►
From YouTube: Tampa City Council 01282021 Pt.2
Description
Tampa City Council 01282021 Pt.2
A
C
B
D
D
Just
before
we
so
that's
going
to
lead
right
into
the
reporting
process.
So
what
happens
anytime
during
the
course
of
the
audit,
whether
it's
in
the
planning
phase
or
the
field
work
phase
and
planning
after
we
document
the
internal
controls,
we're
doing
the
processes,
we
do
analysis
of
the
internal
control.
We
could
find
an
internal
control
deficiency,
so
we
make
a
recommendation
that
maybe
control
would
be
in
the
phase,
we're
testing
the
internal
controls
and
make
sure
they're
working
as
designed
or
the
way
that
we'd
anticipate
they
would
work
so
anytime.
D
This
form
has
a
recommendation
in
the
exact
format
that
you
would
see
in
an
audit
report
and
we
send
that
out
to
management.
The
affected
management
put
a
suspense
date
on
like
seven
days
and
what
we're
looking
from
for
from
them
is,
if
they
agree
with
the
recommendation,
what
they're
going
to
do
to
correct
it
or
if
they
agree.
Maybe
somehow
we
didn't
get
some
information
or
something
like
that,
and
we
would
work
that
out
throughout
the
course
of
the
audit.
D
At
the
end
of
the
audit,
the
intent
of
that
form
is
really
for
nobody
to
be
surprised
at
in
the
arts
at
the
end
of
the
art.
We
take
all
audit
inquire
reforms
that
will
be
all
about
recommendation
and
all
the
ones
that
we
consider
reportable.
We
compile
them
into
a
draft
report,
so
management
is
not
surprised
when
they
see.
What's
in
the
report,
because
they've
got
that
throughout
the
audit,
we
send
the
draft
report
back
out
to
management
again,
and
we
call
that
a
request
for
final
review.
D
D
I
talked
about
the
government,
article
standards
and
it
here
the
excerpt
from
it
in
a
discussion,
talk
about
the
internal
art
department
being
independent
and
be
free
from
any
unreasonable
restrictions
on
the
time
allowed
to
complete
the
audit
or
engagement
or
issue
a
report.
And
so
it's
on
this.
We
established
a
policy
that
you
see
at
number
three
in
that
policy,
which
is,
if
we
issue
a
report,
and
there
are
no
recommendations.
D
The
chief
of
staff
will
return
it
to
us
within
10
days.
Then
we
can
distribute
if,
if
their
recommendation,
the
mayor
has
40
days.
40
calendar
days
to
review
the
draft
report
and
return
it
to
us,
because
sometimes
her
schedule
may
be
very
hectic
and
she
has
things
going
on.
But
if
we
don't
get
it
back
from
her
on
that
41st
day,
then
we
the
end.
I
can
release
the
report
without
her
signature
and
return
it
to
us.
D
Website
now,
one
of
the
things
I
do
track
is
how
long
that
distribution
process
takes
from
when
we
send
it
to
the
mayor
and
in
fiscal
year
2020.
The
number
of
days
of
reports
that
were
completed
during
her
administration
was
nine
days,
so
we
averaged
nine
days
her
getting
report
back
to
us
and
so
far
in
fiscal
year,
2021
is
averaging
about
11
days.
Her
return
to
reports
to
us.
D
Well,
there's
nothing
wrong
with
management
having
a
first
review
before
it's
published.
That's
one
of
the
reasons
why
I
went
through
the
whole
process.
When
we
give
the
audit
inquire
to
management,
I
mean
they've
already
seen
it
and
a
lot
of
times
it's
something
significant.
It
can
rise
to
the
level
of
the
mayor
before
we
even
get
to
the
reporting
process,
so
there's
nothing
wrong
with
management.
E
I
mean
what,
if
we
have
a
beautiful
chief
staff
and
a
wonderful
mayor
right
now,
but
but
as
as
the
rabbi
said
at
the
beginning
of
the
meeting,
we
always
have
to
prepare
for
the
future.
So
what
what?
If
this
city
and
this
count
this
community
had
an
evil
mayor
and
an
evil
chief
of
staff
and
and
and
they
were
still
operating
under
this
process,
could
you
know?
Could
they
at
that
point
in
time?
D
We
can
be
not
certified,
they
can
take
our
license
away
and
in
that
peer
review
when
they
come
and
look
at
us
if
we
are
not
if
it
appears,
if
we
give
the
appearance,
for
example,
that
is
taking
an
excessive
period
of
time
to
get
the
orders
out,
they
can
cite
us
not
in
compliance
with
the
art
standards,
and
that
would
be
very
bad
for
the
city
of
temples.
Now
you
really
would
have
a
defunct
art
department.
Furthermore,
there
is
an
auditor
in
this
shop.
E
Okay,
but
then
that
circled
back
to
my
original
question,
which
is
why
why
do
they?
Why
do
we
have
such
a
long
review
period
in
there
of
40
days
potentially
40
days?
I
understand
mayor
castro
is
very
quick
and
thorough
and
gets
it
done
in
10
days.
Why
don't
we
just
have
a
10
or
15
day
review
period
there
instead
of
40
days.
D
Well,
we
could
have
that
and
actually,
prior
to
mayor
castro,
there
was
no
policy
on
how
long
that
period
was
and
when
this
administration
came
in,
I
presented
to
them
that
as
being
a
problem
that
it
could
order,
could
be
held
too
long
or
we
could
be
perceived
as
that
language
from
the
as
not
being
independent,
and
so
this
is
what
we
negotiated
actually
put
something
in
place.
There
was
no
policy
previous
to
how
long
that
could
be
held.
E
F
Well
that
led
to
my
question
is:
why
is
it
there
if
the
audit
is
complete
and
it's
submitted,
why
this
long
time
frame
so
like?
I
guess
we
kind
of
clear
some
of
that
up,
but
to
me
still,
if
I
submit
the
audit,
I'm
the
auditor
and
I
submit
the
audit,
I
submitting
the
audit.
So
I
don't
there's
this
grace
period
of
that
long
time
to
review
or
have
a
review,
I'm
not
really
clear
on
that
you're
trying
to
clean
it
up.
But
to
me,
I'm
still
just
focused
on
that
portion
here.
D
It
doesn't
have
to
be
that's
just
what
we
I
negotiated
with
the
administration
that
we
needed
to
have
something
in
place,
so
we
get
rid
of
that
appearance
and
that's
what
we
negotiated
as
being
a
reasonable
period
of
time
and
we
are
not
getting
anywhere
near
near
that
time
period
at
all.
So
we're
being
good
stewards
for
that,
but
I
just
don't
you
don't
want
to
have
give
that
appearance
that
maybe
we
can't
release
the
audit.
D
G
Sorry,
I
just
have
to
weigh
in
the
the
the
hypothetical
that
mr
dingfelder
councilman
dingfelder
throughout.
There
is
not
a
hypothetical
it
happened
for
eight
years
we
had
a
mayor
that
you
served
under
part,
partly
who
the
community
felt
was,
at
the
very
least,
incompetent
unethical
and
a
bully.
The
the
allegation
was
that
the
last
mayor
sat
on
audits
for
months
and
months
and
months.
City
council,
I
remember,
was
very
frustrated.
That's
why
I
think
it
went
to
the
charter.
G
The
question
is,
how
would
anybody
know
the
allegation
there
was
that
he
was
holding
on
to
the
report,
so
he
could
fix
the
problem
so
that
by
the
time
it
went
to
the
media
and
into
the
city
council,
he
would
have
fixed
the
problems
already.
But
how
would
anybody
have
known
if
he
bullied
you
all
to
to
change
something
and
and
we're
talking
about
hypotheticals
for
the
future,
because
somebody
like
that
could
come
back
again
conceivably
if
the
public
is
convinced,
but
how
do
we?
G
D
Well,
councilman
carlson.
That
was
where
the
external
peer
review
comes
in.
Those
folks
are
not
bullied
in
any
way
or
not
affected
by
the
mayor.
They
can
cite
the
internal
part,
the
audit
department
for
the
city
as
being
not
in
compliance
with
the
standards,
and
I
believe
that
would
make
headlines
that
check.
It
happens
every
three
years.
We
get
that
peer
review
by
our
external
team
from
someplace
else
in
the
country,
totally
unaffected
by
the
banker.
G
There's
I
mean
the
city
was
not
professionally
run
before
this
administration
took
over
and
somehow
we
have
to
whether
it's
an
audit
or
some
other
thing
that
we
call
it.
We
have
to
have
checks
and
balances.
So
the
city
council
can
can
provide
oversight
because
the
the
public
didn't
know-
and
I
don't
think
the
public
still
knows
how
bad
the
situation
was.
The
economy
happened
to
do
well,
but
even
if
you
track
the
economics
of
it,
tampa
didn't
do
as
well
as
the
as
as
other
cities.
G
We
were
a
failure
in
many
many
ways
and
we've
got
to
have.
You
know
honest
insightful
information
to
hold
a
bad
administration
accountable.
This
administration
is
great
and
we're
all
working
collaboratively,
but
what
happens
if,
if
somebody
like
that
comes
back
and
how
do
we
deal
with
it
to
make
sure
that
we
don't
allow
incompetence,
you
know
an
unethical
behavior
to
to
run
supreme.
H
H
I
just
want
to
be
clear
that
it
does
not
authorize
counsel
to
direct
all
of
the
affairs
of
the
audit
department,
that's
something
that
falls
squarely
within
the
powers
and
authorities
of
the
mayor
under
under
the
charter
under
section
4.01
of
the
charter.
So
I
know
we,
we
have
an
ordinance
that
we're
going
to
address
next,
but
I
don't
want
council
to
to
allow
that
discussion
to
lead
into.
We
need
to
adopt
policies
about
how
the
audit
department
is
operated,
because
that
is
something
that's
within
the
authority.
Only
of
the
mayor.
D
D
We
go
back
and
make
sure
that
management
has
addressed
whatever
the
recommendation
was
whatever
the
finding
was,
and
we
do
issue
a
report
back
to
the
mayor
and
the
relevant
management,
indicating
where
there's
compliance,
whether
there's
compliance
or
not.
So
every
audit,
where
we've
had
a
recommendations
now
enough
audit
service,
is
a
special
conduct
review
that
we
can
do
as
requested
by
management
standards.
D
There
was
some
conflict
between
revenue
and
finance
and
human
resources
regarding
the
roles
that
are
played
in
the
payroll
process
by
the
two
different
departments,
and
so
what
we
did.
