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A
All
right
welcome
to
our
first
of
a
couple
budget
review
hearings.
We
are
starting
off
today
with
executive,
legislative
finance
and
human
resources
scheduled
to
go
four
to
six.
History
would
show
we're
not
going
to
make
it
to
six,
but
we'll
take
all
the
time
we
need
so
I'll
turn
it
over
to
our
city
manager,
mike.
B
A
little
bit
of
housekeeping
before
we
start
with
the
budget
showcase
that
we
did
last
week,
which
was
the
very
high
level
financial
overview
for
the
city
as
a
whole.
There
was
a
powerpoint
slide
that
was
presented.
The
intent
is
that
that
powerpoint
actually
fill
in
the
tab
of
financial
conditions
report
on
your
budget
document,
budget
manager,
soto
did
put
that
to
the
website
today
and,
I
believe,
sent
out
an
email
to
all
of
you.
B
B
B
First
of
all,
budgets
shouldn't
be
stale
where
it
looks
exactly
the
same
year
after
year
after
year.
There
should
always
be
change
to
reflect
what
information
the
council
wants
to
see.
One
of
the
big
things
that
I
wanted
to
reiterate
that
was
brought
up
last
friday
is
that,
prior
to
the
start
of
this
year's
budget
season,
we
internally
created
our
own
list
of
priorities,
goals
and
initiatives,
and
they
are
included
within
the
executive
and
legislative
section
of
the
budget
document.
B
The
purpose
of
doing
this
exercise
again
was
to
get
the
organization
to
start
thinking
in
terms
of
global
alignment
of
the
activities
that
we
do
pretty
much
everything
that
we
do
as
an
organization.
Individual
departments
should
be
aligned
with
overarching
strategic
goals,
priorities,
goals
and
objectives.
B
You
will
also
notice
again
that
there
is
a
difference
in
terms
of
how
those
actions
are
presented
department
from
department.
The
thought
process
here
is
that
we'd
like
to
get
your
feedback
as
we
move
through
the
departments
as
to
which
formats
you
like,
which
formats
you
don't
like.
So
once
we
get
towards
the
end
of
our
budget
workshops,
we
will
be
asking
for
some
feedback
so
that
between
october
and
the
end
of
december,
mr
seville,
myself,
deputy
city
manager
and
finance
officer
can
create
the
appropriate
templates
for
the
fiscal
year
2023
budget.
B
So
once
we're
in
january,
I
can't
believe
we're
already
talking
six
months
down
the
road,
but
once
we
hit
january
we
can
tell
our
department
directors.
This
is
the
template
we
will
be
using
across
the
entire
document
and
your
fiscal
year.
2023
budget
should
have
some
substantial
consistency
with
regards
to
his
appearance.
B
If
you
have
any
questions
as
we
go
through
the
workshops
tonight,
please
feel
free
to
just
raise
your
hand.
We
have
all
the
appropriate
people
here
in
the
room
to
answer
your
questions
and
anything
that
we
don't
have
a
question,
an
answer
for
your
question
on
tonight.
We
will
get
back
to
the
entire
council
with
the
answer.
B
This
is
a
combination
of
both
legislative,
the
budget
for
the
city
council,
as
well
as
city
administration,
to
include
the
city
manager,
city
attorney,
clerk's
office,
fire
marshal
and
information
systems
which
had
been
moved
into
this
particular
department
a
couple
of
years
ago
or
last
year.
The
intent
again
is
that
in
next
year's
budget,
information
systems
will
be
spun
off
as
its
own
department
with
a
department
director,
in
which
case
then
it
will
have
its
own
cab
within
the
document.
B
B
B
C
B
B
That
dollar
amount
is
something
that
escalates
slightly
each
year.
There
is
both
the
payment
for
services,
as
well
as
the
payment
for
pension
obligation.
We
are
in
year
two
of
our
payments.
Once
we
get
through
fy22,
we
will
have
seven
years
left
to
pay
off
our
obligations
for
the
fire
pension.
Our
pension
obligation
will
go
to
zero
at
that
point
in
time,
the
other
portion
is
fire
marshal,
which
we
will
get
to
in
just
a
second.
