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From YouTube: Board of Commissioners Work Session October 29, 2020
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A
A
A
A
C
D
B
B
E
B
Due
to
the
health
crisis,
we
continue
to
have
the
meetings
will
continue
to
be
conducted
by
video
conferencing
and
provide
for
public
comments
to
protect
the
public
and
employees,
and
I
would
like
to
remind
to
everyone
that
in
the
last
meeting
we
decided
this
meeting.
This
work
session
will
be
finished
at
8,
30
pm,
the
workstation,
our
primary
design
for
information
gathering
and
guidance.
B
B
This
evening
we
have
on
the
agenda.
We
have
two
presentations,
one
is
going
to
be
given
by
the
the
city
staff
and
the
other
owned
by
I'm,
suggesting
that
we
watch
the
presentations
first
and
then
we
have,
and
then
we
have
questions
and
comments
and
in
the
end,
so
that
way
we
stay
okay.
B
G
Good
evening
mayor
commissioners,
renee
vincent
planning
director,
thank
you
for
the
opportunity
to
speak
with
you
this
evening
about
some
of
our
upcoming
major
project
for
us
to
conference
and
plan,
as
well
as
an
opportunity
to
align
some
additional
planning
processes
along
with
that
process.
So
I'm
going
to
share
my
screen,
I
think
I'm
going
to
try
to
share
my
screen.
G
Okay,
great,
so
I'm
just
going
to
leave
that
up,
while
I
kind
of
talk
through
the
memo
that
was
included
in
the
backup,
so
a
major
part
of
the
planning
department
work
plan
over
the
next
12
to
18
months
is
the
update
of
the
comprehensive
plan,
and
this
you
know,
first
and
foremost,
as
part
of
that
process,
is
really
a
process
to
engage
the
public,
both
the
commission,
the
community
and
the
stakeholders,
and
hopefully
out
of
that
that
very
kind
of
in-depth
engagement
process,
the
intent
would
be
to
draft
a
set
of
guiding
principles
that
would
inform
the
comprehensive
plan
update
what
we're
really
trying
to
get
to
is.
G
You
know
that
30
to
40
year,
you
know
vision
for
what
we
want
the
city
to
be,
and
so
those
guiding
principles
would
then
be
utilized
to
review
all
of
our
existing
goals,
objectives
and
policies.
You
know
identify
what's
working,
what's
not
what
needs
to
be
updated?
G
G
What
we're
really
seeking
some
guidance
from
the
board
on
this
evening
is
an
opportunity
for
alignment
of
a
more
shorter
range
planning
process
that
would
also
take
advantage
of
this
initial
in-depth
community
engagement
is
guiding
principles,
and
so
what
we're
you
know,
what
we're
seeking
guidance
on
is:
is
there
an
interest
to
use
this
upfront
process
and
these
guiding
principles
to
kind
of
at
the
same
time
develop
a
shorter
range
strategic
plan
for
the
city
for
the
city
in
that
three
to
five
year
planning
horizon,
and
then
that
document
you
know,
would
you
know
annually
inform
update
the
budget
of
the
cip
and
their
department
work
plans?
G
So
you
know
this
evening
again
we're
really
asking
for
you
know
feedback
on.
Do
we
want
to
undertake
this
kind
of
concurrently
and
utilize
this
this
community
engagement
process
for
for
two
ends?
You
know
this
is
just
a
high
level
overview
of
one
concept
of
what
that
community
engagement
process
might
look
like.
I
don't
really
want
to
dwell
on
it,
but
if
you
have
questions
about
what
I've
put
in
here,
that's
we
can
talk
about
those.
But
again
this
was.
G
These
are
just
concepts
of
you
know
of
how
we
would
want
may
want
to
try
to
structure
that
community
engagement
process
to
do
both
of
these.
At
the
same
time,
with
that
I'm
going
to
I'll
stop
and
answer
questions
at
the
appropriate
time,
I
also
did
include
in
the
back
up
a
strategic
plan
from
the
city
of
fayetteville
georgia.
I've
looked
at
many
of
these.
This
one
really
seemed
to
strike
a
nice
balance
between
you
know,
being
visionary
but
also
being
very
well
grounded.
G
In
actual,
you
know,
work
to
be
done,
and
so
it
really
struck
a
good
balance.
So
with
that
I'll
stop
again
we're
just
looking
for
you
know,
feedback
from
the
board
on
you
know.
Do
we
want
to
kind
of
capitalize
on
this?
What
we
know
will
be
an
extensive
outreach
and
community
engagement
process
and
and
parlay
that
into
something
that
we
can
apply
to
a
strategic
planning
process,
so
I'll
stop
sharing
my
screen
and
turn
it
back
over
to
you,
mr.
B
Mayor,
thank
you,
miss
vincent
the
next
presentation
on
the
strategy
planning
and
visionary
that
will
be
given
by
commissioner
curious.
H
H
Okay,
thank
you
success
this
time.
Well,
thank
you
for
the
opportunity
this
pretty
much
picks
up
where
I
had
left
off.
While
I
was
working
myself
up
to
during
the
election
campaign-
and
this
is
a
much
more
contracted
version
of
that
and
adds
a
little
bit
new
information
as
well
so,
and
it
also
complements
ms
vincent's.
H
I
was
happy
to
see
that
in
that
regard,
and
it's
actually
a
little
more
it's
simpler
and
also
a
little
more
practical
and
less
lofty
in
terms
of
the
actually
the
terms
that
are
utilized
and
everything.
So
I
I
would
hope
in
our
discussion.
We
we
could
ask
some
some
good
questions
concerning
that.
H
First
of
all,
from
just
a
general
approach
that
there's
four
levels
of
planning
that
we
would
be
looking
at,
one
is
the
vision.
The
second
one
is
the
comprehensive
plan
that
ms
vincent
mentioned.
Another
one
is
the
strategic
plan
and
then,
of
course,
there's
operational
plans.
H
Two
are
missing
one's
outdated
and
we
do
have
the
operational
plans
that
are
existing
and
updated
annually.
They
do
support
the
annual
budget.
So,
given
the
circumstances
you
you,
I
ask
them
stuff
myself.
All
the
time
is:
where
are
we
heading
without
having
this
additional
information?
So
I'm
I'm
very
happy
to
see
that
ms
vincent
is
bringing
that
along
and-
and
I
think
that
you're
going
to
find
that
she
and
I
are
on
the
same
page
in
that
regard.
H
The
vision
is
basically
an
idealized
view
of
tarpon
springs,
there
are
aspirational
goals
and
they
actually,
it
actually
forms
the
anchor
of
all
the
planning
processes,
and
we
don't
have
one
right
now,
but
hopefully
we'll
have
one.
Here's
an
example
of
a
vision
statement.
I
put
this
together
based
on
communities
around
the
state,
actually
coastal
communities,
it's
just
an
example,
and
I'm
I'm
hoping
that
this
would
be
used
as
a
kind
of
a
guide
or
some
template
that
we
can
work
to.
H
As
far
as
defining
the
vision
of
tarpon
springs,
it
doesn't
it's
not
a
mission
statement.
The
mission
statement
is
an
actionable
item.
It
basically
says
you
know
to
provide
the
best
services
that
we
can
do
in
these
areas,
blah
blah
blah.
This
is
actually
a
vision
statement.
This
is
actually
telling
everyone.
This
is
what
we
want.
Tarpon
springs
to
be
in
the
future.
H
Also,
there
was
some
discussion
with
regard
to
resident
participation.
I
just
wanted
to
point
out
the
last
actually
two
major
efforts
in
the
past,
one
from
1993
and
the
other
one
from
the
2005
time
frame.
H
The
institute
of
government
from
usf
came
and
helped
with
those
processes,
and
they
did
extensive
surveys
of
the
residents
and
actually
it
was
a
serve.
It
was
the
residents
themselves
that
established
the
priorities
and,
and
I've
got
this
one
little
one
to
the
side
that
is
from
1993
and
then
the
other
one
that
former
city
manager
possvac
had
done
and
actually
included
in
her
letter
report
to
the
2005
budget.
H
So
I
I'm
always
happy
to
see
this
with
regard
to
the
residents
giving
us
direction
in
what
we
should
be
viewing
as
priorities
the
comprehensive
plan.
We
we're
all
familiar
with
it.
It
provides
the
ingredients
to
achieve
the
vision
and
also
it
consists
of
goals,
objectives
and
policies
and
and
and
then
basically,
it
would
feed
into
the
strategic
plan.
H
The
comprehensive
plan
right
now
consists
of
10
elements.
I
think
that's
pretty
much
what
it's
been.
I
think
we've
added
one
or
two
since
it
first
got
started
back
in
85.
I
believe
we
have
right
now.
We
have
eight
state
mandated
elements
and
then
two
optional
elements
which
would
be
the
historic
land
use
the
public
schools
facility.
Although
I
and
briefly
talking
to
ms
vincent
in
the
past,
I
I
have
a
suspicion
that
that
public
schools
facility
element
is
going
to
go
away,
but
also
there's
an
opportunity
to
new
to
add
new
elements.
H
That
kind
of
brings
us
up
to
modern
times,
such
as
land
use
hazard
mitigation,
economic
development
place
making,
which
would
substitute
for
the
needs-based
economic
development
and
then
also
community
design,
which
gets
back
into
something
we
were
discussing
with
the
sign
ordinance
trying
to
implement
some
architectural
standards
in
that
we
could
actually
do
that
through
the
community
design
element
also
by
charter.
The
comprehensive
plan
is
updated,
is
required
to
be
updated
every
three
years.
