►
From YouTube: City Council Meeting 07-03-19 Part 3
Description
Description
A
B
A
B
F
G
We're
gonna
start
with
our
budget
alternatives
that
we
talked
about
at
the
April
17th
meeting
and
we'll
go
through
line
by
line.
We
did
update
on
the
top
part
of
the
spreadsheet
there,
the
the
7
1
2019,
what
1
mil
would
generate.
So
that's
the
number
we're
using
as
far
as
coming
up
with
the
millage
rates.
We
show
a
column
that
says
estimated
millage
that
one
is
including
capital
and
ongoing
and
then
the
the
very
last
column
is
just
the
ongoing
portion.
D
F
G
So,
with
fire
pension
we
were
trying
to
add
a
hundred
thousand
dollars
for
stabilization
that
was
related
to
because
right
now
we
have
fluctuations
from
year
to
year.
So
it
changes
our
outlook
each
year
with
the
union
contract
changes
that
occurred.
We
expect
that
in
the
following
year
it's
gonna
go
up,
so
anything
not
used
in
fiscal
year.
2020
would
be
carried
over
to
help.
Keep
that
a
flat
amount
versus
having
another
spike.
G
C
G
B
B
G
G
F
B
I
So,
first
of
all,
do
we
need
it
in
my
opinion,
and
that's
kind
of
why
I'm
here
it
is
desperately
needed.
This
is
a
position
that
we
had
years
ago
and,
as
things
got
bad,
the
position
was
eliminated.
So
as
to
the
job,
you
know
title
it's
a
training
chief,
meaning
excuse
me
that
it
is
an
administrative
spot.
This
position
will
provide
oversight
as
we've
increased
the
level
of
service,
particularly
advanced
life
support.
You
know
call
volumes
have
doubled
since
we
had
this
position
and
what
we've
got
is.
I
We've
got
folks
that
are
out
in
the
field,
doing
I'll
just
say:
riskier
procedures
right,
so
the
the
level
of
invasive
procedures,
all
of
those
things
that
we're
doing
it
and
I
need
this
oversight,
and,
quite
honestly,
this
is
that
this
additional
oversee
training,
specifically,
but
really
with
a
focus
on
the
advanced
life
support.
We've
got.
We've
got
folks
who
are
in
the
field
like
I,
said
doing
doing
some
really
invasive
stuff,
and
it's
it's
just
desperately
needed.
I.
I
Absolutely
we
do
what
we
can
now
we
use
what
we
call
field
training
officers.
We
have
some
folks
that
we
give
them
a
little
pay
incentive
to
do
shift
training,
but
there
isn't
that
oversight
that
you
know
again.
We
essentially
what
we're
trying
to
avoid
our
three
separate
fire
departments,
meaning
like
three
separate
shifts,
and
we
need
that
consistency.
This
is,
if
you
look
across
the
board.
This
is
not
unusual.
This
is
right
in
line
with
what
other
folks
I
think.
F
I
E
This
is
an
imperative
position,
that's
even
more
important
than
when
we
had
it
filled
in
the
first
place,
if
you
think,
just
in
the
news,
for
example,
yesterday
there's
two
fire
fire
men
that
are
in
the
hospital
because
of
an
incidental
exposure
to
fentanyl
on
a
call.
They
also
are
dealing
with
different
types
of
automobiles
than
they
were
before
because
of
the
lithium
batteries.
E
They
have
to
be
dealt
with
differently
in
crashes
than
they
were
before
and
a
number
of
things
as
the
technologies
change
and
have
somebody
they
keep
oversight
to
make
sure
that
our
people
are
safely
up
to
snuff
on
the
latest.
Training
for
these
types
of
occurrences,
I
think,
is
paramount.
That's
exactly
the.
E
B
E
G
F
G
Next
two
kind
of
go
together
so
I'm,
gonna
dis,
explain
that
is
the
employee
development
coordinator.
So
adding
that
position
as
a
civilian
will
free
up
an
officer.
That's
currently
doing
that
position
so
that
they
could
have
a
community
engagement
team
of
two
officers.
So
they
would
add
an
additional
officer
with
that
officer
by
adding
a
civilian,
employee,
I've.
B
B
J
The
community
chief
and
Davison
to
go
to
police
department,
so
this
unit
would
be-
and
you
guys
are
aware,
because
you
see
the
watch
commanders
report,
we
have
trouble
areas
trouble
that
require
a
lot
more
proactive
type
work
and
we're
very
reactive.
We
don't
have
any.
We
have
a
patrol.
We
have
an
investigative
unit
that
handles
our
felony
cases
where
you
know
thefts
or
or
burglaries,
or
god
forbid,
robberies.
And,
of
course
we
have
our
school
resource
officers.
So
we
don't
have
that
unit
that
does
anything.
I
can
go
out
and
be
proactive.
J
I'm
frequently
asked
K
put
officers
out
on
the
bikes
in
our
unit
in
our
area
of
quick
officers
out
of
foot
patrol,
and
we
just
don't
have
we
can't
I
can't
pull
them
off
the
street
to
go.
Do
that
so
they
can
do
they
can
handle
kind
of
hotspot
areas.