C
B
B
Hearing
no
other
comments,
we'll
jump
over
to
page
six,
which
is
the
city
clerk's
page
again.
The
budget,
for
the
most
part
doesn't
change
all
that
much,
but
with
regards
to
the
business
plan,
you'll
notice,
in
the
goals
for
the
upcoming
year,
there
are
a
few
things
that
we
are
looking
forward
to.
One
of
them
is
a
citizens
information
academy
which
is
the
equivalent
of
a
citizens
academy
for
the
entire
city,
similar
to
the
one
that's
done
for
the
police
department.
B
We
do
also
have
the
clerk's
office
continuing
their
support
of
the
charter
review.
That
is
probably
going
on
with
council
and
obviously
a
big
initiative
will
be
making
sure
that
we
meet
the
thresholds
of
wrapping
this
up
by
the
end
of
the
calendar
year
so
that
we
have
a
couple
month
buffer
before
all
of
those
written
ballot.
Initiatives
have
to
go
over
to
the
supervisor
of
elections,
for
inclusion
onto
the
ballot
for
november
of
2020.
B
B
B
B
B
Over
on
the
the
fire
marshal's
office,
one
of
the
big
changes
for
this
year's
budget
was
the
was
the
change
in
funding
and
the
philosophy
for
how
the
deputy
fire
marshal
position
is
handled.
The
original
thought
was
to
have
a
fire
marshal
and
one
deputy
fire
marshal
to
support
anything
to
do
with
fire
inspections,
plan
reviews
or
any
other
services
that
that
office
provides.
B
It
turns
out
that
it's
not
necessarily
one
fte,
with
benefits
necessary
to
fulfill
the
role,
but
he
has
three
part-time
employees
that
work
less
than
40
hours
per
week
and
is
still
able
to
achieve
the
mission
of
the
fire
marshal's
office.
So
this
year,
one
of
the
changes
that
we
made
was
to
specifically
budget
for
those
three
part-time
positions.
D
B
D
And
then
in
the
conducting
inspections,
I
guess
that
is
that
includes
vacation
rules
too.
That's
correct,
okay
and
then,
as
far
as
the
deputy
fire
marshals,
could
you
say
again
what
they're
doing
with
what
are
they?
Is
he
just
splitting
everything
up
between
everybody
or
are
they
specifically
doing
certain
things
for.
B
E
B
It's
our
intention,
that
is
part
of
the
spin-off
of
information
systems
that
the
director
position
be
a
new
one.
That's
added
in.
We
are
also
looking
at
a
second
position
for
beaches,
energy
services
to
provide
full-time
support
to
their
operation,
similar
to
the
way
the
police
department
currently
has
one
I.t
dedicated
support
for
their
operation
as
well.
B
It's
our
thought
process,
though,
that
those
two
positions
would
both
be
in
information
systems,
as
opposed
to
one
of
them
directly
reporting
to
bg's
energy
from
a
from
an
organizational
chart
perspective,
and
for
those
of
you
that
read
up
on
the
florida
league
of
cities
and
the
priorities.
Obviously,
cyber
security
is
a
large
issue
within
the
organization.
B
One
of
the
things,
if
you
take
a
look
at
the
fourth
bullet
under
the
goals,
is
to
implement
quarterly
cyber
security
training
program
for
all
employees.
We
have
actually
started
doing
some
cyber
security
training
this
fiscal
year
and
is
our
goal
to
continue
to
enhance
that
training
amongst
every
employee
in
the
organization.
E
B
It's
a
it's:
a
combination
of
online
training
and
online
testing,
so
the
online
training
is
watching
a
series
of
videos
answering
questions.
The
testing
is
our
it
department,
working
with
our
cyber
security
training
company,
know
before
to
actually
sculpt
and
test
our
staff
with
different
emails
that
they
might
receive
during
the
course
of
the
day
or
different
types
of
phishing
scams.
B
City
computer,
we
do
have
as
of
right
now
we
do
have
emails
that
come
out
with
hints
and
tips
for
what
people
should
do,
but
it's
not
part
of
the
formal
training
program
right
now.