H
The
second,
actually,
the
third
planning
level
is
just
the
strategic
plan.
It
establishes
the
priorities.
It
takes
the
the
needs
that
are
identified
in
the
comprehensive
plan
and
establishes
the
priorities
of
what
the
city
should
be
working
toward
to
achieving
that
vision
that
everybody
had
agreed
to.
It
creates
a
road
map
to
achieving
that
vision,
and
also
I
I
know
ms
vinson
is
talking
about
a
three
to
five
year
horizon,
but
planning
horizon,
but
actually
the
strategic
plan
should
go
beyond
that.
H
Our
cip
is
is
one
to
five
years
right
now
and
I'll
have
a
little
more
to
say
about
that
in
a
second.
But
but
my
feeling
is,
we
ought
to
be
looking
a
little
further
down
the
line
than
just
three
to
five
years
and
also
which
is
very
important
to
me.
The
strategic
plan
serves
as
a
hands-off
hands-off
document.
H
To
begin
with,
and
I'm
talking
about,
commissioners
but
department,
heads
don't
have
that
opportunity,
nor
does
darwin
a
new
city
manager,
so
the
the
strategic
plan
would
actually
be
something
that
could
be
read
and,
and
it
would
be
very
easily
used
as
far
as
guiding
where
the
effort
ought
to
be
in
the
future
for
their
their
work
and
responsibilities.
Here
in
the
city,
the
just.
Let's
look
at
one
from
1993
and
it's
very
interesting.
I
think
there
should
be
deja
vu
to
many
of
us
here
on
the
commission.
H
We've
talked
about
these
before
I
was
on
the
commission.
I
used
to
sit
in
the
audience
and
hear
the
the
commission
talk
about
the
same
things
with
regard
to
signage
street
cleaning,
improving
the
flooding
which
the
mayor
is
very
up
on
the
roads
and
sidewalks,
which
I
know,
commissioner
vice
mayor
carr,
is
very
interested
in
the
sidewalks.
The
permit
process,
not
so
much,
although
we
do
know
that
it's
taking
a
lot
longer
than
what
we
should
and
then
also
another
one
that
it's
been.
H
We've
talked
about,
this
almost
monthly,
which
is
to
improve
the
lighting
around
historic
buildings
and
other
beautification
for
the
city
in
that
regard.
So
that's
the
operational.
That's
the
strategic
plan,
the
operational
plans,
there's
there's
a
couple
of
them.
Basically,
it's
their
department
focused.
Basically
the
departments
take
the
strategic
plan.
The
department
heads
need
to
know
what
the
strategic
plan
is
in
order
to
to
understand
what
their
priorities
are
and
they
use
those
depart.
H
Those
strategic
plan
priorities
to
to
help
develop
what
their
budget
is,
to
implement,
what
those,
what
those
to
actually
implement
and
and
complete
those
priorities.
It's
a
one-year
horizon
and
each
department
should
have
one.
The
capital
improvement
plan
is
a
little
different.
It's
not
necessarily
departmental,
but
it's
got
a.
H
We
publish
it
as
a
five
year
plan,
but
from
what
I
can
tell
the
best,
I
would
say,
is
maybe
it's
a
one
three
one
to
three
year
horizon
and
I
I
think,
if
you
go
to
the
fourth
and
fifth
year
and
kind
of
look
at
the
very
first
year
of
that
plan,
you
might
not
might
not
recognize
it
as
much
and
then,
of
course,
the
annual
budget
is
a
part
of
the
operational
planning
which
allocates
the
resources
to
the
departments
for
achieving
the
the
goals
and
objectives
that
were
set
forth
by
the
priorities
laid
out
in
the
strategic
plan.
H
Then,
of
course,
there's
subordinate
plans
that
helps
the
department
heads
they.
They
support
operational
planning
and
right
now,
there's
several
that
are
outdated
and
and
for
myself,
a
long
time
ago,
a
city
manager.
We
had
stacks
and
stacks
on
stormwater
studies
that
just
were
done
and
they
just
never
went
anywhere
just
because
of
funding.
There
was
just
no
money
to
implement
those
studies,
but
basically
some
of
these
subordinate
plans
are
the
downtown
redevelopment
plan.
H
Stormwater
studies,
as
I
just
mentioned,
the
historic
preservation
guidelines,
the
walkability
study,
distant
belcher,
mears
corridor,
study
that
that
we've
talked
about
recently
in
the
past.
All
those
are
going
to
support
the
department
head's
operational
planning
in
order
to
help
them
develop
their
budget
for
implementing
the
priorities
of
the
strategic
plan.
So
how
is
all
this
supposed
to
work?
It's
a
very
logical,
very
simple
process.
H
You
start
out
with
the
comprehensive
plan
that,
as
I
mentioned,
identifies
the
needs
and
an
example
I'm
using
sidewalks
here
and
then
from
the
comprehensive
plan
we
move
on
to
the
strategic
plan.
H
The
strategic
plan
has
to
establish
the
priorities
and
that's
through
what
the
residents
tell
us
what
the
priorities
are,
and
so
you've
got
the
comprehensive
plan
that
identifies
everything
it's
kind
of
a
menu
and
then
we
sit
at
the
booth
and
actually
take
that
menu
based
on
what
the
residents
tell
us
and
we
establish
what
those
priorities
are.
For
example,
here
back
from
1993,
we
suggested
maybe
improving
and
constructing
roads
sidewalks
to
allow
more
mobility
for
residents
and
and
tourists.
H
That's
we
we're
talking
about
that
now,
and
so
that
was
a
high
priority
then,
and-
and
I
would
suspect
that
might
be
a
high
priority
once
we
do
another
survey
and
I
hope
we
do
do
another
survey,
I
think
that's
going
to
be
instrumental
with
whatever
we
do
and-
and
I
wouldn't
mind
seeing
us-
use
the
institute
of
government
at
usf.
For
that.
H
For
example,
here
we've
got
to
we're
talking
about
sidewalks
to
achieve
a
two-year
average
of
14
000
linear
feet
of
sidewalk
replacement
without
any
additional
personnel,
and
then
the
department
heads
would
also
include
what
their
previous
year's
goals
and
objectives
were
and
how
well
they
achieved
those
objectives
and
goals.
So
if
you
go
down
here
to
sidewalks,
you'll,
see
number
b
here
says
continue
new
sidewalk
construction
program,
and
then
you
go
down
here.
H
The
effectiveness
of
that
was
zero
and
the
reason
why
was
the
library
project
during
that
year
took
all
of
our
resources
for
sidewalks?
Actually,
the
city
crews
completed
all
the
flat
work
around
the
the
library
that
was
kind
of
a
shared
project
between
the
city
and
also
bandy's
construction
at
that
time,
in
order
to
help
save
his
costs
so
that
that's
an
example
of
how
it's
supposed
to
work,
you
start
out
with
the
comprehensive
plan.
The
strategic
plan
establishes
the
priorities.
H
H
So
in
conclusion,
the
purpose
of
this
entire
planning
process
is
to
create
the
proverbial
one
page
that
everybody
can
work
from.
A
new
commissioner
coming
in
can
pick
up
that
that
that
plan
and
kind
of
go
through
it
and
have
an
idea
of
what
the
focus
should
be
for
them
and
help
them
in
the
decision-making
process
for
achieving
the
four
levels
and
certainly
the
vision
that
is
laid
out
at
the
beginning.
H
We
need
to
keep
it
simple:
that's
that's
a
key
and,
and
we
do
have
the
one
strategic
plan
in
the
police
department.
I
was
going
to
talk
about
that
a
little
bit,
but
I
think
that
that's
fine,
but
the
police
department,
strategic
plan
is
simple
and
and
of
course
it's
like
all
strategic
plans
and
planning
processes,
it
should
be
updated
continuously
to
keep
improving
and
changing
it.
I
think
that's
pretty
much
it.
You
know.
H
One
thing
to
remember
on
the
vision:
if
it's
genuinely,
by
definition,
if
it's
aspirational
by
identif
by
definition,
it's
not
going
to
be
achieved,
we
just
we
get
close,
but
then
we
have
to
update
it
and
set
our
bar
higher
and
keep
working
to
that
and
keep
improving
the
city.
And
lastly,
I
just
want
to
make
sure
everybody
understands.
That's
not
me
there
with
a
little
child
planting
trees,
it's
just
something
that
I
put
in.
H
I
do
feel
strongly
that,
from
the
standpoint
of
what
we
do
today
is
going
to
benefit
our
our
children
and
grandchildren
of
all,
so
that
was
it
mayor.
Thank
you
very
much
for
your
time
and
consideration.
B
Thank
you,
commissioner.
Do
you
want
any
we're
going
to
start
with
comments
and
questions
you
want
to
start
from
that.
H
You're
asking
me
mayor,
vatti
kyotos,
actually
I
do
the
I
I
just
wanted
to
make
sure.
As
far
as
the
the
you
know,
we
miss
vincent
is
working
very
hard
and
I
think
when
she
took
her
job,
I
think
she's
realizing
there's
a
lot
more.
That's
coming
her
way
than
when
she
first
took
her
position.
H
The
comp
plan
is
certainly
very
you
know
it's
a
lot
of
work.
I
sat
in
a
a
couple
of
months
ago
with
miss
vincent
and
the
city
manager
and
had
something
a
little
more
comprehensive
to
look
at
than
what
she
gave
tonight.
I
just
want
to
make
sure
I
I'm
not
quite
sure
I
know
the
cop
plant
and
who's
going
to
be
working
on
that.
I
think
we
approve
some
funding
for
that,
but
how?
