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From YouTube: City Council Meeting 05-16-18 Part 2
Description
Description
A
Trane's
ad
a
transition
plan:
now
they
are
moving
forward
with
the
fiscal
year
8
projects
fiscal
year,
18
I'm,
sorry,
projects
fiscal
year,
19
we
have
485
thousand
and
150,000
for
2020
and
2021
and
again
the
hundred
and
fifty
thousand
per
year
going
out
all
the
years.
There's
three
hundred
thousand
still
unfunded
and
again
as
they
work
through
the
plan,
they
may
find
that
one
hundred
fifty
thousand
per
year
was
maybe
not.
The
right
number
maybe
needs
to
be
a
little
higher,
but
that's
what
they
had
originally
put
in
for
sales
tax
funding,
I.
B
Just
would
like
to
make
the
comment
since
there's
been
much
much
discussion
over
the
past
months
and
years
that
we
are
a
retirement
community
and
many
of
us
do
have
various
challenges
and
living
our
everyday
life
that
there's
any
way
that
we
can
accelerate
any
ad
a
improvements
through
the
years.
I
think
it's
beneficial
for
our
whole
community.
I.
Just
think
this
is
an
area
that
I
feel
the
exact
opposite.
I
feel.
A
Us
41
bridge
approach
lighting
at
the
Harbor
walk
120,000
in
fiscal
year,
19
Taylor,
Street,
rear
braking
was
unfunded
last
year,
but
at
a
previous
council
meeting
they
asked
that
we
move
forward
with
this
project,
so
we
did
add
it
to
the
funding
for
fiscal
year.
Nineteen
tree
street
complete
street
improvements.
A
Again
this
is
a
project
we
are
working
with
F
dot
on.
It
is
an
unfunded
project.
Currently
with
them,
we
only
have
budgeted
225,000
projects
expected
to
be
350,000.
So
still
the
remainder
remains
unfunded,
Shree
Street
trailhead
this
project.
Again,
as
you
remember,
last
year
they
had
applied
for
funding
for
this
project.
Urban
design
again
is
going
to
apply
again
so
200,000
remains
budgeted
for
the
50%
share
of
the
city
and
200,000
applied
for
grant.
A
It
infrastructure
is
146,000.
This
is
m2o,
I,
think
right
controllers,
that's
how
you
say
it.
So
it's
an
upgrade
as
well
as
replacements,.
A
Harborwalk
West
area
3
design,
so
again,
then,
where
the
star
is,
that
is
where
we're
funding
from
the
general
fund
for
design
and
367
has
been
funded
by
the
NPO
for
the
construction
police
fleet
replacements.
The
last
two
years.
Nineteen
in
2020
are
the
hundred
thousand
set
aside
to
help
funding
the
police,
fleets,
capital
project
management
again
90,000
per
year.
Again
the
funding
stops
in
2021.
So
currently
that's
all.
We
have
budgeted
Airport
Road,
complete
street
improvements
and
Cooper
Street
complete
street
improvements.
Again,
these
two
projects
have
been
submitted
to
the
NPO.
A
C
A
C
Something
that
shows
us
the
priority
list
in
terms
of
what's
most
important
and
what
maybe
even
rate
it
on
a
scale
of
one
to
five
of
what
the
importance
of
that
project
is
versus
what
we
really
what
we'd
like
to
have
done,
because
it's
a
wish
list.
I,
just
I,
just
kind
of
think
that
this
is
a
really
open-ended
list
of
I
mean
I
know
we
have
to
do
a
lot
of
these
things,
but
what's
really
the
most
important
for
us
to
absolutely
get
it
on
the
to-do
list
versus
well.
D
These
are
the
projects
that
went
through
the
committee
for
the
for
the
referendum
that
was
voted
on
right.
I,
understand
that
so
really
we're
pretty
much
committed
to
most
of
them,
but
like
ponts
Park,
for
example.
We're
not
we're
learning
that
we're,
probably
not
gonna,
be
there
and
any
construction
phase,
and
this
cycle
right.
E
D
E
The
people
in
the
county
voted,
we
had
a
list
of
projects
and,
with
the
exception
of
at
the
Taylor
Street
RIBA
King,
specifically,
which
we
tied
into
the
downtown
improvements.
The
people
saw
this
list
and
they
voted
for
it
and
since
then,
some
of
the
estimates
have
changed.
