throughout
the
enterprise.
So
what
I
mean
by
that
is,
is
your
data
accurate?
How
is
it
being
checked
for
accuracy?
Is
your
data
duplicated
in
certain
places
and
is
that
an
efficient
use
or
management
of
data?
So
that's
kind
of
what
I
mean
by
data
management,
but
these
are
the
primary
domains
that
we
use
to
search.
So
you
can
go
to
the
next
one,
jacob.
D
And
before
I
get
started
before
I
get
into
this
further,
I
tried
to
take
all
the
technical
terms
out
of
this
as
best
as
I
could.
If
you
have
questions
about
anything
I
am
presenting,
please
don't
hesitate
to
ask.
I
think
mike
can
see
a
hand
raised
and
can
interrupt
so
some
basic
facts
about
our
our
I.t
environment.
Here
there
are
over
15
multi-department
applications
that
includes
departmental
applications.
D
Seven
locally
installed
servers.
Those
are
physical
servers,
so,
like
a
computer
on
your
desk,
that's
kind
of
what
it
looks
like,
except
they're,
in
a
closet
with
with
their
they're
all
located
in
two
closets
within
the
city.
D
There
are
75
virtual
servers
and
I
know
that's
a
kind
of
a
maybe
a
hard
concept
that
gets
your
mind
wrapped
around,
but
these
are
more
or
less
software
servers
only
and
we
use
those
to
deliver
applications.
Those
virtual
servers
live
on
the
physical
servers,
approximately
322
desktops,
approximately
114
cell
phones
and
two
other
mobile
devices.
D
Sunguard
is
our
primary
application
suite
that
we
use
right
now,
and
you
know,
based
on
your
approval
of
our
erp
program,
we're
moving
over
to
tyler
muniz
and
some
of
those
projects.
You
will
be
reporting
on
the
update
of
those
in
meetings
coming
up
pretty
soon,
so
you'll
get
an
update
of
where
we
are,
with
that
approximately
20
break
fix
tickets
per
day
come
into
the
is
ticket
system
that
we
work
on
and
there
are
over
25
teamwork
efforts
running
concurrently
in
any
one
time.
D
This
is
what
we
know
about
there
are
other,
is
related
efforts
going
on
in
the
organization
that
the
information
services
department
does
not
know
about,
and
we'll
address
some
of
that
later
on.
In
this
presentation
there
are
around
50
plus
unique
skill
sets.
These
are
information
or
technology-based
skill
sets
required
to
meet
the
daily
function
of
this
department.
D
D
H
Yeah,
just
real
quick
aside
from
the
75
virtual
servers,
is
there
redundancy
and
backup-
and
maybe
this
is
a
question
a
little
too
early-
that
you're
going
to
get
to
later.
D
No,
it's
good,
it's
a
good
place
for
it.
We
have
those
servers.
There
is
a
for
some
of
them
not
for
all
of
them.
Everything
first
of
all
is
backed
up
at
least
daily,
if
not
more
frequently
than
that.
So
there
is
nothing,
no
source
of
data
that
we
have.
That
is
not
backed
up
for
our
tyler
munis
environment,
for
our
file,
storage,
environment,
for
our
email
environment,
we
have
a
replicated
location
off-site,
that's
replicated
multiple
times
per
day,
and
we
can
move
over
to
that.
D
That's
kind
of
our
disaster
recovery
and
business
continuity
plan.
That's
going
to
be
changing
here
in
the
next
few
months,
but
for
now
that's
what
it
is.
We
do
not
have
a
off-site
location
that
runs
sunguard,
but
it
is
backed
up
every
single
day.
Sunguard
runs
our
utility
billing
department
and
our
land
management
software.
Those
are
backed
up
again
every
day,
multiple
times
per
day,
but
there
is
no
off-site
contingency
there.
That's
only
located
within
our
city
walls,
so
to
speak.
D
D
All
right
jacob,
so
we're
going
to
get
into
what
I
would
call
a
swot
analysis
and
we'll
go
ahead
and
jump
right
into
is
strengths.
D
So
essentially
you
could
read
all
these
bullet
points
and
I
can
send
this
presentation
to
you,
but
we
have
a
pretty
strong
infrastructure.
I
would
say
our
servers
are
fairly
well.
Some
of
them
have
are
a
little
bit
older,
but
they're
patched.
Well,
we
have
a
a
good,
solid
network.
There
are
some
things
in
our
network
that
aren't
great
we'll
get
into
that,
but
we
have
very
little
downtime,
and
that
is
a
good
sign.
Actually
of
a
mature
department
is
the
amount
of
downtime.
D
That's
probably
the
biggest
metric
that
an
is
department
should
be
looking
at.
Is
your
downturn
with
your
applications?
There
are
some
other
cyber
security
metrics
to
look
at,
but
that
is
really
a
good
one
and
probably
our
biggest
strength.
We
don't
have
people
calling
us
all
the
time
saying
they
can't
get
onto
their
applications,
which
is
or
they
can't
get
onto
the
internet,
which
some
of
our
applications
are
delivered
via
the
internet.
So
both
those
things
are
very,
very
good.
D
Our
staff
they
they
have
each
other's
backs.
I
think
they
work
well
together,
as
a
team
they're
motivated
they
kind
of
care
about
what
they're
doing
they
care
about
the
city.
Many
of
them,
one
of
them,
has
been
30
plus
years
in
other
20
plus
years,
and
in
is
departments
outside
of
city
life,
where
I've
worked.
D
D
But
I
think
in
this
case
it's
mostly
good
because
they
have
historical
perspective
of
the
decisions
that
have
been
made
regarding
technology
here
and
how
it's
been
deployed,
which
lends
itself
to
keeping
things
up
and
running
so
for
the
most
part,
our
staff,
how
they
work
together
and
this
technology,
the
hardware
that
they
support
is
is
our
our
biggest
strength,
all
right,
jacob
weaknesses.
D
I
think
our
biggest
weakness
in
summary
is
that
we
do
not
have
business
partnership
with
other
departments,
so
we,
if
you
need
a
server
spun
up
for
any
reason,
no
problem.
We
could
do
that
for
you
tomorrow.
D
D
D
We
do
have
somebody
who
kind
of
supports
that,
but
everything
else
departments
are
on
their
own
to
support
on
what
is
going
on
we're
going
to
address
this
with
some
planning
later
on
in
this
presentation,
but
the
division
of
labor
is
out
of
balance,
but
what
we
do,
how
we
support
different
departments
is
way
out
of
balance,
we'll
help
you
with
your
pc,
but
that's
about
it
and,
to
be
honest
with
you,
most
people
are
using
the
department
aren't
using
or
are
using
computers
in
their
departments
aren't
using
them.
D
Just
so
they
could
say
they're
using
a
computer,
they
actually
have
work
to
do
and
they
have
applications
to
do
that.
Work
in
and
the
fact
that
they
can't
get
support
for
most
of
those
applications
is
is
a
big
weakness
and
it's
one
of
the
things
that's
kind
of
holding
us
back
for
being
more
successful
and
more
productive.
D
D
There
are
some
subtle
adjustments
we
can
make
in
philosophy
and
approach.
One
of
them
is
to
change
the
name
from
the
department
from
technology
to
services.
Again
we
are
going
to
become
a
services
group,
it's
a
little
bit
of
adjustment
for
the
guys
that
have
been
there
for
a
long
time.
My
background
before
I
was
in
healthcare.
I
was
in
the
military
and
I
I
wear
that
badge
of
service
with
me,
since
I've
left
and
just
because
I
don't
wear
uniform,
doesn't
mean
I
don't
serve.
D
I
still
do
today
so
that
philosophy
comes
with
me
and
that's
one
of
the
adjustments
that
we've
already
made
there's
more
to
come.
We
want
to
align
our
investments
better.
The
strategic
plan
that
mike
has
laid
out
the
help
of
city
council
is
has
a
couple
of
major
components
in
that,
but
we
have
a
lot
of
sub
components
in
that
we're
going
to
be
supporting
most
of
those
things
that
are
in
that
strategic
plan,
and
we
want
to
align
our
investments
with
what
is
going
on
in
that
strategic
plan.