We
did
a
we
benchmarked,
some
other
jurisdictions
that
were
using
oracle
and
found
out
how
they
had
those
roles
separated,
and
then
we
provided
that
information
to
revenue
and
finance
and
human
resources,
so
they
could
use
that
information
to
help
structure
themselves
appropriate,
so
something
along
those
lines.
D
Just
like
the
chapter,
26.5
compliance
review
that
we're
going
to
talk
about,
I
guess
a
little
bit
later
today.
A
third
thing
that
we
have
as
an
area
of
responsibility
is
the
the
city's
fraud
hotline.
We
do
dope,
but
those
calls
do
come
to
us.
We
have
a
vendor,
actually
get
the
calls,
but
they
come
to
us
and
we
make
recommendations
to
the
administration
regarding
how
whether.
D
D
So
those
are
other
areas
of
responsibility.
Can
we
go
to
the
next
slide?
Please
all
right!
So
just
wanted
to
look
at
some
of
our
performance
in
your
binder
under
tab
six.
You
have
a
annual
report
and
it's
a
whole
report
that
I
do
annually
look
at
the
performance
of
the
department,
but
I
just
want
to
go
over
a
couple
slides
out
of
that
report.
D
So
here's
one
and
this
shows
our
activity
and
if
you
can
look
back
from
2015
to
where
we
have
improved
and
the
number
of
artists
we
completed
number
on
non-art
services
and
things
along
those
lines.
I
just
wanted
to
see
that
we
put
efficiencies
in
place,
starting
2013
that
allowed
us
with
the
same
size
staff
where
they
were
doing
maybe
12
or
13
orders
a
year.
We
were
getting
up
in
the
19
to
20
range
this
last
fiscal
year.
D
D
To
available
time
is
how
much
time
that
auditor
is
available,
actually
speaking,
working
on
artists
versus
training
or
some
other
administrative
functions
and
also
direct
time
to
total
time.
Well,
I
kind
of
like
available
time
because
total
time
includes
benefits
times
mean
when
they
might
be
on
leave
as
well
and
so
there's
standards
for
that.
Eighty
percent
of
the
direct
time
is
the
standard
to
available
time,
and
seventy
percent
is
the
standard
for
the
direct
time
to
a
tow
line.
So
the
red
line
is
going
across.
D
Those
graphs
show
you
where
the
standards
are,
and
you
can
see
that
we
are
actually
performing
very
well
meeting
those
metrics
okay
next
slide,
please
so
also
in
tab.
Seven
in
your
binder.
This
is
just
a
front
page.
You
have
the
total
the
full
peer
review
report
from
the
extra
team
that
did
a
2017
peer
review
and
they
found
that
we
were
in
compliance
with
the
standards.
I
just
gave
you
that
piece
of
it,
but
you
have
the
full
report
in
your
binder.
A
A
H
H
A
D
Okay,
so
non-audit
service,
I'm
back
explained
in
the
workshop,
what
the
law
audit
service
was-
and
I
guess
because
of
the
ebo
workshop
coming
up
through
this
non-audit
service
as
request
of
the
chief
of
staff
as
the
assistant
of
establishing
a
baseline
for
the
upcoming
workshop
in
ordnance
related
to
ebol
the
actually,
we
last
did
a
full
audit
on
the
minority
business
office
in
2019.
The
report
is
audit
1904
and
was
published
april
22nd
2019,
and
that
report
is
on
the
city's
internal
audit
page.
D
D
We
scheduled
that
out
on
his
french
and
we
sent
it
out
to
the
major
affected
departments.
Those
departments
were
the
equal
business
opportunity,
office
purchasing
and
contract
administration
and
what
we
requested
from
that
management
that
the
management
staff
of
each
one
of
those
areas
was
us
to
give
them
for
them
to
give
us
feedback
on.
If
that
was
in
their
area,
responsibility
what
they
were
doing
to
obtain
compliance
and
actually
give
us
some
examples.
D
And
so,
when
we
received
that
information
back
from
those
departments,
we
reviewed
the
information
and
where
we
needed
clarification,
we
met
with
departments
to
establish
what
they
were
doing
and
whether
that
was
met,
the
requirements
of
compliance
with
with
the
ordinance.
Mr,
you
said
in
2019,
there
was
a
completed.
F
F
I
don't
think
it
was
totally
complete.
I
thought
it
was.
I
don't
think
the
19
was
back
a
little
bit
further
than
that,
but
I
didn't
see
where
it
was
totally
completed
that
some
of
the
things
I'd
asked
you
about,
but
go
ahead
and
continue.
I
just
want
to
make
sure
I'm
correct
got
the
right
information
on
that.
D
D
And
these
are
the
five
areas
and
we
have
the
code
reference
there
as
it
relates
to
dispute
resolution.
Ebo
was
not
communicating
to
the
city
attorney
or
other
than
part
of
the
user
department
when
they
received
disagreements.
In
writing.
They
just
resolved
the
issue,
and
so
our
recommendation
is
to
be
in
compliance
with
the
code.
They
need
to
ensure
the
center
attorney
and
the
user
department
receive
copies
of
correspondence
involving
disagreements,
slbe,
sheltered
procurement.
This
involves
the
ebo
receiving
documentation
from
departments
when
they
interact
with
identified.
D
Slbe
interactions
may
be
happening,
and
so
I
re
but
there's
the
documentation.
It
doesn't
necessarily
hit
the
ebo.
So
our
recommendation
was
that
evidence
of
communication
be
submitted
to
ebo
or
people
need
to
make
an
effort
to
secure
for
that
communication
for
construction
projects
just
relates
to
the
co-fire
submittal
of
potential
projects
by
november
15,
I
think,
was
the
date
and
in
practice,
they're
not
complying
with
that
they're
doing
it
at
the
end
of
the
project.
D
D
The
last
area
of
compliance
or
non-compliance
would
have
to
deal
with
shelter
contracts,
and
this
relates
to
ensuring
the
review
committee
is
I'm
aware
of
procurements,
sheltered
by
the
persons
and
director
or
the
epo
manager,
and
so
procurements
our
recommendations
and
procurements
under
25
000,
those
that
meet
that
shelter
requirement.
It
should
be
submit
that
to
the
review
committee
and
next
slide,
I
think,
is
just
questions,
but
we
found
96
percent
compliance
and
five
areas
of
opportunities
to
of
improvement
and
I'm
sorry
on
the
chief
of
staff.
D
I
E
D
J
D
B
D
Okay,
I
have
vivian
walker
here:
she's
ordered
to
actually
work
on
that
she's,
going
to
clear
that
up
thoughts,
councilman
dean
felder-
it
is
actually
in
the
planning
stages
of
the
contract.
So
what's
happening
is
when
a
department
identifies
that
there
is
a
project,
then
it
goes
through
the
ebo
process.
K
E
I
No
direct
comment:
councilman
ding
felder,
just
taking
it
under
advisement
from
what
christine
discovered
with
her
team
and
then
working
with
osea
and
mr
hart's
team.
I
know
that
there's
other
reports
that
have
been
instituted
based
on
the
approval
of
pipes,
so
I
want
to
see
how
all
of
these
things
come
together.
E
F
What
I
didn't
see
is
that
my
concern
when
I
talked
to
someone
well,
people
have
contacted
me
about
some
of
the
committees
in
the
ebl
say
that
they
don't
meet
that
it
seems,
like
the
committees
are
not
doing
any
real
work
or
having
real
power
to
do
any
work.
I
thought
I
would
see
that
in
that
I
didn't,
but
that's
what
I'm
hearing
a
lot,
that
the
actual
ebook
committee,
which
I've
never
submitted
a
name
for
anybody
to
be
on
that
committee.
F
Maybe
now
let
me
know
because
we're
kind
of
getting
on
this
process,
but
I
was
hoping
to
see
what
what
accountability
we
have
that
for
that
board,
because
I
don't
believe
in
putting
people
on
boards
who
are
not
going
to
show
up
to
do
the
work
and
making
sure
you
have
knowledgeable
people
on
board
to
make
sure
they
know
the
subject
matter.
So
again,
I
guess
that's
a
question
we
can
get
with
oc
or
either
mr
hart
that
I
want
to
know
when
those
boards
are
meeting
who's
on
those
boards.
D
Just
in
response
to
councilman
goose,
that's
one
of
the
reasons
why
it's
very
important
when
we
do
a
non-audit
service.
This
was
requested
by
the
chief
of
staff
and
he
asked
us
about
the
areas
of
compliance
for
chapter
26.
Point
five.
It's
very
important.
We
have
a
clear
understanding,
because
a
non-audit
service
is
a
narrow,
limited
scope
and
why
we
really
like
to
do
an
agreement.
So
we
can.
J
F
D
Or
if
we
get
a
non-audit
service,
we
just
need
to
know
what
the
area
of
concern
is.
So
we
make
sure
we
can
include
that
in
the
scope
that
could
have
been
something
that
could
have
been
included
in
the
scope
of
it's,
not
a
service,
but
we
just
looked
at
areas
of
compliance
point
to
compliance
in
the
code,
so
that
scope
was
very
now.
F
G
Your
microphone,
if
I
could
real
fast,
I
think
what
councilman
goods
is
asking
for
is
similar
conversations.
I've
had,
which
is
that
we're
asking
for
objective
analysis
or
expert
analysis
which
may
not
be
the
same
as
an
audit
actually-
and
I
I
forgot-
we
were
both
on
the
charter
review
commission,
but
I
think
it
says
we
have.
Does
it
say:
audit
power,
investigative
power,
andrea,
is
here
too,
but
I
don't
know
what
maybe
that's
a
separate
discussion
for
another
time.
G
F
E
Thank
you,
mr
chairman.
One
one
last
question:
we
were
speaking
earlier
with
christine
and
john
ben.
I
wanted
to
know
in
regard
to
this
40-day
review
period
that
I
guess
became
new
policy
under
this
administration,
and
I
appreciate
the
fact
that
that
mayor
caster
is
obviously
very
diligent
in
meeting
that
within
10
days,
but
for
for
long-term
purposes.
You
think
the
mayor
and
the
administration
would
be
amenable
to
shortening
that
from
40
days,
maybe
cutting
it
into
half.
I
John
bennett,
chief
of
staff,
yes
councilman
dingfelder,
you
know,
as
christine,
discussed
earlier
timeliness
and
accountability
is
critical.
Just
to
give
you
a
little
bit
of
synopsis.
What
I
do
when
those
hit
my
desk,
I
read
them
thoroughly.