Yes,
they
have
changed
and
fortunately,
if
you
look
at
the
revenue
projection,
when
we
started
this
program
in
2014
that
revenue
projection
was
two
million
a
year,
it's
now
2.8.
E
E
D
Most
of
these,
except
for
that,
one
that
you
but
downtown
lighting
and
other
aspects
of
downtown
were
included
so
yeah,
that's
how
the
Taylor
Street
River
it
got
included
in
that.
But,
like
the
ad,
a
improvements
all
of
those
were
taken,
all
of
the
projects
actually
were
taken,
one
by
one,
we're
presented
by
staff
and,
were
you
know
vetted
through
the
committee.
So
so,
let's
move
on
to
the
onion.
F
Think
just
to
kind
of
support
the
notion,
even
though
we
had
they
were
voted
on,
they
were
voted
on
based
on
an
anticipated
cash
flow
and
we
thought
a
projection,
and
if
we,
even
though
we
are
receiving
more
in
intake
of
the
sales
tax
funds,
they
still
may
not
meet
the
project
requirements.
So
there
may
need
to
be
some
prioritization
if
there
are
not
sufficient
funds.
D
I
think
what
Kristen
said,
the
ones
that
are
in
design
like
her
further
along
than
the
ones
that
haven't
been
started
at
all.
That
would
be
helpful
to
know
because
ponts
I
mean
we're
that's
another
good
example
is
that
you
know
it's
it's
in
design,
we're
not
currently
spending
any
funds
for
that
design,
but
you
know
the
construction
is
way
out
in
time,
so
I
think
if
you
could
prioritize
it
that
way.
That
would
be
super
helpful
and.
D
A
Okay,
so
some
of
the
unfunded
projects
are
still
in
play.
Are
the
City
Hall
renovations
phase,
two
we're
working
on
phase
one
right
now
and
those
were
funded
but
phase
two
and
phase
three
have
not
been
funded
security
measures
we
have
just
gone
to
bid
and
I
think
we
received
the
bids
back
and
our
reviewing
them.
That
project
still
has
not
been
funded,
because
we
were
waiting
to
see
what
the
costs
were
going
to
be.
D
E
Is
the
estimate
that,
based
on
our
conceptual
the
folks
at
the
Veterans
Park,
are
going
to
try
and
raise
the
money?
We
just
have
it
there
as
a
placeholder?
Okay,
we
as
a,
for
instance,
if
we
as
a
city,
want
to
take
this
project
on
if
they
can't
raise
the
money
in
the
next
sales
tax
program
that
might
show
up
on
a
list
to
be
determined
to
be
determined.
A
Harborwalk
us
41
North
Brown
bridge
underpass
improvements
again.
This
is
on
the
NPO
list
as
unfunded
as
well,
but
it's
on
our
unfunded
list
as
well:
historic
district
streetlights,
three
hundred
and
thirty
thousand
unfunded
the
park
wooden
pathways
and
pier
pilings
replacements.
This
is
a
new
one
this
year
and
it's
related
to
some
recent
happenings
with
our
peers
and
our
pilings
and
Public
Works
that
we
should
start
putting
some
money
aside
to
start
taking
care
of
some
of
that
infrastructure.
So
they
were
requesting
one
hundred
and
twenty
five
thousand
per
year,
Bethel
st.
A
A
Royal
Ponciano
improvements
complete
street
2.5
million,
currently
unfunded
alligator
Creek
us
41,
North,
Brown
pedestrian
bridge
number
to
one
point:
almost
nine
million
there
and
again
NPO
has
that
as
an
unfunded
project,
alligator,
Creek,
I'm,
sorry,
South,
Punta,
Gorda
Park
at
fire
station
to
800,000
trabe
you
park,
improvements,
seven
hundred
and
sixty
thousand
and
us
41
at
Carmelita
Street
extension.
So
this
one
again
is
currently
grant
funded
for
the
pre
design
of
design,
but
the
construction.
We
do
not
know
the
amount
yet
or,
if
it'll
be
funded
again.
E
F
E
A
E
D
A
A
We
did
want
to
point
out
again
administrative
restructuring
that
has
happened
over
the
years,
so
we've
had
a
reduction
in
the
workforce
since
2007,
even
through
tool
to
today
of
ten
point
nine
percent.