D
It
seems
like
it
makes
sense
and
it
does,
and
it
seems
like
wow,
why
haven't
we
been
doing
that?
But
we
we
haven't-
and
maybe
part
of
that
is
because
the
strategic
plan
hasn't
been
as
robust
as
it
is
and
there
hasn't
been
an
opportunity
to
align,
but
now
that
there
is
a
robust
strategic
plan,
one
of
the
things
we'll
do
in
greater
measure
is
align.
D
How
we
invest
in
technology
services
with
that
strategic
plan,
which
I
think
is
going
to
be
excellent?
We
want
to
make
sure
that
we
bring
strategic
value
to
the
work
that
we're
doing
every
single
day.
We
want
to
make
sure
that
we
improve
our
expense.
Predictableness,
we've
already
been
working
on
some
of
that.
D
D
Why
can't
we
replace
20
of
it
every
year
and
kind
of
spread
that
work
out
throughout
every
year,
instead
of
doing
it
once
every
five
years
that
helps
us
both
from
a
staffing
perspective
and
from
a
cost
predictable
on
this
perspective,
so
that's
those
are
some
of
the
opportunities
that
I
see
that
we
could
start
making
some
adjustments
fairly
quickly,
all
right
jacob,
some
threats
that
we
are
unable
to
meet
21st
century
digital
consumer
demands.
Part
of
that
is
because
we
use
sunguard
in
as400
system.
D
It
has
a
web
component,
it's
not
a
very
friendly
web
component.
That's
arguable
depends
on
who
you
ask,
as
you
guys
are
aware,
we
don't
take
credit
cards
in
utility
billing.
D
We
do
online,
but
I
will
tell
you:
that's
it's
not
put
together
very
well
and
that's
no
one's
fault.
It's
just
kind
of
the
way
it
is.
We
can
make
that
a
lot
more
robust.
We
want
to
be
able
to
meet
consumers
where
they
are
and
what
are
they
doing?
You
know
they're
on
their
phones,
they're,
paying
things
with
apple
pay,
they're
doing
all
these
neat
things
and
we
want
to
be
able
to
meet
them
where
they
are
we
want
to
make.
D
We
want
to
reduce
friction
when
it
comes
to
doing
business
with
the
city
of
jacksonville
beach
or
living
here
and
engaging
with
the
city,
and
if
we
can't
do
that,
you
know
that's
a
detriment
and
that's
why
I
have
it
down
here
as
a
threat.
D
Our
talent
development
is
another
threat,
that's
something
that
I'm
going
to
take
and
have
already
taken
very
seriously
to
develop
talent
and
make
sure
that
the
folks
that
are
on
the
team
want
to
grow
but
want
to
improve
the
future
complex
and
critical
technologies.
Will
be
out
of
reach
due
to
siloed
and
multi-layered
repeated
reactive
delivery?
So
what
all
that
means
is
we
at
this
point,
do
not
have
somebody
really
who's?
D
Looking
at,
let's
just
say
our
it
tickets
and
say
we
have
you
know:
20
tickets,
a
day,
that's
600
tickets,
a
month,
where's
the
theme
in
all
those
tickets.
What
if
we
have
50
that
are
the
same
thing,
who's
doing
root
cause
analysis
on
that
and,
if
that's
not
happening,
then
we're
just
going
to
continue
to
run
in
circles
if
we're
not
getting
down
to
the
root
of.
D
What's
going
on
and
and
there's
not
enough
focus
on
root
cause
analysis,
and
so
that
is
also
something
we're
going
to
be
working
on,
but
as
of
right
now,
unless
we
do
that,
we
run
in
circles
and
end
up
spending
money
and
time
and
resources
potentially.
Needless.
A
Yeah,
I
think
this
question
is
probably
gonna
be
for
mayor
hoffman,
since
she
was
counsel
this
came
up,
but
what
was
the
reason
behind
the?
I
know
it
came
up
in
council
talking
about
taking
credit
payments
or
or
using
your
your
debit
card
for
paint
like
paying
your
electric
bill
and
stuff,
and
I
know
the
city
talked
about
it
back
then,
but
nothing
has
been
implemented.
Is
it
because
the
system
doesn't
support
it?
What
was
it?
I
can't
remember.
G
G
C
I
I
don't
have
all
the
details.
I
know
that
our
cfo
and
deputy
city
manager
indicated
there
were.
There
were
some
reasons
in
the
past.
Why
we
didn't,
but
now,
like
you,
said,
we're
playing
catch
up
and
try
and
get
to
a
point
where
we
actually
can
take
the
credit
cards.
C
We're
not
there
yet
at
a
future
meeting,
the
cfo
will
come
and
ask
you
for
some
direction
regarding
the
processing
fees
from
the
policy
perspective
and
within
the
next
two
to
three
months.
A
D
That
is
part
of
what
the
cfo
is
going
to
be
talking
about,
and
I
think
that
presentation
is
coming
up
actually
in
march,
so
it'll
be
coming
up
very
soon
to
talk
about
how
we're
going
to
facilitate
processing
credit
cards
for
ub.
D
D
D
We
have
an
erp
committee
that
has
been
leading
the
way
relative
to
erp
and
you
guys
will
hear
more
about
that
coming
up
here,
pretty
soon
in
a
different
meeting,
but
that's
a
sub-component
of
what
an
overall
ios
steering
committee
is
going
to
be,
but
I'm
looking
forward
to
putting
that
together,
I'm
already
working
on
a
charter
for
that
phase.
D
Two
we're
going
to
have
a
more
robust
project,
planning
and
execution
program
in
the
information
services
department,
they're,
going
to
help
us
focus
on
the
right
things
through
the
help
of
the
isdr
committee
phase,
three
we're
going
to
look
at
our
investments
and
make
sure
they're
aligned
appropriately
we're
going
to
look
at
our
work
and
make
sure
that
the
allocation
of
work
is.
D
We
need
to
do
a
lot
more
of
that
than
we
are
now
and
that
these
are
all
things
I'm
gonna
be
working
on
phase
one
two
and
three
are
not
necessarily
aligned
by
time:
they're
more
aligned
by
function.
The
time
factor
will
be
woven
through
I'm
already
starting
to
work
a
little
bit
on
each
one
of
these,
but
as
far
as
a
framework
goes,
this
is
kind
of
what
I
want
to
work
on
to
make
the
improvements
foundationally.
D
That
I
think
we
need
to
do
in
the
department
to
help
and
support
the
city
so
jacob.
D
So,
let's
talk
about
execution,
how
we're
going
to
do
that
on
the
left
is
the
current
org
structure.
These
are
all
the
roles
in
the
information
services
department.
Some
of
those
titles
are
not
appropriate,
they're
a
little
bit
old,
they're
catch-all,
and
I
think,
that's
part
of
the
problem
of
of
where
we
are
so.
D
My
proposal
is
to
align
roles
to
support
the
plan.
They
see
a
couple
of
roles
over
there
on
the
left,
the
system,
administrators,
those
are
not
appropriate
titles.
I
want
to
move
those
we're
going
to
ask
to
add
staff
and
the
purpose
of
adding
staff
would
be
to
build
business,
support
capabilities
to
help
the
departments
run
their
applications
to
help
the
enterprise
applications.
D
Those
applications
across
many
departments
function
and
function
very
well,
so
we
could
take
full
advantage
of
all
of
them.
We're
going
to
realign
some
existing
staff
members
that
exist
in
other
departments
and
those
that
exist
within
the
is
department.
So
the
org
chart
on
your
right
is
what
is
proposed.
D
D
So,
on
the
left
side,
the
one
area
that
we're
lacking
in
is
our
server
maintenance.
Like
I
said
we
have,
you
know
those
virtual
servers,
the
physical
servers,
but
we
they're
different
in
different
areas.
So
we
have
some
servers
in
the
police
department.
We
have
some
servers
in
the
o
m
building
and
we
have
some
servers
in
city
hall
and
the
way
they're
configured
and
managed
is
different
for
each
location,
and
I
don't
think
that
should
be
the
case.
D
I
think
we
should
have
a
standard
across
the
board,
so
I
want
a
person
responsible
for
creating
that
standard
and
executing
on
that
standard
and
that's
what
a
systems
engineer
would
do
on
the
right
side,
moving
down
an
erp
systems
analyst,
so
we,
the
finance
department,
right
now,
houses
a
systems,
analyst
who's
responsible
for
the
application.
