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From YouTube: Board of Commissioners Special Session April 6, 2021
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A
A
I'd
like
to
remind
to
everyone
that,
based
on
the
city
code,
all
public
comments
must
be
directed
only
to
the
chair
of
the
meeting
in
a
professional
manner
with
respect
without
a
personal
attacks,
and
we
now
go
into
the
public
comments
on
items
that
will
not
be
discussed
this
evening.
If
anyone
has
any
comments,
please
come
to
the
podium
stage.
You
name
me.
Your
address
for
the
record
you'll
be
given
four
minutes.
D
So,
back
in
january,
three
commissioners
voted
to
not
have
emails.
Read
there
were
hundreds
of
emails
sent
to
this
board,
mostly
people
that
didn't
want
the
anclote
harbor
project
built,
and
this
board
has
still
not
addressed
the
issue
of
whether
or
not
you're
gonna
codify
it
in
some
way
make
it
so
that
emails
are
either
gonna,
be
read
or
not
be
read
right
into
the
record.
D
D
You
know
had
three
commissioners
vote
to
take
away
the
first
amendment
right
of
hundreds
of
people
in
january,
and
this
board
has
still
not
addressed
how
they're
going
to
do
it.
What's
the
policy
of
this
board
is
the
policy
to
stand
behind
the
citizens
and
their
right
to
their
first
amendment
free
speech,
especially
during
a
pandemic.
You
know
some
people
are
afraid
to
come
out,
so
the
safest
way
for
them
to
communicate
with
you
will
be
through
emails.
D
D
D
Them
you
can
allow
other
people
to
hear
what
they
have
to
say
some
people,
they
don't
feel
comfortable
coming
up
to
this
microphone,
this
podium,
so
the
email
is
the
best
way,
but
you
got
to
put
it
in
writing.
You
got
to
make
it
a
rule.
You
got
to
have
some
consistency
somewhere
so
far
that
hasn't
happened.
C
E
Good
evening
I'm
jackie
turner
from
792
chesapeake
drive.
I
just
wanted
to
share
a
really
great
experience
that
I
had
this
weekend.
I
was
at
creative
pinellas
in
largo,
and
our
own
city
of
tarpon
springs,
artists,
carol,
mickett
mickett
and
robert
stackhouse.
They
have
an
amazing
amazing,
exhibit
called
expanding
waters.
It's
talking
about
the
current
state
of
our
waters,
environmental
impact,
it's
in
a
beautiful
and
amazing
and
thought
provoking
exhibit
it
has
visual
arts.
It
has
performances
a
lot
of
scientific
discussions.
E
I
just
wanted
to
say
that
I
personally
am
honored
to
call
them.
You
know
my
neighbors
and
friends.
They
invited
me
to
to
the
exhibit
showed
me
around.
We
spent
about
two
hours
exploring
everything
if
you
don't
know
carol
and
robert,
they
are
nationally
acclaimed
artists,
and
I
think
we
are
fortunate
here.
Living
in
tarpon
springs
that
they've
deliberately
chosen
to
call
tarpon
springs
their
home
and
carol
does
serve
on
our
sustainability
board.
E
Robert
is
an
alternate
on
the
public
arts
committee
and,
quite
frankly,
I
think
we
really
missed
an
opportunity
to
have
robert
on
a
regular
seat
on
that
board.
He
is
an
alternate.
A
position
had
come
open
and
another
citizen
was
chosen.
He
graciously
has
continued
to
serve
as
an
alternate,
but
I
just
wanted
to
recognize
these
very
unique
and
talented
and
gifted
citizens
that
we
have
and
if
you
could
take
a
chance,
it's
going.
I
think
until
may.
Their
exhibits
very
thought
provoking
so
have
a
good
evening.
A
A
H
I
I
A
K
A
A
A
A
One
of
the
four
finalists
withdrew
his
application,
so
we're
down
to
three
candidates,
but
this
evening
we
had
been
notified
that
one
of
the
candidates,
mrs
sanders,
cannot
be
interviewed
tonight
due
to
the
illness.
So
we're
going
to
proceed
with
the
two
interviews
and
we'll
interview
mrs
sanders.
The
other
day,
my
recommendation
is,
if
she
feels
okay
to
to
do
that
on
tuesday,
when
we
have
a
regular
meeting,
perhaps
we'll
come
like
an
hour
earlier.
A
If
I
have
consensus
on
the
board,
if
you
are
going
to
be
available
to
come
in
early,
so
we
don't
have
to
come
another
day.
A
I
still
like
to
give
a
chance
to
the
person
that
it's
not
I
mean
it's
not
up
to
her.
This
jumping.
It
was
not
up
to
her
to
get
to
get
sick,
so
any
other.
C
I
C
L
Mean
yeah:
I
think
that
she's
got
a
lot
of
auditing
experience
for
sure
and
I'm
disappointed
not
to
be
able
to
hear
from
her
tonight.
I
don't
know
that
we
need
an
hour
to
hear
from
around
next
tuesday.
Do
it.
L
C
I
Mayor
just
a
question:
if
we
came
at
5
30,
we
would
start
the
meeting.
We
wouldn't
adjourn
after
the
interview
and
whatever
discussion
we
have
and
then
reconvene
at
6
30.
Is
that
the
way
yeah.
A
C
A
A
Let
me
hear
from
commission
terrapin
again
because
it
didn't
sound
like
you
were.
A
L
A
Which
is
item
number
three
it
needs
to
be.
It
needs
to
be
continued
to
a
later
day,
which
is
going
to
be
tuesday.
A
We
can
do
that
right
now,
if
we
have
a
motion
to
postpone
or
to
deferred
item
number
three
to
be
continued
rather
till
later
day,
which
is
tuesday
night.
K
A
A
I
A
A
Okay,
so
we're
going
to
start
with
qb,
which
is
the
candidate
number
two
vasilios
billy
fulos
sniffer.
Would
you
please
bring
applicant
number.
A
M
Sure,
commissioners
well,
thank
you
first,
thank
you
for
thank
you
for
having
me
this
evening.
I
appreciate
you
taking
time
out
of
your
out
of
your
out
of
your
meeting
this
evening
to
to
give
me
an
interview.
It's
an
honor
gonna,
be
before
you
this
evening.
My
name
is
billy
poulos.
As
you
all
know,
I've
been
in
working
in
the
public
sector
for
about
14
years,
both
at
the
state
level
and
the
the
local
government
level.
M
M
My
experience
in
the
in
the
public
sector
spans
both
auditing
and
executive
administrative
work
being
the
deputy
tax
collector.
So
I
know
what
it's
like
to
be
on
on
both
sides
of
the
equation.
If
you
will,
I
understand
what
it's
like
to
to
audit,
of
course,
and
I
understand
what
it's
like
to
be
audited,
so
I
think
those
those
that
combination
of
skills
and
experiences
makes
me
uniquely
qualified
for
the
position.
A
Thank
you.
We're
now
going
to
start
questions
sure
from
everybody
yeah,
mr
fullers,
in
your
current
position,
you
have
many
responsibilities.
M
Not
in
my
current
position,
I
did
spend
three
years
as
a
senior
auditor
at
hillsborough
county
reporting
to
the
board
of
county
commissioners.
Much
much
like
the
situation
is
here.
It
was
a
auditor's
office
was
created
in
county
charter
and
we
reported
to
the
board
of
county
commissioners.
There
I
spent
two
years
working
for
the
office
of
insurance
regulation
targeting
insurance
companies
domiciled
in
the
state
of
florida,
basically
doing
financial
audits
to
make
sure
the
companies
were
financially
solvent
to
protect
consumers.
M
M
M
Yeah
mike's
he's
a
great
guy
he's
he's
one
of
the
good
guys
and
he's
a
workaholic
too.
I
I
don't
dislike
my
position.
I
actually
left
a
little
while
ago
to
raise
my
daughter,
I
never
I
never
planned
on
on
going
to
the
tax
collector's
office
at
the
time
I
was
working.
This
was
back
in
2013.
M
I
was
a
senior
auditor
at
triple
a
honoring,
their
their
insurance
companies
and
I've
known
mike
for
probably
20
years
or
so,
and
he
called
me
and
the
previous
tax
collector
had
passed
away
and
the
governor
was
going
to
appoint
the
next
tax
collector
to
fill
out
the
term
and
he
called
me
and
asked
if
I'd
you
know
be
his
deputy
and
it
was
one
of
those
things
we
just
couldn't
pass
it
up.
So
I
did
that
for
a
little
over
six
years.
M
I
left
a
little
while
ago
to
raise
my
daughter-
and
you
know,
auditing's
always
always
kind
of
it's-
what
I
kind
of
cut
my
teeth,
my
career
in,
and
it's
what
I'm
passionate
about.
So
I
saw
this
opportunity.
I
thought
wow
that'd
be
perfect.
I
grew
up
right
down
the
road.
I
love
local
government,
I
enjoy
auditing,
and
so
I
figured
this
would
be
a
perfect
situation.
Like
I
said
earlier,
I
was
in
a
similar
situation
in
hillsborough
county,
where
it
was.
M
M
Yes,
yes,
yeah
yeah,
that
that
presents
some
unique
challenges.