In
2007
we
had
313
employees
at
our
lowest
point.
We
were
at
263
employees
currently
in
fiscal
year,
2018
our
count
is
279
and
that
279
does
include
Schnepp,
which
was
added
in
2015.
A
A
Again,
this
is
a
little
more
on
the
history
trend.
Personnel
costs
increased
eleven
point
three
percent,
despite
increases
in
health
insurance,
pension
benefits
and
I
should
say
expense,
and
during
that
time
we
mitigated
a
lot
of
those
things
through
limited
or
no
pay
increases
position.
Eliminations
shift
of
some
of
the
benefit
expense
over
to
the
employees
and
changes
to
the
pension
plans.
A
A
Our
current
assumptions
are
six
percent
increase
in
ad
valorem,
which
would
include
the
new
construction
millage
rate
remaining.
At
the
three
point,
one
nine
six
nine
still
includes
the
transfers
of
four
hundred,
fifty
nine
thousand
for
the
road
resurfacing
and
five
hundred
thousand
for
the
drainage.
All
their
other
revenues
are
estimated
at
a
one
percent
increase
overall
on
the
expense
side,
three
percent
salary
or
merit
increase.
Six
percent
increase
in
health
insurance,
10%
increase
in
workers,
comp
we've
held
the
general
pension
costs
flat
and
for
the
fire
pension
costs
increased.
A
A
Correct
financial
policies:
we
just
want
to
remind
everyone
that
we
do
try
to
have
a
balanced
budget
with
current
revenues,
including
financing
or
unrestricted
fund
balance
that
exceeds
or
equals
our
current
year
appropriations.
The
use
of
one-time
revenues
to
fund
ongoing
expenditures
is
discouraged.
We
try
to
only
fund
one-time
projects
with
that.
We
continue
to
progress
towards
achieving
the
balanced
budget
without
relying
on
reserves.
A
We
want
to
just
bring
you
our
five-year
capital
outlay
plan
and
so
there's
a
list
of
all
the
equipment
that
the
departments
have
requested
and
in
what
years,
the
dump
truck
from
right-of-way
was
moved
out
one
year
to
2023
to
help
smooth
the
funding
over
the
five-year
period.
All
the
others
have
pretty
much
stayed
the
same.
A
You'll
notice
under
police
fleet
that
in
2021
you
see
the
full
amount
of
the
funding
previously
1%
sales
tax
was
funding,
$100,000
and
general
fund
was
funding
the
rest,
so
that
will
all
go
to
general
fund
starting
in
2021
and
then
there's
the
fire
apparatus
for
the
eight
hundred
thousand.
That
would
be
transferred
to
the
other
fund
to
cover
that
in
there
is
the
new
vehicle
for
an
EMS
training
position.
That
is
tentative.
That
discussion
will
be
coming
up
in
a
little
bit.
A
A
And
we
just
want
to
give
you
a
look
of
where
we
were
at
when
we
came
to
you
with
the
long-range
plan
and
where
we're
at
now
so
based
on
the
changes,
we've
made
increasing
revenues
a
little
bit
and
then
the
use
in
working
on
the
expenditures,
the
use
of
operating
reserves.
We
were
able
to
lower
to
six
hundred
and
twenty
thousand
seven
hundred
fifty
dollars.
E
When
you
see
use
of
reserves,
that's
budgeted
use
of
reserves,
it
doesn't
mean
that
we
use
that
amount.
Hopefully
we
can
get
by
using
much
of
it,
but
you
never
know
it's
budgeted
use
of
reserves.
That's
what
we're
trying
to
wean
ourselves
away
from.
We
haven't
done
it
yet,
but
but
if
revenues
come
in
a
little
more
expenses
come
in
a
little
less.
That's
the
less
need
for
the
use
of
those
budgeted
reserves.
A
Just
want
to
show
you
how
we
kind
of
came
up
with
where
we
were
at
so
where
we
increased
revenue.
There
was
a
little
bit
of
decrease
in
the
pay
plan
due
to
turnover
changes,
a
decrease
in
the
CRA
transfer
increases
in
operating
expense
and
then
a
little
bit
of
increase
in
the
outlay
plan,
and
that's
a
net
number.
A
So,
in
regards
to
the
operating
expense,
the
things
that
were
funding
or
causing
the
increase
was
IT
operations
and
capital
needs.
