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From YouTube: Board of Commissioners 7-20-21`
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A
A
C
A
I'd
like
to
remind
to
everyone
that
the
purpose
for
tonight's
meeting
is
for
the
board
of
commissions,
to
study
issues,
to
gather
and
to
analyze,
information
and
to
clarify
questions.
No
votes
are
conducted
during
the
work
session.
No
public
comments
will
be
allowed
tonight
on.
The
budget,
however,
will
be
allowed
during
the
two
public
hearings
that
we
have
scheduled
on
september,
7th
and
september
15
2021
at
6
30.
D
And,
as
you
know,
this
is
a
first
budget
workshop
for
the
fiscal
year,
2022
budget,
not
just
a
little
history
on
the
budget.
For
us,
it's
been
going
on
for
five
six
months
already,
but
in
february
the
department
started
keying
in
their
budgets.
In
march,
we
developed
the
payroll
for
the
budget
in
april
the
revenue
projections
we
projected
those
all
funds
have
been
balanced,
not
using
any
unassigned
fund
balance.
I'm
sorry,
all
funds
have
been
balanced.
No
unassigned
fund
balance
has
been
used
in
the
general
fund
and
made
through
july.
D
There
were
a
budget
advisory
committee
reviewed
the
budget
we
met
with
the
departments
they
spent
about
three
days
going
line
by
line
and
all
the
department's
budgets-
and
I
got
just
got
to
thank
the
departments.
You
know
they've
gone
through
their
put
through
their
budgets,
made
cuts
a
budget
advisory
committee's
gone
through
them
and
made
some
ideas
and
cuts
were
necessary.
D
Just
the
budget
books
you're,
seeing
we
used
to
years
ago,
we
just
used
to
have
three,
but
you
know
one
budget
book
used
to
just
be
this
one
big
detail:
budget
book
with
the
three-ring
binder,
but
300
pages
there.
Now
we
got
this
other
one,
it's
an
executive
summary
with
another
300
pages.
If
you
didn't
have
enough
to
read
and
stuff,
but
this
detail
book,
you
know
the
advantage
of
that.
One
is
sorry
wrong
button.
D
You
know
if
you
want
to
see
the
justification
line,
item
justifications
for
expenditures.
You
know
that
we've
got
that
in
that
budget,
also
more
information
on
payroll
and
personnel
in
this
budget
book,
then
we
get
into
the
executive
summary
book,
which
is
basically
summarizing
everything.
That's
in
that
detail.
Budget
book
I
just
wanted
to
point
out.
D
We
were
trying
to
keep
you
know,
improving
a
budget
book
to
keep
you
more
information,
so
you
can
make
your
decisions
and
stuff
like
I
say
this
budget,
this
executive
summary
just
used
to
be
about
100
pages
up
until
last
year,
but
with
now
it's
300
pages,
so
we
keep
trying
to
put
some
more
in
it
and
give
you
more
information.
I
just
want
to
point
out
a
couple
reports
that
are
new.
This
year
I
highlighted
the
executive
summary
pages
one
to
11..
This.
D
Summarize
everything
if
you're
trying
to
find
out
you
know
what's
going
on
in
the
budget.
A
new
report
is
major
revenue
sources
of
the
city
pages
24-28
it.
It
basically
is
just
trying
to
show
all
the
major
revenue
sources,
what
the
history
of
them
for
five
years
and
how
they
go
about
calculating
them.
D
A
little
bit
more
on
the
capital
improvement
program,
it's
in
like
it's
in
the
back
executive
summary,
but
one
good
report
I
highlighted
here.
If
you
want
to
see
all
the
cip
projects
on
two
pages
pages,
306
and
307
has
all
the
cip
projects
and
then
what
these
reports
are
is
what
makes
up
the
cip
is
the
individual
fund
reports
with
five
year
projections
on
each
one
of
those
individual
phones
projecting
out
five
years,
and
then
I
went
and
highlighted
this
report.
D
If
you
will
on
a
report
that
just
shows
all
capital
outlay
by
fund,
that's
this
report
down
here,
325
through
327
and
then
on
the
very
bottom
capital
request,
not
in
the
budget
pages
330-332,
and
just
to
give
you
a
summary
of
the
total
city
budget
for
2022.
It's
68.7
million
last
year
was
63.2
million
for
an
increase
of
a
5.5
million
and
8.7
percent
increase.
D
I
like
to
show
the
five
largest
funds
which
make
up
the
city
budget,
which
is
90.
We
got
the
general
fund
at
28.1
million
40
percent.
Almost
41
percent
of
the
total
city
budget
last
year
was
26.7.
A
1.3
million
dollar
increase
1.3
yeah
increase
5.5.02
water
and
sewer
fund
this
year.
21.2
million
are
for
next
year.
30
of
the
total
city
budget
last
year
was
18.9
million
at
2.3.
Almost
2.4
million
dollar
increase,
mostly
capital.
D
An
increase
of
12.71
percent
sanitation
fund,
6.3
million
9.2
percent
of
the
total
city
budget
last
year
was
6.2
81
000
increase,
1.3
percent
increase
penny
fund,
4.6
million
6.78
percent
of
the
budget
3.5
million.
Last
year.
A
1.1
million
dollar
increase
about
31
percent
increase
stormwater
fund
1.8
million
this
in
this
budget.
It's
2.7
percent
of
the
total
city
budget.
D
Fortunately,
we
have
health
insurance
premium,
no
increase,
dental
insurance,
no
increase
police
and
fire
pensions
are
at
the
actual
required
contribution.
General
pension,
as
it
has
not
changed.
It's
still
8.7
percent
workers
compensation.
We
I
just
put
in
an
estimate
of
ten
percent.
We
usually
find
out
what
it'll
be
in
mid
to
late
august,
so,
but
I
budgeted
ten
percent
property
insurance
again
we'll
find
out
in
mid
to
late
august.
D
Getting
into
the
general
fund,
like
I
say,
is
28
million
26
seven.
Last
year
it's
an
increase
of
1.3
million
five.
Five
percent
increase,
mostly
due
to
pay
increases,
retirement
funding
and
workers.
Compensation,
general
fund
revenues
by
type
and
that's
gonna,
be
seen
like
taxes
are
15.4
million
of
the
general
fund
revenues
at
55
percent,
and
you
got
permit
and
fees
intergovernmental
charges
for
services,
fines
and
interest.
D
General
fund
expenditures
by
function
and
as
you
can
see,
public
safety
is
16
million
or
57
percent,
and
then
you
got.
I
think
the
second
one
is
a
4.9
which
is
general
government
and
then
the
other
categories
require
cultural
recreation
at
4.4
million
or
16
percent
general
fund
expenditures
by
type
and
as
you
can
see,
personnel
makes
up,
74
of
the
general
fund
budget
or
20.6
million
operating
is
7
million
or
25,
and
then
we
got
capital
and
grants
and
transfers.
D
Just
some
information
on
revenue
projections,
property
taxes,
we've
the
taxable
values
increased
7.3
percent-
we've
been,
we've
maintained,
the
same
millage
rate
of
5.37
in
the
in
the
budget
book
here
that
brings
in
a
revenue
of
10.
10.9
million
in
the
general
fund,
which
is
that
revenue
is
39
percent
of
the
general
fund
budget.
D
D
D
In
2020,
we
reduced
the
millage
rate
to
5.37,
which
is
what
we're
still
at
the
taxable
values.
When
back
in
2008,
we
were
up
at
1.9
billion
with
the
great
recession
we
went
down
almost
in
2013
1.3
billion
and
now
we're
back
up
to
a
little
under
2.2
billion
and
as
for
the
revenues
you
know
coinciding
with
that.
D
Back
in
2007,
we
had
eight
million
dollars
of
revenue
in
the
general
fund
in
2013
we
dipped
down
to
6.7
million
and
now
we're
back
up
to
10.9
million
and
we'd
like
to
compare
ourselves
with
the
other
full
cities
of
tarpon
being
a
full-service
city
being
we
have
a
police
and
fire
departments,
and
so
we
try
to
graph.
You
know
the
you
know
the
full-service
cities
with
population
greater
than
20
000
and
here's
tarpon
springs,
I'm
comparing
it
to
2015.
D
D
A
D
I
just
probably
referenced
it
earlier,
but
just
as
just
explaining
the
same
where
you
can
find
these
cip
pages
in
the
budget
book
which
was
mentioned
earlier,
I
won't
go
over
that
again
just
to
highlight
some
of
the
major
cip
projects
that
are
wrong
button.
Again.
There
we
go
public
safety,
we
got
police
vehicles
at
400,
000
fire
staff,
vehicle
60
thousand.
We
got
some
debt
service,
one
on
leases
for
the
ladder
truck
230
and
239
000,
and
then
the
fire
truck,
which
is
the
process
of
being
built,
178,
000.,
water
and
sewer.
D
We
got
future
water
wells,
850,
000,
solar
energy
efficiency,
650,
000
water,
pipe
replacement,
350
000,
replace
water
line
under
ulta,
19
bridge
950
000
and
lift
station
rehab
construction,
1.1
million.
I
believe
that's
at
the
lyman
huey
lift
station
stormwater.
We
got
a
new
inspection
camera
at
306,
000
transportation.
We
got
sidewalks,
100,
000,
brick
street
and
road
reconstruction.
Three
hundred
thousand
we've
got
the
sponge
docs
flood
abatement
program,
1.7
million,
which
is
offset
by
a
grant.
D
We
got
mangle
street
phase,
two
625
000
and
getting
the
cultural
recreation.
We
got
the
sports,
complex
lighting
and
field
improvements,
four
hundred
thousand
we're
hoping
to
get
a
grant
on
that,
but
we're
still
trying
to
find
out-
and
we
got
library,
improvements,
500
000
and
I
believe
kerry-
is
trying
for
a
grant
on
that
one
and
so
there's
8.5
million
of
the
11.4
million
of
the
cip.