I'll
admit
you
know,
there's
there's
small
audit
shops
and
then
there's
one
person
audit
shop,
so
it's
it
is
unique.
There'll
definitely
be
some
challenges.
M
When
you
talk,
you
mean
how
I
would
develop
the
audit
charter,
the
audit
manual
stuff,
like
that
the
structure
of
the
office
is
that
what
you're,
asking
mm-hmm
given
this,
the
the
small
nature
of
the
office
and
you'll,
probably
hear
other
candidates
talk
about
how
to
charter
art
of
manual
and
all
that
and
that's
all
important.
Obviously
I
would
start
doing
that,
but
concurrently,
I
want
to
meet
with
with
the
board
with
city
manager
with
with
directors
of
each
department.
Basically,
the
auditee.
M
It's
such
a
small
office
to
where
you
need
that
interaction.
I
I
need
to
make
sure
that
the
auditor
is
on
the
same
page
with
the
board
who
I
report
to
and
with
the
city
manager
and
with
the
with
with
the
other
directors,
because
those
those
are
the
people
that
are
being
audited.
So
you
that's,
you
have
to
really
build
that
that
relationship
with
them.
So
that's
what
I
would
do
you
know
concurrently
at
the
same
time
start
building
the
audit
plan.
M
The
audit
charter
things
like
that,
the
the
things
that
codify
the
office
so
I'll
do
those
things
currently
and
then
ultimately
get
to
to
a
risk
assessment,
with
input
from
the
board
and
the
directors
and
and
and
the
and
the
city
manager
as
well
start
doing
a
risk
assessment
figure.
A
M
Sure
sure
you
know,
as
an
auditor
you
know,
recommendations
are
obviously
very
important.
An
auditor
has
to
be
has
to
be
careful,
though
sometimes
with
with
recommendations.
You
can
give
broad
recommendations,
you
can
say
you
know,
maybe
you
need
to
increase
the
controls
over
your
financial
reporting
and
your
accounts
payable,
let's
say
or.
M
You
know
there's
a
lot
of
different
things
you
can
do,
but
you
can't
be.
You
can't
be
too
specific
because
then
you're
getting
into
that
that
management
function,
but
in
terms
if
you
want
to
do
performance
audits,
obviously
you
could
do
those
as
well,
but
if
you're,
I
think
the
the
job
advertisement
settle
said.
Some
talked
about
financial
and
compliance
audits.
Those
aren't
going
to
really
lead
to
many
process
improvements.
Those
are
more
just
black
and
white.
You
know
is
the
oddity
doing
this?
Yes
or
no.
M
If
we
move
into
the
perform
which
I've
done
performance
audits
in
hillsborough
county,
then
then
you
would
be
more.
You
would
start
talking
about
efficiency
and
and
moving
into
into
that
aspect
of
it
where
okay,
we
know
they're
doing
abc,
but
how
well
are
they
doing
abc
compared
to
you
know
comparable
jurisdictions,
comparable
departments,
things
like
that
setting
benchmarks
and
trying
and
trying
to
audit
against
those
benchmarks.
M
A
Going
to
go
to
vice
mayor,
carr
sure.
J
Thanks
mayor
nice
meeting,
you
thanks.
J
Here
tonight
you
touched
on
why
you
left
the
tax
collector's
office
a
little
bit.
You
said
something
to
raise
your
daughter.
Is
that
something
I
mean
why
the?
Why
the
desire
to
jump
back
into
the
workforce
now
for
you.
M
Because
she's
at
the
age,
where
I
can,
I
have
one
kid
and
then
I
don't
think
I'm
gonna
have
any
more.
I
actually
I
know
I'm
not
going
to
well.
I
have
to
work
the
first
reason.
The
second
reason
is,
I
really
enjoy
auditing.
I
enjoy
local
government.
I've
worked
in
local
government
for
gosh,
probably
nine
years
or
so.
J
You
mentioned,
you
grew
up
here,
not
too
far.
Where'd
you
grow
up
at.
J
M
My
boss
did
mostly
he
was
the
the
chief
auditor,
but
I
presented
all
the
findings
in
front
of
the
board.
I
also
presented
in
front
of
pasco
county
board
of
county
commissioners
as
well:
okay,
not
audit
findings.
That
was
an
order,
but
budget
items,
capital
improvement
projects
that
we
were
doing
at
the
time.
J
Sure
what
so,
historically,
though,
you
traditionally
have
had
one
boss,
you
feel
independent
enough
that
you
could
work
with
five
bosses.
M
Oh
yeah,
absolutely
absolutely
yeah.
That's
no
problem,
like
I
said
I
you
know
where
I've
had.
I
have
the
experience
in
doing
that
in
hillsborough
county.
Like
I
said
there
was
there
were
seven
commissioners.
So,
yes,
I
had
a
boss,
but
the
commissioners
we
worked
really
closely
with
them.
In
fact,
we
shared
a
floor
on
the
second
floor
of
the
county
center
in
in
hillsborough
county.
It's.
It
was
at
the
time
the
county
commissioners
and
their
aides
and
the
internal
auditor's
office.
That's
that
that's
no
problem
at
all.
Okay,.
J
Great,
can
you
provide
some
success
stories
like
on
your
past
auditing
experience?
I
know
with
aaa
or
hillsborough
county
I
mean
hillsborough
county
would
be
more
geared
to
kind
of
what
we're
doing
some
success
stories
and
maybe
something
you've
found
or
something
you've
been
able
to
prove
that
the
controls
work
that
were
put
in
place
or
anything
along
those
lines.
M
Sure
I
can
think
of
right
off
the
top
of
my
head.
We
did
an
audit
of
office
depot
that
was
a
contract
compliance
audit
and
you
guys
may
have
heard
of
it
years
ago.
Office
depot
was
was
overcharging,
municipalities
across
the
u.s,
and
you
had
for
every
one
audit
that
found
something.
M
There
was
10
audits
that
didn't
find
anything
and
it's
the
way
that
the
way
that
office
depot
was
was
adjusting
the
price
list,
and
you
know
I
don't
want
to
get
too
far
into
specifics,
but
we
were
one
of
the
few
audit
departments
that
actually
found
how
they
were
overcharging
us
they
were.
We
were
supposed
to
get.
You
know,
x,
amount
percent
off
of
off
office
products
and
we're
talking
a
lot
of
money
talking
about
like
sixty
thousand
dollars
a
quarter
in
office
products
and
most
others
were
just
looking
at
okay.
M
We
bought
a
stapler
and
did
we
we
paid
those
x,
the
price
was
x.
What
was
you
know?
What
did
we
actually
pay
and
they
were
finding
that
there
was
no
discrepancy.
Well,
we
had
found
out
that
they
were
there's
a
national
price
list
for
office
products
and
office
depot
was
adjusting
that
price
list,
and
so
you
had
to
back
up
a
step
and
the
savvy
otters.
If
you
will,
the
crafty
ones
found
it
and
other
ones
didn't
so
that
was
that
was
a
pretty
big
finding
that
we
were
really
proud
of.
M
Yeah
also
at
hillsborough
county-
you
all
may
have
heard
of
this
at
the
time
and
I
won't
say
their
names,
but
the
county,
administrator
and
county
attorney
were,
and
I'm
not
saying
this
is
indicative
of
auditing.
I
mean
really
in
auditing.
You
very
rarely
find
you
know,
fraud
or
stuff
like
that.
Most
of
it's
reported.
Usually
the
author
doesn't
find
that
it's
usually
reported
and
the
auditor
follows
up
on
it.
M
In
this
case
we
were
doing
an
audit
of
on
executive
compensation
and
we
found
that
the
county
attorney
county
attorney
in
the
county
administrator
gave
themselves
illegal
pay
raises,
and
you
know
we
brought
that
to
the
board's
attention
and
it
wasn't
a
lot,
but
it
was
enough
and
ultimately
they
they
lost
their
jobs
so
interesting.
So
those
are.
Those
are
big
findings.
M
Those
are
the
the
ones
that
you
know
are
that
get
get
on
the
news
which
you
know
you
don't
like
to
be
in
the
news:
it's
not
about
it's
about
making
government
better.
But
you
know
yes
enough,
you
know
kind
of
big
findings.
That's
so
I
figured
I'd
bring
those
up.
Those
are
the.
I
guess
the
two
hallmark
findings
in
my
career.
J
Sure
what
so
I
mean
traditionally
you've
been
managing
a
large
group
of
people
right
of
employees
so
going
from
like
a
manager
to
like
a
self-managed
position
where
you're
actually
getting
hands-on
and
doing
the.
I
don't
want
to
call
it
grunt
work,
but
ultimately
you're
doing
work
that
you
would
be
doing
probably
in
an
entry
level
as
well,
because
we're
a
one-man
department
right
right.
Do
you
feel
comfortable,
doing
work
like
that
or
do
you
enjoy
the
management
better
of
like
the
200
plus
individuals.
M
Yeah,
I
I
don't,
I
don't
mind
it
at
all.
It.
I'm
not
gonna
lie
to
you.
It's
it's.
It's
going
to
be
a
challenging,
a
challenging
role.