The
general
fund
share
one
hundred
and
forty
three
thousand,
and
a
lot
of
that
just
had
to
do
with
renewal
of
contracts
that
we
had
purchased
three-year
contracts
on
equipment
and
things
like
that
and
now
those
renewal
periods
are
coming
up
and
do
police
department
needs
again
they're
all
listed
there
and
then
the
fire
department,
medical
supplies,
training
and
volunteer
program.
A
A
Facilities
has
an
increase
of
forty
thousand
for
some
armed
men
of
the
buildings,
and
then
urban
design
was
able
to
reduce
the
comp
planning
for
that.
The
one-year
fiscal
year,
nineteen
by
twenty
five
thousand
increased
insurance
for
public
safety,
we're
expecting
a
little
bit
of
increase
there
and
then
Human
Resources.
We
didn't
have
to
do
a
study
again
this
year,
so
that.
A
A
We
have
a
budgeted
capital
outlay
reserve
that
we
expect
to
have
at
the
end
of
the
year
of
a
hundred
and
four
thousand
and
then
putting
in
the
eight
percent,
which
is
increasing
the
point
five
percent.
As
we
talked
about
the
long-range
plan
meeting,
that
minimum
would
be
one
point.
Six
eight
eight
leaving
us
approximately
one
point:
eight
million
available
reserves
for
allocation.
B
A
H
B
Of
all
I
want
to
commend
staff
over
the
years
of
doing
so
much
more
with
so
much
less
I
want
I
can't
emphasize
that
enough,
but
it
seems
to
me
that
we,
as
a
community
of
Ana
City
input
to
Gord
I,
have
an
obligation
to
assist
our
staff
to
be
rather
than
putting
the
gun
to
them,
had
not
increased
in
our
taxes.
So
we
have
a
responsibility
to
put
our
reserve
to
a
minimum
of
a
standard
reserve.
B
I
would
prefer
to
see
it
even
above
that
as
other
communities,
because
things
go
up
and
things
go
down
and
when
times
get
hard,
we've
already
asked
our
staff
to
cut
all
the
meat
out.
That
is
so
obvious
from
the
the
slides
and
presentations
we've
seen
that
we
need
to
figure
out
some
way,
I
feel
to
put
some
more
meat
in,
so
that
we
have
something
for
a
rainy
day
and
that's
the
one
that's
the
biggest
problem.
I
have
with
your
budget.
You
have
complied
with
what
our
requests
are.
F
So
slide
it's
confusing
to
residents.
I've.
Had
a
number
of
people
ask
me
about
this.
When
we
get
to
this
point-
and
we
start
this
conversation,
yes,
then
people
say
well:
where
does
this
money
come
from?
Where
does
this
this
20
estimated
ending
reserves?
Where
did
that
3
million
come
from
because
it's
like
we
have
this
discussion
and
we
talk
about
these
reserves
in
one
sense
and
then
all
of
a
sudden,
we
switch
to
this
conversation
and
residents
get
confused.
So
what
would
you
explain?
Yes,
where
this
money
comes
from,
so.
A
However,
when
we
were
in
the
economic
downturn
and
working
on
reducing
a
lot
of
things,
we
had
gone
to
a
5%
minimum
operating
reserve
over
the
years.
It's
building
back
up,
but
again
we
still
are
not
where
we're
at
total
revenues
equal
our
total
expenditures.
So
sometimes
we
do
have
planned
use
of
reserves
and
how
it's
been
increasing
is
basically,
if
the
revenues
come
in
better
as
howard
mentioned,
or
the
expenditures
come
in
less
at
the
end
of
each
year.
We
can
see
that
and
we
add
it
back
to
the
reserves.
Where's.
A
At
the
end
of
fiscal
year,
17,
that's
from
our
audited
fine.
Well,
the
17
930
17.
We
had
a
final
balance.
We
plug
it
into
our
current
budget
and
based
on
what
our
current
revenues
projections
are
and
our
current
expenditures.
That's
what
we
expect
to
have
at
the
end
of
the
year.
Okay,
again
it
could,
it
could
fluctuate
because
again
we're
not
through
the
end
of
the
year
yet
so
it's
just
an
estimate.
So
what.
F
B
So
my
point
is:
is
in
ten
years
we
haven't
been
able
to
really
get
to
an
ending
of
the
year,
because
we're
always
budgeting
using
some
of
our
reserves.