D
We
call
tyler
munis,
which
is
our
application,
that
we
use
for
finance
and
we're
time
keeping
time
and
attendance
right
now,
and
so
that
person
helps
those
departments,
but
that
person
doesn't
live
in
is
so
if
they
have
a
problem
that
goes
beyond
their
scope,
they
have
to
go
outside
of
their
department
to
get
help,
and
traditionally
is
departments,
rightly
so,
according
to
a
financial
auditor
they're
very
careful
on
who
they
give
permissions
to.
D
They
don't
work
in
our
in
the
is
department,
so
we're
very
careful
and
not
give
them.
What
that?
What
that
leads
to
is
that
particular
person
who
helps
in
tyler
muniz?
It
leaves
them
handcuffed.
They
can
only
do
so
much
if
we
bring
that
person
into
the
is
department.
If
we
train
them,
we
can
give
them
more
access
and
they
can
be
more
productive.
D
What
we're
going
to
be
doing
over
the
next
couple
of
years
is
improving
our
enterprise
application
for
land
management,
and
I
will
need
somebody
to
help
manage
the
land
management
applications
again
right
now
that
is
going
to
that
is
in
sun
guard.
So
we
have
a
half
time
person
who
manages
sun
guard.
We
will
be
moving
away
from
that
and
we'll
need
a
person
to
be
responsible
for
that.
Follow
the
left
side
going.
All
the
way
down
to
the
bottom
is
a
new
desktop
support
specialist.
D
The
current
specialist
we
have
right
now
is
often
working
till
7
p.m.
D
I
see
as
tickets
there
more
than
one
person
can
handle
and
as
we
look
to
move
some
of
this
work
away
from
other
people,
that's
going
to
put
more
of
a
burden
on
him
for
desktop
support
so
that,
as
an
area
will
have
to
shore
up
in
the
as
we
kind
of
shift
things
around
and
shift
responsibilities
around.
That's
an
area.
That's
going
to
need
to
be
shored
up,
yes,
question!
H
Yeah,
so
aside
from
limiting
access
for
security
purposes
internally,
do
we
have
a
software
like
crisp
or
something
like
that
that
tracks
movement
within
our
within
our
internal
systems?
That
way,
we
know
who's
accessing
what
a
year
ago
we
had
an
incident
where
that
could
have
come
up
as
a
concern.
H
D
Yeah,
I
don't
I'm
not
familiar
with
crisp.
We.
We
have
audit
trails
in
everything,
so
all
in
our
police
applications
in
our
finance
applications
and
actually
in
our
land
management
and
ub
applications.
There
are
audit
trails
for
everything,
it's
very
manual.
What
we
have
to
do
right
now.
If
we
want
to
go
back
and
look
who
has
been
where
when
did
they
access
it,
we
have
the
capability
to
do
that.
Certainly
we
just
don't
have
a
software
system
that
does
it
for
us.
D
C
F
Thank
you,
so
the
shifting
of
employees
will
that
be
coming
with
a
price
differential
in
their
pay
structure.
Will
they
be
shifting
to
different
areas?
I
don't
know
if
ashley's
on
here
or
I'm
sorry
go
ahead.
D
No,
the
the
two
or
the
three
that
you
see
in
gray.
They
will
be
shifting
we'll
start
at
the
top.
The
gis
analysts
live
right
now
in
two
different
apartments.
They
will
shift
it'll,
be
a
lateral
move,
there'll
be
no
financial
implication
there.
The
erp
systems
analysts
will
be
a
lateral
move,
no
financial
implication
there,
the
scada
ito,
t
systems
analyst
is
a
new
position.
That's
been
approved
the
pay
grade
for
that,
however,
has
not
so
that
will
be
going
before
city
council
to
approve
that
pay
grade.
D
For
that
rule
it
has
not
been
done
yet.
I'm
hoping
that
could
be
done
in
march.
F
And
then,
let's
go
to
the
big
question:
the
green
boxes,
the
new
I.t
positions,
just
in
general,
I
t
people
are
don't
come
cheap
and
there's
a
reason
for
that.
So
off
the
top
of
your
head
about
what
kind,
roughly,
what
kind
of
an
increase
not
including
the
lateral
moves?
D
So
I'm
working
with
the
hr
director
kimberly
and
karen
and
kimberly
has
been
scouring
her
resources
to
find
out.
You
know
what
a
good
pay
grade
is
going
to
be.
What
a
recommended
pay
grade
is
going
to
be.
The
application
services
manager
is
probably
going
to
come
in
around
105
000
a
year.
The
server
engineers
probably
going
to
come
in
around
75
to
80
000
a
year.
Those
are
the
two
highest
priority.
D
F
And
those
numbers
are
just
are
just
salary,
not
benefits,
correct.
D
C
B
C
There
are
some
areas
where,
if
there
are
technology
changes,
it
may
make
more
sense
to
contract
versus
intern
versus
provide
the
service
internally,
but
right
now,
this
is
what
we
feel
is
the
right
roadmap
for
us
on
an
internal
basis.
C
The
the
big
question
that
we
have,
I
think
this
goes
for
any
department,
is,
you
know,
bills
come
in
to
what
is
now
a
new
department
that
I
think
would
be
safe
to
say,
hasn't,
received
the
right
focus
that
it
needed
to
over
the
past
number
of
years,
and
the
question
is:
where
do
his
priorities
stack
up
against
requests
from
other
departments
that
need
the
same
funding
and
you
know,
does
bill's
plan,
you
know
become
a
two
or
three
year
plan
or
a
four-year
plan.
D
You
bring
them
in
for
big
projects
that
have
a
start
and
an
end
scope
and
then,
when
they're
gone,
they're
gone,
but
you
need
somebody
to
maintain
those
systems
going
forward
and
the
roles
that
are
represented
here
are
the
idea
is
that
they
would
maintain
systems
going
forward.
There's
constant
tweaks
and
changes
to
these
systems.
D
All
the
time
things
break
databases
have
hiccups.
Someone
needs
to
maintain
all
of
that
for
larger
projects
that
have
a
defined
scope.
We
probably
will
have
to
bring
in
some
consultants
to
help
us
do
the
heavy
lifting
up
front.
Otherwise
these
roles
are
designed
for
ongoing
maintenance
of
all
of
these
applications.
G
I
just
I
wanted
to
say
yeah.
It
seems
like
these
are
some
pretty
fundamental
operations
for
the
city,
so
I
would
see
these
being
staff
positions
and
I
guess
the
difference
between
the
left
side
and
the
right
side
is
pretty
a
pretty
big
contrast.
But
I
I'm
sitting
here
telling
myself
it's
because
this
has
been
an
area
that
has
really
been
pretty
neglected
and
I
can't
imagine
the
efficiencies
that
will
be
added
if
we
do
this
right.
G
So
I
just
want
to
ask
mike
is:
were
there
any
surprises
here,
for
you
did
you
expect
it
to
be
kind
of
this
big
of
a
ramp
up
or
any
any
heartburn
here
at
all.
C
No,
the
organization
I
came
from
when
you
look
at
it
from
an
order
of
magnitude.
They
were
a
department
of
22
surveying
about
900,
to
950,
full-time
employees
but
again
full-service
operation.
So
the
fact
that
we,
at
the
time
I
got
here,
had
a
total
of
six.
C
I
knew
that
that
was
very
low
in
comparating
in
comparative
measures.
But
with
that
being
said,
I
did
not
want
to
speculate
what
was
needed
to
fill
the
gaps
until
we
had
the
right
person
on
board
at
the
head
of
the
department
to
ask
the
right
questions,
make
the
assessment
and
develop
that
recommendation,
I'm
not
an
I.t
professional.
I
know
we
have
a
holiday
in
express
here
at
the
beaches.
I
try
not
there.
C
If
I
don't
have
to
so
you
know,
bill
has
come
in
and
really
asked
the
right
questions
of
each
department,
taking
a
look
at
what
we
have
in
terms
of
hardware
and
enterprise
applications
and
developed.