D
You
know
the
police
vehicles
the
fire,
the
sponge
docks
mangle
street,
brick,
reconstruction
sports,
complex
cultural,
but
it
we
still
have
1.3
million
of
you
know
available
in
the
penny
fund
for
capital
projects.
This
one
to
highlight
that
and
with
that
this
is
a
five
year
projection
for
2022
23,
24
25
26..
D
getting
on
to
the
cra.
That's
the
last
one.
I've
got
in
this
presentation
since
it's
on
the
agenda
tonight,
but
I'll
go
through
it
just
a
little
bit
on
the
cra.
If
you
didn't
know,
it
was
created
by
florida
statutes
back
in
2001,
it
lasts
for
30
years
approximate
area
alternate
19
from
mirrors
to
sponge
and
one
to
two
blocks:
east
and
west
of
alternate
19.
D
back
in
the
base
year
when
it
was
created,
the
taxable
value
was
a
41
million,
37
thousand
nine
hundred
taxable
values
over
the
base
year
each
year
for
city
and
the
county
portion
go
into
the
cra.
We
take
the
city
portion
and
put
it
in
there
and
the
county.
We
send
them
an
invoice
and
they
send
up
their
portion.
That's
why
it's
called
tax
increment
financing
here,
the
property
taxes
this
year,
cra
went
up
nine
point,
four,
four
percent
for
the
cra
area
and
the
budget
we're
still
made.
D
D
Cra
expenditures,
the
way
they
currently
sit
in
the
budget.
We've
got
a
hundred
four
thousand
for
personnel.
Seventy
eight
thousand
for
operating.
We
got
the
hundred
thousand
dollars
for
facade
grants
loan
repayment,
a
hundred
thousand
for
the
property
purchase
down
by
the
bayou,
and
then
we
got
reserved
for
capital
260
000,
which
is
still
available
within
the
cra.
D
And
just
another
is
a
five-year
projection
of
the
cra
for
two
thousand
twenty,
two,
twenty
three,
two,
four
to
five:
twenty
six.
We
got
personnel
of
a
hundred
000,
the
operating
the
available
money
of
260
000,
the
grants,
the
loan
repayment
total
expenditures
and
we
have
available
to
260
000
plus.
We
still
have
leftover
249
000
of
fund
balance
with
that
taken
out
also
just
information
on
the
upcoming-
and
this
is
this
tonight.
This
first
budget
workshop,
the
next
one's
on
the
29th
the
thursday
third,
one,
if
necessary,
is
on
august
12th.
D
The
trim
notices
go
out
by
the
county
on
august
23rd.
I
believe
it's
a
monday
september
7th
is
the
first
public
hearing,
I
believe
it's
a
tuesday
after
labor
day,
the
second
public
second
and
final
public
hearing
it's
going
to
be
on
the
wednesday
september
15th,
and
then
we
start
all
over
again.
We
have
the
new
fiscal
year
starting
october
first,
and
that's
the
end
of
the
presentation.
Thank.
A
A
A
A
A
A
I've
got
something
that
I
always
have
to
tell
you
that,
because
all
the
good
news
that
we
have
increasing
the
revenues
of
the
due
to
the
property
tax,
no
increase
to
the
health
and
dental
insurance
premium,
which
we
have
budgeted
eight
percent
correct
for
eight
percent
increase.
Do
you
think
we
have
a
room
to
reduce
the
millage.
D
I'm
always
weary
of
reducing
the
millage,
and
you
know
ask
us,
after
we're
done
with
the
budget
process
and
see
if
we
got
any
left,
but
you
know
with
the
economy
the
way
it
is
I'm
you
know
unless
it's
a
small
amount,
but
I'm
not
a
fan
of
especially
the
economy.
Lately
you
know
and
whatever
other
expenditures
you
might
be
looking
for
in
in
the
budget
that
comes
through,
but
I
I
prefer
to
keep
it
at
the
five
point.
Three
seven.
A
D
When
we
had
the
health
insurance,
originally
we
budget
eight
percent
increase,
but
part
of
that
budget
was
using
266
000
of
unassigned
fund
balance
to
balance
the
general
fund
so
basically
held
the
health
insurance
decreased
to
zero
percent.
Helped.
Let
me
eliminate
using
the
unassigned
fund
balance.
A
H
A
Well,
yes,
first,
we
have
the
presentation
and
we're
finishing
up
any
comments
or
questions
to
mr
harry
they'll
invite
the
the
budget
advisory
committee
chairman,
mr
mcclure,
who
is
in
the
audience
today.
Then
we
go
to
our
general
fund
budget,
including
the
salary
survey
and
the
new
positions,
go
through
the
comments
and
all
that
and
if
we
have
time
we're
going
to
go
to
cip.
H
H
D
Well,
basically,
after
in
the
general
fund
yeah,
well,
basically,
you
know
we
had
the
health
insurance
which
took
it,
took
away
the
using
the
unassigned
fund
balance,
and
then
we
did
budget
four
and
a
half
percent
for
the
property
tax,
but
taxable
values.
It's
roughly
about
a
hundred
and
fifty
thousand
dollars
available
in
the
general
fund.
H
D
H
H
F
F
F
F
D
D
F
F
F
Pleased
to
see
that
there's
no
increase
in
the
millage
for
me
year
after
year,
that's
been
really
important
as
it
relates
to
our
competitiveness.
I
say
this
every
year
with
surrounding
communities.
You
know
in
terms
of
attracting
new
residents
and
in
business
and
industry.
I
think
that
that's
really
important
that
we
keep
a
millage
rate,
that's
just
under
some
of
our
competing
communities.
So
I'm
pleased
to
see
that
I
too,
if
possible,
would
support
a
small
decrease.
F
I
am
pleased
to
see
that
we
are
again
being
competitive
as
it
relates
to
taking
care
of
our
employees
and
trying
to
make
sure
that
everybody
has
a
cost
of
living
increase
and
a
wage
increase
in
in
healthy
years,
which
we're
in
is
the
time
to
do
that.
So
I'm
pleased
by
that
as
well
and
in
a
nutshell,
I
think
it
looks
good
so
far.
Thank
you.
I
I
I
think
we
got
a
lot
of
good
stuff
in
here
and
I'm
getting
excited
over
the
next
month
to
add
what
we
can
and
hopefully
not
cut
too
much
here.
My
only
question
on
the
actual
presentation
ron
is
just
in
regards
to
the
insurance.
When
are
we
going
to
find
out
about
the
property
insurance
and
the
workers
comp.
D
G
Thanks
mayor
thanks
juan
I
always
enjoy
this
time
of
year,
it
gives
me
something
to
do
right.
A
lot
of
brain
matter
is
expended
on
this
trying
to
work
our
way
through
it.
I
I
see
in
the
budget
book,
and
I
see
in
your
presentation
and
there's
I
I
think
part
of
the
increase
in
revenues
is
because
of
the
grant
that
was
already
mentioned.
Is
that
correct.
D
D
G
Right,
I
I'm
trying
to
correlate
your
presentation
from
the
from
the
the
budget
book
and
that's
a
little
bit
of
a
different.
I
think
here
you've
got
it
by
the
general
fund
in
your
presentation
at
least
the
one
slide.
I
don't
see
anything
overall
and
in
the
budget
book
like
on
page
35,
I
think
it.
It
includes
everything
I
think.
For
example,
the
numbers
are
different,
I
guess
is
what
I'm
getting
at.
Unless
are.
G
No,
I
was
just
trying
to
get
a
handle,
there's
some,
for
example,
in
your
in
your
in
the
budget
book.
I
was
trying
to
get
an
idea
of
why,
for
example,
under
a
general
government
there
was
such
a
big
bump
between
fiscal
year,
20
2021
and
fiscal
year,
2022,
that's
on
page
29
on
your
budget
book,
it's
about
a
one,
half
million
dollar
bomb,
a
significant
jump
and
then
also
under
the
physical
environment.
It's
about
a
two
million
dollar
jump
there
again,
that's
on
page
29
down
at
the
bottom,
where
it
says:
expenditures,
expenses.
G
D
D
A
G
G
D
D
D
1.7
is,
I
think,
yes,
what
we're
planning
on
doing
as
a
first
budget
resolution,
which
would
probably
be
in
december
we're
going
to
bring
forward
the
you
know.
That's
that
grant,
plus
whatever
the
balance
expenditures
is-
and
I
know
bob
said
I
think,
he's
going
to
have
some
expenditures
issue,
I'm
not
sure
if
it's
design
engineering
of
a
certain
amount.
I
came
here
for
100
200
000,
but.
G
G
D
K
Yeah,
I
think
that's
the
bottom
line.
We
need
to
see
that
money,
we're
holding
in
case
it's
more
than
that.
But
if
it
comes
in
right
and
we've
got
enough,
then
that
might
be
available.
But
if,
for
some
reason
with
the
negotiation,
we
need
to
put
up
more
money
than
it's
sitting
there
waiting
to
be
done.
So
until
we
know
what
we
have
to
put
up
for
that
for
our
portion.
If
there
is
one
above
the
ground,
then
we're
just
holding
it
when
we
know
that
obligation
and
then
whatever
money's
left
would
be.
G
G
L
G
I
think
that
was
it
for
right
now
we're
going
to
take
a
this.
Is
our
first
budget
meeting
we're
going
to.
I
did
speak
to
the
city
manager
at
length,
we're
going
to
take
a
little
deeper
dive
into
the
departments
as
we
go
through
this,
maybe
not
tonight.
I
think
tonight's
going
to
be
our
next
thing
is
going
to
be
largely
personnel.
Is
that
correct.