Yes
from
the
downtime
and
that's
the
point
I'm
making
we've
asked
you
to
do
a
lot
more
with
with
less
yes
and
you've
done
a
great
job,
but
we
still
haven't
been
able
to
recover
to
where
we
were
ten
years
ago.
Right.
E
Fortunately,
our
approach
has
been
and
we're
like
many
other
communities,
we're
not
different.
We
do
what's
called
a
conservative
budgeting
approach,
and
that
is,
we
hope
and
we've
been
fortunate-
that
revenues
have
come
in
a
little
more
than
what
we
budgeted
and
we're
not
different
than
many
other
communities
who
take
that
approach,
and
we
hope
and
we've
been
fortunate
that
expenses
have
come
in
a
little
less
than
what
we've
projected
and
that's
how
we're
able
to
handle
this
over
the
years.
E
D
D
We've
just
held
everything
down
as
far
as
we
possibly
can,
and
that's
what
Gary's
speaking
to
is
that
we've
asked
them
to
to
do
that
every
single
year,
and
eventually
it's
gonna
come
a
time
where
we're
gonna
have
a
lot
of
turnover
and
we're
gonna
have
to
make
the
jobs
a
little
bit
more
attractive
to
to
get
the
kind
of
candidates
that
we
require
here.
So
we've
been
in
a
bubble
in
that
sense,
I
think,
but
we
have
been
doing
better
with
bringing
in
the
expenses
the
revenues
to
meet
the
expenses.
D
A
That
are
requesting
staffing
are
here
to
answer
any
questions.
I'll
go
through
briefly
what
they
are
and
then
you
can
ask
any
questions
you
have
on
them.
So
PD
is
asking
for
one
full-time
dispatcher
and
the
communications
division.
The
estimate
cost
is
fifty
thousand
that's
a
net
cost
because
they
think
they
could
reduce
a
little
bit
of
overtime
by
adding
an
additional
staff,
and
this
is
the
phase
two
so
originally
last
year,
when
they
had
come
to
you
an
increased
one
dispatcher
they
were
really
requesting
to
and
we
put
off
one.
E
A
Again,
we've
put
that
in
here
tentatively
effective
July
1.
So
the
number
we're
showing
you
at
the
top,
the
45,000-
that's
basically
a
quarter
year
of
financing
of
that
posed
to
positions.
The
annual
cost
would
be
approximately
180,000
and
again.
This
will
be
dependent
upon
full
staffing
and
the
requesting
this
for
being
more
proactive,
additional
helping
out
in
the
hot
spots
of
the
area
and
more
community
and
special
enforcement
activities
to
be
more
proactive.
E
I
Morning,
chief
Davis,
Police
Department,
you
have
any
questions
about
it
or
do
you
want
me
to
okay?
So
what
I'm
looking
to
do
is
since
I've
been
here
and
part
of
my
assessment
of
the
agency.
I've
noticed
we're
very
reactive,
but
we
have
a
patrol
section.
We
have
our
criminal
vestigation
section
and
our
sorrows
who
are
in
the
schools.
I
It's
just
a
lot
of
time
to
take
to
actually
come
up
with
solution
of
show
you
things
so
I
want
to
put
them
under
that
lieutenant
and
when
I
get
the
call
for,
but
particularly
the
big
issues
is
the
service
trucks
that
are
parking
on
some
of
the
roadways
and
they're
blocking
the
road
and
our
our
citizens
are
having
to
go
around
them
on
a
double
yellow
line.
So
our
officers
will
respond
out
there,
but
there's
nobody
to
really
kind
of
follow
up
and
call
the
businesses
and
say:
hey
you.
I
E
You'll
see
that
it's
budgeted
for
July
1
of
2019.
The
reason
is
we
want
to
evaluate
how
we're
doing
when
the
police
department
gets
fully
staffed
right.
We
think
it's
going
to
be
a
while
till
they
get
fully
staffed
and
up
and
running
with
full
staffing,
all
trained
out
all
trained
yes,
so
we
want
to
have
plenty
of
time
to
evaluate
as
a
department
how
we're
doing
once
once
were
out
there.
All
positions
are
filled,
and
then
that's
why
it's
put
off
so.