I
look
for
what
I
call
the
portfolio
analysis
of
you
know
christine
talks
about
her
narrow
scope,
but
we
know
that
there's
tendrils
that
lead
to
other
things
that
support
the
the
confines
of
the
audit.
I
I
All
right,
I
just
wanted
to
point
out
in
a
in
an
uber
technical
way,
that
in
in
an
attempt
to
support
councilman,
goodes
and,
of
course,
all
of
council
by
asking
christine
to
commit
to
a
non-audit
service
between
the
motion
and
today's
workshop,
trying
to
get
a
baseline
understanding
of
ordinance
compliance
and
again,
I
know
christine
mentioned
it,
and
we
agree
that
she
had
to
create
a
scope
of
work
that
would
get
us
to
today.
So
I
just
want
to
make
two
points.
I
But
on
the
flip
side,
if-
and
I
think
the
administration
has
tried
to
show
this
collaborative
and
collegial
effort
for
the
time
we've
been
in
place-
is
that
any
time
council
has
a
a
request
to
review
something
in
a
smaller
scale,
like
just
the
the
rate
of
attendance
or
the
rate
of
of
interaction
between
one
of
our
advisory
groups
and
the
system
to
see
if,
if
it's
moving,
of
course
covet
is
throwing
a
lot
of
things
on
its
head.
But
anytime,
you
know,
council
has
a
request
to
do
something.
A
I
I
I
I
That
said,
I
drafted
this
framework.
This
slide
is
actually
mine.
We
we've
been
supported
by
hntb
as
consultants
and
part
of
that
was
a
partnership
to
work
with
both
osseo
wins
office
in
neighborhood
community
affairs,
which
oversees
our
equal
business
opportunity
program
and,
in
addition,
supported
by
ms
jean
duncan
and
her
team
as
one
of
the
largest
customers
of
that
office.
And
so
we
were
really
grateful
that
they
could
help
boost
this
effort.
To
get
to
this
motion
in
this
workshop
over
the
holidays.
I
And,
however,
this
slide
I
drafted,
because
I
just
wanted
to
share
with
council
that
this
has
kind
of
been
my
view
from
the
chief
of
staff's
office,
specifically
for
about
the
year
that
this
administration
has
been
settled
in
the
organizational
chart
which,
unfortunately,
within
30
days
of
that
organization,
we
started
our
coveted
work.
But
regardless
what
I
have
noticed
both
from
a
legal
aspect,
which
is
to
me
the
the
balancing
objective
of
trying
to
understand
your
ordinance
as
it
relates
to
our
not
only
our
vision
but
our
opportunity
on
the
right
side.
I
You
see
that
you
know
trying
to
be
complying
with
the
ordinance
is
one
of
the
balancing
acts
and
then
creating
as
much
opportunity
in
our
minority,
business
and
small
local
business.
And,
of
course,
our
women-owned
businesses
as
well
is
is
where
we
find
the
most
challenge.
And
if
you
look
on
the
right,
you
know
the
public
will
demand
to
have
the
best
cost,
the
highest
quality
and
and
the
best
timing
for
those
projects,
especially
as
relate
to
construction
and
infrastructure
and
on
the
left
side.
I
And
I
can
tell
you
this
administration
very
well
supported
by
council,
hit
the
ground
running
on
the
bridges
to
business
efforts
to
try
and
improve
certifications
to
feed
that
funnel
to
make
sure
that
we
have
the
most
opportunity
possible
to
increase
participation
in
all
of
the
projects,
especially
as
you
approve
the
pipes
project
as
well.
But
we
also
know
that
we
have
an
opportunity
to
eliminate
barriers,
and
I
think
what
you're
going
to
hear
today.
F
I
mean
after
looking
at
the
64
page
presentation,
I
did
make
a
couple
of
calls
some
things
that
I
had
talked
about
with
the
firm
I
didn't
see
in
the
presentation,
some
things
that
the
community
had
talked
about
and
today
some
came
here
to
talk
today.
I
did
not
see
in
the
presentation
I
I
my
thing
is
we
hired
a
consulting
firm
and
I'm
sure
they're
a
great
firm,
but
it's
like
a
a
coach
which
I've
been
a
long
time
and
I'm
trying
to
win
a
championship.
F
You
know
you
have
coaches
who
have
experience
in
expertise
of
offense
or
defense
and
special
teams,
but
then
sometimes
you
have
experts
to
where.
If
I'm
the
coach-
and
I
don't
really
know
offense,
I
got
to
go.
Find
the
experts,
because
experience
and
being
an
expert
are
two
different
things,
and
sometimes
they
coagulate
together.
But
I
was
looking
for
more
expertise
in
the
framework
of
the
presentation
of
these
are
the
mistakes
where
we
are
making
or
the
problems
we
have.
F
F
I
mean
I
mean
people
have
been
engaging
in
this
community
for
a
long
time
saying
the
same
thing,
but
when
I
hear
people
that
come
to
the
podium
this
morning
and
actually
indicate
certain
key
points
that
council
has
been
looking
for
and
asking
for,
they
can
tell
me
specific
points
to
get
us
where
we
may
need
to
go.
But
yet
I
didn't
see
that
all
in
my
presentation
that
was
going
to
be
submitted
today,
maybe
it
has
changed.
F
As
I
make
those
phone
calls
yesterday,
I
will
wait
and
see
in
reference
to
what
the
presentation
will
be
presented
forthcoming,
but
I
do
after
after
I
do
finish,
seeing
what
happens
what's
happening
with
the
presentation
it
is,
does
something
I
don't
see
in
there.
I'm
gonna
probably
make
a
motion
to
ask
for
some
things
to
be
done,
but
I
think
that
I'm
going
to
just
yield
back,
look
at
it
and
see
what
we
have
at
this
particular
point.
Thank
you.
E
E
So
in
other
words,
you
know
out
of
a
total
of
100
million,
as
you
know,
possible,
or
50
million
or
200
million
or
whatever.
That
number
is
so
we
we
need
the
denominator
in
order
to
be
really
impressed.
You
know
by
by
the
improvement.
So
that's
one
thing.
I
expect
to
ask
the
question
on
or
hear
the
answer
to
during
the
presentation
and
then
the
other
part,
mr
bennett.
E
E
We've
talked
about
this
on
many
occasions.
The
hispanic
community,
I'm
sure,
represents
almost
the
same
percentage
and
yet
the
gold
setting
worse
for
both
hispanic
businesses
and
block
businesses-
it's
four
percent.
If
that's
our
goal,
then
we
can
pat
ourselves
on
the
back
and
say:
hey
we
made
it.
You
know,
let's
go
home.
Obviously
that's
our
goal
needs
to
be.
E
A
I
I
am
not
as
as
the
team
just
chuckled
in
the
background.
No,
we
reduced
this
just
for
this
reason
to
make
sure
that
we
had
dialogue.
The
slides
for
the
background
was
to
show
you
the
work
that
went
on
between
the
motion
and
and
today's
workshop
and
allow
council
to
go
through
that
and
do
exactly
what
councilman
dink,
keller
and
councilman
goods
did
today
or
to
reach
out
after
they
digest
any
more
of
that
material.
But
specifically,
we
wanted
to
get
right
to
what
councilman
goods
is
asking
for.
I
Okay
and
and
also
answer
any
other
questions
about,
and
again
I
go
back
to
that
initial
graphic.
Is
that
there's
a
lot
of
complexity
to
this,
that
we
need
to
work
through
to
create
additional
opportunity
to
feed
that
funnel
to
increase
those
goals,
increase
those
opportunities
and
and
discuss
that
through
the
legal
filters
of
aspirational
and
strategic
goal
setting?
So
with
that,
I
am
actually
now
going
to
turn
it
over
to
associate
wind
who's
going
to
take
us
to
the
future.
Thank
you
very
much.
If
you
can.
L
L
But
I
would
like
to
start
by
saying
that,
as
part
of
our
discussion
in
the
listening
sessions,
there
were
some
key
takeaways,
some
key
things
that
we
heard
not
only
then,
but
from
you
counsel
from
day
one
when
these
contracts
were
not
meeting
the
level
of
expectations
that
you
were
expecting
and
those
key
takeaways
were.
How
do
we
increase
our
spend
with
not
only
businesses
but
particularly
black
businesses?
L
L
So
the
first
thing
is
that
we're
an
immediate
action
for
us
is
to
increase
the
sheltered
market
program
from
300
000
to
400,
100,
000
or
maybe
even
500
000.
We
have
to
have
that
type
of
dialogue,
and
this
relates
to
us
to
unbundling
contracts,
increase
the
1993
purchasing
threshold
bids
from
25
000
to
100
000.
L
L
L
L
You
know
we
I
have
to
refer
to
what
my
my
grandmother
would
always
say:
you
can't
get
blood
from
a
turtle,
so
we
can't
get
the
businesses
to
participate
in
bedding
if
we're
not
there.
But
our
goal
is
to
create
that
ecosystem
so
that
we
can
have
a
larger
amount
of
participation
and
an
increased
number
of
opportunities
for
those
companies.
L
We
would
like
to
also
engage
in
an
external
ebo
working
group.
We
want
to
get
to
the
to
the
next
level,
but
we
again,
we
cannot
do
it
alone.
We
will
need
those
representatives
from
toba,
the
chamber
of
commerce
or
any
others
who
you
can
recommend
that
could
be.
Who
could
that
can
partner
with
us
that
can
show
us
and
recommend
to
us
those
steps
that
we
need
to
take
in
order
to
improve
our
ebo
participation
within
the
city
of
tampa.
F
F
The
people
who
have
a
lot
of
education
sometimes
don't
understand
the
verbiage
or
wording
in
some
of
our
rfps
again,
you
have
to
look
at
culture
sometimes,
and
you
know
you
have
big
business,
who
have
a
lot
of
specialized
attorneys
and
consultants
that
can
read
through
these
contracts.
These
rfps
and
rfqs
to
understand,
verbiages,
and
I
think
that's
a
key
component
that
you
must
have
with
the
ebo
program.
F
F
These
are
the
things
that
kind
of
hinder
our
roadblocks
to
folks
that
they
don't
have
the
inside
scoop
to
what's
going
on,
everyone
needs
to
have
the
scoop
of
what's
going
on
with
our
contracts.
How
to
fill
out
these
rfqs.
Are
I
mean
how
to
apply?
I
think
that's
a
big
issue.
A
lot
of
folks
are
doing
good
in
the
private
sector.