How
are
we
going
to
be
implementing
this?
F
G
G
I
mean,
certainly
you
know
if
we
have
a
consensus
of
the
board
tonight
to
to
undertake
you
know
some
sort
of
a
strategic
planning
process.
You
know
we
will
certainly
have
to
work
to
get
a
much
more
detailed
work
plan
together
and
identify
do.
Perhaps
we
need
additional
staff.
Do
we
need?
You
know
to
seek
some
consultant
help?
Maybe
it
is
the
you
know
the
institute
of
government,
so
I
mean
that
that
really
needs
to
be
decided.
G
I
don't
have
a
good
answer
for
you
right
now
as
to
what
that
those
needs
might
be.
H
G
Really
reviewing
other
city
strategic
plans,
they
they
by
and
large,
really
seem
to
be
in
around
that
three
to
five
year
time
frame.
I
certainly
do
understand
that
you
know
you
may
want
to
have
a
little
more
longer
range.
You
know
mid-range
view,
but
what
I
was
finding
was
generally
in
that
three
to
five
year
range,
but
certainly
you
know
whatever
the
consensus
of
the
board
is,
will
will
do.
H
I
think
some
of
our,
for
example,
the
the
flooding
that
the
mayor
talks
about
the
the
sea
level,
challenges
that
we're
facing
are
far
more
into
the
future
than
the
three
or
five
year,
and
I
think
that
even
just
the
pumping
stations
that
there
could
be
up
to
ten
of
them,
certainly
we're
not
going
to
do
that
within
the
three
or
five
year,
but
somewhere
they
need
to
be
shown
as
existing
and
a
priority
if
the
residents
decide
to
do
that
so
that
that's
my
concern
is
cutting
a
little
too
short
and
not
really
encompassing
all
the
significant
issues
that
we
have
with
the
city
and
by
the
way
sea
level
in
climate
change
was
not
something
that
we
dealt
with
20
years
ago.
H
B
B
But
I
also
want
to
thank
ms
vincent
for
providing
us
for
presentation,
ms
vincent,
the
deo
of
the
department
of
economic
development
opportunities,
many
days
that
our
comprehensive
plan
must
be
updated
every
eight
years
in
the
charter,
many
days
that
it
should
be
updated
every
three
years
updating
the
comprehensive
plan.
If
it
is
a
major
project,
one
of
the
things
that
we
discussed
you-
and
I
is,
if
you
have
enough
manpower
to
take
that
project
and
when
the
comprehensive
plan
should
be
completed
to
satisfy
the
demand
of
the
state.
G
We
have
plenty
of
time
to
satisfy
the
demand
of
the
state
where
we
were
a
couple
of
years
out
from
needing
to
hit
that
state
marker,
and
just
understand
that
you
know
the
state
is
much
less
hands-on
in
the
requirements
of
how
we
update
the
comprehensive
plan.
Essentially,
you
know
we
have
to
give
do
an
evaluation
to
satisfy
the
state
and
tell
them
what
we're
going
to
update
if
we're
going
to
update
anything.
So
it
you
don't
the
old
evaluation
and
appraisal
report
process
really
does
not
apply
anymore.
G
So
you
know
meeting
the
state
deadlines.
You
know
I'm
very
comfortable
with
the
the
more
you
know.
G
There's
different
territory
with
the
three
year
updates
required
by
the
by
the
charter,
and
I
I
think
that's
going
to
be
more
of
a
you
know,
an
evaluation
and
you
know
much
less
intense
I'll
have
to
say
you
know
a
less
intensive
process
than
than
what
I'm
talking
about
with
this
major
update.
Hopefully,
once
we
get
this
made
first
major
update
completed,
then
you
know
those
those
three-year
updates
are
just
to
keep
it
fresh
and
that's
what
hasn't
been
taking
place
so
far
as
manpower.
G
You
know
regarding
the
comprehensive
plan
and
getting
that
done.
You
know
I
do
have
a
nice
chunk
of
consultant
dollars
that
the
board
approved
in
the
my
budget
upcoming.
So
we,
our
intent,
is
that
we
will
utilize
that,
for
the
bulk
of
some
of
the
data
and
research
and
analysis
that
is,
might
be
a
stretch
for
us
in-house
and
that
we
can
get
that
done
more
quickly.
But
we
certainly
feel
like
with
my
current
staff
that
I
have.
G
We
can
do
the
comprehensive
plan
pretty
much
in-house
with
using
a
consultant
for
some
some
of
the
data
and
analysis
and
research
that
that
we
can't
comfortably
do
in-house
on
the
strategic
planning
side.
That's
a
new
undertaking
and
again
I'm
not
totally
prepared
to
answer.
Does
that
need
additional
staff?
You
know
we
really
need
to
work
with
the
city
manager
and
figure
out
a
work
plan,
and
you
know
what's
going
to
be
involved
in
that
and
how
we're
going
to
approach
that
and
bring
that
back
to
the
board
for
additional
discussion.
G
B
G
B
The
comprehensive
plan,
which
is
consist,
as
you
say,
with
the
long-range
planning
and
the
showrage
planning
and
the
strategic
plan,
consists
of
medium
and
short-range
goals,
and
they
should
be
tied
together
with
guiding
principles
which
give
us
an
example
how
they're
going
to
be
tied
together,
because
I
see
that
the
comprehensive
plan
and
the
strategic
plan
they
cut.
They
complement
each
other.
G
Absolutely
and-
and
I
I
see
those
guiding
principles
that
we
that
would
come
out
of
that
very
in-depth
community
engagement
process
that
would
be
tailored
not
only
to
look
at
the
long-range
planning
horizon
for
the
comprehensive
plan,
but
would
also
be
specifically
focused
for
that
shorter
mid-range.
You
know
time
frame
as
well,
so
it
needs
to
be
well
designed
to
do.
G
The
community
engagement
process
needs
to
be
holistic
in
being
able
to
to
to
do
those
two
different
kind
of
planning
horizons,
but
those
guiding
principles
that
come
out
of
that
would
then
be
applied
to
the
policy
making
aspects
of
the
comprehensive
plan,
as
well
as
a
strategic
plan
or,
frankly,
any
other
planning
effort
that
might
be
going
on.
That's
how
I
see
that
those
guiding
principles
being
used
over
the
long
haul
and
and
pulling
these
processes
together.
B
So
I
I
support
that.
The
other
thing
I
wanted
to
say
is:
do
you
think
the
staff
will
be
able
to
provide
us
with
a
detailed
online
of
the
process,
how
we're
going
to
get
from
point
a
to
point
b?
B
G
You
know
month
to
two
depending
on
how
you
know
what
direction
we're
going
to
go
or
we're
going
to
involve
the
institute
of
government
or
something
else.
So
I
would
say
within
a
couple
of
months
we
can
get
at
least
get
a
process
back
in
front
of
the
board
for
discussion,
hopefully
mark
I
didn't
step
on
you.
B
G
I
don't
think
there's
I
think,
there's
benefit
to
involving
the
institute
or
a
like
entity
before
we
go
into
the
community
engagement
process.
I
mean
something
that
we
may
want
to.
You
know
to
consider,
is
you
know
dusting
off?
If
you
will
that
original
community
satisfaction
survey
or
priority
survey
and
utilizing
them
to
you
know
to
do
a
statistically
valid
survey
that
kind
of
piggybacks
on
that
to
see
where
we
were
then
and
where
we
are
now.
G
So
I
think
there's
some
there's,
definitely
some
some
value
to
bringing
the
institute
of
government
in
especially
if
we're
looking
for
things
that
are
going
to
be
in
that
statistically
valid.
You
know
arena
to
complement,
maybe
the
the
softer
community
engagement
things
that
we're
going
to
do
that
we
will
get
out
of
workshops
and
the
and
the
online
engagement
platform.
So
I
think
there's
benefit
to
that
or
another
incentive.
It's
not
the
institute
of
government
another
similar
entity,
but
they
certainly
you
know.
B
Ms
vincent,
that's
all
I
got
thank
you
very
much.
Thank
you
going
to
a
vice
mirror
car.
D
Thank
you
mayor,
miss
vincent,
thank
you
for
your
presence.
D
Thank
you.
Thank
you.
I
got
back
late
tuesday
night,
there's
a
202
in
the
car
for
over
nine
hours,
so
it's
a
fun
fun
ride
with
two
young
kids
happy
to
be
back
and
tarpon,
and
the
humidity
welcomed
me
back
pretty
quickly
too.
So,
commissioner
vaticodes
thanks
for
bringing
us
forward.
D
D
There
are
some
items
that
were
brought
up
and
the
presentation
that
talked
about
some
of
the
departments
having
some
goals
set
and
some
other
aspects,
and
I
know
that
these
are
done
on
an
annual
basis.
But
it's
just
not
something
that
maybe
I
see
as
a
commissioner
or
the
board
sees-
and
I
think
this
is
done
more
under
mark
on
the
day-to-day
basis
and
not
necessarily
where
we
stand
from
the
policy
level.
D
But
it's
nice
to
be
able
to
go
and
request
that
information
and
say
where
is
this
and
can
we
see
where
we
were
five
years
ago
and
what
we've
done
over
the
past
five
years?
So
I
do
think
it's
beneficial
to
have
some
more,
I
would
say
formalized,
visioning
or
formalized
planning
in
place
tonight,
I'm
not
going
to
say
like
you
need
to
do
one
way
or
another,
I'm
happy
to
support
a
strategic
plan
coinciding
with
the
with
the
comprehensive
plan.
D
I
think
they
would
be
do
well
tied
together.