You
do
have
to
stay
disciplined.
I
don't
I
don't
mind
doing
it.
It
actually
makes
the
days
go
by
faster.
Managing
people
is
not
always
what
it's
cracked
up
to
be,
but
it
is
gonna,
be
this
office
is
gonna.
It's
gonna
be
challenging.
He
said
it's
a
one-man
shop,
a
one-person
shop,
there's
going
to
be
growing
pains.
M
I
can
tell
you
that
right
now
there
were
growing
pains
in
hillsborough
county
setting
up
the
structure
of
the
office.
That's
why
I
think
I
said
it
before.
That's
why
it's
important
to
get
on
the
same
page
with
with
the
board
and
the
city
manager
and
the
other
audits.
So
they
know
what
to
expect.
You
know
what
to
expect.
M
J
Yeah
communication
is
key.
Obviously,
in
any
role
are
your
certifications.
Current
are
those
past
certifications.
J
J
M
Okay,
yeah,
I
probably
wasn't
clear
what
it
means
do
a
couple
things
concurrently.
You
have
to
have
an
audit
chart
and
that
then
this
is
all
in
the
professional
practice
handbook
from
the
framework
from
the
institute
of
internal
auditors,
you
have
to
have
an
auto
charter
and
that's
basically,
all
the
charters
kind
of
the
mission
statement,
the
objectives
things
like
that
for
the
audit
department,
the
reporting
structure
and
all
that
obviously
reports
to
the
board.
M
Things
like
that
kind
of
kind
of
vanilla,
but
it's
important
to
have
that
and
then
the
audit
manual
is
kind
of
like
the
policies
and
procedures
for
the
audit
department,
like
the
cookbook
for
the
audit
department,
it
means
a
little
more
in
a
bigger
audit
shop
because
you
know
so
all
the
others
know.
Okay,
what
do
we
do
in
this
situation?
Okay,
the
manual
says
we
do
this
one
person
shop,
it's
it's
important,
but
not
as
important,
because
I'd
be
the
one
writing
the
manual.
So
I
know
what's
in
it.
M
So
that's
one
thing:
that's
that's
setting
up
the
structure
of
the
office.
Okay,
the
other
thing,
I
guess
what
I
was
referring
to
is.
Is
you
know
the
question?
Is
what
do
you
what's?
The
first
thing
you
do,
who
do
you
audit?
M
Well,
I
don't
know
so
you
do
a
risk
assessment
and
part
of
that
risk
assessment
would
be
would
be
speaking
to
you
speaking
to
the
city
you
know,
manager
and
and
and
the
other
and
the
agency
heads
of
directors
to
try
to
figure
out
what
are
the,
what
are
the
high
risk
areas
and
what
are
the
things
that
the
the
auditor
needs
to
focus
on,
so
I
guess
to
wrap
that
up.
It's
it's!
M
It's
setting
up
the
structure
of
the
office
and
then
it's
laying
down
the
the
the
groundwork
to
do
the
the
first
set
of
audits.
If
you
will
for
the
for
the
the
the
coming
year.
C
J
From
a
salary
expectation,
I
think
you
said
the
minimum
that
you're
at
was
95.
That's.
M
J
And
that's
within
the
range
of
where
we're
at
from
you're,
familiar
with
our
tier.
How
it's
set
up
currently
did
hr
talked
about
that
at
all.
M
M
J
We
are
frs,
I
thought,
but
no
we're
not
okay,
jane's
saying
no
right.
G
M
M
L
Nice
to
have
somewhat
of
a
local
person
come
and
at
least
apply
for
the
job,
and
certainly
I
recognize
your
last
name
any
relation
to
the
local
family.
I
guess
with
that
last
name
or.
L
Don't
exactly
know
the
only
one
that
I
can
think
of
is,
I
guess,
charlie
phillips's.
M
Yes,
I
know
where
that's
happened,
no,
no
relation
just
it's
just
my
parents
and
I
am
like
my
two
brothers:
no
no
other
family
they're,
all
up
north,
so
we're
the
only
ones
crazy
enough
to
come
to
florida.
L
Right
I
hear
you
so
you
gave
a
reason
for
leaving
pasco
county
and
I
was
gonna.
Ask
the
city
attorney.
If
the
the
city
charter
reads
that
this
audit
position
would
require
the
the
audit
share
to
move
into
the
city.
G
That
I'm
not,
I
wasn't
prepared
to
answer
that
question.
I
got
you
so
many.
L
L
No,
the
auditor's,
not
okay.
So
then
you
don't
have
to
answer
that
question
so
as
it
relates
to
like
your
experience
within.
C
L
I'm
sorry
with
your
experience
and
on
do
you
have
any
experience
with
like
inventory,
audits
or
construction
projects.
M
Yes,
in
terms
of
inventory,
I
remember
I
did
an
audit
in
hillsborough
county
on
fleet
management's
asset
disposal
procedures.
This
was
several
years
ago.
Also
on
the
other
side
in
pasco
county,
I
was
being
the
deputy
tax
collector.
I
was
in
charge
of
maintaining
our
maintaining
our
assets
there
for
the
clerk
of
the
court.
The
the
county
owns
everything,
but
we
still
manage
the
assets
from
our
buildings
to
our
fleet
to
our
business
equipment.
Those
types
of
things.
M
Yeah
exactly
exactly
were
they
were
they
disposing
of
assets
properly
in
a
timely
manner
following
the
the
the
internal
policies
and
procedures
of
you
know
was,
it
was
the
truck
two
years
old
and
they
you
know,
took
it
and
sold
it
to
their
their
buddy,
or
did
they
did
they
dispose
of
it
properly?
Was
it
you
know
they
say
it's
obsolete?
Was
it
truly
obsolete?
You
know,
you
know,
did
it
have?
You
know
500
miles
on
it
or
500
000
miles
on
it?
Things
like
that.
L
So
in
the
did
you
say
any
experience
with
like
the
managing
of
construction
projects
or
the
auditing.
M
Yes,
yes,
yes,
when
I
was
at
the
tax
collection,
not
auditing
those
construction
projects.
When
I
was
at
tax
lectures
office
during
my
time
there
we
built
two
new
offices
and
remodeled
two
offices,
so
very
familiar
with
the
the
with
construction
and
all
the
various
aspects,
managing
a
project
like
that.
M
L
G
M
Yeah
yeah,
definitely
whether
whether
it's
completed
or
not,
you
can
still
auto
audit
it.
It's
kind
of
like
an
ongoing
concern,
but
I
imagine
you're
probably
concerned
with
where
the
money's
actually
going
the
the
invoices
that
are
getting
paid
on
time
and
to
the
right
people
stuff.
Like
that,
that's
yeah
you
could
you
could
absolutely
do
that
in
process,
so
to
speak.
M
I'd
be
prepared,
though,
on
the
other
side,
if
you
do
find
something
they're
gonna
say:
oh
well,
we
just
we
haven't
completed
it
yet,
and
you
know
you're
gonna
get
that
but
yeah!
No,
that's
that's
not
uncommon
thought!
It's
something!
That's
that's
in
process!
That's!
That's!
That's
done
all
the
time!
Absolutely.
L
And
then,
while
you
were
with
the
tax
collector,
which
is
an
impressive
stay
with
them,
it
looks
like
you
were
really
managing
the
staff
and
the
employees
and
the
responsibility
organizationally.
What
kind
of
like
actual
audits
did
you
do
at
the
tax
collector.
M
At
the
tax
sector,
really,
I
couldn't
do
audits
because
you
can't
really
audit
if
you're
in
fact,
you're
actually
doing
the
work.
You
can't
really
audit
it,
but
I
would
help
our
our
finance
director
prepare
for
our
external
audit
because
you
know,
as
you
all
know,
you
still
have
an
external
financial
audit.
M
That's
done
every
year,
so
I'd
help
prepare
with
that
I'd
sit
in
on
the
the
entrance
conference
and
the
exit
conference,
so
that
was
probably
a
more
limited
role
than
than
that
is
a
limited
role,
more
than
actually
doing
the
audits,
because
you
really
can,
if
you're
in
a
management
role,
you
can't
you
can't
do
both
you're
either
an
auditor
or
you're
running
an
organization
so
to
speak.
L
L
Most
everything
else
has
been
covered:
you're
comfortable
with
the
salary
range,
there's
no
requirement
for
you
to
move
into
the
city
talked
about
why
you
left
pasco,
so
I'm
good.
Thank
you.
I
appreciate
you
being
here.
A
C
K
Some
of
the
questions
I
was
going
to
ask
have
been
covered,
but
I
guess
my
first
one
is
just
you
know:
do
you
actually
have
experience
working
for
multiple
bosses,
or
is
that
something
more
so
that
you
know,
like
you
said
earlier,
you
would
just
be
comfortable
with
because
you
know
you're
looking
at
the
five
of
us
up
here.
Come
you
know,
next
march,
by
the
time
you
get
all
settled
in
there
could
be
four
different
people
up
here
that
you're
working
with
so
I
mean
is
that
something
you're
gonna
be
comfortable
with
it's.
M
Commissioner,
it
makes
no
difference
to
me
if
you
do
good
work.