F
Minorities
are,
but
when
it
comes
time
to
government
and
city
government
monies
and
contracts,
they
don't
know
all
the
parameters
because
they
haven't
been
taught
that
or
haven't
had
the
opportunity
to
be
at
the
table
to
learn.
It
haven't
had
the
opportunity,
but
someone
to
mentor
mentor
them
along
for
the
opportunity,
and
I
think
we
have
to
look
at
those
opportunities
we
deal
with
minorities,
hispanics
and
and
black
folks,
so
they
can
be
at
the
table
to
understand.
I
think
that's
a
key
component
that
we're
missing
as
well.
F
Having
folks
understand
the
process
a
lot
of
times
when
you
understand
the
process,
you
can
get
ahead
more,
but
when
you
don't
understand
because
the
language
is
french
to
you,
you
don't
get
ahead
and
you
fall
back.
I
did
like
the
fact
that
I
don't
see
it
on
the
board.
You
do
in
your
presentation,
I
think,
on
page
30
I
believe,
is
as
you're
dealing
with
you
your
codes
as
your
black
female
category.
F
You
heard
that
this
morning
I
think,
that's
a
a
category
that
needs
to
be
implemented
because
you
look
at
the
categories
of
minority
females.
You
look
like
white
female,
but
there's
no
category
for
black
female,
it's
lumped
into
black
males.
So
how
do
you
capture
that?
What
I
don't
see
a
lot
of
times
and
what
was
was
not
was
not
mentioned
in
the
audit-
is
the
data.
How
are
we
capturing
all
this
data
for
these
different
groups?
How
are
we
capturing
the
data
of
the
programming?
F
How
are
we
capturing
the
data
of
the
dollars
being
spent?
I
didn't
see
that
in
the
audit.
Maybe
that
wasn't
a
code.
That
was
what
was
given,
but
I
think
that's
true.
We
shouldn't
know
where
we
stand
in
the
data
you
know.
Sometimes
data
can
be
misconstrued
sometime
and
sometimes
you
can
say
well,
the
data
shows
us,
but
when
actuality,
the
actual
product
doesn't
show
what
the
data
is
showing
those
those
are
areas.
I
think
you
truly
need
to
look
at
and
that's
when
I
talk
about
the
expert,
the
expert
sometimes
you're
going
to
be.
F
You
have
experience,
but
sometimes
you
have
to
have
the
expert
to
really
internalize
and
look
at
the
wrongs
to
make
things
right.
You
have
some
good
things
on
the
screen
right
here,
but
I
think
there
are
a
few
other
things
that
we
can.
We
can
look
at
to
enhance
it
because
you
have
to
have
somebody
looking
at
the
house.
L
Okay,
so
councilman
goes
to
address
some
of
your
questions
and
concerns.
If
you
can
advance
to
the
next
slide,
please
we
have
already
taken
a
lot
of
what
you
are
recommending
into
consideration:
councilman
goose,
that
those
considerations
will
be
part
of
our
action
plan
with
with
the
overall
action
for
us
to
report
back
to
council
within
three
months
or
so
to
present
to
you
an
action
plan
of
how
we
intend
on
addressing
these
actual
items,
these
areas.
L
We
don't
have
any
long
term
because
we
want
to
get
this
thing
running
really
quickly,
but
a
timeline-
and
this
will
give
you
councilman
an
opportunity
to
see
that
we
are
in
fact
serious
about
this,
and
we
want
to
show
you
our
commitment
to
it.
Just
as
you
are
committed
to
what
we
are
doing,
several
of
those
other
recommendations
out
of
the
22
we're
looking
at
how
do
we
increase
our
resources
so
that
we
can
actually
perform
internally?
L
Small
business
contractors
understand
what
we're
doing
and
understand
the
the
verbiage
and
the
nomenclature
we
will
be
holding
six
months
project,
look
ahead,
opportunity
that
will
actually
walk
them
through
what
they
can
expect.
What
is
the
difference
between
the
rfp
and
rfq?
What
does
that
even
mean?
So
we
will
actually
have
those
type
of
outreach
activities
to
improve
the
overall
process,
both
internally
as
well
as
externally.
L
L
L
E
E
E
One
was
the
question
I
asked
earlier,
which
relates
to
goal
setting.
I
don't
you
know.
Maybe
I
misread
it,
but
I
I
thought
I
saw
where
it
said
you
know
our
goal
for
2020
was
for
bbe
and
for
her
hispanic
business
was
four
percent
each
and
I
I
thought
that's
very
modest
unimpressive
goal.
You
know
how
do
we
make
great
strides
and
great
great
headway
if
our
goal
is
so
modest
and
merely
merely
reflects
what
we've
done
this
in
2019?
E
There's
been
accusations
that
sometimes
a
company
might
be
called
woman-owned
when
in
fact
it's
a
husband
company
and
they
put
it
in
the
wife's
name
and
she's
she's,
the
51
shareholder,
but
not
really
an
active
party
which
gets
a
little
shaky
and
perhaps
on
the
borderline
of
fraud.
I
I
I'm
not
accusing
anyone
in
particular,
but
but
I
I
do
hear
these
stories
anecdotally,
so
I
wonder,
do
we
have
any?
I
know
some
other
agencies
address
this
issue.
E
M
The
result
is
that,
in
order
for
these
programs
to
survive
in
order
for
these
programs
to
be
approved,
they
had
to
satisfy
a
strict
scrutiny
standard,
which
means
they
had
to
provide
a
compelling
government
interest.
It's
nearly
tailored
to
achieve
that
interest
and
to
boil
that
down
really
what
they're,
looking
for
and
specifically
regarding
the
numbers
and
the
goals
that
are
set
is
that
they
need
to
see
studies
and
we've
provided
studies
to
support
our
use
of
these
programs.
M
But
the
studies
limit
us
to
requiring
that
the
percentage
of
those
wmb
programs
that
are
really
ready,
willing
and
able
to
perform
the
services
in
a
specific
industry,
so
industry
by
industry,
that's
the
highest
number
we
can
use
in
terms
of
setting
a
goal.
So,
for
example,
if
one
of
the
contracts
is
left
for
a
painting
contractor,
we
look
to
the
community
not
to
the
total
overall
25
demographic
of
the
tampa
bay
area.
But
we
look
to
the
percentage
of
painters
of
paying
contractors
there
are
in
the
community.
M
M
Similarly,
if
the
goal
set
is
the
goal
has
to
be
set
by
the
specific
studies
for
any
other
specific
industry.
So
it's
going
to
be
industry
by
industry.
It's
going
to
be
based
specifically
on
the
different
racial
classifications,
black
hispanic,
asian
native
american
or
separately
on
the
female
category.
So
each
of
those
is
very
distinct,
very
separate
and
they
have
to
be
consistent
in
terms
of
the
percentages.
Those
percentages
have
to
connect
directly
to
that
percentage
of
businesses
in
the
community
that
are
able
to
do
the
work.
M
E
Well,
I
hear
you
and
I
read
chris
and
a
long
time
ago.
I
think
you
and
I
are
about
same
age
and
so
many
ten
same
number
of
years,
practicing
law
and
I
appreciate
your
explanation
and
I
I
won't
disagree
with
you
as
an
attorney,
but
from
a
practical
perspective,
that's
sort
of
the
chicken.
In
the
end
I
mean
it's
like
how
do
we
make
any
progress?
E
If
we
say
well,
we
want
you
know
we
want
there
to
be
10
of
you
know
black
black
or
hispanic
paint
paint
painting
companies,
but
there's
only
four
percent.
So
so,
therefore
you
know
that's
the
best
we
can
the
best
we
can
push
for.
I
mean
I
hear
what
you're
saying
in
regard
to
the
law,
but
you
know
again.
M
M
Now
the
general
vision
doesn't
have
real
teeth,
but
it's
fine
to
have
that
general
vision
having
the
goal
is
limited,
but
we
can
improve
the
goals.
I
think
some
of
those
folks
around
here
we
were
talking
about
different
ways
to
do
that
and
really
consistent
with
that.
Second
slide:
outreach
and
programs
like
that
where
we
can
just
increase
the
number
of
eligible,
really
willing
and
able
minority
women
businesses,
that's
the
way
to
go,
that's
the
way
to
to
really
move
forward
and
to
not
be
subject
to
any
potential
legal
liabilities.
F
This
is
mr
attorney
he's
doing
photo.
Let
me
let
me
chime
on
that
right,
quick
with
him,
because
we're
always
talking
about
data
and
data.
Well,
where's,
the
data
and
data
number
one
number
two:
you
hit
it
right
on
now:
we're
not
outreaching
to
see
where
these
people
are
in
our
community.
A
lot
of
people
are
a
lot
of
painters.
F
You
know
a
lot
of
people
who
can
do
asphalt
concrete,
but
again
it
goes
back
to
us
educating
into
the
government
system
versus
the
private
sector.
I
see
painters
every
day.
I
see
guys
laying
mud
every
day.
So
how
can
we
are
not
interacting
with
those
folks
to
say
well
for
our
goals
because
they're
there,
so
I
think
you're
right
you.
I
agree
with
your
second
point
about
outreach,
but
my
thing
is:
where
is
our
our
data
now
or
where
those
people
are
at
or
or
why
don't
we
have
that
captured?
F
So
those
are
my
issues
when
you
talk
about
data
all
the
time.
Where
is
it
because,
when
other
people,
when
I
look
at
other
places-
and
I
contact
their
city
council
members
or
their
mayors-
and
they
tell
me
they
found
a
way
to
maneuver
and
make
things
happen,
to
change
their
goal
settings
then
I'm
like
well?
Why
can't
we
do
that?
So
to
me
you
know
I
hear
what
we're
saying,
but
other
people
have
best
practices
in
places.
F
We've
given
other
cities,
states
that
have
best
practices,
but
yet
I
didn't
see
any
of
them
in
your
book.
You
know
you
reference
saint
pete,
how
do
you
reference
saint
peter's,
a
as
compared
to
us
or
some
other
places,
so
we
gave
several
pacific
gold
cities
in
states
where
it
should
have
been
contacted
by
our
consulting
firm.
F
They
should
have
saw
what
their
practices
was,
and
I
didn't
see
that
in
your
packet,
so
I'm
a
little
disturbed
with
that,
because
the
consulting
firm
was
told
to
contact
some
of
these
other
places
for
best
practices,
and
that
wasn't
happening.
So
I
made
a
difference
with
some
of
your
comments
on
the
first
point.
Second,
one
engagement
is
key.
I
agree
with
you
on
that,
sir.
Thank
you,
mr
tingfold.