G
A
M
Good
evening,
claire
mccloy
1625
kismet
court
in
tarpon
springs.
First
of
all,
I
want
to
say,
I
think
if
you
all
saw
our
sessions
very
professional
presentations,
very
knowledgeable.
That
was
very
good.
When
ron
first
handed
us
the
thick
budget
books,
we
were
going
into
the
emergency
fund
to
the
tune
of
about
266
000.
Roughly.
M
I
think
commissioner,
tara
panty
used
the
right
word.
These
are
healthy
times
for
tarpon
springs,
I
think
financially.
I
know
you
know
from
the
real
estate
tax
revenue.
Pretty
strong
assessments
are
going
up
now.
Some
of
the
other
revenues
are
just
because
of
the
pandemic
they're
coming
up
to
the
levels,
but
we'll
we'll
get
there,
but
so
and
again
that
emergency
fund
you
use
another
one.
These
are
not
emergency
times.
So
first
thing
we
looked
at
and
said:
how
can
we
come
up
with
reductions
or
positive
news
not
to
go
into
the
emergency
fund?
M
I
want
to
stand
here
and
tell
you
that
we
didn't
just
luck
out.
If
you
remember
last
year
we
went
out
and
competitively
shopped
that
business
five
six.
I
can't
remember,
I
fully
believe,
there's
some
carryover
benefit
to
this
year.
You
know
just
the
fact
that
we
know,
or
our
suppliers
know,
that
we
will
come
competitively
bid
on
situations
and
I
always
encourage
rot.
You
know,
take
other
areas
and
look
at
them
as
you
can.
M
M
M
M
M
I
was
just.
I
want
to
look
at
it
with
an
open
mind,
but
the
laundry
list
was
kind
of
shocking
to
me.
So
again,
it's
a
little
bit
outside
of
this
meeting,
but
I
just
asked
the
board
of
commissioners
to
you
know
these
are
healthy
times.
We
won't
be
always
getting
a
zero
percent
increase
in
the
benefits.
We
won't
be
always
getting
the
we're
getting
nice
assessments
and
healthy
assessments,
so
it
is
healthy
times.
That's
a
good
word,
but
be
cautious.
M
A
Thank
you,
mr
mccoy.
I
want
to
thank
you
for
your
advice.
I
will
thank
you
for
your
service
to
the
city,
but
also
like
to
thank
all
the
members
of
the
budget
advisory
committee
for
the
hard
work
and
dedication
and
for
working
with
the
city
manager
with
all
the
directors
analyzing
each
line
item.
Well
before
the
budget
advisory
committee.
It
was
created.
A
We
had
to
go
through
each
line
item
and
we
spent
hours
and
hours
looking
and
see
how
many
office
supplies
we
could
cut.
So
that
was
so
unnecessary
and
thank
you
for
doing
that
with
us
tonight.
Commission
terrapin
was
the
first
chair
of
the
budget
advisory
committee.
That's
true
yeah,
and
thank
you
for
that.
K
Basically,
in
this
the
way
we've
done
the
budget
presentations
before
I
have
all
the
staff
out
here.
I
think
I
got
most
of
everybody
exception
one
I
think
they're
all
here
and
this
session
is
to
ask
about
the
general
fund
budget.
Some
of
these
department
heads
out
here
have
some
general
fund
some
in
the
enterprise
funds,
but
they
are
all
here
and
at
this
time
it's
to
is
to
bring
them
forward
and
again
to
staff
either
the
two
mics,
whichever
close
as
we
made
sure
today,
they
wouldn't
interact.
K
K
We
know
what
time
to
meet,
so
we
can
bring
that
forward
at
any
time
in
the
meeting
to
make
sure
we
get
that
in,
but
otherwise
on
the
general
fund
budgets
of
all
department
heads
you
have
out
there.
They
are
ready
to
come
forward
and
explain
anything
that
any
of
the
five
of
you
want
to
know
from
their
budgets.
A
D
I'm
sorry
what
page?
Oh,
the
general
fund
yeah!
Oh,
I
can
tell
you
the
the
bulk
of
that
is
the
hospital
lease
about
370
000
and
you
got
you
get
another
about
83
000
on
the
savannah
cove
retirement
building
there.
So
that's
the
bulk
of
the
miscellaneous
in
the
general
fund,
the
hospital
lease
and
savannah
covent.
A
A
Any
programs
to
attract
new
businesses
related
to
non-related
tourism,
so
we
can
create
jobs
so
where
people
can
leave
and
work
here
in
tarpon
springs
instead
of
driving
to
tampa
or
saint
petersburg
to
work.
Do
we
have
any
program
or
is
any
problem
we
can
initiate
to
accomplish
something
like
that?
Karen.
E
Thank
you.
As
you
know,
we
have
our
cra
incentives,
the
facade
grant
the
restaurant
grant
and
then
last
year
we
started
the
the
building
code,
assistance
grant
and
also
within
the
general
scope
of
the
city.
We
have
our
ad
valorem
tax
exemption
program
where
new
businesses
or
existing
businesses
who
are
expanding,
can
apply
for
city
and
county
tax
abatements
for
up
to
a
10-year
period
of
time.
E
We
also
have
our
federal
opportunity
zone,
which
runs
from
alt-19
to
us-19
and
from
klosterman
to
the
south
side
of
tarpon
avenue
that
provides
tax
incentives
for
investors
who
invest
in
projects
in
in
that
area.
So
we're
also
promoting
that
to
any
new
businesses
developers
brokers,
who
can
pass
that,
along
to
other
investors,
banks
to
promote
that
as
a
good
investment
opportunity
to
come
to
tarpon
springs,
there's
also,
a
new
employment
sites
program
that
the
county
started
up.
I
think
it
started
just
this
year
end
of
last
year.
E
Based
on
eligibility
criteria-
and
we
have
already
had
a
couple
of
businesses
that
we
have
been
working
with
the
county
to
see
if
they
can
take
advantage
of
that
program,
so
there
are
several
opportunities
that
we
have
that
we
are
continuing
to
work
with
businesses
to.
Let
them
know
about
the
opportunities
that
they
have
here.
E
E
Well,
yes,
we're
we've
got
projects
in
the
pipeline
for
all
of
these
different
types
of
incentives
that
every
time
we
talk
to
a
new
business
or
work
with
one.
These
are
the
incentives
that
we
sit
down
and
we
we
talk
about
those
opportunities
and
we
have
several
that
we're
working
with
right
now
to
see
if
they'll
be
able
to
qualify.
A
L
K
A
K
N
D
K
A
J
Hello,
bob
robertson
project
administration,
department,
director.
That
line
item
is
for
miscellaneous
engineering
services
that
fall
under
the
3100
line.
Item
allows
me
to
be
responsive
with
and
use
our
engineering
consultants
for
as
needed
analysis.
Things
like
you
know
the
haze
road
analysis,
for
example,
or
things
like
that,
where
we
don't
have
to
go,
hire
an
engineer.
It
gives
me
the
ability
to
be
flexible
and
be
responsive
to
the
board's
needs.
J
J
Yeah
it's
for
miscellaneous
things.
It
also
covers
survey,
services
and
geotech
services.
You
know
we
have
a
firm
that
will
come
out
and
do
potential
sinkhole
analysis
for
us
and
do
gpr
and
even
includes
the
ability
to
use
that
line
item
for
remediation
and
that
sort
of
type
of
thing.
So
it's
a
very
flexible
line
item
for
my
department.
A
H
B
H
Hey
I
just
going
through
the
on
page
137
and
the
expenditures
I'm
just
looking
at
the
operating
supplies
as
listed
at
95,
000
and
then
promotional
is
at
59
000
and
then
there's
a
lot
of
interdepartment
allocations.
Ron.
I'm
sure
you
could
talk
to
the
interdepartment
allocations,
but
I'm
just
curious
about
the
promotional
supplies
and
operating
supplies.
Now.
Does
this
fall
under
library
and
like
promotional
items
for
carbon
springs
as
a
whole?.
H
B
B
You'll
see
fire
alarm
inspection,
the
security
alarm
with
the
four
venues
we
have
quite
quite
a
bit
of
expenses
with
these
monitoring
systems
and,
of
course,
the
janitorial
service
too,
for
the
four
venues
they're
doing
a
great
job,
so
we
they're
new
this
year
and
they're
a
little
bit
higher
than
I've
had
in
years
past.
I
had
a
different
service
that
wasn't
working
out
as
well,
so
we
we
changed
last
year
and
they
are
a
little
bit
more
expensive,
but
they're
definitely
worth
it
and
they
keep
them
very
nice.
F
K
B
B
The
artist
fees
and
things
like
that-
I
have
it
here
as
audience
view
as
the
ticketing
service,
but
you've
got
it
both
places,
that's
our
top
one:
okay,
120.,
okay,
contract
card.
Yes,
those
are
all
our
artist
fees.
We
also
have
meal
buyouts
and
the
hotel
fees.
One
of
the
things
that
I've
done.
The
last
couple
years
is
partnered
with
the
hampton
inn,
where
we
keep
the
artists
that
we,
we
actually
house
them
when
they're
here
performing,
and
he
gives
me
a
five
thousand
dollar
in-kind
sponsorship.
B
L
H
B
Yes,
actually,
you
know,
of
course,
the
whole
performing
arts
industry
has
been
shut
down
because
of
kovid,
but
I
do
have
an
interesting
list.
That'll
take
you
through.
You
know
different
our
different
seasons,
and
also
you
know
we,
you
have
a
fiscal
year
and
ours
is
kind
of
a
little
bit
different
with
our
seasons.
So
it's
a
little
bit
skewed
like
right
now
we're
bringing
in
a
whole
lot
of
revenue,
because
we
just
announced
our
new
season
for
2021-2022,
so
our
revenue
is
really
skyrocketing.