What
appears
to
be
a
very
sound
approach
for
managing
our
needs
going
forward,
and
I
think
that's
really
important
what
he
said
in
response
to
council
or
nichols
question.
C
D
So,
as
I
mentioned
before,
I
have
been
working
with
administration
with
mike
with
karen,
with
kimberly
in
the
hr
department
about
timing
budget
priority.
You
know
what
do
we
do?
First?
How
do
we
move
forward?
D
D
D
F
Thank
you
bill
great
job
with
your
assessment
and
working
through
this.
I
agree
that
I
agree
with
what
your
assessment
here
and
yes,
this
has
been
a
long,
neglected
area.
It's
like
one
of
those
things
you
just
assume
things
work
and,
as
as
you
know,
technology
changed
and
became
far
more
complex.
F
H
Yes,
I'm
gonna
echo
the
same
thing.
Good
job
great
presentation
seems
like
you're
on
it.
One
little
thing
I
want
to
throw
out
there
that.
D
H
Did
at
jso
was
kind
of
handy.
We
identified
a
couple
handful
of
officers
that
were
tech
savvy
and
we
called
them
field
techs
and
trained
them
upright
and
whenever
they're,
whenever
it
was
after
hours,
because
you
know
the
police
are
24
7.
whenever
those
after
hours,
they
had
a
tech
problem
or
they
had
an
enterprise
software
question.
H
You
could
call
one
of
these
officers
up
if
they
had
their
dates
and
times
that
they
were
working.
We
had
a
schedule
laid
out,
and
so
we
could
probably
implement
something
like
that
on
a
smaller
scale
for
the
city
of
jacksonville
beach,
identifying
people
that
are
tech
savvy
and
that
could
help
out-
and
you
know
some
has
an
email
question
or
you
know,
having
trouble
logging
out
for
whatever
reason
you
know
forgot
a
password
whatever.
It
is
simple
stuff.
D
Yeah
informally,
I
would
say
that
exists,
it's
just
not
formal
and
they
haven't
been
trained,
but
there
are
those
techies
in
the
departments
traditionally
they're
known
as
subject
matter.
Experts
means
they're
out
there
and
that's
part
of
the
part
of
what
I
want
to
get
my
arms
around.
How
are
they
trained?
How
do
they
know
what's
going
on?
How
do
they
know
changes
that
the
is
department
is
making,
and
so
they
could
be
a
resource
for
us
inside
of
those
departments?
This
is
a
very
excellent
point.
C
C
Several
weeks
ago,
I
actually
sent
an
email
out
to
you
that
contained
a
listing
of
all
of
the
objectives.
The
action
items
that
we
as
staff
had
put
together,
along
with
some
what
we
would
consider
preliminary
gantt
charts
showing
the
duration
of
each
of
those
projects
over
the
next
four
year
window
and
some
of
them.
If
you
looked
at
the
descriptions,
they're
actually
going
to
go
well
beyond
that
four-year
window.
C
My
objective
tonight
was
not
to
run
through
each
of
those
but
to
see
if
you
had
any
questions
with
regards
to
the
material
that
was
sent
to
you
and
see
if
there
was
anything
that
we
could
do
to
provide
clarity
or
or
tweak
some
things.
C
C
C
We
do
also
have
some
of
the
directors
online.
If
you
have
questions
that
are
specific
to
anything
that
they
would
be
working
on.
The
thought
process
is
that
the
document,
as
you
see
it,
is
currently
in
an
excel
spreadsheet.
Our
cio
has
been
experimenting
with
some
different
project
management
templates
and
for
council
of
zuma.
C
Now
I
have
not
asked
about
pivot
tables
yet,
but
our
thought
process
is
to
put
it
into
something:
that's
a
little
bit
more
user
friendly
to
move
on
the
fly
and
on
the
go,
but
the
thought
process
is
that
this
document
or
a
similar
similar
document
would
be
reviewed
once
a
year
with
council
as
an
annual
report
card
to
talk
about
what
we've
accomplished
over
the
past
12
months.
We
would
also
send
it
out
at
regular
intervals
during
the
course
of
the
year
so
that
you
can
see
progress,
that's
being
made.
C
If
you
take
a
look
at
the
percent
complete,
which
is
the
far
right
column
on
the
matrix.
On
the
left
hand,
side,
there
are
a
lot
better
at
zero
percent,
because
those
projects
haven't
started
yet,
and
there
are
some
others
that
actually
have
hit
the
20,
25
or
50
mark
on
their
projects,
because
they're
things
that
we
had
already
started
in
anticipation
of
the
strategic
plan
moving
forward.
F
Sorry
I
got
a
mouse,
I'm
trying
to
get
it
like
you
can
see
over
here
got
lots
of
screen.
I
did
have
a
question
with
regard
to
priority
three
goal:
two
objective:
two.
F
The
the
strategic
plan
for
that
says,
revive
and
implement
wait,
goal
priority
three
goal:
two
objective:
to
review
and
implement
reforms
to
regulate
government
policies
and
attract
local
businesses
when
it
comes
to
the
fur
that
first
piece
under
there
create
ldc
incentives
to
support
existing
business
expansion.
F
I
my
interpretation
of
our
conversation
as
council
was
it
was
to
when
we
said
business
expansion.
It
wasn't
the
actual
footprint
of
our
current
businesses,
so
they
can
make
their
physical
business
bigger,
but
it
was
to
expand
the
amount
of
local
businesses
that
we
have
in
the
downtown
area.
Those
are
two
very
different
pieces
and,
what's
written
here
is
how
do
we
help
our
local
businesses
in
an
area
get
bigger
in
that
area?
F
C
Can
everyone
see
the
screen.
E
C
Okay,
so
here's
priority
three
and
we
had
two
goals
underneath
it
the
first
one
was
develop,
a
downtown
that
attracts
residents,
visitors
and
commerce,
with
some
specific
objectives
and
some
action
items
under
that
we're
referring
to
gold
to
objective,
to
review
and
implement
reforms
to
regulations
and
government
policies
to
attract
locally
owned
businesses.
F
F
C
She
and
I
are
dealing
with
one
of
those
issues
in
particular,
which
is
currently
on
a1a,
so
that
local
business
trying
to
get
established.
But
there
are
some
issues
within
the
ldc
that
are
making
it
to
some
extent
difficult
to
do.
F
C
Taking
notes
and
with
me
doing
the
screen
share,
I'm
not
sure
I
can
see
I
gotta
pull
it
up
separately.
Me
are
those
ones.
G
Yeah,
so
I
I
think
that
the
word
expansion
is
is
confusing
there
and
I
can
see
that
if
we
have
an
ldc
that
is
friendlier
to
existing
businesses,
that
that
would
help
to
attract
other
small
businesses.
So
so
I
like
the
idea
behind
it,
but
but
I
agree
that
the
expansion
concept
might
be
the
myth,
but
overall-
and
that
wasn't
my
comment,
but
I
did
want
to
respond
to
ms
dumont's
comment.
G
But
overall,
I
really
like
this,
despite
needing
to
pull
out
my
cvs
reading
glasses,
to
read
it
on
my
printout,
but
I
think
the
layout
is
very
good
and
it's
very
easy
for
anyone
to
see
kind
of
the
progress
and
the
priority
I
think
they're
well
distributed
among
the
departments
and
among
the
goal
each
of
the
goal
and
objective
areas.
I'm
sure
that
this
will
shake
out,
especially
as
we
get
into
it
and
we're
using
this
document
and
we're,
seeing
if
were
we
overly
ambitious
in
our
timing,
where
we
too
conservative.
G
So
I'm
looking
forward
to
this
being
a
living
document.
I
kind
of
think
we
need
to
see
it
more
than
once
a
year,
maybe
twice
a
year,
but
we'll
we'll
see
how
it
goes,
but
I
I'm
really
glad
to
see
this
document
come
together.
C
Thank
you,
yeah,
and
one
of
the
things
I
would
like
to
point
out,
and
I
think
I
did
the
caveat
in
the
agenda
memo
or
the
briefing
memo
that
covered
this
topic.
C
This
is
the
first
time
that
this
organization
is
working
with
a
strategic
plan
of
this
type,
where
their
departmental
action
items
are
aligned
with
a
with
a
hierarchy
of
priorities
and
goals.