D
So
you
would
elevate
somebody
that's
already
in
your
your
staff
correct
and
then
that
would
make
room
for
two
new,
just
patrol
off
correct
and
if
the
I
notice
that
we
got
some
comments
back
on
email,
there
are
memos
that
detail
all
of
this
out
in
the
back
backup
of
the
agenda.
If
you
didn't
read
that
you
should
definitely
read,
especially
with
the
dispatcher
reading,
how
many
hours
the
supervisor
sent
and.
D
Calls-
and
we
all
know
we
hear
these-
you
know
there's
still
stories
out
there-
the
boy
that
was
in
the
minivan,
you
know
on
the
9-1-1
call.
We
really
need
people,
you
know
the
Supervisory
and
the
training.
We
have
to
always
continue
on
that
path,
or
you
know
things
happen,
it's
tragic,
so
I
mean
we've
had
them
in
our
community
and
we
have
to
be
aware
that
we
have
to
really
stay
on
top
of
that,
because
our
community
expects
it
they
expect
the
service
to
so.
F
Yeah,
the
dispatcher
that
whole
communications
area
is
very
stressful,
yes
and
and
I
agree.
It
requires
people
who
have
a
high
degree
of
training
to
be
able
to
handle
those
situations
that
are
instant,
and
so
they
have
to
respond.
Are
you
what
the
question
I
guess
about
the
community
engagement
officer?
Is
this
something
that
you're
saying
Howard
that
it's
in
here,
but
we
want
to
continually
evaluate
it,
so
you're
not
really
looking
for
us
to
approve
it
at
this
time,
you're
just
looking.
E
E
We
still
need
this
function
because
we
still
have
these
hot
spots
out
there
and
these
various
issues,
but
we're
asking
that
it
be
placed
in
and
I
say,
tended
it's
gonna
be
in
the
budget,
but
it's
not
starting
or
will
be
contemplated
to
be
started
until
July,
1
and
we'll
come
back
to
you.
If
we
want
to
get
this
thing
started
some
other
day,
we
wanted
to
bring
it
to
you
now
to
tell
you
what
we're
thinking
I.
F
E
F
I
And
there
is
illegal
narcotics
activity,
we
know
about
that.
It's
just
and
we
just
don't,
have
the
officers
to
go
out
there
and
do
the
necessary
investigation
to
just
get
rid
of
it
all
together.
Yes,
we.
J
I
F
This
is
where
I
feel
that
you,
as
a
new
person
coming
in
and
sharing
your
expertise
and
experience,
especially
when
it
comes
to
training
and
knowing
how
to
handle
some
of
these
situations
from
your
background,
is
really
helping
guide
us
in
a
in
a
new
way.
Yes,
so
I
think
those
are
the
kind
of
things
where
we
need
to
articulate
that,
so
that
we
can
continue
to
be
proactive
and
what
we
do
and
and
continue
to
keep
the
the
low
levels
of
crime
that
we've
been
becoming
used
to.
Yes,
I'm.
I
B
I
C
E
C
D
C
C
A
The
current
price
they're
the
three
hundred
twenty
eight
thousand
seven
hundred
for
a
full
year.
It
includes
salaries
and
benefits
the
operating
costs.
The
current
way
we
do
school
resource
officers
as
we
do.
We
take
the
vehicle
and
amortize
it
over
eight
years,
so
the
depreciation
cost
is
in
there
to
help
build
up
the
cost
for
a
next
vehicle
and
startup
cost
for
equipment
uniforms.
So
currently
the
chiefest
said
they
could
maybe
use
some
vehicles
that
have
not
gone
to
auction
yet,
which
is
a
short-term
solution.
A
I
C
On
the
news,
the
other
night,
they
were
talking
about
Cape
Coral,
having
to
add
I,
believe
22
new
school
resource
officers,
but
they're
saying
that
they
have
to
pay
for
it
out
of
taxpayer
funds.
Why
are
we
saying
that
we
think
we're
gonna?
Have
it
paid
by
the
state?
I
understood
the
state
was
supposed
to
be
funding
them
all,
but
I
was
confused
by
that
message
on.
This
is.
J
F
A
G
Morning,
ray
Briggs
fire
chief,
so
little
history.
On
the
on
this
position,
we
had
the
position
it
was
eliminated
in
2008.
During
the
economic
downturn,
the
workload
was
distributed
to
several
positions
within
the
organization,
including
rotating
throughout
the
shifts.