I
don't
care
if
there's
five
people
up
there,
20
people
up
there,
five
different
people,
20
people,
it
doesn't
matter.
If
you
do
good
work
I'll,
be
honest
with
you
and
I
know
I'm
not
trying
to
be
curt
with
you.
I'm
being
honest,
if
you
do
good
work,
it
doesn't
matter
to
me
truly
sure.
K
M
It's
about
making
government
better
and
if
you,
if
you
go
into
it
without
that
that
mindset
the
office
will
fail,
and
I
I
know
that
going
into
a
position
like
this
and
you
all
don't
have
an
internal
order.
So
I
imagine
there
will
be
some
reluctancy
with
with
some
staff.
I
get
that
we
went
through
the
same
thing
in
hillsborough
county
when,
when
you
don't.
M
Of
a
sudden,
you
have
an
internal
auditor
staff's
going
to
be
reluctant
to
work
with
you.
That's
why
I
think
I
said
it
earlier.
You
know
one
of
the
first
things
I
would
do
is
not
only
meet
with
with
you
all
but
meet
with
the
city
manager
and
the
directors,
and
part
of
that
is
to
kind
of
lessen
the
blow
of
it
so
so
or
lessen
the
effect
of
of
the
position.
So
people
aren't
scared,
oh
wow,
they're,
bringing
in
an
order.
You
know
they're
going
to
come
after
me.
M
No,
it's
not
about
that
to
kind
of
explain
what
internal
ordering
is
explain
to
them.
What
I
plan
on
doing
and-
and
you
know,
act
auditing-
is
an
active
process
and
a
lot
of
people
think
that
orders
just
some
bean
counters
in
the
corner-
and
I
guess
there's
some
like
that,
but
they're
not
usually
that
effective.
So
I.
M
M
M
Well,
I
don't,
I
think
I've
probably
said
this
already,
but
I'm
a
father,
and
that
was
like
a
big
thing,
because
I
never
thought
I'd
have
kids,
but
I
have
a
little
girl
and
that's
she's.
Just
the
light
of
my
life.
M
Well,
I
can
tell
you
I'm
at
the
point
in
my
career.
You
know
I've
had
a
lot
of
different
jobs
and
I've
moved
around
for
one
of
two
reasons.
It
was
either
for
more
money
or
for
experience.
For
instance,
when
I
was
at
the
office
of
insurance
regulation
that
was
some
of
the
best
auto
work.
I've
ever
seen.
I've
ever
done.
It
was
a
constant
learning
experience
and
the
pay
was
absolutely
horrible.
M
I
couldn't
even
make
my
bills
every
every
month,
but
the
ex
what
I
was
learning
was
so
valuable
and
I
knew
it
helped
me.
You
know
a
lot
in
my
career,
but
I'm
at
the
point
now
where
I
think
my
skill
set
is
developed
enough
and
I'm
not
rich
by
any
stretch
of
the
imagination,
but
money
is
not
as
important
to
me
as
it
used
to
be
so
if
you're
asking
I'm,
this
isn't
a
stepping
stone
position.
For
me
this
is
some
place.
I
you
know.
M
If
you
were
to
dislike
me
and-
and
it
all
worked
out,
it
wouldn't
be-
I
wouldn't
be
looking
for
another
job.
It
would
be
somewhere
where
I
could
I
could.
I
could
see
myself,
you
know
for
a
lot
of
years
into
the
future.
K
M
You
know
I've
worked
my
whole
career
in
an
office
telecommuting,
it
sounds
it
sounds
attractive,
but
it
doesn't
matter
to
me.
I've
always
gotten
dressed
and
went
to
work.
My
entire
career
showed
to
me
and
this
isn't
even
a
bad
commute.
So
it's
not
it's
not
an
issue
at
all.
Okay,
thank.
I
Thank
you
mayor,
good
evening,
mr
pools
good
evening.
There
are
a
lot
of
questions
asked
tonight
and
I
want
to
follow
up
on
several
of
them,
and
I've
got
some
other
questions.
There
is
no
requirement
for
you
to
live
in
the
city.
I
We
had
a
charter
amendment
that
asked
whether
people
should
live
in
the
city
or
not
have
to
live
in
the
city
and
the
voters
said
no,
and
the
idea
of
there
being
a
requirement
for
the
internal
audit
to
live
this
to
live
in
the
city
kind
of
got
kicked
out
from
that,
but
for
the
different
reasons.
So
let
me
just
ask
you
you
there
is
no
requirement,
but
would
you
move
into
the
city.
M
I
it
would
be
some
I
would
I
would
think
about.
I
wish
I
could
give
you
a
better
answer,
but
I
don't
want
to
tell
you
yes
and
then
you
know
let.
M
So
I
actually
moved
that
I
lived
in
tampa
and
then
when
I,
when
my
son
hired
me
at
the
tax
collector's
office,
he
was
on
me
about
living
in
the
in
the
county,
so
I
had
literally
moved
about
seven
miles
just
to
be
inside
pasco
county
for
him.
So
I
I
guess
I
would
I
would.
I
would
entertain
it
if
that,
if
that,
if
that
helps
answer
your
question.
M
I
It's
yeah.
I
mean
this
is
just
an
opinion,
but
I
I
I
think
that's
something
important
for
our
charter
officials
to
live
in
the
city.
M
I
I
There's
a
difference
between
a
staff
auditor,
for
example,
an
internal
auditor
one
looks
at
processes,
the
other
looks
at
policies,
and
the
staff
auditor
is
primarily
looking
at
processes
and
the
audits
that
you
described
were,
I
mean
sounded
to
me,
like
they
were
looking
at
processes
rather
than
the
actual
policies
from
a
compliance
perspective
and
your
role
at
the
I
know
at
the
triple
a
you
were,
you
were
an
internal
auditor.
Is
that
correct?
So
you
looked
at
what
both
policies,
processes
or
both
or
one
or
the
other.
M
Yeah
I've
had
four
auto
positions.
Three
were
internal.
When
I
was
at
the
oir
office
of
insurance
regulation,
I
was
a
government
agency,
but
basically
a
regulator.
So
I
was
an
external
auditor
auditing
insurance
companies.
I
guess
to
answer
your
question.
I've
done
compliance
audits,
financial
audits,
performance
audits,
non-audit
services
for
hillsborough
county,
which
is
there
are
more
like
ad
hoc
reports.
If
the,
if
you
were
to
ask
say
you
know
you
wanted
to
look
at,
you
know
whatever
it
is.
M
You
want
me
to
look
at
and
it
doesn't
necessarily
have
to
be
an
audit
and
we
call
those
non-honored
services.
So
I
guess
to
answer
your
question.
I've
I've
looked
at
processes.
I've
looked
at.
I've
done
financial
audits.
I've
done
pretty
much
all
the
audits
you
can
kind
of
think
of
in
the
audit
spectrum.
If
you
will.
I
Have
you
dealt
with
utilities
much
that
particular
business?
No,
what
I
mean
is
we
have
a
lot
of
utility
taxes
and
a
lot
of
the
past
audits
have
been
done,
whether
we're
getting
our
fair
share
of
what
the
it
has
to
do
with
the
coding
and
there's
voluminous
data
that
has
to
be
processed
in
order
to
determine
that
and
that's
very
important
from
a
revenue
perspective.
Okay,.
M
I
No,
I
you
know
it
kind
of
follows
up.
I
think
I
think
it
was
commissioner
tara
panty,
the
management
of
the
office,
for
example,
that.
B
M
I
The
you're,
I
know
you're
up
to
date
with
your
certifications.
You
said
that
yes,.
B
I
And
I
would
imagine
some
aspect
of
that
requires
continuing
education.
Yes,.
M
C
M
There's
a
lot
of
different
ways:
it's
it's
gotten
a
lot
easier
years
ago
you
had
to
go
to
conferences,
stuff,
like
that,
a
lot
of
in-person
stuff.
You
got
it,
I
think
it
gets.
It
can
get
expensive,
but
these
days
you
can
do
so
much
continuing
education.
The
iia
has
sensitive
internal
auditors.
They
have
a
lot
of
online
classes.
You
can
take.
M
The
local
chapter
has,
you
know,
has
in-person
events,
but
most
of
it's
just
online,
and
you
know
someone
will
come
up
with
a
new
technique
or
there'll
be
a
you
know
a
two
hour.
Cpe
thing
on,
I
don't
know
excel
program
or
a
teammate
which
is
audit
software,
acl
software
or
whatever.
It
is
so
basically
keeping
up
with
the
with
the
trends
and
all
the
latest
happenings
in
the
audit
world.
If
you
will,
but
mostly
it's
online
now,
nowadays,
right
well.
I
I
want
to
be
a
little
more
specific
with
regard
to
your
your
responsibilities.
Here
I
was
trying
to
get
at
what
kind
of
refresher
courses
have
you
had
you've
been
out
of
auditing
for
a
while,
and,
and
I
mean
I,
we
could
all
say
that
it's
kind
of
like
riding
a
bicycle
you're,
you
know
you're
off,
it's
you
have
to
get
back
on
it.
I
A
lot
of
things
have
changed.