I
Councilman
dean
feller-
this
is
john
bennett.
I
just
I
want
to
rephrase
the
question
the
way
I
heard
it
to
make
sure
staff
can
reply.
I
think
what
you're
asking
is
that
if
somebody
registers
as
a
certified
women-owned
business
and
if
you
unpack
that
or
through
the
certification
process,
somebody
realizes
that
it's
and
I
don't
know
this
is
the
correct
term,
but
it's
it's
somewhat
set
up
as
a
pass-through
system
is,
is,
are
we
looking
through
that?
Is
it
illegal?
Is
it
not
illegal?
Is
it
captured?
E
N
Council
is
gregory,
hart
speaking
manager
of
the
equal
business
opportunity
office
to
respond
to
your
question
regarding
wbe's,
the
city
certification
process,
as
you
know,
is
very
extensive
and
it
is
intended
to
address
fronts
and
frauds,
and
the
city
of
tampa's
program
for
that
reason,
does
not
engage
in
reciprocity
with
many
other
agencies.
We
have
a
very
high
standard
that
meets
the
the
best
practices
and
the
federal
guidelines,
and
that
may
in
fact
be
one
reason.
E
E
N
We
have
the
authority
to
review
that
with
the
expertise
we
have
in
in-house,
as
well
as
call
upon
the
audit
department
to
assist
when
necessary
and
when
evidence
is
found
that
misrepresentation
or
fraud
exists.
We
do
immediately
decertify
those
firms
and,
in
addition,
we
make
our
sister
agencies
aware,
but
it
is
up
to
our
sister
agencies
to
take
action
of
on
their
own.
N
Additionally,
I
will
tell
you
that,
anytime,
that
we
are
informed
by
a
sister
agency
or
for
that
fact,
a
competing
entity
and
who
claims
that
a
company
may
be
practicing
some
misrepresentation
of
fraud.
We
will
investigate
that
complaint
to
determine
whether
there's
some
validity
to
it.
So
the
answer
again
is
yes.
A
E
F
You
know
I
I
hear
things,
but
I
don't
see
action.
You
know
I
hear
you
know
you
ask
that
question
about
enforcement.
Well,
who's
enforcing
it.
I
don't
I
don't.
I
don't
see
that
I
hear
it
all
the
time
I
mean
when
I
go.
When
I
call
other
agencies,
they
tell
me
how
they
enforce
it.
They
tell
me
how
they
make
their
calls,
how
they
make
sure
they
investigate
who's.
F
Doing
what
and
how
so,
I'm
just
wondering
mr
hart
tell
me
who's
doing
the
enforcement
of
our
contract
to
make
sure
people
are
complying,
not
just
if
somebody
calls
us
on
a
whim
to
tell
us
something
but
who's
monitoring
it
all
the
time,
checking
making
sure
that
things
are
in
place
and
things
are
in
order
and
no
one's
trying
to
circumvent
the
system.
If
you
can
tell
me
that
directly
and
how
often
are
we
doing
that.
N
That
automatically
lets
us
know
that
they've
been
paid
and
then
we
investigate
whether
or
not
our
subs
have
been
paid,
because
the
subs
then
enter
into
the
system,
whether
they
have
been
paid.
We
also
send
surveys
out
to
our
subs
and
we
actually
contact
our
subs
in
in
suspect
cases,
to
validate
whether
or
not
what
the
prime
is
telling
us
and
the
sub
is
telling
us
is
correct,
so
to
ensure
that
that
the
subs
are
being
honest
as
well.
N
F
Mr
hart,
I'm
not
disputing
I
I
I
hear
what
you're
saying
I'm
not
disputing
you,
sir,
but
I
just
in
my
mind
my
keen
police,
mind
I
don't
think,
there's
the
enforcement
as
when
I
talk
to
folks
at
the
airport,
the
way
they
do
their
enforcement.
I
don't
think
we
enforce
the
way
they
enforce
her.
I
mean
they
they're
very
thorough
out
there.
F
They
make
sure
people
dot
their
eyes
and
t's
before
they
even
get
there
and
they're
checking
the
balances
throughout
the
whole
process,
and
I
just
I
don't
think
we
have
that
level,
maybe
because
I
don't
think
we
have
that
kind
of
staff
to
do
that,
but
I
think
you
know
I
always
look
at
best
practices
and
I
keep
entering
on
that.
You
know
we
don't
have
to
reinvent
the
wheel.
We
can
look
what
other
people
are
doing
to
keep
the
wheel
going,
so
I
I'll
yield
back.
Thank
you,
mr
for
your
time,
sir.
G
G
This
morning,
joe
robinson
showed,
I
think,
a
screenshot
from
the
website
that
showed.
I
think
it
was
that
his
company
had
either
a
million
or
a
million
half
dollars
in
business
with
the
city,
and
he
said
I
don't
have
anywhere
near
that
much
and
the
question
is:
is
that
is
that
accurate
that
that's
there?
Why
is
it
there
and
is
that
one
and
a
half
million
dollars
being
counted
toward
mbe
or
not.
N
Gregory
hart
speaking
again:
yes,
we
we,
we
saw
that
reference
that
mr
robinson
made
and
we're
going
to
double
check
that,
but
I
believe
part
of
the
myth,
information
or
misinterpretation
was
that
the
1
million
was
associated
with
the
prime
contract
value
and
that
mr
robinson's
sub
consultant
or
subcontract
value
was
significantly
less
than
that
without
looking
into
it
further.
That's
just
my
assumption,
based
on
what
was
stated
and
what
I
what
I
looked
at.
G
My
colleagues
and
and
chief
bennett
and
gene
duncan
others
know
that
I
have
concerns
about
accuracy.
You
know
we
we
push
back
an
intern
at
the
city,
asked
some
questions
from
the
edc
about
the
accuracy
of
their
information.
They
came
back
to
us
with
four
pages
single
space
of
changes
that
they
made
because
they
made
errors
and
now
they're
not
even
sending
reports
to
us.
So
we
don't
even
know
what
they're
doing
and
they're
going
to
ask
us
for
funding
against
next
summer.
G
The
water
department
is
asking
us
for
10
million
dollars
and
then
400
million
and
in
the
in
the
then
the
fact
sheet
that
they
said
the
city
council
and
the
public.
I
disputed
at
least
half
of
the
comments,
and
even
I
mean
some
of
it.
They
say
is
open
interpretation,
but
one
of
them
was
when
is
the.
When
is
the
swift
mud.
G
Permit
going
to
be
up
for
renewal
and
and
when
I
asked
the
question
a
week
later,
I
still
don't
have
an
accurate
answer.
I
know
what
the
answer
is
and
it
and
the
answer
that
was
in
the
fact
she
was
a
year
and
a
half
off,
and
I
think
this
is
indicative
of
a
change
in
culture,
and
I
think
what
happened
is
that
the
last
mayor
last
administration
just
was
not
paying
attention
and
I
think
that
there
were
a
lot
of
apartments
that
were
not
run
professionally
and
everybody.
G
My
colleagues
will
say
this
is
a
political
attack,
but
the
the
the
idea
is
that
this
is
what
we're
facing
we're
facing
a
situation
where
the
city
was
not
professionally
run.
There
were,
there
were
problems
in
lots
of
departments,
and
the
mayor
and
chief
of
staff
have
gone
through
and
changed
management,
and
there
are
areas
of
the
city.
I
still
don't
have
confidence
in,
and
this
is
an
area
that
the
community
is
complaining
about.
We
see
that
other
government
agencies
are
able
to
run
it
correctly.
G
We
see
that
other
water
departments
are
able
to
give
accurate
information
to
the
to
the
city
council
members,
and
how
can
we
even
have
staff
members
who,
in
a
in
a
city
in
a
city
government
that
don't
give
accurate
information
to
elected
officials
in
the
public?
That's
not
something
we
should
stand
for.
The
bottom
line
is
that
the
public
wants
results
on
this,
and
if
other
government
agencies
can
get
it,
we
should
be
able
to
get
it
and
whether
not
hitting
these
goals
was
intentional
or
incompetence
from
the
last
administration.
G
We
need
to
make
sure
we
change
this
culture
fast.
It's
been
two
years
and
the
mayor
and
all
of
us
are
going
to
be
up
for
re-election
in
a
year
or
so,
and
we're
going
to
be
held
accountable
for
the
numbers
that
are
under
our
watch,
and
we
need
to
make
sure
that
these
numbers
are
accurate.
We
need
to
change
the
culture
as
fast
as
possible.
We
need
to
get
these
process
in
place,
and
I
know
that
mr
bennett
and
ernest
is
trying
to
change
this,
but
it
it's
deep
seated.
G
G
We
know
that
a
huge
number
of
contracts
that
came
before
us
when
we
first
started
were
single
bid
contracts,
and
apparently
that
was
that
was
the
the
regular
way
of
doing
business
in
the
last
administration
and
it's
disgusting
that
that
kind
of
thing
occurred
and
we
insisted
that
it
stop,
and
this
administration
has
worked
with
us
to
make
it
change.
But
it's
it's.
G
It's
really
sad
that
we
have
to
make
all
these
deep
changes
and
this
this
is
something
that
we
really
need
to
do
I'll
just
say
one
other
thing
and
be
quiet,
mr
ransom,
you
know
toba
the
saturday
morning
men's
group,
others
have
spoken
to
us
this
morning.
I
really
wish
that
you
all
would
sit
down
with
them.
They're
not
happy.
They
were
not
happy
yesterday
when
they
read
the
documents-
they're
not
happy
today.
G
I
know
you
all
met
with
them
before,
but
please
sit
down
with
them
and
talk
to
them
and
and
let's
figure
out
how
to
fix
this,
we're
not
hitting
the
numbers
and
and-
and
I
don't
want
to
have
to
turn
down-
I
don't
want
to
be
one
of
the
votes
that
turns
down
a
multi-million
dollar
contract,
because
our
behind-the-scenes
processes
are
not
are
not
good.
I
think
we
need
to
help
the
community
and
do
the
things
that
we
say
we're
going
to
do.
Thank
you.
B
C
I
appreciate
everybody's
comments
on
this.
You
know,
I
think,
our
the
the
message
that
we're
trying
to
send
that
everybody's
trying
to
send
is
that
we
want
to
use
air
only
legal
mechanisms
that
we
can
to
increase
pluralism
and
diversity
in
contracts,
but
every
legal
mechanism
that
we
have-
and
you
know
when
we
look
at
other
similarly
situated
cities
and
municipalities
that
apparently
have
better
numbers
on
these
issues.