I
don't
think
we
should
do
one
without
the
other,
but
there
are
some
things
from
a
high
level
standpoint.
I
think,
are
good
to
talk
about
to
make
sure
they're
involved
in
the
plan,
I'm
just
going
to
rattle
off
a
list
of
them
that
I
have
in
here
that
I've
made
notes
about,
while
on
vacation
one
would
be
to
improve
safety
for
pedestrians,
improve
safety
in
the
roadways.
D
I
know
there's
a
program
that's
in
place
currently
with
our
police
fire
and
also
our
other
vehicles,
but
I
don't
know
if
there's
actual
true
plan
in
place
have
the
vehicles
become
more
efficient?
Have
the
vehicles
do
they
have
longer
shelf
lifes?
Can
we
update
that
program
to
stretch
out
the
capital
dollars
further
to
where
we're
going
to
do
a
whole
lot
of
cost
for
maintenance
and
repair
and
then
also
looking
with
the
sustainability
side?
I
know
commissioner
vada
kyotos
and
the
mayor.
D
Both
brought
this
up
pertaining
to
sustainability
in
some
areas,
but
I
think
sustainability
is
more
than
just
a
flooding
issue.
I
think
there's
some
other
aspects
that
could
be
involved
and
yeah
that
that's
that's
really
at
my
level
that
I
think
it
would
be
good
to
incorporate
into
the
plan
somewhere
and
somehow,
but
from
a
high
level
standpoint.
D
C
Mayor
yeah,
I
excuse
me-
I
I
too
want
to
give
thanks
to
renee
and
also
commissioner
vada
kiota,
so
I'm
trying
to
advance
this
this
topic
and
ultimately
it's
it's.
Definitely
the
right
thing
to
do
to
have
this.
This
plan
in
place
long
range
and
more
of
a
short-term
plan,
and
I
think
it's,
I
think
it's
it's
important
to
probably
run
them
both
together.
At
the
same
time,
I
mean
it
makes
sense.
I
feel
like
from
even
just
our
time
together
as
a
board.
C
You
know
as
valuable
as
that
is
for
us
to
you,
know,
think
about
it
together
and
raise
ideas
and
questions
together
from
a
planning
approach.
I
think
it's
smart
to
do
both
at
the
same
time.
C
I
also
think
that
we
should
use
the
opportunity.
Excuse
me
to
try
and
update
our
code
from
a
planning
site
as
well
like
as
we're
updating.
You
know
our
thoughts
and
our
ideas
and
what
we
envision
for
the
town.
I
feel
like
time
and
time
again
we
run
into
something,
and
usually
it's
it's
an
after
the
fact.
You
know
idea
where
we
run
into
it
from
a
planning
perspective
or
we're
trying
to
recruit
a
project
or
whatever,
and
we
have
this
out
of
date,
section
of
our
code,
and
you
know
over
the
course
of
time.
C
I
feel,
like
we've,
been
trying
to
update
and
piece
that
aspect
together,
but
I
still
think
that
there
are
a
lot
of
opportunities
to
update
our
code
or
you
know
our
smart
code
and
then
just
even
our
broader
aspects
of
the
code.
So
I
feel
like,
as
I
circle
back
to
this
in
the
conversation
as
it
relates
to
consultants.
C
I
think
that
that's
important
for
our
staff
to
spend
time
on
you
know
more
of
our
in-house
hours
as
it
relates
to
those
things
and
then
I
think
something
that's
important
for
us
again
to
take
the
vice
mayor's.
You
know
approach
from
a
high
level,
as
you
know
as
it
exists
tonight,
and
then
we
can
hone
more
in
on
it.
C
So
you
know
as
some
form
of
a
component.
I
don't.
I
don't
know
where
that,
where
that
lies
within
our
planning
process
or
where
it
falls
within
the
you
know
the
comprehensive
plan
when
it
when
the
new
one
comes
out,
but
I
think
that
that's
important
for
us
to
to
recognize
and
have
incorporate
that
in
to
a
degree.
C
You
know
from
a
recruitment
standpoint
or
an
attraction
standpoint,
and
I
know
that
aspects
of
that
comprehensive
plan
act
as
the
attractor
right,
like
it's
important
for
us
to
have
our
hospital
and
support
that
it's
important
for
us
to
support
industry
and
have
jobs
and
growth,
and
things
like
that.
So
I
know
that
it
it
does
promote.
You
know
investment,
but
I
just
think
that
it's
important
for
us
to
consider
that
even
more
as
we
think
on
this
and
as
we
then
go
to
gather
data
or
citizen
involvement,
stakeholder
involvement,
etc.
C
I
think
it's
important
that
we
before
we
do,
that
we
as
a
commission
have
an
opportunity
to
really
pose
to
the
public
pose
to
the
stakeholders.
Look.
This
is
what
we
think
and
give
them
a
guideline
of
as
the
elected
officials.
What
we
think
what
we
envision,
where
we
see
the
town
going,
because,
ultimately,
that's
what
we're
elected
to
do.
So,
I
don't
think
it's
productive
to
just
you
know,
have
a
town
hall
meeting
and
say:
hey
what
do
you
guys
think?
What
do
you
I
mean
they're
going
to
do
that?
C
Naturally,
right
the
people
are
going
to
tell
you
naturally
what
what
they
want
and
what
they
think.
So
why
not
give
them
a
little
bit
of
a
road
map
as
to
what
we
think
you
know
prior
to
soliciting
their
involvement
and
then
so
to
go
back
and
and
so
to
touch
on
what
a
little
bit
further
is.
I
feel
like
throughout
this
process.
This
really
gives
us
an
opportunity
for
this
board
to
play
to
its
strengths
right.
C
So
vice
mayor,
just
he
you
just
listed
10
things,
and
probably
I
mean
some
of
those
things
I
would
have
thought
of
right,
but
probably
I
wouldn't
have
listed
probably
any
of
those
things
and
that's
just
because
that's
in
your
wheelhouse
and
that's
not
in
my
wheelhouse
right.
So
I
think
that
it's
really
a
great
opportunity
for
us
to
play
to
our
strengths
as
a
board,
and
you
know-
and
maybe
it's
a
good.
Maybe
we
should
have
done
this.
C
C
You
know
you
all
know
that
I'm
not
a
a
big
consultant.
You
know
I'm
not
one
to
just
go
and
hire
a
consultant
for
any
reason
right.
That's
not
that's
not
how.
I
think
that
we
should
do
things,
but
I
do
think
you
know
there
is
an
opportunity
cost
to
our
staff's
time,
and
you
know
certainly
I
have
in
my
notes,
renee.
You
mentioned
it
like
from
a
data
collection
standpoint.
You
know,
that's
that's
something
that
I
would
you
know
have
no
problem.
Having
a
you.
G
C
Hired
hand
so
to
speak,
to
try
and
help
with
those
things
and
have
your
time
and
our
staff's
time
more
focused
on
you
know
the
things
that
will
remain
more
in-house
and
less
for
lack
of
a
better
term
data
collection,
busy
work
whatever.
So
you
know
from
that
perspective,
I'm
willing
to
entertain
that.
Obviously
you
know
I
would
be
looking
for
a
fair
price.
I
don't
want
to
just
hand
this
over
to
an
out
of
town
consultant
and
pay.
You
know
a
gazillion
dollars
for
it,
but
I
mean
for
some.
C
You
know
for
some
hours
for
data
collection.
You
know
helping
set
up
meetings,
whatever
the
case
may
be,
you
know
generating
a
web.
I
mean
an
outline
something
like
that
and
then
let's
see
what
else
did
I
have
guys?
Oh,
I
think
I
think
for
sure-
and
this
was
in
one
of
commissioner
vaticata's
slides.
C
You
know.
Ultimately,
we
should
have
like
a
one-page
document
that
keeps
it
simple.
You
know,
and
it's
a
summary
that
basically
just
is
something
that
we
can
refer
to.
You
know
it
can
be
a
handful
of
things
like,
like
commissioner
vaticata's
has
it.
Has
the
the
comp
plan
strategic
plan?
C
You
know
five,
six
paragraphs
that
go
all
the
way
down
to
staff
on
how
we
need
to
execute
this
thing
on
a
daily
basis
and
ultimately
it
will
change
over
the
course
of
time,
and
you
know
it
does
need
to
be
probably
updated
every
three
to
five
years,
but
you
know
long
term.
We
have
a
better,
more
updated
outline
than
exists
today.
So
you
know
this:
will
this
is
going
to
require
some
additional
meetings,
but
I
look
forward
to
the
process.
Thank
you.
I
Yeah,
thank
you
mayor.
First
of
all,
I
just
want
to
thank
commissioner
vatic
yodas
and
staff
for
working
towards
us
and
giving
their
presentations.
I
I
also
want
to
thank
staff
and
the
board
as
a
whole,
because
you
know
a
strategic
plan
is
certainly
a
tool
for
strategic
thinking,
but
I
know
a
lot
of
times
when
we
talk
about
strategic
plans.
It
sounds
kind
of
doom
and
gloom,
like
you
know:
nothing's
good
happened
since
you
know
back
when
we
had
one
which
isn't
the
case.
You
know
I
think
we
made
a
lot
of
strides
as
a
board
and
as
a
city
as
a
whole.
I
I
did
just
have
a
couple
questions
for
you,
miss
vincent,
not
necessarily
just
your
your
presentation,
but
just
to
the
process
moving
forward
to
me,
just
with
my
knowledge,
going
through
schooling
and
stuff
now
taking
these
strategic
planning
courses,
you
hear
all
the
time
about
the
huge
cost
to
do
these
type
of
endeavors
and
when
I
say
cost
it's
not
just
you
know
money
for
a
consultant,
but
staff
time
do
we
have
any
idea
yet
or
were
you
guys
just
tonight
kind
of
getting
the
idea
of
whether
or
not
we
wanted
to
even
go
down
that
road?