We've
done
one
full
organization
training
and
we
are
preparing
to
do
more
training
at
the
end
of
this
year
and
going
into
next
year.
B
E
B
The
goal
would
be
to
customize
the
training
based
on
department
and
functionality
within
the
organization.
Clearly,
individuals
that
are
working
within
scada
at
beach's
energy
may
need
different
cyber
security
training
than
administrative
support
in
the
city
manager's
office.
So
the
goal
would
be
that
the
training
have
some
general
properties
to
it,
but
then
also
provide
some
specific
based
on
where
people
work
the
technologies
they
have
access
to
and
the
threats
that
may
be
posed
specific
to
their
operation.
Thank
you.
C
B
Does
this
one
similar
to
other
departments
and
department
directors
that
have
been
onboarded
in
the
organization?
The
goal
would
be
to
let
them
take
the
first
three
or
four
months
to
get
their
feet
wet
and
then
to
come
back
with
whatever
their
recommendations
and
suggestions
are
to
move
forward
at
this
point
in
time.
B
C
D
C
B
C
B
D
F
C
C
B
Subject
so
this
is
doing
septic
improvements
on
the
pendant
corridor,
as
well
as
trying
to
do
some
infrastructure
improvement
along
just
the
commercial
district
at
the
north
end
of
penman
in
a
very
specific
area
where
right
now
there
are
wide
open,
curb
cuts
and
they
create
traffic
pattern,
problems
and
traffic
pedestrian
problems
within
that
area.
So
it's
trying
to
rectify
some
of
those.
B
The
the
big
thing
is
whether
or
not
jacksonville
would
put
any
money
towards
it,
and
obviously,
with
the
complete
reconstruction
of
penman
road.
There's
a
question
as
to
how
much
we
should
do
on
the
actual
non-sewer
side
of
the
project
and
potentially
have
the
rest
of
the
improvements
be
made
by
the
city
of
jacksonville
moving
forward.
I
think
that
now,
in
their
budget
for
this
year,
they've
actually
moved
all
of
that
money
into
their
five-year
cip.
A
C
C
B
It
was,
it
was
five
thousand
an
increase
to
the
five
thousand
dollar
mark
for
beachy
style
ride.
Council
member
dumont
referenced
that
in
future
years,
she'd
like
to
talk
about
competitive
grants
for
other
non-profits
within
our
jurisdiction,
and
then
the
other
was
that
we
still
have
funds
that
we
put
in
the
budget
each
year
for
the
city
council
to
participate
in
travel
and
training
such
as
florida,
legal
cities.
D
C
C
F
B
But
there's
still
a
lot
of
question
marks
with
regards
to
state
revenues
and
with
regards
to
what
will
happen
in
coming
months
with
regards
to
the
economy
as
a
whole
and
inflation
as
well
we're
seeing
it
on
the
construction
end.
So,
while
from
our
revenue
side,
we
seem
to
be
pretty
much
on
mark
with
what
aj
and
ashley
have
predicted.
The
expenditure
side
may
end
up
being
the
question
mark
over
the
next
six
to
12
months,
depending
on
what
happens
with
pricing
and
construction
services.
D
D
B
C
B
So
if
they
needed
to
pick
up
additional
time
here
at
the
city
of
jacks
beach,
they
can,
which
is
good
right
now.
They're
content
with
working
one
day
a
week,
but
the
reality
is,
is
that
more
bodies
makes
it
more
tenable
for
our
fire
marshal
to
take
time
off
for
training,
vacation,
sick
leave,
etc,
which
was
another
reason
why
having
multiple
bodies
seems
to
be
working
a
little
bit
better
for
them
than
just
the
one
deputy.
B
We
will
know
more
in
coming
months.
It
was
very
good
that
we
had
our
public
works
director
attended.
A
recent
permitting
conference
down
in
south
florida
was
able
to
sit
down
and
speak
with
dep
representatives
who
are
the
ones
charged
with
enforcing
the
new
law,
as
it's
been
passed
by
the
legislature
here
in
the
state.
B
So
at
the
end
of
the
day
you
know
we
will
need
to
spend
something.
We
don't
know
what
it
is.