C
You
know
questions
are
going
to
be
asked,
but
obviously
you
know
given
the
the
direction
of
courts
with
regards
to
things
that
public
entities
can
do
with
regards
to
diversity
and
things
like
recruitment
contracts,
etc,
with
application
of
strict
scrutiny
to
such
racially
conscious
policies,
it
does
handicap
us
just
a
little
bit,
but
not
so
much
that
you
know
these
kind
of
numbers
should
be
taken
as
not
the
new
normal,
but
accepting
the
old
normal
as
the
new
normal,
and
it
clearly
shouldn't
be
that
way.
You
know
something.
C
You
know
I'm
an
attorney,
and
you
know
a
lot
of
times
as
part
of
when
I,
when
I
was
at
a
firm
for
a
really
long
time,
we
tried
to
bid
on
contracts,
for
you
know,
big
corporations,
and
we
get
asked
questions
some
of
the
questions
we'd
get
asked
sometimes
for
some
of
the
more
socially
conscious
corporations
or
entities
would
be.
You
know
how
many
women
do
you
have
as
partners,
whether
equity
or
non-equity,
how
many
racial
or
ethnic
minorities
do
you
have
as
partners,
whether
equity
or
non-equity?
C
How
many
veterans
you
know?
What's
your
work
in
the
community,
etc,
etc?
I'd
love
to
see
that
I'd
love
to
see
that
when
you
know
someone
applies
to,
you
know
renew
a
contract
with
the
city
of
tampa,
for
example,
that
we
can
see
what
what
their
diversity
record
is
as
a
law
firm
as
a
business
as
a
as
an
economic
entity,
etc.
I
think
that
we
ought
to
have
things
like
that.
You
know.
We've
talked
about
contracts
that
come
up
before.
Sometimes
we
have
some
disputes
in
them.
C
Sometimes
they
pass
five
to
two
four
to
three.
Sometimes
they
go
down.
Seven
to
zero,
because
of
a
lack
of
seeing
the
numbers
that
we
all
want
on
there.
I
think
all
seven
of
us
agree
with
the
position
of
please
don't
put
us
in
a
position
to
have
a
contract
on
something
that
is
of
critical
importance
to
the
public,
but
that
comes
out
with
with
numbers
on
diversity
that
that
put
us
all
to
shame.
C
We
have
to
make
sure
that
we
cast
a
wide
net
going
out
among
stakeholders
and
letting
folks
know
of
the
different
opportunities
that
exist
and
that's
incumbent
upon
all
of
us.
I
I
I
know
you
know
with
covet
now
we're
limited
on
what
we
can
do,
etc,
but
I
think
all
of
us
should
be
involved
in
making
sure
that
we
tell
the
different
stakeholders
in
the
community
the
the
different
opportunities
that
exist
with
regards
to
contracting
etc.
C
So,
there's
a
lot
of
issues
here,
but
I
think
the
message
is
that,
while
we're
going
to
only
use
the
tools
that
are
legally
available
to
us
and
those
tools,
have
you
know
kind
of
gotten
shortened
over
the
last
20
years
and
for
unfortunately
in
my
opinion,
but
we
want
to
make
sure
that
we
use
all
of
the
legal
tools,
because,
if
there's
other
cities
that
are
operating
under
the
very
same
law
that
we're
operating
under
that
are
doing
better,
then
we
ought
to
look
to
that.
And
I
think
that's
what
today
is
about.
F
N
I'd
like
I'd
like
to
ask
if
we
have
a
national
expert
on
the
line,
colette
holt
and
associates,
and
I'm
hoping
she's
still
on
the
call
with
us.
I
would
yes,
I
would
like
to
ask
you
to
just
briefly
address
the
the
interest
in
doing
a
comparative
analysis
of
programs
and
benchmarking
and
how
we
might
go
about
doing
that.
If
it's
practical.
K
A
K
B
K
K
Against
other
other
cities,
and
and
there's
nothing
wrong
with
doing
that,
and,
and
certainly
a
full
diagnostic
kind
of
review
that
it
sounds
like
many
of
your
council
members
are
interested
in
the
community's
interested
in
would
be
something
that
that
would
probably
be
useful.
Just
just
sort
of
one
word
of
caution
about
looking
at
other
people's
programs
and
the
first
one
is
that
you
really
do
have
to
make
sure
that
you
are
comparing
comparable
data.
Sets.
K
I've
been
involved
with
these
programs
for
over
30
years
now,
and
we
have
worked
for
agencies
all
across
the
country
and
and
people
report
often
very
differently.
So
if
you
are
going
to
try
to
look
to
some
other
jurisdiction,
just
make
sure
that
the
data
that
that
you're
looking
at
is
really
comparable
to
your
own.
So,
for
example,
really
an
awful
lot
of
agencies
aren't
reporting
anything
about
subcontractor
utilization.
K
K
So,
when
we're
advising
a
local
agency
like
tampa,
we
always
suggest
that
they,
they
sort
of
hold
up
their
program
against
what
the
regulations
say
at
49
cfr,
part
26,
just
to
kind
of
get
a
look
to
see.
You
know
how
close
you
are,
and
the
modeling
your
program
to
some
extent
after
the
dpe
program
was
a
major
reason
why
we
were
able
to
recently
successfully
defend
the
illinois
tollways
program
which,
although
it
is
a
highway
unit
of
government,
does
not
get
any
money
from
the
feds.
K
K
I
think
the
other
thing
to
kind
of
maybe
focus
on
a
bit
is
what
can
you
do,
and
I
I
think
I've
heard
some
someone
mentioning
this
as
well.
What
can
you
do
to
increase
the
capacity
of
these
firms,
as
your
city
attorney
explained
that
you
know
the
courts
are
extraordinarily
hostile
to
these
programs
and
whatever
I
might
have
thought
before
I?
K
You
could
have
a
city
that
was
80
black,
but
you're
not
going
to
be
able
to
support
an
80
goal.
It
really
is
the
percentage
of
all
firms
that
are
owned
by
women
and
minorities
that
are
ready,
willing
and
able
in
your
market
to
provide
what
you
purchase.
So
that's
always
a
much
smaller
group
than
population,
sad
to
say
so.
Focusing
on
capacity
building
programs,
I
think
is-
is
critical.
K
I
was
very
interested
to
see
some
of
the
recommendations
that
came
out
of
hnt
beach
review,
and
you
know
many
of
them
are
things
we
know
how
to
do.
We
have
a
pretty
good
idea
now.
What
a
good
bonding
support
program
will
look
like
what
type
of
mentor
protege
programs
actually
work
that
are
blonde
yes
or
beyond.
Let's
just
go
to
lunch
and
give
you
a
plaque
at
the
end
of
it.
K
You
know
what
really
helps
minority
firms
to
grow
and
thrive,
and
certainly
your
emphasis
in
your
program
from
what
I've
been
able
to
see
on
prime
contract
awards
is,
is
important,
and
you
really
should
be
commended
for
that
because
too
often
these
are
seen
as
sub-contracting
programs
and
that's
fine
for
firms
that
are
at
that
level.
But
many
minority
firms
across
the
country
and
I've
interviewed
easily
2
000
people
over
the
last
several
years
consistently
tell
me
that
they
want
to
be
primed,
especially
outside
of
construction,
professional
services,
law
firms,
accounting
financial
services.
K
Those
people
don't
run
on
a
prime
sub
model
outside
of
a
program
and
so
for
them
to
really
succeed.
Your
focus
on
prime
awards,
I
think,
is
very
important,
and
that
might
be
some
place
that
you'd
like
to
put
some
more
attention.
But
in
answer
to
mr
hart's
specific
question
about
benchmarking,
there's
nothing
wrong
with
doing
that.
You
know
just
be
careful.
K
K
These
problems
are
entrenched,
they
are
systemic
and
they
really
reflect
the
overall
systemic
racism
that
we
see
throughout
the
entire
society,
and
the
city
of
tampa
is
not
going
to
be
a
magic
bullet
for
anybody.
That
doesn't
mean
that
you
can't
do
more
and
you
can't
do
better,
but
you
know
I
would
say
you
know,
don't
don't
criticize
yourselves
overly
or
beat
yourselves
up
too
much,
because
nobody
has
figured
out
some
way
to
to
suddenly
create
a
whole
bunch
of
solid,
successful
black
businesses.
K
G
One
of
the
one
of
the
arguments
by
the
community
is
that
the
the
african-american
population
is
plus
or
minus
26,
but
our
percentage
of
african-american
business
of
the
city
is
very
low.
I
wonder
just
asking
the
consultant
as
you've
looked
at
other
cities,
you
probably
are
looking
at
a
percentage
overall
of
mbe,
but
do
you
ever
see
how
it
correlates
with
the
percentage
of
minorities
in
the
community.
K
Population
from
the
from
a
legal
standpoint
well
from
the
the
law,
as
the
federal
courts
have
given
it
to
us,
I've
been
a
lawyer
long
enough
to
watch
the
the
constant
constriction
of
the
ability
to
do
anything
about
these
issues
over
you
know
the
last
25
years.
Probably
so
you
know
the
law
is
whatever
the
supreme
court
told
us.
It
was,
but
but
within
that
framework
you
know
probably
about
the
best
you
ever
see
is
availability
in
the
business
population
at
about
50
percent
of
population.
G
Wonder
just
as
a
final
final
comment
and
request
if
the
administration
could
consider
having
the
consultant
speak
to
some
of
the
folks
that
spoke
this
morning,
in
particular
toba
and
the
saturday
morning
men's
group
to
listen
to
their
concerns,
and
maybe
maybe
the
consultant
could
help
interpret
the
the
the
gap
there.
I
know
that
jeans,
nodding
and
and
chief
bennett
is
there.
I
know
you
all
are
working
hard
and
others
are
working
hard
to
try
to
fix
this,
so
anything
we
could
do
to
close
the
gap
would
be
much
appreciated.
Thank
you.
F
F
F
We
can't
be
afraid
to
look
at
those
minority
primes
from
other
states
who
want
to
come
here
to
do
business
and
set
up
shop
as
well.
I
know
we've
always
been
familiar
with
this
particular
company,
those
couple
of
companies
and
we
continue
to
give
them
work,
but
it
has
to
come
a
time
that
we
have
to
let
others
into
the
city
as
well.
F
I
think
we
got.
We
have
to
look
at
those
things.
We
can't
go
into
the
same
companies
over
and
over
and
over
we've
got
to
get
some
new.