G
I
don't
have
a
great
grasp
of
that
right
now
tonight
we
were
looking
more
for
consensus
of
you
know.
Do
we
want
to
take
this
on
and
then
we'll
we'll
delve
in
and
do
the
hard
work
and
come
back
with
you
know
what
we
think
you
know
is
really
going
to
be
involved
in
in
doing
this
and
what
our
needs
are
going
to
be.
I
Okay,
yeah.
That
makes
a
lot
of
sense,
and
then
I
saw
in
your
presentation
it
had
the
swot
analysis.
You
know
it
had
it
on
there
in
question
marks.
I
think
that's
definitely
something
worth
doing,
no
matter
how
we
do
this
process,
even
if
we
just
stopped
there
as
like
a
first
step,
I
think
that'd
be
a
great
way
to
gauge
the
board's.
You
know
interest
as
themselves
and
then
we
can
present
it
to
the
citizens
and
then
you
know,
as
we
get
feedback
from
them.
I
Obviously
we
can
add
to
that
list
or
subtract
from
that
list
and
then
have
you
worked
with
the
usf
institute
of
government
before
I'm.
I
Yeah
I
talked
to
a
couple,
my
professors,
just
because
they
have
experience
doing
it
or
you
know
getting
contracted
out
by
them
and
I
just
learned
a
little
bit
a
little
bit
more
about
their
process,
their
costs
associated
with
stuff.
So
I
was
just
curious
if
staff
had
experience
with
it,
but
I
know
you
know
they
did
the
strategic
plans
in
the
past.
I
know
they
have
a
great
track
record,
but
I'm
with
commissioner
tara
panning
when
it
comes
to
just
you
know,
writing
a
blank
check
for
some
other
consultant.
I
I
definitely
agree
with
the
idea
of
keeping
it
more
simple.
I
think
as
simple
as
it
possibly
can
be.
I
know
a
lot
of
towns
that
do
strategic
plans.
You
know
they
work
so
hard
on
it.
They
have
like
this
nice,
big,
bold,
strategic
plan.
Then
it
goes
in
the
binder.
It
sits
on
a
shelf
and
you
know
the
next
time
somebody
brings
it
up.
Everybody
rolls
their
eyes
and
says.
G
I
Great,
we
got
to
go
through
this
again,
so
it
looks
nice
and
then
it
goes
back
on
the
shelf.
So
that's
a
concern
of
mine.
There
are
a
couple
other
concerns
of
mine.
Just
as
we
move
forward
with
the
process.
You
know
the
one
thing
about
strategic
planning
that
all
my
my
teachings
have
been
consistent
in
has
been
you
don't
conduct
it
in
a
time
of
crisis,
because
the
first
step
for
strategic
planning
is,
you
say
you
know
where
are
we
now
and
to
try
to
get
a
better
gauge
of
that?
I
It
takes
a
lot
of
staff
time
and
I
know
staff
right
now.
You
know
citizens
can't
you
know
necessarily
just
walk
up
in
the
city
hall
and
be
interviewed.
It's
the
same
thing.
I
know
miss
lemons
had
trouble
on
the
economic
development
survey
stuff
because
you
can't
just
walk
up
to
every
single
business
owner
now,
shake
their
hand,
hand
them
a
survey.
I
So
there's
some
issues
there
you
know,
especially,
as
you
know,
businesses
are
in
survivor
mode.
People
are
just
trying
to
get
by
not
everybody's
gonna,
really
care
about
crafting
the
perfect
vision
statement
right
now,
which
leads
into
my
second
concern
and
that's
with
the
vision,
statements
and
the
planning
add-ons.
You
know.
Sometimes
you
see
strategic
plans
from
what
I've
from
what
I've
looked
up
and
I'm
sure
there
was
a
couple
town
hall
meetings
and
every
single
person
that
brought
every
single
thing
up.
It
was
like
well
yeah.
I
We
can
add
that
and
then
the
vision
statement
is
like
16
pages
long
and
it's
like,
but
we
care
about.
You
know,
saving
the
gopher
tortoise
and
also
building
brick
roads
and
also
which
we
all
do
care
about,
but
that's
not
necessarily
stuff.
That
would
be
the
front
page
vision
statement,
that'd
be
more
detailed
stuff
that
maybe
the
board
wouldn't
deal
with
my
third.
My
third
concern
with
any
strategic
planning
initiative
is
just
that.
No
commission
is
beholden
to
the
views
of
a
past
commission.
I
I
don't
want
to
handcuff
future
commissions
coming
in
so,
let's
say
under
a
year
and
a
half
from
now
there's
three
new
commissioners
on
the
board
and
they
might
not
have
the
same
priorities
as
the
rest
of
the
board
members
now
and
I
don't
want
it
to
be
like
their
first
budget
cycle
and
then
they
say
yeah.
Well,
sorry,
that's
just
not
our
strategic
plan.
You
know
that
didn't
really
make
the
cut.
I
I
Moving
forward
is
that
I
don't
want
to
handcuff
a
future
board
that
may
have
different
ideas,
different
priorities,
to
not
be
able
to
update
that
document
and
say
here's
where
we
need
to
spend
our
money
and
that's
why
I
would
definitely
definitely
not
want
the
strategic
plan
to
be
anything
more
than
five
years
out.
I
Like
you
said
we
can
update
it.
We
can
have
those
priorities
that
stay
in
there,
but
I
really
just
don't
want
to
handcuff
future
commissioners
and
then
also
the
same
way.
I
don't
want
to
handcuff
future
commissioners.
I
don't
want
to
handcuff
staff.
You
know
five
years
from
now.
If
somebody
gets
on
the
board
and
they
say
I
want
to
build
a
rocket
ship
in
tarpon
springs
and
we
have
a
deadline.
I
I
So
that's
a
knock
on
the
department
head.
That's
a
knock
on
the
city
manager,
that's
a
knock
on
the
rest
of
the
commission
because
they
didn't
follow
through.
They
didn't
get
it
done
when
in
reality,
things
happen
and
covet
affected
everybody.
So
those
are
just
a
few
of
my
concerns
with
the
process
moving
forward.
I
think
everybody's
on
the
right
track
and
adding
in
some
good
things,
but
I
really
don't
want
this
to
be
something
rigid.
I
don't
want
it
to
be
something
long
winded
and
I
don't
want
to
waste
staff's
time.
I
I
don't
want
to
waste
the
residence
time,
so
I
think
those
are
my
concerns
moving
forward
and
you
know,
hopefully
we
can
keep
talking
about
it
and
working
to
address
them.
B
Commissioners,
I
mean,
excuse
me,
commissioner
donovan
just
to
clarify
it.
Are
you
in
favor,
do
you
have
the
strategic
plan
or
not?
I
didn't
get
that.
I
I
H
I
do
mayor,
I
appreciated
commissioner
donovan's
comments,
especially
some
of
his
concerns
and-
and
I
think
I
want
to
kind
of
address
those
to
give
you
my
view
of
them.
But
the
way
he
was
presenting
himself
kind
of
tells
me
that
perhaps
one
part
of
this
should
be
for
the
commission
before
anybody
gets
started
to
establish
some
kind
of
a
game
plan.
H
I
don't
think
he
would
appreciate
it
either.
So
I
think
we
need
to
establish
some
some
rules
based
on
everything
that
was
heard
tonight
and
as
a
as
a
consensus
of
the
commission,
for
example,
with
commissioner
donovan's
concerns
that
no
you
know,
commissioner,
if
I
understood
correctly
that
a
commissioner
should
not
be
beholding
to
the
plan.
Well,
if
the
commission-
not
just
any
commissioner,
if
all
five
are
not
beholding
the
plan,
why
do
we
have
a
plan?
H
I
mean
it
is
going
to
be
something
that's
going
to
sit
on
the
shelf
and
maybe
I'm
misunderstood,
but
the
way
I've
envisioned
things
that
have
happened
in
the
past.
Just
like
the
comprehensive
plan,
we
all
abide
by
it.
Those
we
base
our
ordinances
based
on
the
comprehensive
plan
that
doesn't
mean
it.
It's
rigid,
it
does
change
and
there
is
a
process
for
changing
it.
But
when
a
commissioner
comes
on
board,
he
has
the
comprehensive
plan
and
he
he
basically
he
can
do
not.
H
He
doesn't
have
to
do
what
the
comprehensive
plan
is,
but
the
commission,
as
a
body,
should
do
what
these
approved
plans
tell
us
to
do,
or
else
we
didn't
do
a
good
job
of
implementing
the
plan.
So
I
think
these
are
sort
of
the
rules
that
that
we
have
to
establish
there's
ways
of
a
commissioner,
let's
say
to
change
the
strategic
plan
to
something
that
matches
more
of
their
priority
of
why
they
came
in.
H
The
where
are.
We
now
is
part
of
the
comp
plan
process
that
we
we
basically
do
a
an
inventory
of
what
we've
got
and
then
we
identify
deficiencies
based
on
accepted
planning
standards.
So
I'm
I'm
I'm
confident
that
that's
going
to
be
part
of
the
comp
plan
update
and
ms
vinson
can
speak
to
that
as
well.