We
will
need
to
spend
and
we
don't
know
what
it
will
look
like
yet,
but
clearly
it
could
be
worst
case
scenario
would
be
substantial
millions
of
dollars
if
we
have
to
go
to
something
like
reverse
osmosis,
to
eliminate
our
surface
water
discharges.
B
B
B
There
are
a
lot
of
priorities,
goals
and
objectives
that
have
been
identified,
and
one
of
the
processes
now
is
talking
about
how
those
get
operationalized.
It
is
unknown
what
the
fiscal
impacts
of
operation
operationalization
might
look
like.
I
think
I
said
that
correctly,
so
the
best
example
I
can
give
you
is
once
we
have
an
idea
of
what
an
urban
trail
costs
throughout
the
city
of
jack's
beach,
and
when
we
talk
trailer,
we're
talking
25
miles
worth.
B
We
may
end
up
with
a
price
tag.
That's
in
the
millions
of
dollars
and
does
council
want
to
potentially
borrow
and
try
to
do
it
all
in
a
short
time
frame.
Or
do
you
want
to
do
it
over
an
extended
time
frame
and
pay
as
you
go?
Those
are
the
types
of
conversations
we
may
have
on
some
of
the
issues
of
the
strategic
plan,
as
we
start
fleshing
out
what
they
look
like
going
forward.
E
D
And
there
was
discussion
at
that
time
by
the
city
council
representative,
which
was
bill
gulliver,
that
the
beaches
are
not
going
to
get
anything
out
of
that
that
all
of
that
money
that
we
would
have
normally
gotten
from
this
tax
is
now
going
to
go
to
pay
off
the
pension
debt,
which
does
nothing
for
us
and
our
pension
debt
at
all.
So
has
there
been
any
discussions
at
all
with
anybody
in
jacksonville
about.
B
Like
living
here,
not
yet
it's
eight
years
out,
but
that's
clearly
a
conversation
that
probably
needs
to
be
had
there's
a
question,
maybe
whether
it
needs
to
be
at
the
elected
official
level,
whether
it
needs
to
be
at
the
administrative
level
or
potentially
both,
but
clearly,
if
the
residents
of
jacksonville
beach
and
the
other
two
beach
communities
are
all
paying
sales
tax
and
that
money
can
be
used
for
paying
for
public
safety
pension.
Last
time
I
checked
the
city
of
jacksonville.
Beach
still
has
public
safety
pension
obligations.
B
E
F
We
have
the
four
divisions
that
make
up
the
entire
finance
department,
as
shown
in
page
one
and
then
I'll
flip
over
to
page
two,
and
I
just
wanted
to
touch
on
just
a
couple.
Recent
accomplishments,
the
first
bullet
or
the
first
check
mark
is:
we
continue
to
receive
the
award
for
excellence
in
annual
financial
reporting
and
for
distinguished
budget
presentations.
F
F
If
there's
no
questions
on
accomplishments.
I'll
move
over
to
that
summary,
as
you
can
see
the
summary
for
the
finance
department,
our
budget
is
up
six
percent
in
the
coming
year.
It's
part
of
that
addition
is
the
addition
of
the
cio
of
the
internal
service
allocation,
for
that
position
largely
goes
to
accounting
and
utility
billing,
so
it
added
about
180
000
of
this
increases.
F
F
F
You
know:
y'all
approved
the
money
in
april
of
this
year
to
onboard
gartner
as
our
implementation,
partner
and
they've
been
extremely
helpful
to
us.
What
we've
been
working
on
these
last
couple
months
is
developing
the
business
capability
modeling
for
utility
billing
we've
completed
that
and
turned
it
over
to
tyler
and
by
the
end
of
this
fiscal
year.
F
F
So
as
it
stands
right
now,
the
business
that
analyst
is
within
the
finance
department
and
the
I.t
administration
position
will
stay
with
finance
because
it
is
fun
specified
to
just
the
newness
applications
and
so
for
the
duration
of
the
project.
Our
strategy
was
to
keep
it
all
together
in
one
group,
but
when
the
project
completes
and
the
new
cio
is
on
board,
that
is
an
option
to
kind
of
consider.
If
that
position
is
better
suited
in
that
ip
department.