It's
also
fair
to
say
that
the
majority
of
staff
that
are
going
to
be
working
on
this
from
a
project
manager
perspective.
C
A
lot
of
them
have
not
had
formal
project
management
experience.
They've
not
had
the
formal
training
so
to
develop
the
project
management
plans.
Do
evaluations
of
resources
and
to
evaluate
resource
demand
across
departmental
lines
will
be
relatively
new
for
the
organization
to
do,
and
that
may
have
an
impact
on
the
scheduling
of
items
as
we
see
in
the
preliminary
gantt
chart.
C
We
may
find
that
there
are
things
that
were
missed
in
an
initial
vetting
that
may
result
in
a
more
complex
project
and
may
result
in
having
to
reshuffle
some
of
the
priorities
as
we
have
them
laid
out.
I
just
wanted
to
make
sure
that
council
was
aware
of
that
council
member
dumont.
F
Thank
you.
I
would
see
this
coming
to
us
at
quarterly
because
it
has
each
quarter
demark
on
it,
so
I
could
see
us
just
seeing
it
quarterly
and
then
just
having
a
quick
little
update
as
to
what's
falling
behind,
what's
going
faster
than
expected.
So
this
way
we
make
sure
that
everybody
like
you
all,
are
keeping
on
top
of
it,
and
we
also
can
learn
together
how
long
some
things
take
and
how
quickly
other
things
go.
F
So
I
think
that's,
I
think
quarterly
is
a
good
way
to
just
keep
us
informed
and
also
you
know
it.
It
keeps
us
re-checking
into
a
lot
of
the
things
that
the
city
is
doing.
Is
you
know
we
have
meetings
and
we
don't
talk
about
it
for
another
six
months.
We
kind
of
forget
about
it
or
a
year,
and
so
this
is
a
good
way
just
to
keep
us
refreshed
on
it.
H
Yeah,
so
I
I
like
this
document
as
well
and
it
being
I'm
hearing,
you
say
it's
gonna,
be
like
a
living
document.
That's
gonna
be
kind
of
updated
and
some
changes
that
might
come
over
time.
I
think
that's
fantastic.
I
also
really
love
the
priority,
one
quality
of
life
being
that
first
priority.
I
think
that's
very
important
just
want
to
say
good
job
thanks.
C
Any
other
comments
from
council
on
this
councillor,
golding.
E
C
C
As
you're
aware
over
the
past
year,
I
know
several
of
you
noticed
that
the
jc
bus
benches
on
a1a,
several
of
them
had
marketing
material
that
got
bolted
to
the
backs
of
those
benches.
After
doing
some
research,
we
identified
that
the
jc's
company,
that
they
contract
with
for
maintenance,
had
gone
ahead
and
installed
them.
C
C
So
the
reason
we
were
getting
contacted
was
that
in
november
of
2021,
the
jaycees
and
the
marketing
company
in
the
city
of
jacksonville
all
came
to
a
resolution
on
on
the
benches
going
forward
and
part
of
that
acknowledgement
was
the
fact
that
the
marketing
company
agreed
that
they
did
not
have
the
right
to
have
jc's
benches
within
the
four
subordinate
municipalities
of
dubai
county,
which
we
are
one.
C
So
he
was
letting
me
know
that
unless
we
have
an
agreement
with
the
jaycees
for
benches
going
forward
at
some
point
in
the
future,
those
benches
would
need
to
be
removed,
and
so
we
started
having
a
conversation
about
where
we
needed
to
go
forward
and
I'm
going
to
try
and
pull
up
a
document
here
very
quickly.
C
C
Just
the
other
day,
myself,
miss
nelson
met
with
representatives
from
jta,
in
order
to
determine
whether
or
not
any
of
the
locations
that
the
jaycees
will
be.
Removing
their
benches
would
qualify
for
a
bench
or
a
shelter
under
jta's
requirements.
C
C
So
the
the
reason
I'm
having
this
conversation
with
you
is
because
for
the
for
the
jc's
bus
ship
bus
benches
to
remain
in
place,
they
would
require
some
type
of
an
agreement
that
allows
for
advertising
on
the
back
of
them,
and
I
think
that
that's
a
non-starter,
because
that
would
require
us
reopening
our
sign
ordinance,
which
I
would
not
recommend
to
this
council
that
we
do
that
was
drafted
by
a
national
professional,
and
it
was
done
for
specific
reasons,
and
the
last
thing
we
want
to
do
is
open.
It
back
up.
C
A
Okay,
so
the
second
question
is
obviously:
benches
will
be
removed
and
jta
will
add
new
ones.
C
C
So
the
the
question
really
is,
you
know:
does
the
city
of
jacksonville
beach
want
to
have
benches
at
all
of
these
stops
where
there
might
be
zero
one
or
two
riders
more
comfortable
using
the
jta
criteria?
That's
really
10
to
15
gets
you
a
bench
these
two
that
are
highlighted
in
green.
They
said
they
could
stretch
their
protocols
and
give
us
benches
at
those
two
locations.
A
I
know
there's
a
bench
outside
city
hall
and
I
always
see
more
than
two
three
bus
riders.
There
there's
one
right
by
pablo
towers
and
I
would
see
people
there
and
I
think
that's
about,
I
think,
there's
a
bench
by
peter
pitt,
I'm
not
sure
man.
I
know
the
air
stops
on
third
street,
don't
have
benches
so
we're
trying
to
think
where
else,
if
there's
any
benches
in
the
south
and
or
in
the
north
of
that
I
can
think
of.
F
Thank
you.
These
numbers
look
really
low.
How
long
what
was
the
time
period
where
they
gathered
the
data?
Was
it
one
day?
Was
it
a
week?
Was
it
average.
C
F
On
third,
near
16th,
across
from
where
a
whole
foods
is
people
use
that
one
and
I'm
taking
it,
it's
not
line
eight
and
it
has
a
zero
there
and
there
are
people
who
work
at
some
of
those
places
on
the
other
side
of
third
who
use
that
bus
to
get
home.
So
that's
why
I'm
not
understanding
where
these
the
numbers?
Just
don't
look
right
to
me.
They
look
very
low
for
what
I've
seen
at
the
bus
stops
and
people
using
them.
F
I've
used
the
bus
before,
probably
not
when
this
was
going
on,
but
it
the
numbers
just
don't
look
right.
It
looks
extremely
low.
I
think
it's
how
I
want
to
put
it,
so
I
would
question
the
data
that
these
decisions
are
being
made
off.
Of
that
said,
I
I
think
more
more
information
on
how
the
data
was
gathered
would
be
very
helpful
for
us
to
make
decisions,
and
then-
but
that
said
I
I
can
see
the
city
possibly
doing
some
benches,
with
good
data
to
figure
out
which
areas
actually
have
people.
H
C
I
can
tell
you
that
we
did
ask
the
conversation
about
what
the
capital
investment
would
be.
You're,
probably
looking
at
ten
to
twelve
thousand
dollars
per
location
for
installation
of
a
bench,
that's
for
both
the
bench,
the
concrete
pad
and
the
ada
compliance
that
would
be
required
at
each
location.
C
C
So
if
you
take
a
look
at
the
bottom
of
the
list
that
we
put
on
there,
jta
typically
uses
10
to
15
pickups
as
justification
for
bench.
Installation
40
pickups,
is
their
justification
for
a
shelter
capital
cost
is
about
11,
000
per
location
and
the
operational
and
maintenance
cost
is
not
factored
in
at
this
time.
As
I
indicated
to
them,
we
would
cross
that
bridge
if
it
came
to
it
from
a
policy
perspective.
C
H
Yeah,
I
I'm
I
feel
like
we
need
some
more
information
because,
when
it
comes
to
like,
like
you
were
saying,
the
trash
cans
or
the
maintenance
to
it,
that's
something
that
we
would
have
to
discuss
with
them
and
say:
hey,
listen,
there's
more
to
it
than
just
a
bench
and
a
concrete
pad.
So
but
yeah
more
information
is
needed.
I
think.
A
G
I
just
I
looked
up
the
map
of
the
to
to
miss
dumont's
point,
so
the
1700
south
of
16th
avenue
south
is
probably
the
one
in
front
of
bearded
pig
and
the
19th
avenue
south
is
in
front
of
whole
foods,
which
doesn't
really
clarify
the
fact
that
it's
showing
zero
ridership.