Things
are
different
here
than
they
are
with
aaa,
for
example,
much
different
and
I
think
you're
probably
exposed
to
some
of
that
working
with
the
county
pasco
county.
So
I'm
not
taking
any
of
that
away,
but
it's
a
little
different
digging
into
the
details,
but
what
refresher
courses
have
you
had?
Are
I
mean
I,
I
guess
what
I'm
trying
to
get
at
is
how
how
do
we
know
that
you're
going
to
be
able
to
do
the
auditing
work?
No.
M
And-
and
that's
and
that's
a
fair
question,
I
guess
I
guess
the
the
best
way
I
could
answer
that
is
auditing
itself
really
hasn't
changed
much.
It's
really
the
the
software.
That's
changed
the
technology,
for
instance
teammate
software,
it's
in
like
which,
whoever
ultimately
is
a
successful
candidate
here,
is
going
to
go
and
have
to
to
get
teammate
software.
M
It's
an
electronic
work
paper,
documentation
system,
so
that
gets
better
as
time
goes
on,
but
really
it's
that's
just
you
know
one
example
really:
the
ordering
techniques
I
know
performance
ordering
was
big
years
ago
that
was
kind
of
a
newer
thing,
because
audrey
used
to
just
be
cut
and
dry
compliant
stuff
like
that
and
then
otters
started,
doing
performance
ordering
and
measuring.
You
know
how
well
you
know
you're.
I
You've
mentioned
the
the
city
manager
a
couple
of
times.
Can
you
describe
to
us
what
you
believe
your
hierarchy
is
here
at
the
city
who
you're
responsible
to
how
you
intend
to
work,
and-
and
I
mean
I
want
to
be
clear-
who
we
hire
has
to
be
an
independent
auditor,
and
just
I've
worked
with
a
very
good
internal
auditor
actually
here
at
the
city
and
he
he
worked
well
with
people,
but
he
was
no
one's
friend
gotcha.
I
So
that's
very
important
to
maintain
that
independence
and
and
in
addition
to
the
city
manager,
we
also
have
a
city,
clerk
and
she's.
The
collector,
which
I
would
think
would
be
very
important
to
an
internal
auditor
and
we
have
a
city
attorney
as
well.
That
has
a
lot
of
responsibility
with
a
code
enforcement
board,
with
fines
and
liens
and
so
forth.
So
what
how
do
you?
How
would
you
describe
your
role
here
within
this
hierarchy
that
we've
got
yeah.
M
Let
me
let
me
be
clear,
commissioners,
it's
my
understanding
and.
M
Be
like
this
is
that
the
internal
audit
reports
to
the
board.
So
one
minute
you
you
all-
are
counting
comma
or
city
commissioners,
the
next
minute
you
take
off
the
hat
and
put
on
the
other
hat
and
you're
and
you're
the
audit
committee,
and
I
fully
understand
that
the
auditor
reports
to
the
board-
yes,
when
I
when
I
when
I
mentioned
talking
to
or
I
don't
want
to
say,
collaborating
because
that
sounds
too
cozy,
but
working
with
the
city
manager
and
working
with
the
department
heads
and
whoever
else
would
be
subject
to
audit.
M
The
reason
I
mention
that
is
because
I've
been
in
these
situations
and
I've
seen
where
the
auditor
doesn't
have
a
good
relationship
with
the
auditee
and
nothing
good
comes
of
that.
So
I'm
just
trying
to
head
that
off
at
the
past,
not
only
in
a
cozy
relationship
like
like
you
said
everyone
likes
him,
but
you're,
the
the
otter
you
mentioned,
but
he's
no
one's
friend
and
that's
how
it
should
be.
M
I
I
mean,
from
my
perspective,
don't
get
me
wrong.
The
internal
auditor
I
worked
with
generated
complaints,
yeah
I
mean,
and
that
was
good
absolutely
as
far
as
I'm
concerned,
so
and
and
and
on
the
other
hand,
there
are
compliments
as
well.
So
it's
a
balance,
absolutely
the
other
part
of
it.
What's
very
important
and
and
I'd
have
to
double
check
the
charter,
but
there's
an
annual
audit
plan
and
that's
where
we
get
into
the
independence
aspect
of
it.
I
When
was
the
last
time
you've
done
an
annual
audit
plan
for
anyone,
hillsborough
county
hillsborough
county
that
would
have
been.
M
I
Fraud,
training,
fraud,
audits.
That
is
something
that
I
don't
think.
We've
got
any
problem
with
that,
but
it's
always
mindful
to
be
aware
of
that,
and
I
know
in
the
last
series
of
interviews
that
we
did
with
applicants.
There
was
some
discussion
of
that.
Do
you
have
any
experience
in
that.
M
M
Just
you
know
blindly
or
through
you
know,
your
audit
tests
is
very,
very
rare,
although
we
did
find
some
in
hillsborough
county
like
I
was
saying
earlier,
with
the
with
the
pay
raises,
the
illegal
pay
raises,
but
usually
like
I
said,
the
otter
doesn't,
doesn't
the
otters,
usually
don't
go
looking
for
it
and
if,
if
anyone's
any
good
at
committing
the
fraud
they'll
be
able
to
cover
their
tracks
and
probably
fool
the
otter,
it's
not
to
say
that
otter
doesn't
uncover
it.
But
usually
it's
reported.
I
Do
you
have
any,
I
I
and
unfairness
to
you,
I'm
I'm,
probably
not
I'm
not
being
fair
to
you,
because
you
haven't
done
it
in
a
while,
but
as
far
as
any
kind
of
tricks
in
your
bag
for
identifying
fraud
without
hitting
it
head
on
or,
for
example,
if
you
receive
a
complaint
from
an
employee
that
somebody's
doing
something,
how
would
you
handle
something
like
that.
M
Well,
no,
that
that
that's
a
fair
question,
well
you'd
follow
up
on
follow
up
with
it.
You
know
maybe
do
some
tests,
you
gotta,
you
kind
of
have
to
look
at
the
source.
We
have
an
ordering
what
we
call
the
the
the
fraud
triangle,
so
you
you
gotta,
you
kind
of
kind
of
figure
out
is
that
some
someone,
just
you
know
grinding
an
axe
or
is
that
is
that
a
legitimate
complaint
that
would
be
outside
of
the
scope?
Probably
of
the
of
the
audit
plan
that
we
were
talking.
C
N
M
In
that
case,
I
would
probably
come
to
the
board
and
let
you
know
that
you
know
there's
a
situation
and
asked
if
I
could,
you
know,
reallocate
some
of
my
time
to
to
that
cause.
If
we
thought
it
was
legitimate.
M
M
Like
to
ask
you
a
couple
questions,
if
there's
time
now,
I
I
know,
there's
you
don't
have
an
internal
auditor
in-house,
but
I
think
you
you've
outsourced
internal
audits
in
the
past.
Is
that
correct?
Yes,
we
do
what
what
were
some
of
the
issues
if,
if
any,
that
you
had
with
the
either
the
the
work
product
or
the
internal
auditors
themselves
and
anyone.
A
Most
of
the
comments
that
we
get
at
procedure
that
it
needs
to
procedures
that
need
to
be
corrected.
A
Yes,
I
think
so,
but
the
reason
why
we're
going
to
internal
auditor
first
of
all,
it's
in
a
charter
and
something
we
have
to
do
and
second,
is
that
we're
going
to
have
somebody
in-house
that
is
always
going
to
be
too.
You
know
every
day
to
be
able
to.
You
know
to
audit
the
things
that
we
do
instead
of
just
bringing
in
as
we
need.
M
Okay:
okay,
fair
enough:
what
are.
J
J
The
residents
wanted
it,
but,
in
addition,
it
gives
us
the
ability
to
do
more
than
one
audit
if
we
wanted
to
focus
on
a
smaller
audit,
a
larger
audit
and
a
medium
audit
in
the
first
two
quarters
or
something
along
those
lines,
we
could
do
that
with
this
position,
so
I
think
that's
an
important
part
of
this
position
as
a
whole
as
well.
I.
M
I
The
audits
were
done
by
outside
auditors
were
very
narrow.
They
would
look
at,
for
example,
one
of
the
ones
was
we
built
a
reverse
osmosis
plant
and
a
couple
of
years
after
it
was
completed.
The
audit
was
to
actually
look
at
it,
contractually
to
see
that
we
were
not
overbuilt,
and
so
it
was
very
narrow,
and
then
there
were
others
that
were
done
with
regard
to
the
fine
arts
programs
we
have,
and
there
was
some
issues
with
the
collection
of
monies
and
the
controls
on
that.
I
Were
made
to
enact
changes
in
the
controls
and
new
controls
for
that
and
and
then
for
example,
and
but
there
was
no
follow-up,
that
was
always
the
issue
with
the
contract.
I
There
was
no
follow-up,
you
wouldn't
see
them
again
and
the
following
year,
there'd
be
some
other
audit
on
some
other
aspect,
but
you
never
knew
whether
that
internal
control
that
that
auditor
put
in
place
actually
continued
to
exist,
and
that
was
a
big
part
of
the
former
previous
at
least
the
one
I
was
experienced
with
the
internal
auditor,
their
role
not
just
to
look
at
the
controls,
recommend,
changes
and
oftentimes.