E
F
So
we
are
still
using
sunguard
for
our
building
permitting
and
business
tax
modules,
and
so
we'll
continue
on
with
sundard
until
we
can
put
together
the
next
phase
or
stage
of
the
project
where
we
look
at
our
land-based
applications,
the
gis
component
and
our
asset
management
module.
So
we're
still
going
to
be
partnered
with
sunguard
for
probably
the
next
two
plus
years
at
least.
F
F
C
F
F
So
what
we've
seen
trend
with
our
molecules
when
we
originally
built
the
normal?
We
had
seven
different
carriers
on
there
and
they
kept
merging
and
so
right
now
we
have
four
cell
phone
carriers
and
now
we're
gonna
go
down
to
three
we've
been
fortunate
to
add
st
john's
county
as
a
tenant
on
the
monopole.
F
F
G
So
her
mind
is
a
little
different.
We
don't
have
a
whole
lot
of
changes
in
our
budget.
It's
pretty
much
staying
stable,
no
massive
changes.
If
you
look
at
page
four
you'll
see
that
it's
pretty
much
static,
we're
not
anticipating
on
pages
five,
six
and
seven
any
massive
increases
in
any
of
our
insurance
property
liability.
G
All
right,
so
a
lot
of
the
stuff
we're
going
to
be
putting
our
focus
on
this
year
is
our
strategic
priority
of
attracting
and
retaining
qualified
and
highly
motivated
workforce.
We
want
the
right
people
at
the
right
time
that
have
the
right
fit
with
us.
So
one
of
the
first
things
we're
going
to
be
looking
at
is
revamping
our
onboarding
process.
G
We
want
to
make
it
less
about
filling
out
the
paperwork
and
more
about
having
the
employee
fit
into
our
culture.
Making
them
feel
welcome
from
day
one
to
accomplish
this,
we're
looking
at
getting
some
kind
of
onboarding
software.
That's
going
to
eliminate
the
need
to
do
that
paperwork
on
the
first
day,
we're
also
looking
at
establishing
a
mentor
program
so
that
all
the
new
hires
are
going
to
have
the
access
they
need
and
the
information
they
need
in
order
to
start
on
day.
G
One
also
we're
also
currently
right
now
we
just
started
this
we're
in
the
process
of
implementing
a
new
hire
check-in
where
we
check
in
with
those
new
hires
about
four
times
in
the
first
three
months.
It's
you
know
it's
a
common
knowledge
that
ninety
percent
of
employees
decide
whether
they
want
to
stay
with
an
organization
within
their
first
six
months
of
employment.
G
It
is
our
goal
to
provide
more
development
opportunities
for
all
employees
like
webinars
seminars,
training
classes,
so
as
part
of
that
initiative,
we're
also
going
to
be
looking
at
getting
a
learning
management
software,
we're
hoping
that
this
system
is
going
to
allow
us
to
better
track
training
certificates.
But
it's
also
going
to
give
us
a
robust
library
of
trainings
that
they
can
take
another
core
value
that
we're
looking
at
is
communication
to
us.
Our
community
is
our
employees.
We
want
that
open
and
honest
dialogue.
G
G
Outside
of
that,
we're
also
going
to
start
looking
at
having
an
annual
employee
survey
that
we
get
out
to
gauge
how
employees
feel
about
working
here
in
regards
to
things
like
the
leadership,
their
work,
team,
available
opportunities,
job
satisfaction
and
things
like
that
and
we'll
be
asking
the
same
questions
every
year.
So
we
can
kind
of
follow
that
and
track
it,
and,
as
ashley
mentioned
we're
also
looking
at
the
erp
for
hr
or
rdn
talks
about
that
hoping
to
get
that
process
more
heavily
started.
G
C
C
A
I'm
happy
to
hear
about
the
training
and
streamlining
some
of
the
onboarding
processes.
Do
any
of
the.
I
know
both
of
our
insurance
providers
provide
trainings
as
well
as
incentives
for
taking
certain
steps.
You
know
that
help
them
in
their
lines
of
coverage.
Have
we
already
looked
into
those,
and
maybe
that's
not
a
question
for
now,
but.