They
also
can
do
our
foot
patrol,
for
instance,
over
the
last
year
as
well.
We
had
where
we
had
four
people
at
a
long-term,
either
sick
or
light
duty
type
injuries,
and
there
was
no.
J
We
were
just
paying
overtime
and
wearing
these
officers
out,
and
there
was
nowhere
to
pull
so.
We
need
to
start
building
in
a
little
bit
of
extra
staffing
that,
if
something
like
that
happens,
I
can
also
just
pull
them
off
and
put
them
into
our
patrol.
But
the
main
reason
is
we're
just
too
reactive
here
in
our
city
and
having
a
community
age
but
unit's
going
to
help
us
handle
these
quality
of
life,
issues
that
become
serious
long-term
issues.
J
A
J
The
employee
development
coordinator
right
now
is
a
corporals
position.
We
have
a
corporal
and
the
employee
development
coordinator
for
those
that
don't
know
does
just
like
fire
chief
is
saying
all
of
our
oversight
on
our
training.
They
we
have
mandated
to
do
40
hours
of
training
from
the
FDLE,
and
all
that
does
is
cover
your
lie.
J
High
liability
areas
that
doesn't
cover
things
like
de-escalation
training
that
we
did
this
year,
we're
getting
ready
to
do
narcan
training
when
you
talk
about
fentanyl
overdoses,
so
we're
getting
prepared
for
that
they
handle
or
our
field
office
or
field
training
officer
program.
Where
you
have
to
for
three
months,
we
have
an
officer
out
there
being
trained
by
another
officer.
You
have
to
make
sure
they're
hitting
all
those
areas
that
are
mandated
by
FDLE.
J
They
do
all
of
our
recruitment,
all
of
our
hiring
all
of
our
promotion
testing
and
just
a
phenomenal
amount
of
work
where
everybody's
having
to
pitch
in,
have
being
able
to
have
an
civilian
eyes
that
where
we
can
find
a
lot
of
people
that
have
that
training
experience
coming
as
a
civilian
like
I
told
you
I,
when
I
was
with
Baltimore,
I
was
actually
a
civilian
with
them.
So
we
can
then
free
up
that
position
and
put
it
with
a
commitment
had
a
double
community
engagement.
J
B
H
Mean
I,
don't
think
anyone
our
community
wants
us
to
cut
corners
when
it
comes
to
public
safety
and
I.
Think
that
I'm
we
have
to
view
this
I
stated
earlier
much
more
holistically
that
we
just
can't
cut
corners
on
this
I
mean
we.
We
have
to
be
at
the
top
of
our
field
and
we
need
to
have
it
so
that
also
understanding
the
law
enforcement
basically
catches,
every
other
failure
we
have
in
our
community.
H
E
Would
like
to
add
on
to
that,
and
the
same
as
I
had
said
with
the
and
the
chief
looted
to
there's
gonna,
be
more
pressures
on
our
both
law
and
law
enforcement
and
Fire
Department.
As
we
annex
areas,
we've
seen
this
already
with
Walmart
as
there's
been
a
larger
disproportionate
number
compared
to
what
we're
used
to
I'm,
not
saying
disproportioned
as
much
as
the
way
life
is,
but
we're
so
used
to
being
put
to
go
to
aisles
and
burn
store
aisles
with
these
difficult
to
get
in
and
out
very
low
crime
areas.
C
One
of
the
things
that
going
back
to
when
we
interviewed
you
for
your
position,
one
of
the
things
that
so
impressed
us
was
that
you
were
so
current
and
so
up-to-date
on
what
made
a
good
police
force,
and
we
wanted
you
to
bring
that
to
our
community
and
I
feel
that
this
is
just
another
step
and
you're
getting
closer
to
what
we
asked
you
to
do
so.
I'm
all
for
it.
G
We
have
the
body
cameras
for
the
police
and
this
was
a
five-year
plan,
so
it
the
first
year
is
55,000
and
then
ongoing
I
think
it
was
33,000,
but
adding
it
to
our
capital
outlay
plan.
We
had
reduced
our
capital
outlay
plan
from
seven
hundred
forty
thousand
per
year
to
seven
hundred
thousand
by
adding
this
map
to
the
plan,
that'll
bring
it
back
up
to
seven
hundred
forty
thousand
per
year,
so
it's
a
flat
forty
instead
of
doing
55
and
then
having
lower
it,
just
smooths
that
funding.
B
G
E
G
B
G
F
D
Mean
citywide
yeah:
well,
we
evaluate
that
each
year,
so
I
can't
give
you
that
answer.
I
can
tell
you
with
the
current
contract.
We
give
you
each
week
the
progress
they're
making
on
each
on
the
fiscal
year's
allocation
they're
doing
quite
well,
so
we'll
do
another
reevaluation,
probably
August!
Is
it
when
we
have
the
rains
and
then
yeah
and
then
we'll
do
it?
Take
a
look,
see
how
we're
doing
no
but
we're
we're
we're
committed
that
we
can
at
least
go
from
500,000
down
to
300,000
and
as
a
good
start.
That's.