What
I
call
new
blood
in
the
city
as
well,
so
people
we
can
prosper,
so
everyone
can
prosper.
So
I'm
hoping
that
we,
we
also
have
that
on
the
bucket
list
as
well.
Thanks
chairman.
I
I
All
right,
so
I
just
want
to
wrap
up
first,
I
want
to
thank
everybody.
That's
worked
hard
on
this.
I
want
to
thank
council
for
bringing
it
and
making
it
a
priority
for
the
community.
I
just
want
to
say-
and
I
know
I'm
echoing
and
rephrasing
things
that
have
been
said
by
council,
but
we're
not
going
to
rationalize
failure
in
this
administration.
It's
just
not
in
our
dna.
It's
not
going
to
happen
when
things
come
across.
I
My
desk,
I
talked
to
mr
spearman,
mr
hart
osea
gene
brad,
sal,
we're
gonna,
tear
things
apart,
we're
gonna,
unbundle
things,
we're
gonna
do
whatever
it
takes.
We're
gonna
change
the
culture
of
the
organization
to
if
we
have
to
manage
two
contracts,
we're
gonna
manage
two
contracts.
If
you
have
to
manage
three
we're
going
to
manage
three,
the
mayor
has
made
this
a
priority.
She
started
out
with
the
bridges
to
business.
I
So
we
are
100
to
committing
to
moving
the
needle
on
this
without
rationalizing
failure
and
stretching
every
bit
of
this
law
with
gina's
shop
as
possible.
So
we
are
far
from
done
and
I'm
very
confident
with
this
team
that
we're
going
to
get
it
there
and
and
bring
it
back
to
you
in
a
very
successful
way.
F
You
know,
let
me
just
say:
let
me
thank
the
administration
for
for
at
least
opening
this
door
for
the
conversation,
the
dialogue
and
trying
to
move
forward.
I
have
to
say
thank
you
to
the
chief
of
staff.
I've
worked
with
him
a
long
time
and
I
know
he's
kind
of
guy.
He
doesn't
mess
around.
He
wants
results.
F
F
I
appreciate
miss
ocean,
mr
spearman
gene
everyone
to
work
together
on
this,
but
I
know
that
we're
still
missing
a
few
things.
I
I'm
hoping
that
we're
going
to
get
there
sooner
very
very
sooner
than
later,
but
this
evening
I
need
to
make
a
motion
because
again
I'm
the
african-american
council
for
the
district,
so
anything
that
doesn't
seem
right.
I
get
it
and
I
get
it
three
times
more
than
some
other
colleagues.
F
A
E
Okay,
no
councilman
goods.
I
appreciate
your
comments
and
leadership
on
this
and
and
and
I
think
you're
you're
right
on
appreciate
james
ransom
and
his
crew
in
regard
to
staying
on
this
for
decades
really
and
and
john
bennett.
As
you
say,
we
gotta
keep
pushing
the
needle
and
moving
the
ball
forward,
and
I
do
believe
that
we'll
all
get
there
two
greggs
and
gene
on
occasionally
you
guys
know.
I
love
you
and-
and
we
all
have
the
same
goal
in
mind.
E
So
I
I
apologize
if
I
can
be
hard
sometimes,
but
but
but
you
know
where
my
heart
is,
but
in
regards
to
these
these
items.
So
what's
the
plan
in
terms
of
coming
coming
back
john
with
updates
and
that
sort
of
thing
I
see
you
you're
you're
you're,
the
leader
of
this
of
this
now
so
what's
where?
What's
the
future
breakfast.
L
So
councilman
dean
felder,
if
council
approves,
we
will
like
to
come
back
before
you
and
may
with
our
list
of
recommendations
of
in
within
our
action
plan,
so
that
you
can
see
the
progress
we've
made
and
we
would
like
to
report
at
that
time
with
the
immediate
actionable
opportunities
where
we
are
on
those
with
those
recommendations
as
well.
So
twofold.
E
E
And
I'd
like
to
add
to
that,
unless
there
is
any
objection
that
I
I
think
I
think
a
twice
a
year
update
on
you
know
on
all
of
this,
unless
that's
already
duplicative
of
something
we're
already
doing,
which
sometimes
I
can't
remember
but
but
anyway
I
I
was
you
know.
Definitely
may
would
be
my
motion
first
regular
meeting
in
may
and
maybe
twice
a
year
thereafter
like.
I
E
B
E
A
E
A
E
A
I
No
thank
you
chairman.
I
appreciate
council's
feedback
and
we're
looking
forward
to
working
together,
not
only
with
council
but
with
the
public
comment
group.
The
task
force,
the
the
equal
business
opportunity
advisory
council
looking
forward
to
a
great
journey
to
make
tampa
number
one
in
this
space.
A
E
Yes,
sir,
a
minor,
a
lighter
issue,
a
while
back.
We
noted
that
after
the
council
long
ago,
tied
its
own
hands
as
related
to
chapter
27
amendments
and
we
tied
our
hands
and
said
for
some
reason.
The
ordinance
now
says
you
know
that
we
can
only
do
that
twice
a
year
without
any
exception,
and
so
we
talked
about
it.
Staff
says
they
reported
to
us
in
october
and
gave
us
the
reasons
why
they
they
think
it
should
remain
the
status
quo.
I
sort
of
I
must
have
missed
that.
E
Sometimes
the
neighborhoods
come
to
us
and
they
have
an
issue
or
the
community
or
the
even
the
business
community
comes
to
us
and
they
have
an
issue
and
they
want
a
response
and
they
want
a
quick
response.
They
don't
want
to
wait.
You
know
six
months
or
whatever
for
the
next
cycle.
So
with
that
I
would.
A
A
E
C
Thank
you
very
much.
I
motioned
for
a
letter
to
the
florida
delegation
urging
support
for
the
national
apprenticeship
act
of
2021
house
hr
447,
which
passed
the
house
in
the
last
congress
and
is
being
championed
by
our
wonderful
congresswoman
and
the
fighter
for
working
families
in
tampa
kathy
castro.
A
A
C
And
and
then
last
again,
I'm
going
to
maintain
again
what
I
said
before,
which
is
that
for
tonight
for
quasi
judicials
after
midnight,
mahomeno
more
or
there
comes
a
time
when
we
shouldn't
be
doing
quasi
judicials.
So
don't
don't
get
me
wrong
if
it's
one
o'clock
and
we're
still
here,
god
love
it,
that's
fine
but
in
other
words,
just
to
move
by
with
all
deliberate
speed.
That's
what
I
would
say
thank
you.
B
G
B
G
G
I
would
like
to
avoid
having
a
whole
bunch
of
emails
between
now
and
then
nothing's
changed
since
then.
Nobody
in
the
community
that
I
know
of
has
been
reached
out
to
there
was
a
meeting
a
high
high
level
meeting,
but
with
the
mayor
and
other
key
officials,
but
nothing
substantive,
has
happened.
There's
been
no
communication
process
with
the
public.
If
we
don't
reschedule
it
we're
going
to
get
flooded
with
emails
again
and
that's
fine,
we
can
do
that,
but
we're
going
to
sit
through.
G
You
know
couple
hours
of
public
comment
next
week
and
we've
got
other
big
issues
that
we
need
to
address
on
that
day.
What
I
would
recommend
I'd
like
to
make
a
motion?
Okay,
if
you
all
shoot
me
down,
but
just
to
avoid
all
of
that
we'll
you
know
we'll
whip
up
and
then
we'll
have
to
reschedule
anyway.
C
It's
very
customary
for,
and
I
always
appreciate,
councilman
carlson,
putting
this
out
there,
because
it's
something
to
you
know
put
something
out
there
and
go.
I
may
not
get
a
second,
so
I
I
appreciate
that
my
thoughts
on
that
are
councilman
that
when
it
comes
to
us
next
week,
if
the
outreach
that
we
directed
the
administration
to
do
has
not
been
done,
you
know,
then
we
can
move
forward
with
it.
I
just
want
to
explain
my
not
second,
because
that
that's
that's
that's
rare,
so
just
to
give
you
my
thoughts.
G
A
B
J
G
I
think
december
14th,
2024
and-
and
I
still
haven't
gotten
a
straight
answer
from
the
water
department
and
the
re,
and
I
can
go
through
the
rest
of
it
and
dispute
the
two
reasons
they
give
our
number
that
we
need
to
hurry.
One
is
that
the
state
may
pass
this
law
that
will
will
force
us
to
do
it.
There's
questions
about.
G
Why
is
the
city
lobbying
to
cost
us
400
million
dollars
plus,
but
the
this
and
then
the
second
thing
is:
if
that
goes
through,
that
swift
mud,
the
swift
mode
money
may
not
be
available.
The
folks
I've
talked
to
in
around
swift
mud
says:
there's
no,
there's
no
reason
to
hurry
may
is
fine.
If,
if
the
legislature
hits
us
with
this,
then
we
can
address
it
at
that
point
and
we
can
look
at
the
options
in
a
fair
way
and
we
can
look
for
money
from
swift
mud
and
other
agencies.
C
And
this
something
that
would
actually
support
to
a
degree
moving
and
again,
I'm
not
going
to
vote
for
this,
but
one
of
our
members
who
to
me
is
mr
water.
Charlie
miranda
may
not
be
here
next
week.
He
sits
on
on
tampa
bay,
water.
Just
you
know
something
that
supports
again,
I'm
respectfully
not
going
to
vote
for
this,
but
just
a
thought
which
is
you
know
just
putting
that
out
there
for
whatever
it's
worth
all.
A
I
I
Chairman
and
counsel
again,
john
bennett,
without
the
support
of
gene
duncan's
office,
I
would
say
that
it
it's
my
understanding
that
it
it
does
put
some
timelines
in
jeopardy.
The
way
I've
been
told-
and
I
know
staff
has
worked
diligently
with
partners
to
bring
back
a
a
modified
approach.
I
believe
the
memo
is
hitting
your
inbox
now
that
that
really
worked
with
the
partners
to
right
size.
A
J
Yes
in
a
word,
if
we
delayed
the
presentation
and
any
action
by
city
council
until
may,
there
is
the
consideration
of
the
southwest
floater
water
management
district
and
our
pending
application
in
front
of
it.
They
will
be
taking
action
on
february
the
11th-
and
I
am
not
certain,
but
I
know
that
they
will
be
making
a
decision
again
in
april
and
then
final
decisions
in
june.
So
we
is
my
understanding
of
their
schedule.
Sorry
still,
breathing.