Again,
it's
about
training
all
right
little.
Just
some
numbers
here
call
volume
in
2008
we
ran
about
2,800
calls
a
year
in
2017.
We
were
over
4,000,
so
it's
about
a
50%
increase
in
call
volume
and
of
those
4,000
calls.
G
75%
are
EMS
or
medical
in
nature,
so
kind
of
building
the
picture
there
about
the
ALS
movement
2012.
We
started
our
ALS
or
advanced
life,
support
level
of
service
and
I'm
just
going
to
cut
to
the
chase
that
when
some
of
the
job
functions
that
occur
since
that,
since
we
started
the
ALS
movement
they're,
what
we
consider
to
be
high
risk
low
frequency
type
calls
meaning
that
they're
a
we.
G
Don't
you
don't
do
them
often,
but
when
you
do
them,
there's
a
very
significant
consequence
if
it
doesn't
turn
out
right,
and
so
that's
the
the
emphasis
of
this
training
just
collectively,
each
firefighter,
EMT
or
paramedic
has
a
required
about
300
hours
of
training
per
year.
If
you
talk
about
our
ISO
classification,
the
training
that's
required
for
that.
Their
advanced
life
support
the
everything
from
EVOC,
which
is
an
emergency
vehicle
operator
which
is
16
hours,
and
we
can
just
I,
can
keep
going.
G
I
could
talk
to
you
for
hours
about
this,
but
anyway,
in
the
interest
of
time,
so
our
personnel
today,
particularly
the
paramedics
that
carry
23
separate
medications
on
every
call
which
they
have
to
have
a
variant
enter.
You
know
intimate
knowledge
of
indications,
contraindications
and
all
of
that
so
again,
high
risk,
low
frequency
type
events
dive
calls.
G
They
also
this
person
would
oversee
that
again
back
in
the
in
the
day
we
collectively
like
I,
said
right
now
we
have
some
FTOs
field
training
officers,
which
is
a
title
assigned
to
a
person,
that's
on
shift
who
helps
coordinate
training
on
their
shift,
but
essentially
what
you
end
up
with.
We
have
three
shifts
three
separate
fire
departments
right,
and
so
we
need
somebody
that
can
give
that
direct
oversight
when
we're
dealing
with
things
like
medications
and
interventions.
G
I'll
give
you
an
example
in
two
weeks
we're
doing
an
in-house
training
on
surgical,
surgical,
crack
autonomy,
where
you,
you
know
using
Pig
tracheas,
where
they're
doing
inserting
crikes
into
a
pig
trachea.
That's
that's
one
of
those
events.
If
you
need
to
do
one
of
those
in
the
field,
it
has
to
be
done
right
and
that's
where
training
falls
in.
So
that's
what
we're
asking
for
is
to
to
find
that
position
and.
G
Yeah,
it
don't
work
date.
You
know
day
shift
so
it'll
be
a
staff
position,
they'll
be
credentialed
and
sworn
so.
They'll
also
be
available
for
our
again
I,
always
mention
ISO.
It's
relevant.
We're
approaching
our
our
assessment
now
so
they'll
be
counted
in
that
that
as
well.
So
we'll
get
points
from
our
ISO
classification
as
well.
E
G
So
I
saw
ISO
is
a
essentially
it's
a
report
card.
That's
given
to
every
municipality,
every
community
in
the
country
on
your
on
your
fire
service
is
what
it
is,
and
so
they
they
evaluate
and
I
can
go
into
great
detail.
They
evaluate
both
your
suppression
or
our
job.
How
well
we
can
do
our
job,
but
training
hours
are
part
of
that.
It
also
evaluates
our
dispatch
section.
They
realize
that
you
can
have
a
great
fireman,
but
if
your
dispatch
isn't
on
the
ball,
then
you're
really
not
not
very
effective.
G
The
third
element
is
our
Utilities
Department,
where
they
evaluate
our
water
system,
so
they
come
in
and
they
they
spend
the
better
part
of
a
week
in
our
community.
It
takes
years
off
of
my
life
every
time
they
do
it
and
we
get
a
report
card.
So
you
you
get
a
classification,
one
is
the
absolute
very
best
and
ten
is
pretty
much
an
awning
distant
Dept.
We
are
currently
at
a
three.
We
have
a
three
ISO
classification
of
three.