I
understand
it's
a
point
of
negotiation.
I
It's
one
way
you
look
at
it
and
they
look
at
it
from
a
little
real,
more
realistic
perspective,
but
it's
something
that
has
to
be
determined
to
work.
And
then,
some
months
later,
the
internal
auditor
would
come
back
in
to
double
check,
to
make
sure
those
controls
are
still
being
followed.
Correct.
M
I
For
follow-up
recommendations,
it's
it's
kind
of
an
allocation
of
your
time,
basically
and
and
those
things
that
the
commission
says
that
they've
expressed
an
interest
for
you
to
look
into
and
then
also
from
you,
the
internal
auditor
that
comes
here.
They
become
familiar
with
how
the
city
government
works
and-
and
they
see
some
soft
spots
that
they
tell
the
commission.
I
A
The
challenge
that
we'll
see
is
is
a
one-man
position,
one-man
department
and
something
that
hasn't
you
know
has
to
be
developed
from
from
the
beginning
and
also
actually,
the
challenge
is
going
to
be
on
you
because
you're
going
to
have
to
to
to
develop
it
and
then
report
back
to
us
right.
M
K
Mayor,
I
have
a
follow-up
for
that
too
sure
I
would
just
say
an
additional
challenge
might
be.
If
you
know
balancing
some
of
the
political
aspects
of
the
board,
you
know
say
you
come
up
with
something.
You
know
something
that
an
employee
brought
to
you
like
in
your
former
example.
K
When
you
bring
it
to
us,
there
could
be
three
of
us
that
really
want
to
look
into
it,
two
of
us
that
don't
want
to
look
into
it
at
all,
and
then
you
move
forward
with
it,
because
the
majority
of
the
board
wants
you
to
and
then
you
know,
try
to
balance,
not
creating
any
animosity
with
the
other.
You
know
losing
side,
so
I
think
that's
something
to
be
mindful
of
too
is
just
kind
of
the
political
nature
of
it.
M
Yeah,
I
I
couldn't
agree
more.
We
had
that
that
issue
at
hillsborough
county.
We,
we
called
it
there
was
there
were
seven
commissioners
and
we
called
it
splitting
the
board.
We
knew
if
we
had.
You
know
four
votes,
that
we
could
do
it,
but
then
you
had
to
you
said
you
had
to
be
mindful
of
you
had
three
commissioners
who
didn't
want
to
do
that.
You
know
there's
and
there's
it.
It's
just
that's
the
nature
of
the
beast.
I
mean
you
just
have
you
have
to
deal
with
it?
M
C
A
One
thing
you
probably
need
to
know
is
that
we
still
have
two
more
candidates
that
we
need
to
interview.
Okay
and
mrs
niff
is
going
to
be
in
touch
with
you
to
let
you
know.
Okay,.
M
C
A
A
A
N
Oh
okay:
well
I'm
a
florida
native!
I
was
born
in
germany,
but
we
came
to
the
states.
When
I
was
four
months
old.
We
lived
in
the
panhandle,
then
I
went
to
school
in
gainesville
and
I
got
married
and
we
moved
to
naples
and
then
I'm
back
here
in
pinellas
county
since
1991
and
as
far
as
my
credentials
are
concerned,
I
have
an
accounting
degree
from
the
university
of
florida.
N
I've
worked
for
a
county
for
four
and
a
half
years,
alachua
county
in
gainesville,
and
then
I
worked
for
the
university
of
florida
for
a
year
and
then
I
went
to
the
city
of
clearwater
for
23
years
so
and
at
the
city
and
at
the
auditor
general's
office
I
did
auditing.
So
I
have
18
years
of
experience
in
auditing.
So
I
think
I
can
take
on
your
position.
A
Okay,
great
we're
going
to
be
asking
you
questions.
B
A
And
in
your
application,
you
were
stating
that
you
were
your
skills
and
qualifications
are
the
ideal
match
yeah
and
your
internal
auditor
requirements
and
you
will
bring
immediate
value
to
the
city
of
tarpon
springs
being
this
is
a
brand
new
department,
one
person
right
how
you
plan
to
accomplish
that.
N
N
N
Because
I
would
imagine
if
your
outside
auditors
are
not
finding
anything
that
they
want
to
write
up,
people
are
doing
their
jobs
like
they're
supposed
to
so
when
I
was
at
the
city
of
clearwater,
there
was
just
my
boss
and
me,
so
I've
done
all
the
auditing
for
them
and
over
the
years
you
know
I've
had
findings
in
different
places,
but
I
don't,
I
don't
think
y'all
have
a
real
problem
here.
N
So
I
think
that
I
don't
know
are
y'all
planning
on
hiring
anybody
or
just
the
auditor.
N
A
Your
resume
shows
that
you
retire
after
working
23
years
as
a
senior
orator
for
the
city
of
clearwater
right
that
shows
stability
and
consistency.
Yeah
for
the
23
years
that
you
worked
for
the
city
of
clearwater,
you
always
been
in
the
same
position
as
a
senior
auditor,
or
you
had
other
positions
as
well.
A
N
A
N
A
N
I'm
very
comfortable
because
anything
that
we
find
you'd
have
evidence
of,
and
I
always
like
to
go
to
somebody
if
I
think
I
have
found
something
that's
out
of
the
ordinary
and
is
wrong.
I
like
to
go
to
the
supervisor
right
away
and
make
sure
it's
not
an
exception
or
some
other
little
rule
or
law
I'd,
I'm
unaware
of,
and
is
it
truly
and
it's.
N
A
Okay,
we
are
not
going
to
vice
mayor
carr,
that's
just
questions.
J
Thanks
mayor
karen
thanks
for
being
here
tonight,
oh.
N
J
Are
you
enjoying
retirement?
Are
you
ready
to
get
out
of
retirement
or
what's
how's,
that
working
for
you.
N
J
I've
got
a
couple
questions
for
you.
What
about
so?
Let's
say
a
control
is
in
place.
It
was
recommended
recommended
from
another.
Let's
say
our
external
internal
auditors
right
that
we've
hired
to
make
so
it
wouldn't
be
internal
I'll,
be
external.
N
J
Recommended
controls
over
so
on.
I
think
the
last
organization
they've
gone
through
and
they've
validated
that
the
controls
are
in
place.
That
was
one
of
their
audits
that
they
did
when
they
started
the
three-year
contract.
J
N
N
J
N
I'll
tell
you,
I'm
super
laid
back
and
I'm
super
nice
and
I
am
very
respectful
because
each
and
every
employee
has
a
job
to
do
just
like
me,
I'm
no
better
than
them
all.
I'm
doing
is
checking
to
make
sure
what
they're
doing
is
what
you
want
them
to
do.
That's
you
know
that
they're
following
the
procedures
they're
supposed
to-
and
I
think
when
you
talk
to
people
in
a
respectful
manner,
no
matter
how
low
their
position
is.
N
J
Sure,
thank
you.
Can
you
provide
some
examples,
like
some
success
stories,
from
a
couple
of
them
from
the
city
of
clearwater,
of
of
being
an
auditor
and
doing
audits
over
the
past
23
years
with
the
city.
J
N
N
Well,
we
were
doing
an
audit
for
the
state,
and
I
found
the
young
lady
who,
on
a
weekend
on
a
holiday,
came
in
and
looked
up
every
family
member
and
friend
she
had,
and
you
just
can't
do,
that
we
fired
a
policeman
for
doing
it.
N
So
that
was
one
instance
that
I
found
way
back
when
when
cell
phones
were
first
used,
we
were
just
you
know.
We
just
had
to
do
audits,
not
everybody,
but
you
would
just
do
some
audits
to
make
sure
people
were
using
their
phones
for
business
purposes,
and
one
gentleman
had
excessive
minutes
really
good
with
numbers,
and
I
can
remember
numbers
and
I
started
seeing
some
of
the
same
numbers
over
and
over.
N
He
was
going
through
a
crisis
in
his
life
very
emotional
and
I'm
sure
that
was
his
reasoning
behind
it
all,
but
he
paid
the
city
back
eleven
hundred
dollars
because
we
just
did
the
minutes
times
whatever
the
city
had
decided
that
we
would
do
for
personal
use.
We
just
didn't
expect
your
personality
used
to
be
that
much.
N
N
N
N
So
I'm
very,
very
good
at
details
and
when
you
ask
me
to
look
at
something,
I'm
not
going
to
just
be
half
I
just
I'm,
not
I'm
not
going
to
take
it
lightly.
I'm
going
to
look
at
everything
that
you
asked
me
to
look
at
and
if
it's,
okay,
it's
okay
and
I'm
fine
with
that,
but
I
will
do
a
good
job
as
far
as
the
audit
itself
is
concerned,.
J
Okay,
great,
thank
you.
There's
a
couple
things
that
I
I
saw
on.
The
news
was
the
city
of
clearwater.
One
was
260
thousand
dollars
lost
due
to
contract
issues,
something
with
the
parks
and
then
there's
another
individual
who
stole
over
a
hundred
thousand
dollars
in
cash
from
the
from
the
parks
department.
Also,
were
you
involved
with
any
of
those
audits,
or
did
you
discover
those
or
how'd
that
work.