E
B
Would
also
like
to
look
into
the
situation
it
seems
like
lately,
I've
had
more
issues
related
to
new
homes
being
built
and
when
the
new
home
gets
built,
it
disrupts
the
flow
and
I.
Don't
understand
why?
Because
they
are
building
whoever
it
is
they
site,
they
cite
the
drainage
and
how
the
drainage
should
be
put
in,
so
that
it
should
be
consistent
and
not
disruptive
long,
but
we
get
continue
to
get
residents
who
email
us
about
new
homes
and
after
the
the
driveway
goes
in
its
are.
B
F
E
Just
we
had
I
have
mentioned
this
before,
but
about
a
year
and
a
half
ago,
one
of
my
neighbors
redid
their
hole
on
the
side
and
they
had
to
get
the
permit
and
sod
guy
came
in
and
that
didn't
meet
and
they
made
him
pull
the
sod
back
up
regrade
and
put
it
back
down.
So
in
that
case,
the
code
enforcement
work.
My
block
drains
very
well
always
has
I.
H
Mean
an
issue:
we
have
this
a
lot
and
they
store
district
I
mean
the
issue
is
that
if
you're
gonna
follow
the
new
building
code
and
you're
building
lower
areas,
unless
we
viewed
us
holistically
and
actually
have
it
so
that
when
we're
doing
our
new
home
builds
have
to
comply
with
the
water
flow
of
the
whole
neighborhood
I
think
this
just
different
approach.
You
know
we've
not
had
to
in
the
past,
but
I
think
from
this
point
forward.
H
B
D
A
D
I
will
say
this
when
a
particular
property
owner
has
had
a
undeveloped
vacant
lot
next
door
to
them.
That's
low
the
when
the
wall
when
it
rains
it
accumulates
on
that
lot
and
it
may
be
masking
what
the
real
problem
is.
Owners.
Property.
Yes,
so
then,
when
a
house
is
built
now
now
the
issue
becomes
more
prevalent,
so
it's
not
only
the
new
house.
It
could
mask
what
the
current
property
is
dealing
with
and
we
had
that
situation.
Okay,.
A
D
We
now
have
a
full-time
position
that
there's
gonna
be
out
there
trying
to
ramp
it
up.
We
will
have
these
issues
go
on
in
the
future,
I
mean
it.
We're
gonna
have
to
deal
with
these.
Unfortunately,
case-by-case
we
do
require
that
new
houses
when
they
do
their
drainage.
They
have
to
show
us
how
the
drainage
gets
either
into
the
Swale
and
then
down
into
the
front.
E
G
On
to
information
technology
again
for
the
general
fund,
they're
about
seventy
two
percent:
seventy
two
and
a
half
percent
of
the
share
of
information
technology,
so
some
of
it
is
capital
our
GIS
has
been
expanding,
so
you
have
GIS
equipment,
I!
Think
at
the
meeting
it
was
approved
for
the
whole
55,000.
B
K
Certainly
Brad
shooty
IT
manager.
Each
of
these
items
are
progressions
and
improvements
that
we've
put
in
over
the
past
few
years
and
trying
to
move
things
forward.
Our
GIS
equipment
we've
been
over
the
past
year,
implementing
Enterprise
GIS,
geospatial
information
systems,
mapping
using
maps
to
drive
decision-making
and
display
data,
and,
as
we've
established
the
foundation
now
we've
added
the
GIS
administrative
position.
K
The
analyst
position
they're
at
a
point
now,
in
order
to
support
the
departments,
they
need
additional
tools,
tools
that
they
can
go
out
and
pinpoint
the
locations
of
all
of
our
signs
or,
as
a
new
sign.
New
things
are
put
in.
They've
got
tools
that
can
measure,
because
the
GIS
technology
on
your
phone
is
is
good
within
three
to
five
meters.
We
need
tools
that
will
measure
within
three
to
five
centimeters
or
a
decimeter
which
is
10
centimeters.
K
So
it's
special
tools
and
these
tools
are
a
little
bit
costly,
but
it's
just
to
be
able
to
outfit
the
departments
with
the
tools
to
gather
information
now,
so
they
can
start
using
the
system
that
we've
put
into
place.
The
second
item-
the
GA,
the
virtual
desktop,
upgrade
a
portion
of
the
computer
services
that
that
are
used
in
the
city
rather
than
running
on
a
full-blown
desktop
or
laptop,
which
are
expensive,
run
on.
K
What's
called
a
virtual
desktop
appliance,
which
is
about
a
third
of
the
cost,
as
new
operating
systems
have
come
out
and
as
the
graphical
nature
of
the
interface
has
come
into
play.
The
current
virtual
desktops
that
we're
using
just
can't
support
that
technology
anymore
they're
either
sluggish
they
they
don't
work
as
well,
and
so
we
need
to
be
able
to
upgrade
that
equipment
so
that
we
can
buy
virtual
desktop
units
that
have
the
graphics
capability
have
the
processing
power
to
be
able
to
function.