So
I
agree
having
that
time
frame
would
be
helpful,
but
I
also
will
say
that
we
have
plenty
of
bus
stops
in
this
community.
There's
one
right
down
from
the
museum
across
across
six
from
pet
supermarket.
G
That
doesn't
does
not
have
a
bench.
So
I
know
that
we
have
bus
stops
in
our
community
that
don't
have
benches
at
all.
Then
we
have
some
that
have
the
really
nice,
the
ones
that
fernando
mentioned
that
are
really
high
on
ridership
in
front
of
city
hall
and
things
like
that
have
the
nice
benches
and
the
the
shelters.
So
I
think
we've
got
a
little
bit
of
everything
already
existing
in
our
community.
I
just
wanted
to
point
that
out.
C
So
this
is
actually
hold
on
a
second,
so
this
is
provided
by
jta,
whereas
the
last
sheet
was
data
provided
by
the
jaycees,
and
this
gives
you
an
idea
of
every
bus.
Stop
that's
in
this.
That's
in
the
city
of
jacksonville
beach,
broken
out
by
northbound
and
southbound
in
the
ridership,
both
on
and
off.
C
So
you
can
see
that
there
are
some
stops
where
there's
actually
34
that
get
on
and
50
get
off
and
others
where
eight
get
on
and
two
get
off
with
regularity.
And
again
I
don't
know
the
time
frames
that
they
collected
their
ridership
data,
but
the
people
getting
on
and
getting
off,
don't
necessarily
have
to
match
it's
not
like
a
school
bus.
Some
people
may
take
it
into
work
and
then
take
something
different
on
their
way
home.
C
But
this
gives
you
an
idea
of.
If
you
look
down
at
the
bottom,
you'll
see
that
there
are
some
that
say
signs
only
those
would
be
jta.
Bus
stops
where
there
is
no
bench,
only
signs
and
no
jc
bench
to
support
it,
and
there
are
several
others
that
are
interest
first
in
here
as
well,
that
talk
about
having
either
just
a
sign
or
a
trash
can,
but
not
necessarily
a
bench
etc.
C
E
Sorry
I
had
my
hand
up,
I
didn't
see
anything
on
there
or
did
I
just
miss
it
beach,
boulevard
bus
stops
or
was
that
all
just
a1a
bus
stops
that
was
on
your
spreadsheet,
hold
on.
E
F
I
think
those
jta
already
does-
and
I
think
what
we
are
looking
at
here
are
only
the
ones
that
have
the
jc
benches,
because
it's
the
jc
benches
that
are
going
to
be
going
so
the
ones
that
jta
already
has
built
and
all
of
that
stuff
they'll
be
staying.
So
it's
do
we
use
jta
for
more
or
do
we
put
in
our
own
benches
or
we
just
let
people
stand
by
the
sign
so.
E
Likewise,
yeah,
but
likewise
I
mean,
if
there's
bus
stops
on
beach
boulevard
and
we're
going
to
be
putting
benches
in
places
on
a1a
that
maybe
have
low
ridership
or
whatever,
that
you
know
we
we
should
look
at
all
of
the
bus
stops.
I
would
think
I
don't
think
we
just
look
at
a1a.
So
that's
my
point.
I
think
we.
If
we're
talking
about
bus,
stops
and
benches,
I
think
we
need
to
have
an
inventory
of
of
of
all
the
routes
the
which
is
basically,
I
guess,
a1a
and
beach.
C
E
C
A
F
C
Well,
that's
you
know,
that's
one
of
the
things
I
need
to
give
the
the
jc's
the
go
ahead
on
is
the
time
frame
for
removing
their
benches
again.
They
acknowledge
that
right
now
their
benches
are
all
illegally
placed.
C
C
Okay,
okay,
I
think
I've
got
good
direction
on
this.
The
last
item
that
I
want
to
bring
up
with
you
is
just
get
some
direction
from
you.
Your
thoughts
on
sending
a
communication
to
the
city
of
jacksonville
regarding
management
of
the
pier
councilor
nichols
had
brought
up
a
couple
weeks
ago
that
the
city
of
jacksonville
was
getting
ready
to
do
their
rfp
and
that
now
would
be
an
opportune
time
for
us
to
ask
them
about
the
city
of
jacks
beach.
C
Obviously,
in
the
past
there
has
been
a
third
party
vendor
who
has
been
responsible
for
the
concession
stand
and
the
customer
maintenance
of
the
peer
area
itself.
I'm
presuming
that,
from
council's
perspective,
we
would
not
be
hiring
a
third
party
vendor
to
run
any
type
of
concession,
but
this
would
actually
be
city.
Employees
working
for
the
city
of
jacksonville
beach,
providing
the
customer
service
and
maintenance
of
that
particular
facility.
B
Well,
initially,
I
was
thinking
that
we
would
hire
a
third
party
to
do
it,
but
with
the
incredible
job
that
our
staff
has
done
with
the
golf
course-
and
you
know
it
gives
us
a
lot
more
control
to
make
sure
that
they're
being
hospitable,
they're
doing
their
jobs,
I'm
very,
very
open
to
having
city
staff
manage
the
peer
and
and
do
that
if
it's
not
something
the
city
wants
to
do
that,
I
think
that
we
would
need
to.
B
We
should
do
an
rfp
to
bring
in
somebody
to
do
it
and
really
work
diligently
to
make
sure
that
we're
receiving
the
services
that
we
would
from
that
third
party,
but
I'm
all
for
doing
it
with
the
city.
I
think
you
know
we,
I
think
we
can
everything.
They've
proved
parks
and
rec
has
done
as
they've
done
it
very
well,
and
you
know
I
think
it
gives
us
more
control,
more
control.
So
I'm
I
definitely
want
to
request
taking
over
that
from
the
city.
B
I
would
prefer
not
to
having
a
long-term
lease
with
the
city
and
let
them
still
handle
the
structural
maintenance
and
and
long-term.
I
don't
think
we
need
to
acquire
an
asset
that
I
don't
think
we
need
to
acquire
the
asset,
and
I
think
we
could
do
it
at
a
very
you
know:
one
dollar
a
year
kind
of
kind
of
deal
with
them
and
we'll
maintain
it,
because
it
that
alleviates
at
least
something
that
the
city
of
jacksonville
would
have
to
do
so,
that's
kind
of
where
I
am
on
it.
C
Okay,
thank
you.
I'm
also
going
to
do
a
quick
screen
share
again.
I
did
a
quick
summation
of
what
was
in
the
last
lease
that
they
executed
with
a
third
party
vendor
and
a
couple
of
the
things
that
make
me
a
little
nervous.
When
we
talk
about
city.
B
I
mean
I'd
like
to
eventually
see
a
couple
food
truck
spots
out
there
and
then
maybe
one
that
would
sell
live
bait.
Who
knows,
but
I
just
think
you
know,
there's
plenty
of
options
for
if
people
are
driving
to
the
beach
to
stop
and
pick
up
live
bait
somewhere,
I
don't
think
we
we
would
need
to
necessarily
do
that
and
I
would
like
to
see
pedestrians
be,
have
free
access
to
it
as
well.
F
Okay,
thank
you.
So
a
couple
things
with
this
larger
piece:
it
is
jacksonville's
asset
and
we
don't
want
it
and
I'm
worried
at
that
thing
of
one
dollar
a
year.
The
that
that
suggestion
that
you
know
would
usually
how
that
would
work
is.
We
have
to
maintain
and
hand
it
over
in
the
same
condition
that
we
got
it
in
so
that
could
be
problematic,
especially
getting
it
as
brand
new.
F
So,
looking
at
this
with
do
we
contract
or
do
we
do
the
stuff
ourselves
if
we
were
to
do
it
ourselves,
we'd
need
to
put
a
whole
infrastructure
in
place
to
be
able
to
do
so,
and
we
don't
have
time
to
do
that
before
the
pier
opens
this
summer,
just
just
that
all
of
the
infrastructure
that
needs
to
go
into
it
with
the
contracting
out.
That
would
be
I.