B
Now
that
we've
started
selling
tickets,
so
basically
it'll
all
balance
out,
but
what
I
have
for
you
is
a
chart
that
I
could
pass
out
at
at
your
leisure
like
if
you
take
a
break
or
something
and
it'll
show
you
how
our
ticket
sales
and
the
operating
expenses
kind
of
balance
out.
We've
actually
done
really
well
in
the
last
couple
years
and
we're
actually,
you
know
making
money
instead
of
losing
money.
H
D
Yes,
that
is
the
library
department.
What
we're
basically
doing
is
we
get
funding
from
the
county
for
library
services.
So
this
is
like
admin
charges
from
procurement,
finance
maintenance
and
we
charge
the
library
department.
So
we
can
get
more
increased
expenditures
and
get
more
money
back
from
the
county
so
that
we
call
it
an
inner
department.
While
we
we
charge
the
library
department,
but
then
we
credit
the
finance
that
you'll
see
and
if
you
look
in
finance
department,
you'll
see
a
negative
budget
amount.
You'll
see
one
in
procurement,
one
in
I.t.
H
D
H
Work
over
there
lately,
so
we
need
to
bump
that
up.
Okay,
so
let's
see
electoral
services,
that's
just
like
the
power
to
keep
the
the
four
buildings
on
is
that
right:
okay,
55
000,
and
then
I
want
to
understand
the
promotional
activities.
It's
sixty
thousand
dollars
that
we
have
or
fifty
nine
thousand
dollars
allocated.
B
Yes,
that's
the
advertising
budget
for
the
shows,
and
we
also
have
an
agreement
with
the
beacon
as
well
as
tampa
bay
times.
They
give
us
considerable
discounts
on
advertising
like
a
a
one-on-one
match.
Is
our
our
one,
our
contract,
that
we
have
currently,
but
that's
all
made
up
actually
made
up
again
with
our
ticket
sales,
and
things
like
that.
So.
H
L
H
E
H
Guess
you
would
say
so
in
the
past
there's
like
we
have
to
have
a
marketing
position.
Oh
my
gosh,
like
the
world's
gonna
end.
If
we
don't
have
that
right
and
then
we
came
up
with
it
and
we're
like
well,
let's
spend
the
money
on
marketing
and
diane
was
able
to
use
one
of
her
positions
for
it
and
I
think
we're
able
to
do
a
lot
of
great
things
so
kind
of
what's
happening
in
this
year's
budget.
With
that
now.
E
Yeah
that
goes
back
a
couple
years
and
you're
right
about
that
back
in
2019
is
when
we
really
started
the
full-scale
effort
to
do
a
great
marketing
campaign
and
try
to
bring
in
more
visitors
to
the
city.
That's
when
we
rebranded
and
we
launched
the
discover,
explore
tarpon
springs.
We
created
a
new
logo.
E
E
We
did
a
number
of
campaigns
through
the
tampa
bay
times.
We
did
it
on
a
tankful
marketing,
where
we
marketed
the
city
to
people
within
the
region
and
then
a
little
bit
outside
of
the
region
extending
to
orlando.
So
that's
when
we
really
started
the
efforts
and
then
in
the
the
next
year
we
took
the
video
that
was
done
and
we
created
a
a
commercial,
a
15
and
30
second
commercial,
that
we
ran
last
year.
You
know,
under
the
pandemic
we
had.
E
We
started
a
rediscovered
tarpon
springs
campaign
that
was
in
the
summertime
when
things
had
opened
up
again,
not
completely,
but
the
stores
and
restaurants
had
reopened.
So
we
launched
a
campaign
to
rediscover
tarpon
springs
to
try
to
bring
people
back
to
the
city,
mostly
locals,
try
to
get
people
out,
and
that
was
the
tv
ads,
and
then
we
did
digital
digital
ads
on
online
and
through
the
newspaper
and
on
spectrum,
so
the
digital
ads.
E
E
One
is
an,
I
love
local
and
we
were
going
to
do
that
last
year
and
we're
holding
that
offer
this
year
now
that
everything
is
open,
where
we're
gonna
be
going
around
to
all
the
businesses
with
a
big.
I
love
local
sign,
taking
pictures
with
the
business
person
in
front
of
their
store
and
then
doing
a
big
social
media
outreach
on
that.
On
facebook,
then
they
can
have
that
for
their
own
facebook
outreach.
E
E
It's
it's
very
new
and
bright.
We
put
that
in
about
1200
sites
throughout
the
state,
and
we
did
a
hundred
thousand
printing
of
those
last
year.
Those
will
carry
us
forward,
they
last
usually
about
a
year,
so
we'll
be
reprinting.
Those
we
haven't
been
doing
a
lot
of
newspaper
advertising
because
of
covid
we've
been
doing
more
digital,
which
I
think
has
helped
us
more
than
the
festivals
are
back
so
we're
you
know
targeting
on
those
as
well.
E
H
E
H
Okay,
so
how
how
do
you
determine
that,
like
the
billboard
on
I-75
or
I-4
is
actually
working
or
there's
a
return
or
roi
on
that,
and
it
can't
be
spent
on
something
else?
How
do
you
are
you
figuring
that
out
just
high
level?
It
could
be
really
quick
and
then,
secondly,
what
does
that
actually
cost
to
do
something
like
that.
E
L
E
Really
no
way
to
quantify
it,
and
that's
often
with
a
lot
of
things
except
for
the
digital
by
word
of
mouth
by
people
saying
they
see
it.
We
ask
our
businesses
to
ask
people
how
they
found
out
where,
where
tarpon
springs
is
and
why
they're
coming
here,
but
again
that
came
from
our
business
community,
the
billboards
run
us.
We
split
those
with
the
merchants
association
and
they
run
us
about
20
000
a
year.
H
E
L
H
E
H
I
think
it's
a
great
I
mean
I
think
it's
a
great
amount
of
money
to
be
spent
on
promoting
our
businesses.
It
really
shows
a
lot
that
the
city
cares
about
promoting
a
good
image,
so
I
think
it
goes
a
long
way
for
that.
So
I
appreciate
you
sharing
some
more
insight
on
that
one
mayor
I
mean
I
have
some
questions
on
the
the
positions,
but
right
now
that's
going
to
be
it
for
now
come.
L
H
A
F
D
D
D
F
F
F
And
then
on
the
procurement
services,
the
internal
audit
and
then
also
the
building
development.
Each
of
those
had
a
significant
decrease
and
I'm
just
curious
how
that
works
out
whether
it
was
some
form
of
a
reorganization
to
a
degree
for
each
department
or
reclassification
or
why
are
those
departments
decreasing.
D
D
F
F
D
N
D
F
L
F
D
F
D
F
F
F
D
F
F
Insurance
facilities,
grants
and
stuff
and
understood,
understand,
yeah,
I
mean
for
me.
I
think
that
that's
something
as
we
go
through
the
budget.
I
think
that
the
our
our
internal
grant
programs
not
like
the
ones
that
we
apply
for,
but
the
ones
that
we
facilitate.
I
think
that
those
have
done
outstanding
throughout
the
community,
so
for
the
commission
to
consider
it's
25
000.
I
think
that
that's
something
that
we
should
consider
putting
back
into
the
budget.
F
L
H
D
H
K
E
E
F
Okay,
so,
but
still
again
you
know
it
seems
like
in
the
grant
inception
year,
it's
always
a
little
bit
slow
to
catch
on
and
last
year
I
think
was
the
first
year
for
that
particular
grant
right
right,
yeah.
So
for
me
I
still
would
like
to
put
the
money
back
in
you
know,
so
it's
a
healthy
fun
and
we
can
encourage
people
to
use
it
and
karen
can,
you
know,
beat
the
pavement
and
give
the
money
away.
So
just
for
the
commission's
consideration,
it's
a
good
program.
O
K
K
Absolutely
good
good
and
again
it
was
always
the
intention
that
if
they
used
the
money,
which
hadn't
been
the
case
before
that
they
used
and
run
out,
that
we
would
go
back
in
and
try
to
find
additional
funds
to
replenish
it,
so
so
that
that
is
important.
That
is
what
what
we
told
the
the
sponge
docs.
So
we
need
to
be
ready.
If,
hopefully,
they
start
using
it
that
we'll
have
the
money
to
replace
it
with.
I
Yeah,
thank
you
bear
that's
a
good
idea.
I
absolutely
support
that
as
well.
I
don't
have
any
questions
for
any
specific
staff
members
more.
So
just
two
suggestions.
Well,
I
guess
I
do
have
a
clarifying
question
for
ron
ron.
How
much
money
were
we
given
to
the
homeless
leadership
board
in
this
budget?
I
I
I
And
we
gave
it
to
him
last
year
right,
correct,
okay,
just
something
for
staff
on
the
board
to
chew.
On,
I
think
and
again
I
have
a
tremendous
amount
of
respect
for
the
hob.
I've
served
on
the
board
for
over
two
years.
Now
that
might
be
money
that
I
think
could
be
better
spent
if
we
just
donated
the
same
exact
amount
to
the
shepherd
center,
because
they
do,
you
know
virtually
provide
the
same
services,
but
just
more
so
in
our
backyard
at
the
local
level.
I
I
did
talk
with
josh
at
cops
and
kids,
and
he
mentioned
the
idea
of
a
changeable
marquee
letter
sign
that
could
go
on
the
building.
They're
really
cheap,
just
something
like
five
thousand
dollars,
and
that
way
it
would
be
a
sign
that
the
community
could
see
for
events
that
were
coming
up,
that
cops
and
kids
were
hosting
or
being
a
part
of
different
ways
to
register
your
kids
or
just
community
info
in
the
area.
I
G
I
think
we're
mr
mccloy
said
we're
kind
of
in
extraordinary
times.