K
It
allows
us,
instead
of
having
to
invest
in
a
computer
at
a
certain
level
of
operating
system,
they're
run
by
a
server
that
then
keeps
everything
up
to
date
all
the
time,
so
those
devices
it'll
actually
remove
computers
from
our
replacement
cycle
and
allow
us
to
use
those
virtual
desktops
for
a
longer
period
of
time
and
and
support
mostly
administrative
functions,
but
some
of
our
other
functions
in
a
way.
That
is
more
economical
and
and
allows
us
better
flexibility
in
providing
services.
K
The
Granicus.
Currently
we
use
Novus
agenda
for
our
agenda
management,
and
we
have
you
know
separate
programs
that
we've
used
for
gathering
minutes
for
meetings
and
and
it's
it's
just
in
pieces
all
over
the
place.
Granicus
as
a
company
is
one
of
the
leading
in
the
nation
in
providing
this
service
to
cities.
K
Granicus
just
bought
Novus
Granicus
also
bought
vision
internet,
which
is
our
internet,
our
the
tool
that
we
use
for
our
internet
to
build
that
built
our
website
so
as
they
assimilate
all
these
pieces
under
their
umbrella,
where
we're
looking
at
moving
to
their
meeting
management
suite.
That
would
allow
us
to
use
the
consistency
of
their
platform
across
all
of
these
different
areas
and
just
make
it
easier,
more
effective.
K
Allow
us
to
provide
better
services
to
the
citizens
through
the
website,
linking
all
of
our
meeting
information
onto
the
website,
making
it
easier
to
follow,
making
videos
easier
to
watch
by
tagging
them
to
the
agenda
so
that
you
can
click
on
an
agenda
item
and
it'll.
Take
you
right
to
that
place
in
the
meeting
that
will
you
than
to
review
just
that
specific
piece
instead
of
having
to
speed
through
a
meeting
on
on
YouTube,
so
that
investment
is
just
going
to
take
us
to
that
next
level
of
support
for
citizen
engagement
and
and
meeting
management.
K
The
final
item-
the
electronic
timekeeping.
We
are
currently
our
methodology
for
for
timekeeping.
Our
interface
with
payroll
is
still
very
manual.
We've
been
looking
at
this
tool
for
a
while
up
until
recently,
it
had
been
cost
prohibitive,
based
upon
the
benefit
that
we
would
receive
from
it.
But
the
solutions
that
are
in
place
now
have
come
down
in
price
to
a
point
where
that
isn't
the
case
anymore,
we
feel
that
the
bang
for
the
buck
that
will
get
if
investing
in
it
for
simplifying
the
payroll
process.
K
D
K
Now,
using
the
electronic
timekeeping
yeah
I
believe
that
we
haven't
run
all
of
the
numbers
because
we're
not
sure
exactly
where,
but
it
will
do
such
things
as
reduce
the
payroll
processing,
time
and
finance
from
days
to
hours.
So,
just
in
that
alone,
it's
gonna
pay
for
itself.
Okay,
that
makes
sense.
K
K
What
our
break
and
fix
person
in
Dalton
has
taken
on
more
and
more
responsibilities
and
was
recently
I
think
two
years
ago
was
promoted
to
a
systems
analyst,
as
opposed
to
just
a
break
in
fixed
person
because
of
the
intricacies
involved
in
managing
our
users,
managing
our
computers
in
inventory
and
asset
management.
Things
like
that
that
he's
taken
on
have
made
it
in
addition
to
distributing
computers,
new
computers
and
everything
has
taken
a
lot
of
his
time
and
he
doesn't
have
the
time
to
put
into
those
quick
break-in
fixed
tickets.
K
We've
noticed
a
slight
reduction
in
our
percentage
of
closing
tickets,
not
because
we're
not
getting
as
much
work
done,
but
because
the
number
of
tickets
that
were
taking
in
has
almost
gone
up
by
40%
and
we're
closing
him
as
fast
as
we
can
but
giving
us.
This
additional
position
would
allow
us
to
have
a
person.
K
That's
there,
this
person
by
living
in
a
what,
by
moving
around
to
the
sites,
will
be
able
to
be
proactive
on
those
types
of
issues.
It's
going
to
improve
our
ability
to
track
the
work
that
we
do
as
well
as
give
quicker
response
to
our
customers
by
solving
those
problems,
not
making
them
stack
up
in
a
corner
until
somebody
lets
us
know
about
them.
K
The
flexibility
that
that'll
give
us
and
again
it
brings
in
a
person
into
that
tech,
support
position
that
we're
going
to
allow
to
put
into
our
advancement
and
be
able
to
to
plan
for
the
future
by
bringing
their
skills
up
to
a
and
then
eventually,
training
them
into
a
systems.
Analyst
position
as
those
positions
come
available,
that'll
be
a
good
starting
point
for
IT
to
have
that
cycle,
as
in
our
staff
from
this
point
forward
would
be
a
great
benefit
as
well.
G
G
That's
the
zero
point.
Three
one:
three
six
there
there
was
a
change
in
revenues
of
the
CRA,
so
that
is
related
to
our
seven
one
valuation,
certified
valuation
of
property
taxes.
So
the
increase
in
ad
valorem
is
fifty
three
thousand
two
hundred
two
hundred
and
seventy
dollars,
so
that
could
be
used
against
some
of
those
expenditures.