N
No
trying
to
think
how
did
it
come
out.
N
J
J
Yeah,
I
know
both
of
them
were
in
2018,
ironically,
okay,
so
from
working
with
a
board
standpoint,
you
reported
directly
to
the
finance
director
the
internal
audit
team
with
the
city
of
clearwater.
J
N
J
Okay,
so
from
a
communication
standpoint
like
with
the
board,
so
the
board
would
be
your
direct
report
or
you
would
be
reporting
directly
to
the
board
right.
I
mean
any
issues
with
communications
or
issues
with
talking
to
us
openly
about
anything
that
you
find
or
okay.
N
No
because,
like
I
said,
if
I'm
gonna
do
an
audit-
and
I
find
something
I
have
no
problem
telling
you
what
I
have
found
now,
I
will
tell
you,
on
the
other
hand,
like
I
know
I
was
doing
a
big
old
purchasing
audit
once
and
we
had
written
them
up
for
years
on
their
purchasing
tactics.
They
would
always
you
know,
do
the
purchase
get
the
po?
N
N
C
N
C
N
J
J
N
N
A
L
L
You,
thanks
for
being
here
tonight,
miss
kunkel.
Oh.
A
L
Glad
to
see
that
you've
got
some
experience
at
a
municipality
right
down
the
road.
N
L
I
don't
have
two
too
many
questions
for
you
tonight.
My
biggest
question
is
I
see
that
you
have
a
lot
of
experience
as
it
relates
to
the
control
processes
and
efficiencies
and
productivities,
and
things
like
that,
which
is
great,
I
would
say
that
the
majority
of
the
external
audits
that
we've
had
since
I've
been
involved
on
this
board
have
focused
on
internal
controls
and
efficiencies,
and
things
of
that
nature.
Yeah.
L
But
I
think
that,
as
as
this
community
continues
to
grow-
and
we
continue
to
have
more
and
more
in-house
projects
are
not
just
in-house
projects
but
but
construction
projects
along
the
way,
as
we
grow
that
it's
important
for
us
to
have
somebody
that's
keeping
an
eye
on
those
projects
from
you
know
an
efficiency
standpoint,
but
also
dollars
and
cents
as
it
relates
to
the
ongoing
you
know
project.
L
So
my
assumption
would
be
that,
while
you
were
with
the
city
of
clearwater,
you
did
perform
some
audits
on
construction
projects
or
on
inventory
audits
or
things
of
that
nature.
Do
you
have
any
experience
with
that.
N
N
N
He
knew
what
what
should
be
there
or
not
be
there.
I
wouldn't
be
as
quick
at
that,
not
that
I
can't
do
it.
I
just
don't
have
any
real
experiences,
but
I
do
have
experiences
with
contracts
leases,
interlocal
agreements,
different
things
like
that
contract-wise.
Yes,
I've
audited
lots
of
that.
C
L
L
Only
live
500
understood,
I
just
thought
I
would
ask,
and
then
I
see
that
in
the
salary
range
that
the
salary
range
that
was
offered
is
something
that
you're
comfortable
with.
L
L
All
right,
I
don't
have
any
further
questions.
Thank.
A
K
Yeah,
thank
you
marin.
Thank
you
very
much,
mrs
kunkel,
for
being
here
tonight
braving
the
interview
process.
I
know
it's
kind
of
an
uncomfortable
process
just
because
it's
in
public
five
person
panel
and
you
gotta,
stand
up
here.
So
I
appreciate
you
being
here,
I'm
okay.
If
you
live
in
palm
harbor
by
the
way,
I
was
something
I
I
never
really
minded
throughout
the
charter
discussions.
I
don't
really
care
if
somebody
lives
on
mars.
You
know
if
they're
a
right
person
for
the
job,
the
right
person
for
the
job.
K
So
my
first
question
is
is
how
you
work
with
the
different
departments
through
the
audit
process
and
more
so.
What
I
want
to
know
in
this
question
is
you
know:
do
you
approach
auditing
from
the
role
of
help
me
help
you
be
more
efficient,
or
this
is
an
independent
inspection
and
I'll
get
with
you
afterwards.
N
N
N
K
No,
thank
you.
That's
a
good
answer.
You
touched
on
some
of
your
accomplishments
earlier,
just
in
terms
of
finding
things.
What
is
your
proudest
professional
accomplishment
and
that
could
be
an
improvement
that
you
know
you
recommended
or
something
that
you
caught
or
something.
You
know
that
you
did
yourself.
N
N
N
K
Sure
yeah
understood
and
then
in
the
past,
when
we've
discussed
this
position
and
offering
it
to
someone,
there's
been
questions
of
teleworking
or
you
know
the
commute
might
be
too
long.
I
know
that
won't
be
a
problem
for
you
because
you
live
in
palm
harbor,
but
are
you
comfortable
working
full-time
in
city
hall
in
person
right
now,.
B
I
Thank
you
mayor
good
evening,
ms
kunkel
hello.
I've
got
several
questions.
Several
new
questions,
a
couple
follow-ups
from
what
you've
heard
already
okay,
you've
been.
You
were
with
the
city
of
coldwater
for
23
years,
and
you've
listed
your
position
as
senior
title.
A
senior
auditor
you
weren't
senior
auditor
for
that
entire
23
years.
Were
you.
B
B
C
I
You
mentioned
that
one
software
and
I
know
that
the
auditing
position,
the
one
thing
you'll
be
working
by
yourself
here
and
and
I
would
suspect
I
I'm
sure
we
don't
have
any
typical
software
other
than
your
microsoft
programs,
and
things
like
that.
Are
you
accustomed
to
working
with
auditing
software.
I
N
I
How
would
you,
for
example,
clearwater
gas?
We
we
have
our
own
utility
taxes
and
you
we
actually
receive
utility
tax
from
clearwater
gases
owned.
N
I
The
city
of
clearwater,
I'm
sure,
you've
got
experience
with
them
and
there
would
be
this
audit,
for
example,
of
of
making
sure
that
the
accounts
are
coded
properly,
so
that
an
account
is
actually
shown
in
the
city
of
tarpon
springs.
So
we
receive
our
due
revenue
from
the
utility
tax.
N
I
Well,
that's
important.
No,
that
was
one.
The
question
I
had
was
inventory,
but
also
we
we
have
our
franchises
with
our
cable
televisions.
We
have.
We
have
payments
that
we
receive
from
pinellas
county
with
a
surcharge,
there's
a
number
of
things
that
that
we
do
with
outside
governmental
agencies
and
also
private
agencies
in
terms
of
franchise,
which
would
be
some
form
of
utility
tax,
and
I'm
not
going
to
say
how
much
of
your
work
would
require
that.
I
But
I
do
know
that
in
the
past
that
was
a
good
fertile
area
for
identifying
new
revenue
for
the
city.
Just
as
you
said,
were
that
hundred
thousand
discrepancy
that
you
found
and
I'm
not
going
to
say
this
is
something
that's
done
annually,
but
it
would
be
done.
I
would
suspect,
biannually,
checking
for
these
errors
and
things
and
then
sometimes
it
goes
the
other
way.
But
generally
we've
received
money
from
that
and
there's
a
lot
of
data
involved.
I
I
just
want
to
and
that's
not
anything
that
you've
dealt
with
in
the
past
franchise.
N
Fees,
yes,
we
would
audit
that.
I
don't
know
how
often
not
too
often
I
did
it
two
or
three
times.
N
I
I
I
The
one
thing
that
I'm
just
it'll
be
interesting:
if
you're
selected,
the
city
of
clow
water
being
there
for
23
years,
has
got
a
definite
kind
of
a
office
environment
office,
sort
of
feel
to
it
here.
We're
tarpon
springs,
which
has
got
a
different
feel
to
it
and
you'll
be
working
by
yourself
and-
and
I
I
don't
know
that
you'll
have
many
resources
available
to
you.
Unless
you
ask
for
that,
and
then
it
gets
funded
and
sort
of
thing.
I
I
understand
that
and
you
had
your
finance
director
that,
basically
you
could
you
could
tap
into
other
your
departments
and
so
forth.
You're
part
of
the
kind
of
a
larger
department.
If
you
will
here
you'll,
be
your
own
department
and
you'll
have
to
do
your
own
budgeting
and
that
sort
of
thing
and
that's
something
else.
I
want
to
make
sure
you
you
recognize
as
well
no
problem.
N
N
I
I
We
we
do
work.
At
least
we
did.
I
would
suspect
we're
going
to
continue
working
with
an
annual
audit
plan
here.
Okay-
and
you
mentioned
in
one
of
the
previous
questions-
that
you
would
talk
to
the
commission
to
see
what
they
would
like
to
see,
but
also
I
I
know
the
commission's
going
to
rely
on
your
expertise
as
well
to
tell
us
what
you
think
needs
to
be
done,
based
on
what
you've
seen
at
clow
water
and
what's
not
happening
here,
I
mean
the
only
thing
that
we've
had
in
the
last.
I
I
can't
tell
you
how
many
years
have
been
independent
auditors
that
have
come
in
and
just
done
real
narrow
audits
on
certain
things
reported.