Last
year
we
were
singing
the
songs
of
woe
and
how
we
were
going
to
get
killed
with
coved,
and
it
was
going
to
take
us
back
to
2008
and
now
we've
got
all
this
windfall
of
revenues
coming
and-
and
I
very
I
think
what
you're
saying
is
be
careful
of
recurring
expenses,
and
I
I
completely
understand
agree
with
that-
that's
always
poison
that
you
can't
go
back
after
you've
made
that
commitment.
G
I
agree
with
commissioner
donovan
on
the
three
thousand
dollars
for
the
shepherd
center.
I
know
they're
doing
a
lot
of
planning
as
well
through
the
homeless
issues
group,
if
that's
the
correct
name
of
the
group,
the
committee
that
you've
got
chief,
young
and-
and
I
and
I
know,
there's
a
lot
of
activity
going
there
and
we've
seen
a
marked
improvement
of
the
homeless
situation.
I
think
we
just
need
to
kind
of
encourage
to
to
continue
that.
So
I
think
that's
a
good
idea.
G
I've
got
just
a
couple
of
questions,
but
I
there
are
some
bumps
in
here
rather
than
trying
to
get
into
the
nitty
gritty
and
and
have
ron
coming
through
these
I'll
get
with
the
individual
I'll
get
with
ron
and
then,
if
I
need
to
I'll,
go
to
the
individual
departments,
we're
going
to
take
another.
Look
at
this.
Just
a
couple
of
comments.
G
G
We're
still
funding
our
positions
at
100,
in
other
words,
we're
not
taking
into
account
any
overlaps
and
positions
from
somebody
leaving,
for
example,
the
amount
of
time
it
takes
to
rehire
somebody,
oh
they're,
they're
they're
all
filled
at
100
percent.
Okay,
we
in
our
water
and
sewer
rate
study.
Our
estimate
was
95
percent
for
that
correct,
and
I
brought
this
up
last
year
and
our
personnel
expenses
are
three-fourths
of
our
budget
in.
G
That
95
percent
is
what
we
budget
too,
because
we
know
there's
going
to
be
people
gone
and
speaking
to
a
couple
of
department
heads.
I
know
we're
having
some
issues
in
hiring
people
right
now,
and
you
know
I
have
a
feeling
there's
going
to
be
some
vacancy,
so
that
money
is
just
going
to
be
sitting
there
and
we're
going
to
have
some
other.
G
Things,
if
you
will,
that
need
to
be
done,
that
we're
going
to
have
a
hard
time
arguing
or
not
arguing
but
deciding
where
that
money's
going
to
come
from,
and
I
think
that's
something
that's
obvious
in
front
of
us
that
we
need
to
to
do
maybe
just
kind
of
look
at
where
we
are
right
now.
As
far
as
what
was
budgeted.
What
we've
spent
so
far
and
then
consider
that
going
into
the
future.
D
Like
I
said
you
know
compared
to
years
past
five
ten
years
ago
he
used
to,
I
could
rely
on
five
ten
vacant
positions.
We
don't
have
that
many
now,
so
we're
seeing
it
mostly
fully
staffed,
I
think
maybe
kevin's
looking
for
somebody
in
the
building
development,
but
a
lot
of
departments
are
fully
staffed.
Now.
G
I
I
was
I'm
not
sure
I
think
it
was
talking
to
mr
function
and-
and
he
was
having
a
little
bit
of
some
questions
in
there
and
maybe
that'll
turn
around.
But
every
everybody
I've
heard
has
had
a
hard
time
getting
help
because
of
the
increase
in
the
unemployment
insurance
and
also
the
stimulus
payments
that
have
been
made.
K
No
you're
correct,
though
we
just
we've
had
two
recent
city
managers
meetings
to
deal
with
the
issues,
a
lot
of
the
issues
that
we
have
going,
the
federal
money
and
that
and
one
of
the
things
we
talked
about-
and
we
even
talked
about
it
at
the
state
conference
conferences.
The
prediction
is
we're
going
to
have
a
lot
of
trouble
in
the
upcoming
year,
possibly
especially
with
the
higher
positions,
but
even
now
I
mean
you
see
it
around.
You
see
restaurants
begging
for
staff
to
come
in
and
work.
K
You
see
people
telling
you
20
minutes
and
the
restaurant
looks
half
empty
and
you
say-
and
they
say
we
don't
have
the
staff.
So
the
prediction
is,
we
could
have
some
difficulties
in
this
coming
year.
We
have
been
good,
we've
we've
been
good,
but
there
is
an
anticipation.
There
could
be
some
pro
problems
in
hiring
at
both
the
higher
and
lower
end.
K
There
could
be
those
problems,
so
you
are
right
in
that
area
where,
where
we
may
be
seeing
that
phenomenon
coming
coming
forward
as
we
go
and
as
we
see
in
the
private
enterprise
the
problems
they're
having
is
liable
to
hit
us.
I
know
just
people
that
cut
grass,
you
can't
get,
you
can't
get
people
to
go
and
cut
grass,
it's
a
lot
harder,
so
this
may
spread
to
other
positions,
and
you
know
that
may
be
a
phenomenon
that
we
see
during
the
next
year.
You
know
so
you're
correct
that
could
occur.
G
Thank
you
thank
you
for
that,
and
I
also
recognize
we're
going
to
talk
a
little
bit
about
the
salary
survey
later
and
there's
some
yellows
and
things
like
that.
We
need
and
maybe
that
that
money
could
offset
to
help
with
that
as
well.
So
it's
just
something
that
we
need
to
be
mindful
of,
and
yes
understand
that,
even
when
we
get
into
this
other
stuff
tonight,
there
may
be
some
yellows
and
reds,
but
that
doesn't
mean
that
we
would
have
to
have
extra
money
for
that.
G
G
We
would
hire
a
consultant
to
help
us
write
a
grant
for
obtaining
a
larger
project
funds
and
that
sort
of
thing
does
does
that
money
come
out
of
the
general
fund
or
does
that,
for
example,
in
this
particular
case
it
would
be
sea
level
rise
and,
and
it
would
be
a
rhodes
and
streets
project.
Are
you
talking
about
a
grant
writer?
A
grant
right
well
actually
would
be
hiring
a
consultant
to
write
the
grant.
G
G
A
K
Right
now
and
remember,
let
me
let
me
make
it
a
little
clearer,
usually
a
lot
of
this
information
about
the
raises
about
positions
about
salaries.
Usually
that
comes
at
the
end.
At
the
end
of
the
budget
work
sessions,
we've
asked
to
move
it
up
to
the
beginning
this
year,
which
is
good
because
of
what's
going
on
so
usually
what
I
do
is
is
watch
the
budget.
K
K
So
when
you
see
the
three
that's
the
base
to
start
with,
hopefully
in
the
process,
we'll
have
more
money.
As
we
look
at
you
know.
If
we
need
to
raise
positions
reorgs
or
what
we're
going
to
do
even
with
positions,
then
we
would
be
looking
at
that
through
the
rest
of
the
budget
process
until
that
last
meeting
regular
meeting
in
august,
where
we
present
all
those
to
you.
A
H
A
A
I
know
that
there
are
some
some
positions
that
not
they're
not
compatible
with
the
other
cities
yet,
but
there
should
be,
but
it
needs
to
be
some
kind
of
a
gradual
increase
and
if
you
please
give
us
that
bring
us
that
information
back
in
another
meeting
that
way,
we
have
an
idea
exactly
how
you're
going
to
do
it
to
bring
all
those
employees
where
it
should
be
compatible
to
the
other
cities.
Again.
K
D
E
K
To
see-
and
we've
done
many
of
these
this
one's
again,
as
I
don't
know
how
long
jane
niffen
judy
staley
have
been
working
on
these
surveys
along
the
way
some
presented,
the
commission
and
some
for
us
to
look.
If
you
go
back
over
the
last
five
budgets
and
you
see
again
that
document,
I
bring
you
at
the
last
regular
session
of
august
with
the
regrades,
reorgs
and
stuff-
that's
just
going
in
there
and
trying
to
correct
some
of
the
inequities.
K
Just
because
you
see
some
inequity
in
the
ranges
doesn't
necessarily
mean
that
the
people
in
the
positions
right
now
are
a
problem,
because
department
heads
will
hire
people
within
those
ranges
to
compensate
for
losing
to
the
apartment
and
stuff.
So
it's
not
as
simple
as
doing
a
survey
and
every
year
you
know
we
take
surveys
or
similar
things
like
that
and
look
at
positions.
So
what
we're
giving
you
tonight
is
the
outline
that
we
go
about
to
look
at
again.
You
would
think
cities
have
comparable.
K
Can
you
could
look
at
one
city
and
the
other
ones
that
convert
there's,
there's
a
lot
of
them,
that
the
positions
aren't
the
same
and
do
the
same
thing?
Even
you
know
when
we're
dealing
with
the
charter
officials,
you
can't
find
a
comparison
with
a
city
cleric
and
collections,
because
none
of
them
have
that.
So
you
really
don't
have
a
good
comparison.
K
There
you'll
see
some
other
ones
that
don't
have
a
good
comparison
in
there
you'll
see
some
that
might
be
five
or
six
percent
behind,
but
we've
hired
some
people
in
that
division
up
within
the
range,
because
we
know
kind
of
what
the
market
is.
We
know
what
the
other
cities
are
paying.
We
know
what
their
personnel
is
and-
and
we
compensate
from
it
here
when
jane-
gives
this
salary
survey
and
talks
about
some
of
the
things
we
see.
K
One
of
the
evident
things
is
that
that
we
definitely
need
to
do
some
moving
of
grades
and
that
doesn't
have
to
be
with
salary
with
them,
but
our
top
ends,
especially
with
our
top
people.