H
In
a
number
of
our
elements,
we
not
only
list
what
the
policies
objectives
and
goals
are,
but
we
also
identify
what
the
deficiencies
are
and
we
work
to
that
you've
heard
me
speak
of
the
deficiencies
of
the
mini
parks
and
that's
how
we
got
justified
getting
a
mini
park
out
of
the
eagle
creek
and
also
discussed
it
a
little
bit
with
open
space
park
with
the
north
lake
phase
2
out
there
on
keystone,
the
so
that
that,
where
we
are
now,
hopefully
will
fall
out
at
the
strategic
plan,
the
usf.
H
The
reason
why
I
mentioned
the
usf:
they
not
only
did
the
past
work
with
the
1993
strategic
plan
and
and
what
was
miss
possvac
had
used
them,
for
they
also
did
the
union
academy
neighborhood
plan.
So
I
don't
know
if
those
professors
are
our
research
staff
are
still
there
but
they're
they.
I
would
suspect
that
somebody
that
was
involved
in
these
plans
would
still
be
there
and,
as
I
understand,
maybe
things
have
changed
at
universities.
They
are
not
for
profit
and
the
way
they've
worked
in
the
past
is
they've.
Based
they've
worked
on
research.
H
Stipends
they'll
ask
for
a
certain
amount
of
money
from
the
city
that
really
from
a
better
way
of
describing
it
would
be
in
the
form
of
a
of
a
grant,
and
then
that
grant
is
actually
used
for
graduate
students
and
other
research
members
to
help
us
here
at
the
city
and
and
it's
up
to
them
on
how
they
manage
that
money.
So
I
I
would
think
that,
from
a
consulting
perspective,
that
would
be
a
lot
less
expensive
way.
If
you
will
to
proceed,
then
hiring
it
out
to
some
con
to
some
consultant.
H
H
with
regard
to
the
strategic
planning,
the
comprehensive
plan?
This
goes
to
commissioner
or
terrapin's
comments.
The
strategic
plan
is
really
within
the
staff's
purview.
H
This
I'm
sorry
the
comprehensive
plan,
the
strategic
plan
and
the
vision
is
really
kind
of
in
the
residence
need
to
help
us.
You
know
the
comp
plan
will
identify
what
what
what
the
needs
are,
where
we
are,
what
the
needs
are
with
the
deficiencies
are,
but
the
priorities
are
going
to
be
established
by
the
residents
in
the
community
and
there's
a
number
of
ways
to
do
that.
H
For
example,
the
1993
strategic
plan
was
was
basically
overseen
by
30
residents
out
of
the
business
community
and
residents,
and
they
worked
with
the
city
manager
and
they
they
provided
us.
The
strategic
plan
and
also
usf
institute
of
government
helped
them
in
that
process,
but
it
ultimately
was
their
project
and
that
that's
just
one
way
of
going.
I
I
really,
I
would
hope
our
own
planning
staff
does
not
try
and
undertake
this
all
by
themselves
we're
just
not
going
to
get
there.
H
I
mean
ms
vincent,
I
appreciate
all
of
her
expertise
and
experience,
but
this
is
some.
You
know
we
need
a
workable
plan
to
end
up
with
and
the
worst
thing
that
can
happen.
We
start
off
on
this
six
months
down
the
road
with
our
own
planning
staff
and
realize
we.
We
went
off
in
the
wrong
direction
as
far
as
putting
this
together
and
how
it
would
complement
the
comprehensive
plan
where
maybe
somebody
with
more
experience
that
has
done
this
before,
can
help
us
get
off
on
the
right
step.
H
That's
why
I
think
it's
important
at
some
point
not
only
just
establish
establishing
some
ground
rules
that
this
is
what
we
want
and
if,
if
it's
not
what
we
want,
then
then
we
figure
something
else
out,
but
also
we
need
somebody
up
front
to
make
sure
that,
whatever
effort
we
embark
on
right
off,
the
bat
is
in
the
right
direction
and
then
we
don't
lose
a
lot
of
time
and
actually
resources
in
in
finding
out
that
this
isn't
going
to
get
us
to
where
we
we
needed
to
be
the
on
commissioner
terrapani's
comment
with
regard
to,
if
I'm
not
mistaken,
the
private
investment
side.
H
If
you
recall
the
we've
got
the
10
chapters,
10
elements
of
the
comprehensive
plan
right
now,
but
there's
a
number
of
new
ones
that
have
been
identified.
That
would
be
very
nice
for
our
city
that
are
more
timely.
One
of
them
is
an
economic
development,
comprehensive
plan
element
that
would
take
into
account
what
your
you
know.
What
you're
discussing
with
regard
to
private
investment.
So
that's
where
I
would
see
it.
You
know
I'm
not
the
expert
and
by
the
way,
I'm
not.
I
don't
see
myself
being
an
instrumental
part.
H
I
just
see
myself
as
a
facilitator
wanting
to
to
move
in
that
direction,
because
I
think
it's
important,
but
this
is
going
to
be
the
staff.
Whoever
else
is
going
to
help
them
and
also
the
commission,
I'm
just
going
to
be
participant
in
this,
just
like
everybody
else,
but
I
I
think
from
the
there's
a
number
of
other
things
to
sustainability,
and
I
agree
with
vice
mayor
carr.
Sustainability
is
a
much
broader
topic
than
what
we
look
at
from
just
an
environmental
ecological.
I
think
that
there's
some
some.
H
If
you
listen
to
the
sustainability
committee,
there's
some
diverse
opinions
on
the
the
scope
of
what
sustainability
is
and
what
the
sustainability
committee
should
be
undertaking,
even
even
to
the
extent
that
sustainability
should
be
viewed
as
something
social.
Like
a
social
issue,
the
homeless,
how
do
we
deal
with
sustainability
of
the
homeless?
H
Lastly,
on
this-
and
I
want
to
pin
this
down
before
we
we
adjourn
this
evening-
is
the
some
some
idea
of-
I
think
the
ms
vinson
said
one
to
two
months
and
and
and
and
the
city
manager
said
one
to
two
months.
I
I
would
you
know
it's
as
a
byproduct
or
produ.
H
What
would
you
call
it?
Not
a
byproduct
but
a
deliverable
for
this
meeting,
and
I
know
mayor
we're
not
taking
any
votes,
but
I
would
hope
something
like
a
memorandum
that
we
can
get
it.
H
Let's
say
in
a
week
to
actually
tell
us
what
to
expect
to
come
back
in
a
month
or
two
so
that
I
have
some
expectations
and
vice
mayor
carr
may
have
something
different,
but
a
memorandum
coming
from
back
from
the
city
manager
can
through
ms
vinson,
however,
can
can
kind
of
suggest
to
us
realistically
what
we
should
be
expecting
and
then
we
can
pick
it
up
in
a
month
or
two
from
there
and
decide
what
the
next
step
would
be,
and
I
think
it
gives
us
more
time
to
talk
to
residents
and
also
do
a
little
soul-searching
of
our
own
to
try
and
get
our
a
better
handle
on
it.
B
Well,
thank
you
and
I'll.
Take
it
that
you're
in
favor
to
have
the
comprehensive
plan.
At
the
same
time,
you
should
treat
your
plan.
H
B
That's
right,
yeah.
I
agree
with
that.
Okay,
I
just
want
to
make
sure
we
have
consensus
before
I
turn
it
over
to
mr
lecures.
I
would
like
to
repeat
what
I
asked
earlier
that
the
staff
is
going
to
provide
us
with
a
detailed
our
line
of
the
process
on
how
we're
going
to
get
from
a
to
b,
which
that
is
going
to
clear
or
cover
all
the
information
that
we're
trying
to
to
find
out
and
that
I
think
ms
vinson
said
he's
going
to
have
it
done.
B
F
Oh,
I
think
I
have
some
good
directions
so
far.
I
think
you
know
within
the
next
week
or
so
or
at
least
by
before
the
next,
your
next
meeting
on
the
9th
and
the
10th,
we
can
give
you
that
memo
kind
of
outlining
what
we're
going
to
bring
back
within
a
couple
months.
I
imagine
that
couple
months
that
we
bring
you
back
to
would
be
one
of
the
january
meetings,
but
we
can.
F
We
can
talk
together,
renee
and
I
and
get
something
to
you
within
the
next
seven
to
ten
days
of
that
and
kind
of
out
like
try
to
narrow
that
down
with
the
thoughts
of
actually
coming
back
with
that
in
one
of
the
january
meetings.
F
So
that's
not
an
issue
and
again
we,
you
know
it's
a
very
good
discussion
of
everybody's
and
a
good
starting
place.
I
think
for
us
to
to
you
know,
bring
forward
more
details
to
you
as
we
understand
what
each
of
you
want
from
this.
So
I
think
we
got
some
pretty
good
direction.
B
Okay,
thank
you,
mr
liquid,
it
looks
like
we
have
consensus
to
do
the
comprehensive
plan
in
the
strategic
plan
at
the
same
time,
and
with
that,
if
no
one
has
any
other
comments.
F
F
F
Okay
and
we're
talking
about
the
mirrors
crossing
issue:
what's
come
up
this
week
on
tuesday,
pretty
much
from
our
staff?
That's
been
monitoring
it
from
kevin
powell
dealing
with
all
the
issues
with
mirrors
crossing.
F
There
was
a
meeting
tuesday
with
fdp,
where
we
hope
to
get
substantial
completion
from
them
for
the
road
and
the
road
being
opened.
As
far
as
everything
other
than
the
fdop,
we
think
they've
met
everything
that
we
wanted
for
the
road
from
it,
but
out
of
that
meeting
tuesday,
where
it
seemed
that
we
it
seemed
that
we
got
favorable
thoughts
from
dep,
but
then
they
confirmed
in
writing.