G
G
So
this
is
how
the
from
4:17,
when
we
came
to
you
before
the
before
they
approved
tentative
changes
4:17
after
those
changes
and
then
including
the
seven
one
estimate,
shows
you
total
revenues.
You
had
already
approved
two
hundred
twenty-six
thousand
eight
hundred
and
five
use
of
reserves,
leaving
a
gap
of
nine
hundred
and
forty
eight
thousand.
G
We
always
like
to
show
you
a
look
ahead
a
little
bit.
Of
course
things
can
change,
but
especially
as
you
go
into
the
further
years,
so
we
just
show
you
the
proposed
fiscal
year,
twenty
and
fiscal
year,
twenty-one
projecting
out
so
in
fiscal
year,
twenty
one,
the
budget
gap
would
be
approximately
1.1
million.
The
minimum
reserves
went
up
a
little
bit
because,
when
you
add
in
those
expenditures,
the
eight
and
a
half
percent.
G
So
we
also
updated
our
operating
reserve
numbers
based
on
our
final
valuation
from
our
audit
and
then
also
we
had
increased
revenue
projections
again
we're
always
constantly
looking
at
those
revenue
projections
and
adding
where
we
can
so
that
increased
overall,
four
hundred
four
thousand
less
the
capital
outlay
reserve
that
is
planned
for
use
in
fiscal
year.
Twenty
is
four
hundred
forty
thousand
the
approved
use
of
reserves.
Again
it's
rounded
here
at
two
hundred
twenty
seven
thousand
and
then
less
the
eight
and
a
half
percent
minimum
reserve
requirement.
D
D
D
G
G
G
Did
want
to
just
show
this
chart.
This
just
chart
is
just
showing
from
fiscal
year
7
2007,
where
we
had
our
highest
valuations
at
3
point.
This
is
in
thousands
you
can
see
in
my
fiscal
year,
13
was
our
lowest
point.
It
was
thirty
five
point:
seven
percent
below
2007.
We
started
turning
around
in
2014
and
where
we're
at
in
fiscal
year
2020.
As
far
as
taxable
value,
we
still
haven't
reached
the
fiscal
year,
seven
number
yet
so
we
just
wanted
to
show
that.
G
This
chart
just
kind
of
shows
you
where
our
current
ad
valorem
rate
is
and
then
just
looking
at
the
core
functions
of
the
general
fund,
not
including
any
of
the
administration,
or
anything
like
that.
So
you
have
your
paving
program,
drainage
program,
police,
fire
and
Public
Works
operating
when
we
did
the
fiscal
year
2020
with
tentative
changes.
G
We
didn't
include
the
one-time
costs
that
they
just
wanted
to
include
only
ongoing
expenditures,
but
you
can
see
that
if
you
were
just
looking
at
those
core
functions,
what
the
millage
rate
would
be
if
you
were
just
looking
at
those
compared
to
what
we
currently
have,
so
we
do
really
good
and
that
we
don't
have
assessments
for
a
lot
of
like
the
fire
assessments
and
things
like
that.
It's
all
included
in
our
millage
rate.
G
So
again,
on
our
I'm
using
the
three
point,
one
nine,
six,
nine,
our
ad
valorem
went
up
to
approximately
ten
million
point.
Ten
point:
two
million
there's
a
rate
there
if
you
were
including
the
whole
increase
of
expenditures
of
0.3
one
three
six,
if
you
were
just
doing
the
ongoing
tentative
approved
changes
you're
at
0.25,
three
five,
two
to
generate
110,000
and
then
taking
that
net
increase
in
revenue
would
decrease
point
zero,
one,
six,
seven
to
me:
53,000.
G
So
again,
before
the
approve
changes,
it
was
maintaining
the
millage
rate
of
three
point:
one:
nine
six,
nine
staff
does
recommend
a
millage
rate
increase
for
ongoing
expenditures
that
are
approved,
and
we
just
provided
some
information
here
of
what
a
point
one
mill
is
estimated
to
generate.
So
it's
about
three
hundred
nineteen
thousand,
based
on
that
July
number
wanted
to
show
you
like
what
the
effect
is
of
either
leaving
the
millage
at
three
point:
one:
nine,
six,
nine
or
adding
the
millage
rate
for
ongoing
expenditures.
And
again
we
come
from
the
previous
slide.
G
We
combine
those
two
bottom
lines.
So
that's
a
three
point,
four,
three,
three
seven
so
on
$150,000
home
for
homesteaded
residences,
the
maximum
increase
that
is
allowed
for
this
fiscal
year.
20
is
1.9
percent
because
it's
based
on
the
Consumer
Price
Index.
So
that
would
be
$33
increase
at
the
three
point:
one:
nine,
six:
nine,
that's
a
$9
increase
and
on
a
$300,000
home,
it's
a
$79
increase
compared
to
$18
current
military.
So.
D
What
we're
asking
for
you
today,
there's
van
on
July
10th,
unless
we
hear
otherwise
today
we
will
be
bringing
to
you
a
not
to
exceed
millage
rate
of
three
point:
four,
three,
three:
seven
based
on
the
expenses
that
were
approved,
they
are
for
one:
they
are
for
ongoing
expenses.