I
know
a
lot
of
people
expected
the
survey
not
to
think
our
top
people
were
underpaid,
unfortunately
knowing
the
other
cities
and
what
their
people
make.
I
knew
that
was
going
to
be
the
case,
but
again
it
may
be
a
simple
thing
as
moving
the
ranges
and
letting
the
people
achieve
what
the
other
city's
achieved.
K
C
L
C
You'll
see
that
in
both
the
maxes
and
the
mins,
then,
when
we
move
along
to
to
the
areas
where
the
city
is
behind
or
below
the
our
competitors,
it's
broken
into
two
categories.
The
first
category
is
people
who
are
jobs,
positions
that
are
less
than
ten
percent
either
below
the
the
average
and
that
color
code
is
green.
C
C
C
C
30
positions
surveyed
in
these
particular
pay
grades
and
these
pay
grades
particularly
represent
middle
management
and
the
higher
level
technical
positions
based,
as
I
mentioned,
based
on
what
we've
done
in
the
past
the
last
few
years,
raising
the
mon
the
bottom
of
the
of
the
salary
ranges
I
believe
we
eliminated.
We
moved
people,
so
we
no
longer
have
bottom
bottom
grades.
The
minimum
grade
now
we
have
is,
is
a
grade
six,
where
we
used
to
have
fives
and
fours.
C
C
So
based
on
the
on
the
surveys,
we
we
found
that
positions
in
grade
16
and
below
which
a
lot
a
majority.
Well,
I
shouldn't
say
a
majority:
a
lot
of
our
employees
fall.
Only
20
27
of
109
positions
were
more
than
10
percent.
Below
this,
the
survey
average
and
as
the
city
manager
mentioned
a
lot
of
recent
hires.
In
order
to
be
competitive,
we
cannot.
C
C
C
Those
employees
represent
people
who
are
obviously
new
hires
that
have
a
lot
less
experience
and
perhaps
fewer
qualifications
than
people
that
get
hired
into
higher
into
the
range
at
least
an
additional
13
employees
where
under
15,
but
for
employees
in
pay
grades
22
through
28
19
are
more
than
75
percent
into
the
range
four
are
over.
90
percent
and
five
are
at
100
of
their
maximum.
C
C
We
did
not
include
charter
officials
because
we
had
actual,
we
well
like
we
did,
but
we
had
to
use
actual
salaries
because
a
lot
of
them
don't
have
ranges,
so
that,
basically,
is
what
happened
in
the
salary
we've
arranged
it
in
two
ways:
the
first
that
you
see
is
by
function
or
job
type
and
the
second
file
that
you
have
that
will
is
actually
by
by
grade
so
with
without
further
ado.
If
you
have
any
questions,
I'd
be
glad
to
try
to
answer
them.
A
Well,
miss
sniffing
a
great
job
on
the
on
the
survey,
there's
very,
very
lot
of
good
information
there.
I
just
want
to
make
sure
that
we
have
a
plan
that
over
time
we
bring
those
positions
where
it
should
be
compatible
to
the
other
cities
and
retain
our
expertise,
our
good
employees,
that
we
have
that's
my
objective.
Okay,
if
you
please
do
that
and
then
mark
licorice,
the
city
manager
can
actually
bring
puts
money
next
to
it
and
then
gradually
we
get
up
to
the
point
that
we
are
totally
comparable.
G
G
C
A
lot
of
the
time
is
on
salary
when
you're,
young
and
healthy.
You
don't
really
think
too
much
about
benefits.
We
find
that
when
we
try
to
sign
people
up
for
benefits
a
lot
of
times,
they
don't
come
with
their
packages.
They
forget
to
do.
You
know,
fill
in
the
portions
that
they
need
to,
but
when
they
need
it,
they're
right
there.
So
you
find
that
the
older
people
get
the
more
focused.
They
are
on
other
things,
besides
salary,
although
it's
nice
to
have
a
good
mix
and
we
do
have
a
very
good
benefit
plan.
L
C
G
Yeah,
I
suspect,
if
we
didn't
even
have
a
as
good
a
benefits
pro
we'd
still
have
problems,
hiring
people
as
you're
describing
it.
I
know
I've
had
conversations
with
mr
function
and
the
people
that
apply
may
not
be
the
safest
people
to
themselves
for
the
positions,
and
we
would
look
for
something
I
think
that
gets
back
to
not
being
able
to
hire
at
the
minimum.
G
So
that
that's
good
to
know
the
other
thing
was
the
it
was
the.
Let
me
see
what
I've
got
my
notes
here,
the
attrition
rate
last
year
I
had
asked.
I
think
it
was
about
this
time
for
an
attrition
rate.
Could
we
get
an
update
on
that
as
well
to
see
how
we,
hopefully
we
haven't
changed
much,
but
it's
always
good
to
kind
of
keep
tabs
on
that,
especially
with
what
I
brought
up
earlier
in
the
city
manager
had
brought
up
earlier
as
well.
C
Yes,
we
can.
We
can
try
to
present
you
with
one
during
a
covered
year.
It
might
be,
it
might
not
be
as
accurate
as
it
would
normally
be
because
of
the
circumstances
imposed
by
the
the
fact
that
people
were
at
home.
People
were
working
on
and
off
so
we'll
we'll
try
our
best
to
get
you
the
most
accurate
data
we
can.
G
C
C
Generally
speaking,
in
the
past,
we've
always
thought
as
part-time
people,
as
you
say,
people
who
really
don't
want
to
work
part-time
or
that
we
need
temporary
staff,
a
short-term
solution
until
we
can
staff
with
full-time
people.
But
again
there
are
people
who
only
want
part-time,
but
there's
a
difference.
When
you
hire
I've
found
over
the
years
when
you
hire
a
full-time
possession,
you
get
a
different,
a
different
set
of
applicants
than
you
do
for
a
part-time.
K
I
think
what
we
found
is
and
where
we
found
didn't
try
to
solution
is
try
to
go
to
the
agencies
to
get
temporary
employees
and
it's
worked
out
terrible.
It's
just
it's
just
terrible
and
again,
I
think
that's
the
biggest
point.
The
part-time
applicants
compared
to
the
degree
of
of
what
you'd
want
to
employ
is
just
a
lot
less
now,
there's
a
few
that
are
very
good
and
want
that
part,
but
really
it
is
not
in
the
areas
that
we're
trying
to
hire
the
jobs
for
where
it
may
come
in
in
some
place.
K
It's
not
those
jobs,
we're
needing
that
we
can
settle
for
because
those
applicants
are
are
poor
and
you
can't
even
go
to
temporary.
So
you
used
to
be
able
to
rely
on
temporary
service,
get
painters,
get
people
working,
you
could
you
have
excess
of
jobs
or
a
couple
people
go
out
on
the
injury
of
a
city,
you
could
go
grab
a
temporary
service,
get
a
good
work
and
coming
up.
That's
not
the
case
anymore.
K
G
K
K
I
asked
to
look
over
the
next
three
years
and
you're,
anticipating
of
positions,
what
positions
you
so,
when
you
look
at
this
and
say
wow
all
these
people
for
this
year,
when
the
departments
gave
them
to
me,
I
said
there's
because
I'm
very
conservative
with
positions.
If
you
look
at
the
last
budgets,
I
don't
ask
for
new
positions.
Very
often
I
don't
know
we'll
have
to
look.
K
I
thought
that
tonight
how
many
new
positions
I've
asked
for
in
the
last
five
years
because
of
the
recurring
costs
and
everything
there
are
three
and
it's
mainly
for
the
course
of
what
the
city
is
going
through.
Why
we
need
these
three
positions
essentially
and
why
I
want
to
emphasize
this
commission.
I
really
want
the
approval
to
ron
to
find
funding
for
then
it's
up
to
these
other
positions
and
and
and
the
two
main
area,
these
other
positions
I
know
some
of
them
are.
K
K
This
is
a
wish
list
for
this
board
to
discuss
and
what
what
you
want
to
concentrate
on
and
what
you
want
us
to
look
for
funding
on
and
again
it's
after
these
three
positions.
Obviously
we
have
another
dynamic
with
another
position.
That's
that's
come
forward.
That's
that's
wanted
in
there
that
again,
I've
written
the
job
description
for,
but
I'm
I
haven't
submitted
to
you.
K
So
the
first
thing
I
want
to
do
is
talk
about
the
three
positions
that
I
really
need
and
want
to
go
around
to
do
the
funding
on
and
then
a
discussion
over
these
positions
with
the
needs
for
the
next.
You
know
one
to
three
years
and
and
where
the
board's
thoughts
are
on
these
positions
or
what
avenues
you
have
to
help
us
get
to
the
point.
I'm
pretty
sure,
and
I've
talked
to
ron-
we
can
come
back
to
you
in
a
future
meeting
and
fund
these
three
positions
that
I'm
saying
we
absolutely
need.
K
A
H
M
K
The
year
we
do
that
we
do
that
internally
and
go
through
every
position.
The
board,
the
the
department
says,
give
me
already
given
me
some
of
the
positions
they
think
need
to
be
raised,
need
we
will,
we
will
sit,
we
will
sit
down
and
go
over
these
departments
their
thoughts
in
reality
what's
happening
now,
with
what
the
results
of
the
survey
with
I'll
put
a
funding
aspect
and
a
priority
behind
it,
and
now
I
bring
those
back
to
yours.
If
you
look
at
last
year's
you'll
see,
sometimes
there
are
a
lot
of
items.
K
Sometimes
there
are
more
13
items,
regrades
reorgs,
raising
grades
of
position.
All
of
those
are
methods.
I
get
to
answer
what
the
problems
I
see
in
this
survey
are
and
and
that's
what
you
get
every
year
in
the
past
budgets
and
and
that's
the
document
I'll
be
preparing
for
you.
The
only
difference
this
time
is
you're
gonna.