F
People
are,
are,
you
know
not
happy
that
this
is
going
to
come
to
fruition
and
we're
going
to
be
able
to
release
it
tomorrow?
There's
seven
there's
several
avenues
that
we
can
take
and
I'm
going
to
mention
the
three
of
them
for
you
to
give
direction
and
see
where
the
board
is.
F
Obviously
we
can.
We
can
stand
by
what
we
said
that
the
road
has
to
be
open
before
the
certificate
of
occupancies,
even
a
temporary,
and
even
though
the
roads
finished
as
far
as
we're
concerned,
since
we
don't
have
the
fdo
dep
substantial
completion
letter,
we'll
have
to
wait
up
to
30
days
for
that
and
we
can
do
it
that
way.
F
You
can
also,
if,
if
you
think,
they've
met
their
requirements
by
what
staff
has
reviewed,
what
kevin
powell
and
billions
view
that
the
road
stands
to
complete,
but
not
open
yet
and
and
there's
a
there's,
a
tentative
meeting
set
tomorrow
morning
with
the
attorney
for
them.
Obviously,
if,
if
the
board
wanted
to
pursue
it,
we
would
ask
the
attorney
to
reinstitute
that
waiver
that
they
were
going
to
put
into
the
last
agreement
that
kept
us
from
any
opportunity
of
being
sued
by
them
in
the
future.
F
If
we
allow
a
temporary
co
for
it,
obviously
I
could
sign
the
agreement
and
ratify
the
next
commission.
Obviously,
with
the
way
the
board
is
feeling
on
this,
we
obviously
don't
want
people
moving
in
without
boards
consensus
to
do
that.
The
third
thing
we
could
do
is
if
we
got
agreement
from
the
attorney
tomorrow,
that
they
would
waive
any
rights
to
sue
and
bring
that
back
to
us,
which
would
you
know,
obviously
my
concern
and
the
concern
is
the
taxpayers
money.
I
think
you've
been
told
by
attorney.
F
We
think
we'll
win
but,
as
you
all
know,
court
costs
and
stuff
to
go.
The
third
option
would
be
to
to
have
a
special
meeting
on
monday
night
and
have
the
board
review
what
the
city
attorney
and
their
attorney
if
something's
worked
out
and
for
you
to
talk
and
decide.
F
Obviously
they
wouldn't
be
allowed
to
move
in
and
get
their
temporary
co
until
november
3rd,
but
we
can
facilitate
so
there's
really
three
ways
to
go
again.
My
concern
is
the
opportunity
to
keep
us
from
being
in
a
suit
later
on,
but
I
also
understand
the
firm
feeling
of
the
board.
All
the
way
on
that
road
is
open.
People
aren't
going
to
move.
F
B
Mr
liqueurs,
I
don't
think
any
of
us
is
prepared
to
give
you
any
any
decision
today.
Plus
this
is
a
work
session.
I
prefer
that
we
have,
if
you
schedule
a
meeting
on
monday
night,
and
you
say
tomorrow
you
have
a
meeting
with
them
and
the
attorneys,
so
you
have
more
information
to
share
with
us
and
then
monday.
B
B
That
way
by,
then,
we
have
more
information
and
study
it
in
advance,
and
that
way
we
have
a
logical
decision
to
make
yeah.
I
E
C
C
Able
to
make
it
mayor,
okay,.
B
Now,
mr
li
curtis,
would
you
want
to
make
sure
that
we
have
enough
members
of
the
board
in
attendance.
F
Well,
that's
what
I
was
kind
of
asking
tonight
is
one
of
the
that
one
of
the
considerations
to
see
if
that
would
be
available.
If,
if,
if
the
you
know,
we
would
have
a
number
of
the
board
available
to
do
that
again,
that's
just
one
of
the
options.
C
F
C
D
I've
got
a
quick
question
mayor
mark.
What
are
you.
D
All
right,
thanks
mark
when
you
talked
about
any
future
litigation,
if
the
city
or
if
the
board
felt
moved
to
go
ahead
and
approve
the
the
co,
would
they
potentially
drop
the
case?
That's
against
the
city.
Today,
too,.
F
That
that's
what
the
meeting
about
is
tomorrow
that
because
I
wouldn't
even
bring
it
forward
to
you
if
that
wasn't
one
of
the
conditions
in
there
and
stuff.
So
if
we
get
that,
that's
why
I
come
tomorrow
morning.
I've
got
you
together
tonight
come
tomorrow
morning,
we'll
know,
and
they
would
have
to
say.
F
Yes,
if
you
allow
this
to
happen,
the
same
deal
or
whatever
you
want
to
call
it
the
agreement,
they
were
going
to
give
you
before
when
they
asked
you
that
would
that
they
would
not
be
able
to
sue
us
on
the
money
they
lost
will
not
move
it
in
the
past
or
all
the
different
things
from
the
letter
that
they
said
they
would.
They
would
wave
officially
in
writing
in
an
attorney's
agreement
that
that
is
happening.
I
mean
that's
the
only
way.
I
would
think
the
board
would
consider
consider
this.
F
E
F
Have
that
well,
you
you
could
talk
to
the
attorney
and
what
the
deal
is
and
either
yay
or
or
nay.
But
if
I
got
the
feeling
tonight
that
nobody
was
even
interested
in
looking
at
it,
then
you
know
we
just
cancel
the
meeting
in
the
morning.
But
again
I
was
doing
a
lot
of
this
between
four
and
six
o'clock
tonight.
So
I'm
kind
of
bringing
it
to
you,
then
just
the
options
that
we
that
we
have.
D
So
one
other
question:
does
I
don't
remember
what
the
agreement
says
does
agreement
say
the
road
be
completed
or
is
the
agreement
say
that
it
be
open
and
operational?
Do
you
remember.
F
I
forget
the
exact
language:
that's
what
we
got
to
look
at
tomorrow
morning
with
them
and
stuff.
Okay,.
E
F
F
To
go
on
now,
as
far
as
we're
concerned,
it's
just
not
released
until
dp
and
again
we
thought
you
know
the
thinking
was
they
were
coming
to
the
site
and
do
it,
but
there's
a
clause
that
they
have
30
days
and
they
want
to
go
back,
and
you
know
it's
no
surprise
with
fdep.
They
want.
They
don't
want
to
give
us
the
decision
on
site
where
we
walk
them
through
everything
tuesday.
They
want
to
go
back
and
go
through
everything
and
go
so
again.
D
So
from
my
standpoint
I
mean
I'm
not
making
a
decision
right
now,
but
from
just
a
a
high
level
view
I
would
be
open
to
having
some
further
discussion
about
that
and
good
faith.
I
mean
that
they've
completed
the
road
they've
been
trying
to
get
people
to
move
in.
So
I
mean
from
that
standpoint
I'm
open
to
having
some
further
discussions
on
that
since
the
road's
completed.
B
D
B
B
Be
there
so,
mr
curtis
you're
gonna
have
four
members
from
the
boc.
F
F
It'll,
be
it
it'll
have
to
be
in
in
the
auditorium.
Okay,.
F
Okay,
we'll
work
to
we'll
work
tomorrow
and
get
something
with
you
we'll
look
at
that
and
see
what
location.
F
B
B
F
F
Got
we've
also
got
the
second
floor
conference
room
I
mean
we'll
be
on,
but
so
so
we'll
we'll
have
that
information
for
you
tomorrow
also.
B
Okay,
thank
you.
Well,
you
know.
I
guess
that
concludes
the
agenda
and
mr
liquorice,
you
do
have
a
direction
in
regards
to
the
meeting
that
we
had
tonight.
Yes,
okay
and
we're
going
to
go
to
the
staff
comments.
Do
you
have
any
anything
else
that
you
want
to
share
with
us
like
the
christmas
parade
or
the
ball
parade.
F
Well,
right
now,
right
now
we're
working
on
we're
unable
to
put
together
a
christmas
parade.
We
looked
at
it.
The
chamber
was
looking
at
there's
a
lot
of
problems
with
it,
so
so
we're
not
going
to
be
able
to
have
a
christmas
parade,
but
today
we're
finalizing
plans
for
a
boat
parade,
hopefully
on
december
4th.
F
It's
going
to
this
coincide
with
something
we're
working
on
that
we
should
have
the
information
to
you
at
the
meeting
of
november
10th
about
a
christmas
walk
that
we're
going
to
develop
in
the
area
of
west
tarpon
avenue
and
craig
park.
That'll
be
something
that
the
residents
can
experience
the
three
three
and
a
half
weeks
before
christmas
on
a
basis
where
we
can
have
some
social
distancing
and
a
program
we're
working
diligently
to
put
that
together.
F
So
we
have
some
type
of
christmas
event,
it'll
be
something
where
possibly
on
weekends.
We'll
do
some
special
things,
maybe
some
singing
and
some
of
that.
But
again,
several
departments
in
the
city
are
working
to
put
that
together,
we're
already
working
on
the
lighting
and
it
helped
with
the
extra
money
that
was
given
for
extra
lighting
on
craig
park.
We're
envisioning
a
walk
down
west
tarpon
around
the
bayou
and
that'll,
be
a
good
supplement.
F
The
good
thing
about
the
boat
parade
and
the
ability
to
do
it
is
we
have
the
ability
we
believe
secure
with
captain
jax.
So
not
only
can
can
people
view
it
from
the
sponge
docs,
but
also
around
the
bayou,
so
that
gives
more
area
to
spread
the
people
out.
So
we
will
so
we
can
keep
with
the
cdc
guidelines
and
stuff.