Only
the
one-time
expenses.
We
are
recommending
taking
those
from
reserves,
which
is
a
very
limited
number
keeping
our
reserves
decent,
because
we
still
have
to
maintain
those
reserves
for
some
of
these
other
items
that
are
not
in
the
budget.
Yep
master
plan,
City
Hall.
D
A
H
Just
wanted
to
give
us
each
something
this
this
is.
This
is
just
for
us
to
reflect
on
till
next
week,
the
neighbor,
the
city
where
Jeff,
Bezos
and
Bill
Gates
both
live,
he's
running
out
of
money
because
of
the
fact
that
they
rely
only
on
residential
taxes.
So
it's
just
talking
about
even
the
wealthiest
of
neighborhoods
without
raising
taxes,
unless
you
would
have
the
counteracting
with
the
commercial
balance
that
this
this
is.
This
is
a
reality
in
the
United
States.
A
F
Only
concern
is
that
we
have
a
serious
increase
coming
on
the
school
tax
bill
this
year
and
we've
got
for
those
who
haven't
paid
it.
Yet
the
Buckley's
pass
assessment
and
we're
going
to
have
the
MS
bu
assessment
for
the
people
in
the
bird
section
and
a
regular
tax
increase
from
the
county,
which
we
get
every
year
and
I
think
we're.
Looking
at
a
significant
I
mean
my
tax
bill
is
gonna
is
going
to
go
up
about
a
thousand
dollars
this
year,
not
from
our
millage
rate,
not
from
just
our
military.
F
I'm
just
saying,
looking
at
the
big
picture
for
those
who
are
looking
honestly
people
don't
care
about
what
the
millage
rate
number
is
and
they
care
about
what
does
it
mean
to
their
bottom
line?
What
is
it
gonna
say
on
my
tax
bill?
That's
what
really
is
important
to
people
and
that's
the
only
thing
that
concerns
me.
I
absolutely
agree.
F
These
are
things
we've
put
off
for
a
long
long
time
and
to
get
our
staffing
back
up
to
where
it's
acceptable
levels
for
for
public
safety,
especially
those
are
really
important
things
and
we
have
all
kinds
of
important
things
going
on
in
the
IT
division
as
well
I
mean
we
have
to
stay
with
the
times.
I
get
all
that
I'm
just
I'm,
just
throwing
in
the
other
side
of
the
equation
out
there,
because
people
have
said
to
me.
Well,
you
know
what
are
we
doing
about
our
tax
bill?
L
E
Would
just
like
to
say
that
this
discussion
even
further
makes
the
case
of
why,
as
a
community
and
as
a
council,
we
need
to
find
ways
to
bring
commercial
development
in
Turkey
to
help
offset
this.
This
is
one
reason
why
we're
going.
We
went
into
what
the
master
plan
is,
because
we
need
to
find
our
Oh
eyes.
E
We
are
pour'd
poised
to
do
that
if
we
do
it
properly
with
good
sustainable
economy,
because
we're
going
to
be
having
a
huge
increase
in
available
water
in
our
service
area,
those
areas
eventually
will
be
annexed
into
Punta
Gorda,
as
at
some
time
in
the
future.
I
would
assume
within
the
next
100
years.
At
some
point,
we
also
have,
as
a
council
proactively
already
let
out
a
for
the
initial
engineering
study
for
an
increase
and
know
in
the
waste
management
aspect
of
it
and
we're
making
increases
in
our
waste
infrastructures.
E
So
we've
been
making
the
investments
to
allow
those
types
of
opportunities
that
come
into
our
community
and
what
I
feel
is
we,
as
a
council
in
the
future,
should
do,
is
promote
ourselves
to
entice
those
types
of
businesses
to
take
advantage
of
what
we
are
proactively
doing.
We
need
to
make
ourselves
known,
available
and
sell
ourselves
in
that
respect,
so
I.
B
Would
say
that
for
years
we
have
all
of
us
have
worked
to
try
to
increase
the
commercial
tax
base,
and
it's
going
to
the
discussion
that
we
have
after
the
the
Dover
coal
recommendation
is
going
to
help
drive
us
to
some
decisions.
That
can,
you
know,
benefit
that
and
I
understand
what
you're
saying
when
I
you
know
agree
with
the
sentiment
that
it's
a
lot
to
consume
at
once
and
I've
had
residents
who
have
commented
to
me
in
the
past
about
why
can't
you
get
the
city's
taxes
down.
My
tax
bill
is
high.
B
I
said
we're
only
a
small
portion
of
your
overall
tax
bill.
You
need
to
call
the
school
district,
you
need
to
call
the
County.
Those
are
the
ones
80%
of
your
time.
Those
are
fun,
you
know
other
than
the
city,
so
you
know
it's.
Those
are
the
things
we're
trying
to
be
as
judicious
as
possible,
and
yet
there
are
just
some
things:
we've
reached
a
point
in
time
as
much
as
I
have
advocated
to
even
lower.
There
are
millage
rate
they're,
just
some
things
that
we
cannot
avoid.