Give
me
a
little
more
input.
You
know,
you're
gonna,
give
me
a
little
more
input
before
I
go
back
to
that
by
we're
talking
about
this
early
in
the
salary
survey
and
the
thoughts
of
it.
So
so.
K
I
could
have
some
more
information
to
you,
but
but
it
comes
back
to
you
finally
again
in
the
last
meeting
of
august.
Okay,
the
last
meeting
of
august
is
where,
where
the
final
comes
back,
I
can
you
know
we
can
bring
you.
I
don't
know
you
know
we're
talking
about.
You
know
only
nine
days
before
the
next
one,
so
I
don't
know
if
you
know
I
don't
think
we'll
be
through
all
the
apartments
and
our
figuring
and
our
budget
dealings
then
it'll
be
more
after.
K
For
so
I
get
that
input,
that's
why
it's
usually
done
at
the
end,
after
we've
had
a
couple
of
budget
workshops
with
the
board
to
know
what
the
board
wants
and
what
the
board
wants
incorporating
the
budget
and
then
how
I
take
what's
available
left
or
I
come
to
you
and
say
we
really
need
this
with
salaries
and
stuff
over
what
you
put
in
the
budget.
So
that's
the
whole
process.
We
usually
go
through
in
our
budget
with
the
positions.
H
Okay,
I've
got
one
further
question,
so
there's
150
000
in
the
general
funds,
and
we
talked
about
some
grants
and
some
other
things
as
well
so
and
I
understand
there's
enterprise
funds
and
other
funds
that
could
fund
some
of
these
positions
that
we're
talking
about
tonight.
Yes,
but
that
would
have
I
mean
these
positions
obviously
could
take
that
150
pretty
quickly
right
for.
A
Any
any
other
questions
comments
on
the
survey.
No
one,
okay,
mr
liquidus
already
started
talking
about
the
the
positions.
Well,
we
have
many
positions
that
have
been
requested
by,
of
course,
the
city
manager
also
the
directors
to
make
it
easier
for
all
of
us.
I
created
the
spreadsheet
and
make
sure
that
I
send
it
to
you.
We
need
to
prioritize
all
those
positions,
I'm
sure
we
cannot
fill
every
position
that
has
been
requested.
A
K
K
A
Period
of
time
yeah
and
of
course
we
have
many
other
positions
that
have
been
requested.
What
I
think
is
good
to
do
is
we
need
to
well
discuss
it,
but
also
ask
our
plane
in
the
zoning.
Excuse
me
ask
our
budget
advisory
committee
to
give
us
advice
on
some
of
those
positions
that,
if
we
need
to
that,
we
need
to
feel.
K
Can
I
present
the
three
first
because
I'd
like
to
present
the
three
positions
that
I
don't
think
we
need
anybody.
We
have
there's
three
positions
because
of
what
we're
the
positive
nature
we're
moving
in
the
future
that
we
absolutely
need,
and
I
don't
think
I've
come
to
you
before
with
those.
But
can
I
present
those
three
first
and
because
I
don't
hold
them
on
the
same
category
and
classification
as
the
rest
of
the
positions.
K
President,
so
I
might
ask
paul
smith
and
renee
vinson
to
come
forward.
It
was
really
a
team
of
three
that
developed.
We
knew
what
our
needs
were.
Unfortunately,
unfortunately,
kevin
powell,
who
is
a
major
influence
on
one,
isn't
here
now,
but
the
three
of
them
got
together
and
really
looked
at
the
needs.
Obviously
the
planning
one
and,
as
you
know,
I'm
bringing
the
planning
position
forward
at
the
next
commission
meeting,
because
it's
essential
with
with
out
after
your
meeting
on
saturday,
you
know
we're
moving
forward
with
a
process,
strategic
plan,
comprehensive
plan.
K
I
need
to
get
this
person
because
this
person
is
going
to
be.
I
need
to
get
this
person
on
board
as
fast
as
possible
advertising
to
begin
august.
I
can
hope
to
get
them
on
maybe
october,
hopefully
in
october.
If
we
wait
to
october,
I
may
not
get
them
on
until
after
the
holidays
and
we'll
be
way
far
along
in
the
planning
process.
So
that's
the
reason
why
you're
seeing
one
of
them
come
up.
K
So
if
I
have
paul
and
renee
explain
the
whole
process
of
the
needs
and
how
we
came
up
with
these
three
positions
and
what
essentially
they
do-
and
maybe
I
think
the
planning
is
most
obvious,
because
all
the
board
knows
to
prove
the
plans
for
for
really
updating
and
and
remembering
that
we
can
update
all
these
plans.
But
we
also
have
an
obligation,
an
obligation
by
the
charter
every
three
years
to
implement
them
and
be
ready
to,
in
essence,
audit
them
every
three
years.
P
With
that
myself
paul
bob
tom,
we
all
started
working
together
several
months
ago.
Looking
at
you
know,
because
we
we
kept
identifying,
needs
and
who's
doing
this
and
who's
covering.
You
know
covering
these
different
things
and
then
you
know
kevin
came
into
the
mix
as
well
as
we
started
identifying
some
gaps
there.
So
what
we?
What
we
tried
to
do
is
take
a
holistic
look
at
you
know.
P
So
you
know
we.
We
need
someone
to
fill
that
that
gap
and
so
we're
calling
them
like
a
site,
construction
and
permit
review
field
inspector.
So
you
know,
if
you're,
you
know-
and
this
could
go
from
simple
permits
to
things
like
you
know-
making
sure
that
you
know
driveways
and
things.
This
is
really
focused
more
on
the
horizontal
site.
Construction
needs,
you
know,
are
the
pipes
that
are
going
in
the
ground.
P
What's
on
the
site
plan
that's
been
approved,
so
you
know
engineer
of
record,
approves
something
up
front,
but
then
making
sure
that,
through
the
site,
construction
permitting
and
the
actual
installation
and
inspection
that
everything
is,
is
meeting
the
needs,
the
meeting
the
site
plans.
So
so
that's
that
was
one
need,
and
we
really
want
that
position
to
be
in
the
building
department.
If
there
is
overlap,
they
could
also
assist
in
project
admin
with
you
know,
helping
with
inspections
on
on
city
projects
as
well.
P
A
good
example
of
that,
where
you
know
we're
using
consultants
to
do
that
right
now,
but
you
know
again
managing
those
projects
from
beginning
to
end.
It
would
definitely
have
a
sustainability
component
so
that
so
we
focused
in
on
a
principal
planner
and
again
that
that
is
really
more
of
a
project.
Management
position
as
well
again
could
help
with
project
admin.
Where
there's
crossover
you
know
you
know,
maybe
we
take.
P
So
that
position
is
being
requested,
so
it
would
be
an
additional
principal
planner
and
then
the
third
position
really
is
recognizing
that
the
additional
workload
and
responsibilities
that
have
come
along
with
the
ro
plant
and
with
the
additional
sustainability
functions
that
mr
smith
has
been.
You
know
fielding
now
for
quite
some
time,
as
the
you
know
is
the
need
for
really
an
assistant
director.
P
He
has
a
large
department,
I
think,
what
like
120
personnel
and
so
he
without
an
assistant
director-
and
you
know,
if
he
goes
down,
then
you
know
we
have
an
issue
so
I'll
stop
there.
That
was
the
the
genesis
of
how
we
got
where
we
were,
and
it
was
a
group
effort
and
we
recommended
to
mark
that
you
know
the
d's
be
a
priority
for
this
year's
budget.
So
with
that
I'll
stop-
and
I
guess
we
can
answer
questions
about
the
individual
projects
or
the
individual
positions.
I'm
sorry.
P
A
O
O
So
those
are
the
primary
areas,
but
also
the
sustainability
needs
have
risen.
I
think
we
have
a
whole
section
of
this
proposed
position
that
we
updated
with
the
city
manager
to
include
specific
sustainability
roles.
We
have
a
lot
of
technical
expertise
in
our
department.
We
have
to
because
we're
water
and
sewer
regulatory
programs
usually
require
engineering
lots
of
that.
So
I
think
it
would
lend
itself
well
to
assist
on
a
technical
standpoint
to
sustainability
initiatives.
K
And
where
he's
gone.
So
it's
a
two
depending
pretending
who
you
hire
and
how
it
goes.
Probably
both
of
them
are
going
to
be
involved
in
it,
but
again
all
the
stuff
you've
seen
and
and
the
good
work.
And
I
want
to
thank
paul
because
I
know
it
was
skeptical
with
the
sustainability
committee
and
others.
K
It
was
skeptical
the
process
we're
using
and
putting
paul
smith
and
going
it,
and
I
think
I
know
he's
proven
himself
kind
of
wide,
because
I
hear
the
county
managers
and
the
and
the
cities
that
have
sustainabilities
complement
us
on
our
sustainability
team
up
there.
And
whenever
you
hear
any
of
this,
talk
that
we're
behind
some
other
cities
and
stuff
that
that
that
can't
be
brought
to
you.
K
In
fact,
because
it's
not
true
paul
smith
is
respected
of
all
the
sustainability
coordinators
and
the
city
managers
who
have
those
coordinators
very
well
respected,
works
well
with
them
we've
now
we've
got
somebody
with
the
county
that
we're
beginning
to
work
with
and
stuff.
So
again
this
could
be.
This
could
be
paul.
This
could
be
his
assistant.
A
K
Yes,
okay,
and
that
was
the
plan
again.
This
was
all
in
place
going
in
place
before
we
had.
The
situation
come
up
with
the
request
for
sustainability,
and
these
positions
are
irregardless,
whether
you
make
a
sustainability
coordinator,
whether
you
make
a
sustainability
director
that
has
no
effect
on
these
positions,
three
positions
and
a
lot
of
a
lot
of
what
they're
going
to
do.