G
I,
what
I
would
recommend
is
that
the
water
department
brings
somebody
from
swift
mud
to
state
this,
because
the
conversations
I've
had
otherwise
and
what's
going
to
happen
next
week-
is
that
we're
going
to
have
a
whole
bunch
of
people
from
the
community.
Disputing
the
facts
of
what
the
water
department
is
saying,
and
I
I
don't
really
want
to
go
there.
You
know
charlie
miranda
said
last
time.
G
G
I
don't
like
being
told
that
a
permit
is
going
to
run
out
in
2023
when
it's
going
to
run
out
at
the
end
of
2024,
and
I
can
go
through
the
whole
rest
of
the
list
and
show
you
all
how
the
the
facts
that
we
were
given
are
not
true,
and
we
should
be
really
concerned.
10
million
dollars
a
lot
of
money,
400
million
dollars
a
huge
amount
of
money,
and
there
are
lots
of
concerns
from
the
public.
There's
no
way
we're
going
to
know
the
answers
by
next
week.
G
The
the
the
folks
that
I've
spoken
to
in
around
swift
might
say,
there's
no
urgency.
There
may
be
dates
that
are
scheduled
where
they're
going
to
be
approving
things,
but
there's
no
urgency.
There's
no
there's
not
going
to
be
a
shortage
of
money,
and
could
you
just
tell
us
in
the
in
the
bill
that
the
legislature
is
pushing
forward?
What,
by
what
deadline,
would
we
have
to
to
at
least
start
a
cure
for
this.
G
G
You
think
I
would
put
my
reputation
on
the
line
to
get
this
angry
about
this,
that
the
fact
that
I
had
to
go
back
and
forth
that
the
information
we're
given
is
not
accurate
and
not
exactly
accurate,
is
really
disturbing,
and
we
know
that
I
mean
what
it
what
it
brings
up
is.
It
makes
me
question
all
the
other
multi-million
dollar
projects.
We've
approved
2.9
billion
dollars
in
projects,
and
should
we
be
asking
the
same
questions
about
all
the
others?
G
Go
back
and
look
at
those
facts.
I
can
forward
you
all
the
emails
where
I
went
back
and
forth
with
the
water
department.
If
you
want,
I
haven't
because
of
sunshine,
but
we
can
bring
a
whole
bunch
of
experts
here.
Unfortunately,
it's
going
to
take
hours
and
hours
to
debate
this.
It's
not
just
going
to
be
me.
There
are
lots
of
people
in
the
community
are
going
to
debate.
It.
J
Well,
I
would
just
like
to
stick
with
what
you
would
ask
me,
which
was
the
schedule
and
what
we
are
submitting
to
swift
mud.
Also,
I'm
here
as
a
licensed
profe
practicing
attorney.
So
I
don't
wouldn't
put
out
misrepresentation
or
untruths
to
you
whether
I
would
make
a
mistake
on
a
year
or
two
as
far
as
an
application,
I
will
be
glad
to
write
and.
J
G
J
G
What
I
would
like
to
see,
though,
is
that
there's
a
fine
in
the
information
we're
being
presented,
there's
a
fine
line
between
what's
true
and
and
what's
necessary.
So,
yes,
there
may
be
certain
dates
scheduled,
but
the
question
is:
is
that
is
that
the
deadline
within
which
we
have
to
operate
or
or
can
that
deadline
be
extended?
What
actually
is
swift
mud's
deadline
within
which
we
have
to
work?
F
Mr
and
I
I
know
it's
frustrating,
but
mr
carson
does
have
one
point
here:
if,
if
there
are
multiple
dates
that
these
applications
can
be
filed,
what
is
the
last
date?
If
it's
may
is
it
you
know?
Is
it
you
know
march?
When
is
it?
So,
if
he's
asking
to
say,
okay,
we've
got
a
multitude
of
people
may
want
to
speak,
and
he's
not
clear
to
ask
this
council
to
take
a
vote
is
asking
what
are
some
other
dates
to
where
it
find
me
it
may
pass.
J
11Th
they'll
have
a
regional
meeting
for
the
tampa
bay
area,
which
is
what
we
submit
our
application
to
at
that
regional
meeting
is
the
first
consideration
of
the
applications
where
the
those
members
of
the
governing
board
that
are
sitting
as
that
smaller
regional
group
will
rank
the
applications
that
are
on
the
on
in
front
of
them.
If
we
do
not
have
our
application
complete,
if
it's
changed,
if
it's
revised,
if
anything
is
different,
then
our
ranking
can
be
affected.
J
Do
we
have
the
opportunity
to
con
to
continue
to
submit
applica
information
until
their
next
meeting,
which,
by
my
understanding
as
I
remember
it
now,
is
in
april?
Okay,
we
would
have
between
then,
but
the
first
ranking
is
critical
and
then
the
second
ranking
is
just
as
critical
and
then
the
final
decision
is
in
june.
J
So
you
have
to
follow
the
process
as
you
go
forward.
Is
it
do
you
get
thrown
out
automatically
if
you
don't
have
everything
there
in
february?
I
couldn't
tell
you
for
sure
that
they
would
take
a
final
action
like
that,
but
you
don't
want
to
have
the
least
amount
of
accurate
information
in
february
for
the
first
consideration
of
your
ranking,
so
we're
trying
to
have
and
meet
their
deadlines
as
we
move
forward.
F
F
So
if,
if
we
can
get,
but
I
don't
know
how
this
this
vote
may
go
to
move
it,
but
if
we
can
get
the
group
from
swift
mud
to
come
here
on
next,
it's
the
sixth
next
week
right
next
week,
the
fourth
and
give
the
actual
data
information
that
mr
carlson
looking
for.
I
think
that
works
favorable
for
you
to
where.
If
someone
is
saying
this
is
a
good
idea,
therefore
they
believe
whatever
whatever
then
I
think
you
know
it's
a
favorable
turnout,
so.
J
I
can
actually
have
the
schedule
sent
to
you
from
the
representative
from
swift
mud
if
that's
sufficient
within
the
hour
after
I
go
back
upstairs.
If
you
want
to
have
somebody
here,
whether
they
send
somebody
or
not
is
up
to
them,
and
they
would
only
just
simply
state
the
facts
to
the
schedule.
They
would
not
be
presenting
any
information
with
regard
to
the
project.
E
She's
straight
up
as
they
get
we
might
not
always
agree.
I
might
not
like
what
she
says,
but
she's
straight
up
as
you
get
number
one
number
two,
I
don't
think
it's
reasonable
for
us
to
ask
whipland
to
come
to
our
meeting,
but
that
you
know
they
might
be.
Maybe
they'd
be
willing
to
appear
virtually
just
to
talk
about
their
procedures
and
their
process.
I
don't
think
that's
unreasonable,
so
jan,
if
you
could
ask
them
to
do
that
to
appear
virtually.
I
think
bill.
I
would
think
from
your
perspective.
G
Just
to
follow
up
that
that
only
deals
with
one
piece
of
it,
the
other
piece
of
it
is
the
is
the
legislation.
The
whole
reason
why
we're
talking
about
this
in
the
first
place,
the
legislation
and
jan?
Could
you
could
you
tell
us?
Are
you
aware
of
the
the
city's
lobbyists
attitudes
toward
this
bill?
I've
had
three
lobbyists
tell
me
that
members
of
the
water
department
have
gone
to
tallahassee
and
lobbied
in
favor
of
it
is
in
your
to
your
knowledge.
Is
that
true.
J
No,
the
water
department
was
not
in
tallahassee
lobbying,
for
which
was
at
that
time,
the
tap
project.
The
last
time
that
any
representatives
of
the
member
of
the
water
department
were
in
tallahassee
was
in
november
of
19
to
attend
a
joint
meeting
of
two
industry
groups,
and
then
we
went
around
and
met
with
legislators
to
talk
about
potable
reuse.
J
G
G
If
we
pass
a
resolution
that
ask
the
the
lobbyists
to
lobby
against
it
or
to
edit
it
you're
you're,
not
a
charter
attorney.
Sorry
to
put
you
in
that
in
that
position,
but
I
mean:
could
we
influence
the
the
it
sounds?
What
I
hear
is
that
this
bill
is
going
to
go
forward
in
some
form,
but
if
we
asked
our
lobbyists
to
get
the
legislators
to
modify
it,
it
might
not
be
as
as
hurtful
to
the
city
of
tampa.
Does
this.
Do
you
have
any
idea
of
this
body?
J
Well,
to
the
extent
that
the
city
council,
the
city
of
tampa,
would
have
impact
on
tallahassee
on
any
bill.
Of
course
they
would
take
notice
of
of
any
action
that
you
would
take
on
a
bill
for
or
against.
Let
me
say
there
are
a
lot
of
eyes
on
the
that
bill
and
its
corollary
bill
through
the
industry
organizations,
local
governments,
utilities
you're,
absolutely
right.
It
will
have
a
financial
impact
for
those
utilities
that
are
discharging
the
surface
waters
to
meet
the
schedule
that
is
set
out
in
that
bill.
Right
now,.
A
B
A
B
B
G
G
In
my
conversations
about
about
pure,
remember
the
last
time
when
it
was
tap,
they
we
reduced
the
the
water
rate
increased
by
five
dollar
four
or
five
dollars
a
month
by
by
taking
tap
out
of
the
rate
increase.
But
in
my
conversations
their
cfo
said
we
don't
have
to
go
to
another
rate
case.
If
we
move
forward
this
because
we
can
just
refinance
debt.
G
That
brings
up
the
question.
If
there
is
now
a
sludge,
patrick
says
it's
like
the
the
lottery
where
money
that
was
going
to
be
spent
on
pipes
now
is
sitting
in
a
fund
that
the
water
department
can
use
wherever
they
want,
and
this
is
from
a
conversation
he
had
with
someone
for
the
water
department
and
then
in
my
conversation
we
were
told
that
that
we
don't
have
to
refinance.
We
don't
have
to
raise
the
rates
to
to
pass
what
ratepayers
two
years
ago
would
have
paid
five
dollars.
G
G
A
B
B
E
A
A
Any
opposed
great
and
then
I
have
a
motion.
We
discussed
the
the
downtown
parking
situation.
My
my
request
to
the
administration
is
that
we
not
enforce
the
the
current
rules
of
ordinance
2020-122,
at
least
until
we
revisit
this
and
and
figure
out
what
we're
going
to
do
with
this.
After
everything
that
we've
said
this
morning,
I
don't
have
to
discuss
it
again,
but
that
they
not
a
request
that
they
not
enforce
the
current
ordinance.
While
we
sort
things
out,
that's
my
motion.