E
Just
like
I,
don't
think
as
a
as
a
city,
we
have
to
apologize
for
trying
to
keep
our
taxes.
Low
I
would
like
to
point
out
you're
running
at
one
point:
four,
rather
than
one
point:
seven
employees
per
thousand
with
this
city,
this
staff,
the
city
management,
are
to
be
commended
on
running
a
very
tight
ship.
That's
one
of
our
vulnerabilities.
E
If
we
do
have
a
downturn,
because
we
don't
have
a
lot
of
people
that
we
should,
for
safety
reasons
and
various
reasons
to
be
able
to
lay
off
for
we've
already
done
that
and
we
haven't
recovered
from
that
and
it's
the
commend
our
staff
and
our
management
to
do
that.
So
we've
been
running
very
lean
for
since
really
2008
and.
B
F
F
B
B
L
Well,
that
was
a
great
warm-up
for
this
presentation
so
good
morning
or
almost
good
afternoon
for
the
record
Donna
Peterman,
seven
one
three
West
Retta,
Esplanade
and
I-
am
the
chair
of
the
pickleball
committee
and
my
committee
is
seated
to
my
left.
The
core
we
go
through
the
presentation.
I
want
to
make
a
couple
of
comments
about
our
process.
We,
as
a
group
were
appointed
on
March
6th.
We
had
our
first
meeting
March
14th
and
met
every
week
throughout
the
90
day
period.
We
also
met
as
small
teams
to.
L
Undertake
a
number
of
projects
that
we
are
going
to
report
on
today.
We
also
as
a
group,
as
you
can
see
from
the
mission
signed
on
to
provide
facts
about
pickleball
play
in
Punta
Gorda
to
assist
the
City
Council
in
determining
a
long-term
solution.
We
did
not
sign
on
to
make
recommendations
to
proselytize
for
a
particular
course
of
action.
L
So
there's
our
committee.
This
is
a
list
of
the
various
projects
that
we
chose
to
undertake.
We
really
tried
to
pursue
those
areas
of
investigation
that
would
lead
to
some
conclusions
about
what
I
would
call
urban
myths
that
had
been
said
about
pickleball
play
in
Punta
Gorda,
who
plays
where
do
they
live?
What
a
residents
think
what
a
players
think
and
was
there
any
areas
for
compromise?
L
So,
let's
start
with
the
fact-
and
this
was
news
to
me-
because
I
don't
play
pickleball,
but
this
is
the
fastest-growing
sport
in
the
United
States
and
it's
specially
popular
among
our
demographics,
those
who
are
60
years
of
age
and
above
so
you
can
see
why
it
would
be
popular
in
Punta
Gorda
and
we
provided
some
statistics
about
the
you
know.
The
pace
of
the
growth
we've
also
provided
some
information
about
the
benefits
that
those
who
play
say
they
get
from
the
sport
and
I.
L
Think
all
of
us
would
agree
that
these
are
were
the
outcomes,
lower
risk
of
heart
disease,
mood,
enhancement,
more
exercise,
increased
social
interaction
and
improve
reflexes
and
balance.
We
also
wanted
to
find
out.
Where
can
you
play
in
Charlotte
County
and
again?
This
was
news
to
some
of
us
because
I
think
if
you
live
in
Punta
Gorda,
you
don't
think
you
can
play
anywhere
else,
but
Gilcrest
Park
and
as
we
determined
there
are
a
number
of
places
where
courts
are
available
now
I
will
say.
L
The
downside
is
that
a
number
of
these
courts
are
blended
courts
and
in
some
instances
they
don't
have
permanent
nets.
We
have
been
in
conversation
with
Tommy
Scott,
who
runs
Charlotte
counties,
parks
and
recs
department,
and
they
talked
about
the
investment
they
are
making
in
upgrading
equipment
and
availability.
So
to
me,
I
think
this
is
an
an
option
for
people
who
don't
live
in
Punta
Gorda,
but
come
from
the
county
to
our
courts.
We
also
note
the
fact
that
people
flex
with
16
courts
will
be
available
soon.
L
You
know,
obviously
we
know
Gilcrest
has
eight
another
thing
that
is
important
to
our
county,
since
we
are
always
looking
for
revenue
is
the
fact
that
revenue
from
pickleball
play,
especially
tournaments
on
sanctioned
courts,
does
contribute
to
both
restaurant
and
overnight
stays.
So,
for
example,
thanks
to
information,
we
got
from
Charlotte's
BC,
B
and
pickle
Plex,
we're
projecting
that
from
the
2018
over
the
xix
period
from
tournament
play,
we
roughly
will
generate
7.5
million
dollars
and
also
we're.
L
You
know
noting
that
our
mayor
has
gone
on
the
record,
saying
that
she
sees
the
opening
of
pickle
plex.
They
boost
to
our
local
tourism,
and
it's
interesting
to
note
the
two
florida
cities,
one
nearby
Naples
and
Holly
Hill,
which
is
near
Daytona
Beach,
have
decided
to
make
big
bets
on
pickleball
facilities.
Naples,
for
example,
has
fifty
courts
recently
hosted
the
US
Open
pickleball
tournament,
where
they
generated
somewhere
between
seven
and
eight
million
dollars?