I
don't
see
that
as
being
problematic
other
than
from
the
point
of
jacksonville
going.
F
I'm
not.
I
would
love
to
have
us
have
more
say
in
how
the
peer
is
managed.
I
don't
know
if
nobody
thought
it
was
going
to
get
done.
I
don't
want
to
say
this
quick,
but
this
is
something
that
because
it
hasn't
been
quick,
but
this
is
something
that
we
have
not
had
a
good
discussion
on.
What
do
we
do
when
it
opens
up
again?
F
So
I
think
the
best
move
that
we
could
do
where
we
can
make
the
best
decision
on
how
to
enter
into
this
contract
is
to
ask
the
city
of
jacksonville
to
go
when
they
do
an
rfp.
If
it
could
be
for
a
short
period
of
time,
because
we
are
interested
in
getting
involved
with
this,
and
we
need
to
be
able
to
build
up
our
infrastructure
or
really
identify
how
we
will
get
our
hands
around.
Managing
the
peer.
F
It's
more
complex
than
than
us
just
are
we
managing
it
or
are
we
contracting
it,
and
so
what
would
the
difference
be
between
what
would
the
difference
be
between
us
managing
the
contract
in
jacksonville
managing
the
contract?
D
C
Yeah,
we
obviously
there's
there's
two
different
ways
to
look
at
it.
One
is
we
could
be
the
service
provider
period.
You
know
you
hate
to
say
it,
but
we
can
always
reply
to
city
of
jacksonville's
rfp
and
see
if
they
choose
us
based
on
our
proposal.
C
So
it's
and
it
sounds
like
they're,
definitely
pros
and
cons
to
both
and
again
I'm
just
trying
to
get
some
idea
from
council
what
your
thoughts
were
when
we
all
said
yeah,
let's
take
over
the
operation
of
the
peer.
What
did
that
really
mean
in
terms
of
sending
a
proposal
letter
to
the
city
of
jacksonville
before
we
put
something
on
paper?
C
A
Yes,
I
don't
know
if
I
wanna
get
the
party
involved.
If
we
end
up
managing
it.
Maybe
we
can
get
trevor
hughes
to
give
us
a
couple
pointers
since
he's
doing
a
good
job
with
the
golf
course,
and
maybe
he
could
give
some
input
on
the
on
the
pier.
But
I
do
everyone's
bringing
up
points.
A
A
We
can
talk
about
doing
a
beautiful
entrance
to
the
pier
just
like
we're
thinking
about
doing
all
these
modifications
to
our
our
signs
around
the
city.
So
I'm
all
about
taking
over
and
managing
it.
That's
price
tag.
H
Yeah,
so
fernando
took
my
one
of
my
points
that
I
agree
that
we
should
probably
have
jason
petitis
or
trevor
or
both
of
them.
You
know
throw
some
input
our
way
as
to
what
they
think
and
what
they
see
as
the
challenges.
For
that,
and
you
know
they
might
have
some
insight
that
we
otherwise
wouldn't
be
thinking
of,
but
I'm
all
in
favor
of
you
know
that
we
should
really
be
in
in
talks
with
coj
about
taking
over
the
maintenance
of
it.
How
that
and
how
that
looks.
B
I'm
not
sure
what
infrastructure
will
need
to
be
added
that
counselor
dumont
brought
up.
My
understanding
is
that
we
just
need
somebody
with
a
if
we're
going
to
charge
people
to
get
in
they
get
in
they
get
out.
I
don't
foresee
this
is
a
very
challenging
perspective.
I
don't
see
going
to
city
of
jacksonville
for
them
to
do
a
short-term
rfp.
I
think
that
will
people
want
these
and
they
want
to
take
them
over
long
term.
B
I
think
that
we
get
with
our
with
with
trevor
and
jason
and
and
see
what
see
what
they
need.
In
order
to
to
run
it
I
mean
it
is
the
reason
people
wanted
to
do
an
rfp
for
it
and
run
in
the
past
is
because
it
can
be
profitable.
B
You
know,
I
think
we
just
need
to
look
at
what
maintenance
will
need
to
occur.
I
don't
on
a
on
a
structure
like
that,
I
would
imagine,
like
a
bridge
in
the
state
of
florida.
You'd
have
to
get
a
inspection
every
two
years
on
it,
but
I
think
we
we
try
to
do
it
as
a
city
first,
and
if
it's
something
that
is
not
working
well,
we
can
always
do
an
rfp
to
get
a
third
party
in
here
to
do
it
at
a
later
date.
E
So
my
understanding
is
that
this
discussion
about
managing
the
peer
started
several
years
ago,
because
there
was
a
lot
of
dissatisfaction
with
the
service
that
was
being
provided,
and
there
were
issues
too
with
like
which
I
guess
were
coj
issues,
but
but
you
know,
but
basically
my
feeling
is
that
we
should
think
about
going
with
a
contractor.
First,
like
what
we're
doing
with
our
parking
the
paid
parking.
We've
got
contractors
that
are
doing
a
really
good
job
with
that
it
would
be
a
way
to
at
least
get
it
under
our
control.
E
E
If
that's
not
a
working
solution,
then
we
can
at
least
move
into
phase
two,
which
would
be
us
potentially
us
operating
it.
As
far
as
the
maintenance
goes,
I
was
not
under
the
impression
that
we
were
going
to
maintain
the
pier.
My
understanding
was
that
the
city
of
jacksonville
would
maintain
the
pier.
What
would
be
maintained
might
be
the
area
where
we
would
be
selling
concessions
and
things
like
that,
and
maybe
there
would
be
some
day-to-day
day-to-day
stuff
like
cleaning.
G
C
This
this
was
a
summary
of
what
was
included
in
the
rfp
and
I've
basically
summarized
a
multi-page
document
down
into
these
bullet
points,
it's
safe
to
say
that
there
was
a
lot
of
emphasis
on
the
issue
of
live
bait
and
the
reason
being
is
they.
C
So
the
intention
was
that
whoever
has
the
concession
is
selling
bait,
probably
a
combination
of
live
and
dead
and
quote
unquote,
making
profit.
That
term
is
used
repeatedly
throughout
the
rfp
document
as
well.
So
in
in
terms
of
when
you
take
a
look
at
what
the
responsibilities
were.
There
were
the
on
peer
retail
concessions,
bait
and
food.
C
C
The
capital
improvements
were
specific
to
the
concession
area.
If
there's
anything
that
needed
to
be
to
be
done
to
improve
that
concessions
building
or
the
the
bait
building
that
would
be
on
whoever
the
vendor
is
and
then
finally
were
the
rules
that
they
expected
to
be
enforced.
On
the
pier,
with
regards
to
rollerblade
surfboards
sitting
on
the
railings
throwing
items,
sleeping
bags,
etc,
they
wanted
to
make
sure
that
the
vendor
had
total
control
and
was
investing
appropriate
rules.
C
So
I
think
the
rfp
took
into
account
what
the
council's
been
saying
about,
not
taking
the
responsibility
for
the
actual
structure
of
the
pier
not
having
to
do
those
inspections
every
couple
of
years
or
so,
but
really
focusing
on
the
actual
service
delivery
and
the
cleanliness
and
appearance
and
security
for
the
patrons
that
would
visit
it.
G
H
G
Reopened,
what
is
the
current
financial,
or
what
was
the
prior
financial
relationship?
Did
they
did?
Did
they
pay,
rent
or,
and
they
just
made
whatever
money
they
made?
Do
we
know
what
that
was.
C
I
do
not
know
I've
got
a
copy
of
what
was
the
rfp,
but
I
don't
believe
I
have
a
copy
of
the
actual
contract
that
was
executed
with
the
final
terms
and
conditions.
G
I
would
be
interested
in
the
financial
relationship
because
two
things
one,
I
don't
like
that
we
charge
people
to
walk
out
onto
the
pier
and
two
we
heard
there
was
a
lot
of
rumblings
of
the
fact
that
it
was
a
cash-only
business
and
that
maybe
the
actual
financials
were
not
fully
known.
But
but
I
you
know
if
they
were
making
what
they
were
making
and-
and
it
wasn't
a
relationship
with
the
city
at
that
level.
Then
then
I
guess
it
doesn't
matter.