The
county
is
at
a
four
Cape
Coral,
I'm,
not
sure
north
port.
G
So
what
so
we're
all
in
there?
But
the
where
the
rubber
hits
the
road
to
the
community
when
you
go
to
renew
your
insurance
premiums,
whether
it
be
a
commercial
and
I
understand
the
commercial
side,
saves,
there's
a
significant
savings,
but
even
on
the
residential
level,
when
we
renew
our
premiums.
One
of
the
first
questions
they
ask
is:
what
is
the
ISO
classification
for
the
city
of
Punta
Gorda,
so
we're
a
three
if
you
lived
elsewhere
and
you
are
at
a
four,
you
would
pay
more
in
insurance
premiums
than
you
would
here.
G
Does
that
make
some
sense?
So
it's
a
real
big
deal
to
us
and
it
should
be
a
big
deal
to
our
our
residents
as
well.
So
we're
do
I
got
the
letter
recently
that
we're
up
for
an
assessment
happens
every
three
to
five
years,
and
so
they
count
everything
from
again
training
hours
to
equipment.
All
of
that
staffing
staffing
is
a
huge
piece
of
it
and.
D
G
F
F
G
G
And
kind
of
on
that
just
wait!
If
you,
if
you
think
about
hospitals
in
medicine,
you
know
medicine
has
changed
tremendously
over
the
past.
You
know
changes
you
annually
right,
weekly
and
so
the
patience
I
mean
hospitals
are
almost
doing
drive-through
procedures,
so
patients
come
home
to
recover
at
home,
which
the
level
of
acuity
from
the
call
that
we
that
we
run
is
significantly
different
than
it
was
two
three
five.
Ten
years
ago
I
mean
patients
are
coming
home
today.
G
You
know
where
they
would
have
been
in
the
hospital
for
a
week
and
then
ultimately
call
9-1-1,
and-
and
here
we
are
so-
and
that
goes
right
across
the
you
know,
on
the
fire
side
of
the
house.
You
know
things
are
complicated.
Today,
hybrid
cars
for
vehicle
extricate,
there's
a
lot
of
training,
that's
necessary.
We
need
our
folks
to
be
able
to
depend
upon
that
training
when
they,
you
know
middle
of
the
night
or
whenever
that
call
is
yes,
sir.
So.
G
You
for
asking
and
well
we're
working
on
it
right
now.
What,
unfortunately,
it's
it's
great
in
our
past
three
years,
but
as
we
move
forward,
it's
going
to
be
staffing
I'm,
just
gonna
say
it
I
feel
like
I'm
going
to
be
able
to
get
us
there
with
training.
Our
Utilities
Department
has
left
very,
very
few
points
on
the
table.
They've
done
amazing
work.
Our
dispatch
communications
left
very
few
points
on
the
table.
G
They've
done
well
the
points
that
we're
on
the
table
were
ours,
and
so
we've
made
some
significant
improvements
and
in
training
and
pre-fire
planes,
and
all
of
those
staffing
will
be
the
number
one
issue,
and
so
we'll
see
where
we
get
my
goal
is
a
well.
My
goal
is
to
maintain
a
three
all
right
number
one
and-
and
we
skated
into
a
three
at
our
last
evaluation.
B
I
just
want
to
say
that
I
have
two
individual
friends
recently
that
have
had
to
call
9-1-1
for
a
medical
emergency.
In
both
cases,
you
guys
beat
the
em
for
sure
and
gave
very
important
initial
treatment
until
the
ambulance
was
because
the
ambulance
can
be
caught
somewhere
else
too.
You
know
and
that's
the
that's
the
county
and
and
that
gets-
and
you
guys
are
just
there
very
quickly
and
you're
four
minute
or
less
you.
G
B
G
D
G
E
D
G
A
The
final
request
we
have
is
the
computer
support
specialist
one
FTE.
The
net
increase
to
the
general
fund
is
approximately
41,000,
the
total
for
the
positions,
approximately
56,000
and
again
they're,
trying
to
be
more
proactive
support
of
divisional
needs
by
working
in
set
locations
daily.
So
his
plan
was
to
have
someone
say
at
the
Cooper
Street
utilities
area
to
work
with
them.
Then
move
over
to
the
police
department
one
day
and
then
over
the
annex
another
day
and
I.
Will
let
Brad
talk
about
that?
If
you
like.