Holly
Hill,
which
is
interesting,
is
building
a
24
court
facility.
L
All
right,
we
know
that
people
like
to
play
pickleball.
We
know
that
there
are
benefits
from
playing
pickleball,
but
at
the
same
time
the
popularity
of
the
game
has
a
price,
and
that
is
the
fact
that
communities
across
the
country
are,
you
know,
having
conflict
over
the
establishment
of
courts
in
residential
areas.
So
this
is
not
something
that
we
share.
I
mean
we're,
not
the
only
people
who
have
gone
through
this
discussion.
It's
happening,
you
know,
nationwide.
You
can
see
a
couple
of
quotes.
L
We
have
a
couple
who
wants
to
move
to
the
villages
but
is
concerned
about
pickleball
noise.
We
have
people
in
Naples
who
are
saying
that
hideaway
Beach
is
now
the
poster
child
for
the
dark
side
of
pickleball
and
in
our
packet
of
information
we
showed
you
a
number
of
communities
and
how
they
have
you
know
are
struggling
with
dealing
with
newly
established
courts
and
we
even
have
a
comment
from
our
master
plan.
Master
plan,
firm,
Victor
Dover,
who
said
we
are
not
alone
in
dealing
with
this
issue.
L
So
again,
this
is
a
nationwide
phenomenon,
so
here's
history
of
play
at
Gilcrest,
Park
and
I
thought
it
would
be
illustrative
for
us
to
share
the
timeline
of
how
we
got
to
where
we
are.
So,
let's
start
with
the
fact
that
the
city
decided
in
2012
to
stripe,
to
existing
tennis
courts
for
eight
pickleball
courts
and
then
in
2015,
somewhere
between
April
and
May,
they
established
eight
permanent
courts
and
in
the
hours
that
are
currently
established,
which
is
8
to
8
p.m.
L
the
City
Council
started
discussing
sound
abatement,
alternatives
in
2016
and,
at
the
same
time,
appointed
Nancy
prof
key
as
the
liaison
to
the
pickleball
community
to
work
on
a
long-term
solution
in
February
7th
of
2018,
the
City
Council
about
abolished
tournament
play
at
Gilcrest
Park
and
then
in
January.
At
a
memorable
meeting,
the
current
City
Council
voted
to
ban
official
parking
on
the
grass
to
reduce
the
numbers
of
courts
to
for
once,
pickle
plex
open.
L
We
had
zero
resources.
So
finding
these
facts
was
an
all
volunteer
effort.
I
am
NOT
claiming
that
you
could
project
on
them,
but
I
think
what
you
are
gonna
see
is
sentiment,
which
should
give
you
a
pretty
good
idea
of
where
the
three
constituents
that
we
can
we
considered
in
our
survey
where
they
are
so
that
would
be
Park
users,
Gilcrest
players
and
the
residents.
So,
let's
start
with
the
Gilcrest
Park
players,
we
found
that
roughly
57
percent
are
Punta
Gorda
residents.
L
Now,
maybe
it
might
not
be
that
high,
because
we
also
found
that
people
are
confused
by
where
they
live,
so
they
think
a
Punta
Gorda,
zip
code
says
they
live
here
and
we
did
not
get
street
verification.
But
let's
say
it's:
roughly
50%,
okay
33%
came
from
other
nearby
communities,
so
that
would
be
port
charlotte
north
toward
fort
myers
and
then
10%
were
visitors.
So
these
are
your
people
who
come
in
from
new
york
for
the
holidays
and
play
pickleball
of
this
total
group,
and
this
was
roughly
217
people.
L
38
percent
of
that
group,
both
residents
and
nine,
are
snowbirds
and
hence
are
not
here
year-round
on
average.
These
folks
say
they
play
four
times
a
week.
98%
of
them
say
they
spend
money
when
they
come
to
our
city
and
the
player
revenue
was
judged
to
be
approximately
a
hundred
and
thirty-five
thousand
dollars
a
year.
Okay,
the
impact
of
play
on
constituents
in
this
case
the
park
users
now
I,
will
say
right
now
that
I
will
be
criticized
by
not
polling
the
people
who
no
longer
go
to
the
park.
L
I
was
kind
of
puzzled
as
to
where
we
would
find
those
people,
so
we
are
left
with
polling
the
people
who
are
in
the
park
now
and
what
we
found
was
that
pickleball
play
had
no
impact
for
60%
of
the
people
who
came
to
the
park.
It
didn't
affect
their
experience
at
all,
28%
said
it
enhanced.
It
and
12%
said
it
was
a
bummer
on
the
residents
side.
Again,
roughly
50%
of
these
people
live
in
Punta
Gorda,
so
we'll
assume
that
they
know
where
they
live.
L
28%
came
from
outside
the
area
with
a
broader
Charlotte
County
and
then
another
23%
were
outside
of
Charlotte
County
and
the
primary
activity.
The
people
in
the
park
is
walking,
exercise,
playground
and
other
okay.
Here
are
the
compare
the
players
demographics.
So
we
talked
to
20
verified
players
who
live
in
the
city
of
Punta
Gorda
and
who
are.