A
A
I,
the
construction
field
inspector.
Is
it
going
to
be
able
to
support
the
projects
that
mr
robinson
is
working
on
those
big
projects?
We
have
some
projects
that
the
is
not
using
the
right
equipment
or
not
using
the
right
supplies
or
materials.
Is
he
going
to
be
able
to
look
at
that
and
make
sure
that
we
are
getting
what
we
pay
for.
P
J
Let
me
start
the
clock,
so
I
think
the
idea
for
that
position
is
to
be
able
to
keep
an
eye
on
the
the
private
projects,
the
developer
type
projects,
whereas
my
position
is
focused
on
city
projects
and
making
sure
those
are
run
and
the
city's
getting
their
money's
worth.
I
think
there
could
be
some
overlap
and
I
think
those
two
positions
could
back
each
other
up,
but
I
think
specifically,
this
is
trying
to
fill
two
different
positions.
Two
different
functions:
okay,.
P
P
You
know
one
is
you
know
I
guess,
like
you
know,
bob
said
it's
working,
you
know
focused
on
private
development.
You
know,
whereas
you
know,
project
admin
is
really
focused
on
city
projects,
but
you
know
site
construction
is
psych
construction,
so
there
you
know
there
is
an
opportunity
there
to
backfill.
You
know
and
cross
train
and
as
necessary.
A
A
A
A
So
if
you
multiply
that
times
60
that
will
tell
you
how
many
attacks
that
we
got
just
on
two
on
two
weeks.
So
this
is
today
we're
living
in
a
very
in
a
very
dangerous
situation
with
cyber
attacks,
and
I
want
us
to
make
sure
that
we
have
the
the
manpower
we
have
the
expertise
that
we
need,
mr
the
careers
and
my
fellow
commissioners
to
make
sure
that
we
prevent
those
kind
of
security.
Attacks
is
very,
very
important
and
I'm
sure
every
other
position
is
in
sport
as
well.
H
H
Suzanne
confirmed
that
or
not,
but
based
on
what
I
can
see,
I
know
we
we've
had
some
forward-thinking
individuals
in
the
commission
before
in
the
past
and
I'm
grateful
for
that
to
implement
an
it
team.
That's
the
size
that
it
is
and
what's
been
done,
so
I
would
like
some
more
information
on
that
before
I
could
I'd,
say,
yeah
or
renee
or
anything
along
those
lines,
and
then
I
guess
the
other
question
would
be
is
from
my
personal
experience
in
the
private
sector.
H
Q
Q
Q
And
it
has
worked
very
well
for
us
until
covid
once
covet
hit
and
everyone
started
to
work
from
home
and
we
were
tasked
with
more
security
breaches.
I'm
sure
you've
seen
in
the
news,
cyber
security
hacks
from
russia
and
china,
and
obviously
the
water
system
hacks
with
our
scada
systems,
forced
us
to
dive
very
deep
into
our
security,
and
I
am
pleased
to
report
that
we
are
one
of
the
only
cities
in
florida
that
has
not
been
compromised.
I
have
been
here
eight
years
and
we
have
never
once
had
any
type
of
compromise.
Q
In
the
eight
years
that
I've
been
here,
I
spend
the
majority
of
my
day,
keeping
the
city
safe.
That's
what
I
do.
I
go
through
all
the
servers,
the
firewalls,
the
routers.
I
look
for
different
different
compromises
that
are
happening
at
any
given
time.
I
have
to
scour
the
internet
to
view
and
read
everything.
That's
happening
throughout
the
world,
patching
all
of
the
computers
and
servers
every
day
to
make
sure
that
we
are
not
vulnerable.
Q
Q
So
I
desperately
I
did
ask
for
a
position,
enterprise
administrator,
which
would
be
my
number
two.
If
anything
happened
to
me,
that
person
could
take
over
and
then
I
did
ask
for
two
additional
information
technology
specialists
to
actually
we
have
so
many
projects
that
all
of
the
departments
want,
and
if
you
look
in
the
last
five
years,
information
technology
has
grown
exponentially.
Q
So,
in
order
to
implement
all
of
these
new
technological
advancements
that
everyone
wants
in,
including
the
cyber
security
different
things
that
we
have
to
do
and
and
yes
it
is,
it
is
a
lot
of
software
based.
But
you
you
need
a
set
of
eyes
on
that
software
to
be
able
to
look
at
the
threat
and
mitigate
that
threat
before
it
becomes
a
huge
issue.
Q
Q
H
H
Q
H
H
Again,
we
appreciate
everything
you
do
as
a
whole.
I
know
there's
a
lot
that
happens
on
a
day
to
day
tom.
It
may
say
something
different,
but
you
know
we
all
know
you
did
a
great
job
with
everything,
so
I
I
would
like
to
look
more
into
this
as
a
whole.
I
think
it's
important,
just
as
the
discussion
came
up
again
information
technology,
it's
not
a
fun
glamorous.
Oh
I'm,
sorry,
the
job.
H
The
job
can
be
fun
and
glamorous,
but
like
from
from
a
budget
standpoint,
it's
not
a
fun
and
glamorous
budget
standpoint
where
you're
like,
but
I
mean
you
have
one
compromise:
it
could
wreck
a
city
for
many
many
dollars
and
it
could
wreck
a
city
publicly.
It
could
record
I
mean
from
just
a
perception
standpoint
as
well
too,
so
I
would
like
some
more
information
on
this.
I'm
not
like
100
there,
yet
that
I'm
ready
to
sign
off
on
this
one,
but
I
think
that's
a
great
idea
mark.
H
So
that's
something
we
could
look
at
further
on
your
end,
what
that
could
look
like
overall?
So
again,
I
know
it's
not
a
fun
position
to
say
yeah.
Let's
just
put
a
bunch
more
money
in
it,
but
I
do
understand
you
need
I.t
with
everything
we
have
ipads
when
we
have
all
the
stuff
loaded
into
it
right.
So
it's
pretty
incredible.
H
I
Oh
okay,
chairman
yeah
chairman,
obviously
we're
kind
of
out
of
time
tonight,
there's
so
many
different
different
positions
to
discuss.
I
think
we
should
just
get
a
quick
consensus
on
the
big
three
that
our
city
manager
brought
forward
and
then
we
can
probably
kick
off
the
next
work
session
go
in
detail
by
detail
with
the
new
positions
and
the
possible
sustainability
coordinator,
just
because
there's
there's
so
much
to
discuss
in
the
next
nine
minutes.
I
haven't
spoken
yet
commissioner
terrapani
hasn't
spoken
yet
commissioner
vatikyotis
hasn't
spoken
yet.
G
For
myself
I
mean,
if
you
don't
mind
me
speaking
vice
mayor
carr,
I'd
like
to
at
least
have
about
five
minutes,
so
I
can
share
my
thoughts
with
everybody.
That's
sitting
out
here
right
now.
I
don't
want
to
just
walk
away
from
here
without
saying
anything.
I
think
that
leaves
questions
in
the
staffs
minds
about.
Where
does
vaticata
sit
on
all
of
this?
So
I
think
for
me
it's
important
for
they
understand
where
I
sit
on
all
this.
F
L
H
K
H
K
H
H
G
H
A
K
A
What
do
you
think
if
we
decide
make
a
decision
on
the
three
positions
that
the
city
manager
is
requesting
to
make
sure
you
can
operate
the
business
after
all,
the
the
principal
planner?
We
gave
ms
vincent
many
things
to
do,
including
the
comprehensive
plan
and
the
strategic
plan.
We
need
to
give
a
help
to
do
that.
A
F
Need
to
I
need
to
vote
on
it
tonight
anyway.
No
right,
it's
just
a
suggestion.
That's
that's
so
my
thinking
is,
is
we
haven't
really?
The
whole
board
hasn't
really
had
an
opportunity
to
discuss
this,
and
I
don't
think
that
it's
going
to
help
to
extend
the
meeting
15
or
20
minutes
yeah,
so
my
thinking
would
just
be
to
pick
the
whole
discussion
back
up
at
our
next
budget
meeting.
Okay,
that's
my
thought.
That's.
G
No,
I
I
I
just
wanted
five
minutes
to
express
my
thoughts,
but
vice
mayor
carr,
said
everybody's
got
their
thoughts
that
they
won't
express
and
looks
like.
We
don't
want
to
go
past
nine
o'clock,
and
even
because
of
that,
I
I
don't
have
any
problem
with
the
positions
that
we're
talking
tonight.
I
I
had
a
conversation
with
the
city
manager
today
about
how
I
would
like
to
approach
it
not
anything
specific,
but
how
I
would
like
to
approach
it,
but
that
can
wait
till
later.
G
G
I
know
the
principal
planner
is
scheduled
for
the
27th
anyway,
and
and
I'll
have
a
memorandum
to
him
about.
We
also
have
sustainability
committee.
Chairperson,
dory
larson
gave
us
a
memorandum
on
that.
I
wanted
to
at
least
touch
on
that
this
evening,
but
that's
not
going
to
happen,
but
I'll
deal
with
that
with
a
memorandum
tomorrow
to
the
city
manager
and
then
I'll
share
that
copy
you
on
that.
So
I
just
want
to
make
sure
that
the
staff
knows
that
I
don't
have
an
objection
from
anything
that
has
been
presented
tonight
as
far
as
positions.
G
I
just
want
to
figure
out
how
we're
going
to
do
it.
That's
all,
and-
and
I'm
not
talking
about
the
three
positions
I'm
talking
about
everybody
else's
requests
that
were
made
and-
and
I
also
had
asked
ms
linton
a
couple
of
times
about
some
additional
help
for
it
in
the
past.
So
I
I
don't
have
any
issue
with
that.
I
know
you
need
it,
given
what
we
went
through
with
covid
and
everything.
So
thank
you.