So
we
are
working
feverishly
on
all
of
that
and
hopefully
we'll
have
everything
finalized
by
the
10th.
B
Thank
you,
mr
curtis,
when
you
come
up
with
the
with
the
schedule
for
all
the
holidays
activities,
if
you
have
a
press
release,
let
the
people
know,
because
there
are
many
questions
out
there.
Yes,.
C
Thank
you.
I
had
a
question
for
mr,
of
course,
mayor
sure,
go
ahead
or
not
not
a
question.
Just
comment
mark
who's,
your
staff
person,
that's
working
on
the
the
christmas
stuff.
F
C
Were
y'all
craig
or
you
or
somebody?
Will
you,
google,
dade
city
annual
christmas
stroll
since
you,
you
brought
up
a
walk
right,
they've
been
doing
it
for
35
years
check
check
out
what
they
do.
It's
great,
okay,
I
will
just
google
it
get
some
ideas
from
it,
but
they've
been
doing
it
for
35
years.
It's
called
the
annual
christmas
stroll
okay,
and
I
would
also
encourage
you
if
you're
gonna
do
this.
C
I
don't
know
where
you're
thinking,
but
I
mean
reach
out
to
the
business
community
in
terms
of
some
form
of
a
sponsorship.
If
need
be,
I
mean
usually
when
you're
trying
to
do
like
an
annual
event.
You
know
you're
just
scrambling
to
get
participation,
so
I
mean,
if
you
can
incorporate
the
business
community
into
that
they
need
it
too.
You
know
if
they
can
partake.
F
F
Event
because
the
season
but,
for
instance,
lowe's
to
set
up
some
type
and
a
lot
of
the
walks
gonna
be
different
things
for
pictures
for
kids
to
see
so
places
like
loge
here.
Do
you
want
this
this
this
portion
of
the
park
to
set
up
big
christmas
balls
lights?
Things
like
that?
That's
one
of
the
things
we
hope
to
reach
out
to
have
hey.
F
You
want
to
come
and
participate,
and
you
know,
besides
what
we
can
do
with
the
money
that
we
have
to
make
the
walk
and
to
put
items
in
the
walk
businesses
to
have
little
areas
where
they
can
enhance
it
more
so,
yes,
that's
one
of
the
things
we'll
be
reaching
out
to
and
trying
to
get
involved
those
type
of
businesses
low's
the
perfect
one,
because
they
got
a
lot
of
a
lot
of
involvement.
F
F
F
F
Well
again
and
again,
we've
got
our
minds
working
on
anything
and
you
know
the
innovative
changes
of
what's
happening
and
you've
seen
some
of
the
things
the
wreck
has
done.
So
we're
still
looking
for
anything
else.
We
can
do
christmas-wise
and
still
be
safe,
as
we're
gonna
see
numbers
rise
and
stuff,
but
again
we're
not
finished
with
the
innovative
ideas
we'll
you
know
we'll
we
we've
got
like,
I
say
at
least
four
departments
working
on
different
things.
So
you
know
maybe
we'll
have
some
other
things
besides
those
for
the
holidays.
D
Hey
mark
yeah,
real
quick,
just
I
would
just
say,
don't
forget
about
whitcomb
by
you.
I
know
in
the
boat
parade
the
boats
go
around
would
come
by
you
there's
a
significant
amount
of
land.
That's
out
there
around
wickham
bayou,
where
people
could
could
be
out
there
and
utilize
to
watch
them,
especially.
E
D
South
side
on
along
with
boulevard,
where
virginia
and
those
roads
go
into,
so
if
we
could
encourage
neighbors
to
come
out
there,
that
would
also
benefit
by
keeping
people
out
of
like
the
main
spring
bayou
area.
F
Yeah,
that's
good
idea.
We
planned
all
the
all
the
neighbors
are
on
the
water
and
near
the
water
in
those
areas
encourage
them
to
walk
out
and,
and
that
way
it's
a
good
spread
and
plus
I'm
sure
the
docs
would
be
happy
to
have
groups
of
people
down
there
watching
the
box
also,
but
again,
you'll
be
able
to
keep
the
people
spread
out
and,
and
and
people
come
to
it.
I
think
if
they
know
they're
safer,
because
there's
a
lot
of
vision,
vision,
points
to
watch
this
thing
so
yeah.
If.
F
D
Release
that
would
be
beneficial,
probably
yep,
great
ideas
thanks.
B
C
Comments
mayor
just
feel
like
we
got
a
lot
done
in
an
hour
and
a.
H
Yes,
I
do
mayor,
I
I
received
the.
I
got
a
copy
of
the
letter
that
was
sent
to
agona,
and
that
was
three
months
ago
was
there
was
some
possibility
of
just
sending
them
an
update
and
tell
them
we
haven't
forgotten
about
them
and
that
that
you
know
if
they
can
just
hang
on
for
a
little
while
longer
that
date,
that
was
august,
24th.
B
Yeah,
this
is
not
going
to
be
that's
a
long
process,
as
I
explained
the
last
time.
We
it's
not
going
to
be
any
time
soon
for
aina
to
become
a
sister.
B
To
go
through
to
be,
if
you
have
three
sister
cities
to
do
the
signing,
which
means
we
have
to
go
there
to
those
islands
and
they
have
to
come
here
and
then
we
have
to
develop
programs
in
order
for
the
sister
city
program
to
be,
you
know,
be
worth
it
having
it,
then
we're
going
to
do
the
again.
So
I
can't
really
I
mean
we
can
send
them
a
letter
which
that's
not
really
going
to
do
any
good
other
than
that.
You
know
we're
thinking
about
it,
but
that's
not
going.
H
I
think
the
sense
was
of
the
people
involved
in
this
that
it
was
going
to
be
a
quicker
process.
I
don't
have
an
issue
on
the
timing
of
it,
I'm
just
as
a
courtesy
between
cities,
just
as
a
just
to
let
them
know
it's
going
to
take
more
time.
That's
all.
H
E
B
H
I
understand
that
and
that's
my
point
of
it
just
that
wasn't
stated
in
the
august
letter
and
I'd
like
for
it
to
be
a
little
clearer
and
just
to
let
them
know
that
that
it
could
take
up
to
a
year
before
we
have
anything.
B
H
The
the
mirror-
I
saw
your
memorandum
to
the
sustainability
committee
and
I
I
think,
that's
good.
I
think
that
would
help,
but
I
also
want
to
make
sure
that
the
city
managers
on
board
for
providing
the
sustainability
committee
the
data
that
they
need
to
help
them,
make
these
deliberations
that
we're
asking
them
for
to
help
identify
some
flood-prone
areas
beyond
those
that
we've
talked
about.
I
know
they've
asked
for
certain
information
in
the
past.
I
don't
know
whether
it
was
given
to
them.
H
I
tried
to
find
that
out
today,
but
but
I
I
would
like
to
make
sure
that
we've
got
cooperation
of
the
city
manager
and
the
staff
to
provide
that
data
as
well,
not
just
the
committee
to
provide
us
the
to
work
with
the
staff.
I
think
there
needs
to
be
a
both
the
committee
and
the
staff
to
have
some
direction
in
that
as
well.
H
Okay,
the
the
other
thing
today,
I
I
spent
some
time
with
the
actually
chief
coaching
and
the
police
dive
team
down
at
spring
bayou,
taking
some
photographs
of
the
body
there,
the
bottom
and
it's
all
part
of
a
manatee
awareness
initiative
that
I've
been
working
on
and
the
police
department's
been
very
instrumental
in
helping
generate
information
on
that,
I'm
hoping
at
some
point
in
the
future.
H
Realistically,
probably
not
till
about
january.
We
can
provide
a
presentation
of
what
this
is
all
about
to
include
the
police
department
and
their
work
as
well
the
what
just
very
quickly
the
whole
idea
is,
if
you,
google,
manatees
and
tarpon
springs,
and
you,
google
manatees
you,
google,
sponge,
docs
and
tarpon
springs.
H
You'll,
get
you'll,
get
more
meaning
hits
more
from
independent
websites
on
manatees
and
and
tarpon
springs
than
you
do
on
the
sponge
talk,
so
I
I
think
that's
something
that
we've
kind
of
overlooked
we've
taken
it
for
granted
for
the
manatees
and
it's
something
that
we
could
kind
of
cultivate
a
bit
not
from
a
homeless.
H
Home
assassin
springs
perspective,
but
just
to
let
people
know
a
little
bit
more
of
the
asset
that
we've
got
at
spring
bayou
for
a
good
part
of
the
the
year
and
then
help
use
that
to
tie
in
the
downtown
and
hopefully
the
hopkin
property
will
will
be
allowed
to
purchase
that
tie
the
downtown
in
with
craig
park,
and
this
will
be
kind
of
another
link
in
the
chain
to
doing
that.
H
Lastly,
I
wanted
to
thank
the
budget
advisory
committee.
I
don't
know
if
you
saw
their
memorandum,
they
they've
already,
provided
us
the
the
rankings
of
the
finalists
for
internal
auditor,
and
I
just
wanted
to
thank
them
for
doing
a
good
job.
H
I
think
the
city
manager
sent
us
a
memorandum
with
a
link
to
actually
see
the
discussion
on
that
part
and
maybe
to
learn
a
little
more
about
what
their
comments
were
in
preparation
for
the
november
10th
meeting
will
be,
I
guess
we'll
be
deciding
on
who
will
be,
who
we
will
be
I'm
sorry
interviewing
in
december,
1st,
2nd
and
3rd.
I
believe
so.
I
just
wanted
to
say
thank
you
to
the
budget
advisor
committee
that.