G
But
for
me
the
biggest
priorities
are
having
the
customer
service
at
the
pier,
be
reflective
of
the
customer
service
that
we
provide
everywhere
else,
because,
like
it
or
not,
people
think
this
is
our
peer.
I
don't
like,
and
I
probably
said
this
100
times
I
don't
like
the
fence
at
the
entrance
to
the
pier,
I
think,
we're
planning
on
making
a
pretty
big
investment
into
the
parents.
G
Appearance
hat
that.
I
think
we
need
to
think
about
the
fact
that
it
just
looks
like
a
prison
entrance,
and
it
just
seems
very
unnecessary
to
me
if
we,
even
if
it
just
looks
like
well
we're
doing
the
same
thing
as
them
and
contracting
out
the
business.
If
we're
managing
the
contract,
we're
going
to
have
a
lot
closer
handle
on
that.
G
If,
for
whatever
reason,
we
decide
not
to
to
do-
and
I
do
see
this
being
a
third
party-
I
don't
see
trevor
in
the
back-
cutting
heads
off
fish
or
whatever
you
do
with
bait,
but
so
I
do
see
it
being
a
third
party.
But
I
would
like
it
to
be
a
third
party
that
we
are
closely
managing.
G
If,
for
whatever
reason,
we
decide
not
to
go
down
that
path,
I
would
hope
that
we
can
ask
the
city
of
jacksonville
to
somehow
let
us
be
involved
in
in
that
selection
and
maybe
we're
just
a
little
more
hands-on.
This
go
around
than
we
have
been
in
the
past,
because
I
think,
we've
just
kind
of
said.
It's
jacksonville's
pure
we're
not
going
to
worry
about
it.
But
I've
talked
to
enough
people
now
that
I
don't.
I
don't
think
we
can
do
that
anymore.
A
A
Mayor
hoffman,
do
you
happen
to
know
anything
or
if
we
could
get
that
information?
I'm
just
curious,
because
I
know
the
city
of
jacksonville,
I'm
not
trying
to
say
anything
bad,
but
I
wouldn't
be
surprised
if
they
weren't
quick
to
respond
to
a
minor
or
a
major
issue
as
if
we
were
there,
we
could
get
public
works
or
whoever
was
in
charge.
Okay,
bathrooms
aren't
working
or
we
could
get
on
it
quicker
than
the
city
of
jacksonville.
H
F
Thank
you.
I
think
what
this
discussion
is
really
bringing
to
the
fore.
Is
we
need
to
talk
about
this,
a
lot
more
with
the
with
costs
and
all
of
that,
so
I
really
like
mayor
hoffman's
idea
of
asking
jacksonville:
can
we
be
involved
in
the
selection
of
the
contractor
and
we'd?
F
Have
you
know,
and
we
could
have
some
kind
of
an
oversight
role,
but
we
would
have
a
say
in
what
the
services
are
and
who's
running
it
and
we
have
a
little
bit
more
say
so
this
way
we
have
our
hands
in
it,
but
we're
not
too
far
in
it
over
time.
If
we
want
to
expand
that
and
we
want
to
take
over
a
contract,
we
can
have
the
conversation,
then
we're
just
kind
of
hitting
this
time
crunch.
F
You
know
if
we
definitely
we
don't
have
the
time
for
in-house
right
now,
so
we'd
have
to
go
to
the
contract
and
even
doing
a
contract.
If
our,
if
jacksonville's
already
getting
the
rfp
ready,
we
need
to
get
our
we'd
have
to
get
our
own
rfp
ready.
If
they
would
agree
to,
let
us
do
the
rfp,
so
I
think,
let's
just
see
if
we
can
work
with
them
and
how
much
they
will.
Let
us
be
involved
in
the
process
and
the
oversight
of
their
contract.
B
I
disagree.
I
think
we
need
to
do
everything
that
we
can
do
to
take
management
of
the
peer
responsibilities
over
from
the
city
of
jacksonville.
It
has
continually
been
an
out
of
sight
out
of
mind
thing
for
them
and
the
the
reviews
that
the
management
has
gotten
over
the
years
has
been
horrible
if
they
do
an
rfp,
it's
going
to
be
a
three
year
with
multiple
years
added
on
to
it.
We
need
to
make
this
done
right.
B
B
That's
either
in-house
or
during
an
rfp.
We
can
take
the
old
rfp
and
modify
it
to
make
it
work.
There
were
workarounds
that
the
people
selected
last
time,
finagled
getting
the
job
and
getting
the
contract
and
it
needs
to
be
locally
owned
and
it
needs
to
be
locally
operated
by
jacksonville
beach
people
for
it
to
be
as
successful
as
it
can
possibly
be.
B
C
That'll
bring
us
to
the
last
two
items
on
the
agenda:
future
briefing
topics
and
committee
assignment
reports.
Anybody
have
any
committee
assignment
reports,
they'd
like
to
report
out.
First
councilor
jansen.
H
Yes,
we
had
our
first
quarterly
pension
meeting
last
week.
It
went
really
smooth
reelected
some
seats
in
there
for
another
tenure
and
then
the
overall.
H
If
I
had
to
give
an
overall
percentage
we're
sitting
right
at
about
81
percent.
We
have
some
retirements
that
just
occurred,
but
we
have
a
lot
of
retirements
that
are
coming
up.
I
believe
in
the
next
quarter
or
next
half.
I
think
we
got
up
to
10.
So
we're
going
to
be
looking
at
that
as
well,
but
pension's
still
strong,
going
well.
H
Yeah,
I
do
have
do
we,
the
audit
selection
committee.
Do
you
want
to
talk
about
that,
or
do
we
want
to
wait
on
that
or.
H
Sure
so
we
have
we
council,
member
stokes
and
myself
are
part
of
that
committee
and
we
went
through
the
process
over
several
months
now
of
identifying
who
is
our
best
auditor
for
the
city
of
jacksonville
beach,
and
it
turns
out
that,
with
an
overwhelming
majority,
that
purpose
gray
is
going
to
be
our
selection,
we're
just
asking
that
they
change
partners
for
transparency's
sake,
so
they're
gonna
be
or
we're
gonna.
Let
them
know
they're
awarded
the
rfp
and
we'll
see
where
we
go
from
there.
E
C
Seeing
none
I'm
going
to
close
the
briefing
and
wish
everyone
a
very
happy
valentine's
day
and
we'll
see
you
all
next
week
at
regular
council
meeting,
which
will
be
on
the
23rd.
You
did
the
special
election
on
tuesday
and
the
holiday
on
monday,
so
six
o'clock,
chambers
and
the
23rd
we'll
see
you
all.
Then
mayor
hoffman,
you
have
something
you
want.
G
To
see
oh,
I
just
wanted
you
guys
might
have
gotten
an
invitation
about
the
girl
scouts
that
are
going
to
be
coming
in.
That's
that's
optional,
so
we
have
one
of
our
local
girl
scout
troops
coming
in
just
to
learn
about
civic
engagement.
So
anyone
who
wants
to
come
by
earlier,
please
feel
free
to
and
no
matter
what,
when
you
do
show
up
for
the
meeting,
there
will
probably
be
a
girl
scout
sitting
in
your
seat.
So
please
do
your
usual
very
welcome
and
that
jack
speech.
Customer
service
are.
G
And
I
didn't
on
the
I
didn't
say
it
during
the
committee
report
outs,
but
I
I
think
we
had
a
very
nice
trip
to
tallahassee
fernando
and
georgette
and
mike
and
I
went
and
our
our
lobbyists
just
had
us
hooked
up
with
a
ton
of
meetings
and
lunch
and
just
felt
like
we
were.
I
don't.
G
I
didn't
know
where
we
were
half
the
time,
because
we
were
just
following
our
lobbyists
at
top
speed
through
the
halls
of
the
capitol
and
but
it
was
great
it
felt
it
felt
productive
in
relationship
building.
E
Yeah
to
to
the
mayor's
comment,
I
will
say
mayor
that
when
I
went
in
2020
our
lobbyists
did
the
same
thing.
Then
I
think
mike
would
would
have
would
agree
and
they
did
a
great
job.
And
so
I'm
really
glad
that
that
they
took
good
care
of
you
guys
and
that
you
had
a
good
experience.