Sometimes
we
put
controls
in
place
other
times,
they're
they're
kind
of
a
not
a
policy,
but
a
procedural
audit
to
make
sure
that
that
that
we
weren't
over
charged
for
some
large
project.
I
For
his
an
example,
the
reverse
osmosis
facility
I
mentioned
earlier
the
but
but
there's
gonna-
be
kind
of
a
plan
that
has
to
be
allocated
or
you
have
to
allocate
your
time
to
and
and
bring
it
before.
The
commission
present
it
and
then
get
it
approved,
and
that
would
be
something
that
you
would
work
with
and,
of
course
there
would
be
the
small
fire
drills
that
pop
up
on
occasion,
somebody
may
report
something
to
you
that
the
commission
would
feel
is
important
for
you
to
look
into
that
sort
of
thing.
N
I
Okay
and
then
also
I
mentioned
the
independence
you'll
you'll
you'll
be
an
independent
auditor.
Here,
you're
not
gonna,
have
a
boss
other
than
the
the
five
of
us.
I
guess,
and
we're
limited
in
our
accounting
abilities.
Well.
N
I
Okay,
the
what
yeah
in
the
last
couple
of
years,
what
have
what
have
you
done
to
keep
up
with
your
profession
in
the
last
couple
of
years
since
you've
been
gone.
C
N
Thought
I
was
just
retiring
and
then
last
year
I
said
I
don't
think
this
is
quite
right
for
me
just
yet
so
well.
F
I
I
I
N
Okay,
it
should
never
have
been
done
that
way
and
as
far
as
I
know,
everybody
knows
that
and
yet
they
continue
to
leave
it
up
to
the
city,
manager,
okay
and
the
finance
director
and
the
finance
director
for
many
many
years
before
she
left
kept
us
under
her
thumb,
and
we
only
could
touch
what
she
wanted
us
to
touch
right.
So
that
was,
I
know
she
put
me
on
the
bank
statement.
One
time
the
guy
had
died.
Okay,
we
needed
some
help,
so
fine
I'll
go
do
it.
N
C
N
I
I
very
much
appreciate
your
candidness
and
sharing
that
story.
It
is
it's
scary,
but
I'm
not
surprised.
Yes,
the
there's
a
number
of
questions
I
had
and
it
sounds
to
me:
you're,
not
scared
of
taking
anything
on
such
as
a
concern
over
fraud
or
anything
like
that
and
okay
yeah,
the
the
and
I'm
not
going
to
ask
you
the
audits,
I'm
sure
you've
done
everything
under
the
sun
in
cold
water
in
the
last
13
years.
As
an
auditor,
pretty.
N
I
Your
your
c
certified
government
finance
officer
cgfo.
I
know
what
that
is,
but
are
your
current
that
certification?
I
am
not
you're
not.
I
am
not.
Is
that
because
of
continuing
education
courses
or
yes,
okay,
that's
it.
I
I
You
mentioned
a
couple
of
things.
I
was
going
to
ask
you
early
on
in
the
in
the
interview.
It
almost
sounded
like
you
were
fixed
on
dollars,
but
there
were
a
few
sound
bites
that
you
provided
that
made
it
sound
like
you
didn't
just
you
counted
things
not
just
looking
at
from
an
accounting
or
a
dollar
perspective,
an
inventory
number
of
this
number
of
that
and
how
much?
How
did
that
work
with
what
was
supposedly
taken
to
the
field
and
that
sort
of
thing,
yeah,
yeah,
okay,.
N
I
Yeah,
I
was
going
to
ask
you
in
these
13
years
at
the
at
the
city,
and
I
mean
yes
at
the
city
of
coldwater.
Did
you
ever
have
a
an
incident
or
any,
as
an
auditor
especially
have
any
kind
of
a
a
heated
moment
or
something
that
you
had
to
kind
of
step
back
from
or
have
you
always
worked
well
with
people.
N
I
The
last
question
in
the
audit
that
you
did
for
public
works.
You
mentioned
30
of
the
time
you
found
wasted.
What
what
happened
with
that
you,
you
reported
to
your
your
I'm,
not
sure
whether
you
would
call
you
your
head
internal
auditor,
and
then
she
reported
it
upwards
and
and
how?
How
did
that
get
handled.
N
Yeah,
well,
we
took
it
to
their
department
director.
I
What
about
establishing
some
kind
of
a
control
to
ensure
that
doesn't
happen
in
the
future.
N
I
don't
know
what
they
did
to
be
quite
honest
because
they
did
cut
nine
positions,
so
I
know
we
started
getting
outside
people
to
do
like
plumbing,
so
I
know
they
got
rid
of
their
plumbers.
We
have
painters,
we
had
all
kinds
of
different
people,
but
I
don't
know
what
they
did.
I
I
I
understand
I
understand:
well
that's
the
idea
of
being
independent
versus
working
for
a
boss
who
works
for
the
boss,
that
of
the
people
that
you're
auditing.
That's
the
issue,
that's
why
we're
hiring
an
independent
auditor,
so
we
also
have
a
very
good
finance
department
and
they
do
have
an
auditor
as
well
an
auditing
function
within
that,
but
this
is
a
what
you're
applied
for
is
a
completely
different
entity.
I
don't
need
to
explain
that
anything
so
that
that
was
it.
Thank
you
mayor.
Thank
you,
mrs.
A
Jonker,
do
you
have
any
closing
statement
or
any
questions
that
you
like
to
ask.
N
A
No
really,
I
think
this
is
something
that
you're
going
to
develop
different
processes.
They
then
you
bring
it
up
to
us.
Okay,
that's
going
to
be
here.
A
I
We
do
have
a
very
good
public
record
here
of
audits
that
were
done
when
we
had
our
own
internal
auditor
as
a
charter
official.
So
from
if
you,
if
I
was
to
answer
that
question
for
you,
I
would
actually
go
back
and
see
what
those
audit
plans
identified
even
going
back
for
the
time
I
worked
with
internal
auditor
here
and
to
see
what
they
did
and
and
then
start
from
there
and
get
a
feel
for
how
things
have
changed.
Since
then,.
C
I
Kind
of
expand
on
that,
and
that
would
be
something
that
that
I
would
hope
that
not
just
hearing
from
the
commission,
but
that
would
be
something
that
whoever
is
an
internal
auditor
when
they
came
here
as
an
employee,
would
do
that
as
well.
Dig
in
to
see
what
was
done
scratch
their
head.
A
little
bit
come
up
with
some
new
ideas.
Things
have
changed.
This
isn't
even
applicable.
It's
it's
outdated,
but
come
up
with
some
ideas
and
then
discuss
that
with
the
commission
as
well.
I
A
You
we
do
have
one
more
person
to
interview
you,
but
mrs
sniffer
will
be
in
touch
with
you.
Thank.
A
A
We
like
to
go
to
public
comments
of
this
item.
If
anyone
has
any
comments,
please
come
forward
to
the
podium.
A
A
Next
meeting
is
on
the
13th,
so
we
start
at
5
30
to
interview
her.
I
think
she
has
a
very
impressive
resume
that
I'd
like
to
hear
what
she
has
to.
C
A
Well,
that
concludes
the
special
session
agenda
and
we
go
to
staff
commons
chief,
young.
G
Mr
mayor,
I
I
did
just
want
to
briefly
address
the
the
comments
from
earlier,
because
the
citizens
of
the
city
heard
a
very
severe
assertion
that
the
city
was
was
violating
folks.
First
amendment
rights-
and
I
just
want
to
assure
the
commission
and
and
the
the
folks
that
might
be
watching
that
that
the
reading
or
not
reading
of
emails
at
any
particular
meeting
has
nothing
to
do
with
the
first
amendment.
I
Be
discussing
that
in
the
future
mayor,
we
will
be
discussing
that
in
the
future.
Yes,
okay,
thank.
A
You
we
don't
know
how
how
long
it's
going
to
take.
I
said
we
don't
know
how
long
it's
going
to
take.
K
Yeah,
thank
you
mayor,
so
I
wasn't
sure
this
is
for
our
board
comments
we're
in
right
now,
right,
yes,
okay,
it
was.
It
was
my
understanding
that
you
know
as
per
an
email
sent
out
yesterday.
It
says
you
know
judy.
Could
you
please
put
out
a
revised
agenda
for
the
meeting
tomorrow
night?
Removing
item
number
four
since
it
will
be
dealt
with
in
the
comments
portion
of
the
meeting?
K
C
K
So
maybe
I'm
confused,
I
apologize
if
I
am,
but
for
our
special
session
agenda
it
was
originally.
There
was
a
number
four
and
then
the
number
four
got
taken
off
after
an
exchange
that
you
had
with
mark
via
email,
and
it
said
it
will
be
dealt
with
in
the
comments
portion
of
the
meeting.
So
I
just
want
to
know
if
we
wanted
to
address
that
tonight
or
if
we're
gonna
address
it
later.
A
I
K
Okay,
yeah,
so
I
I
was
prepared
to
discuss
it
when
it
was
originally
an
agenda
item,
so
I'm
going
to
go
ahead
and
discuss
it
now,
but
my
less
so
the
whatever
it
was
listed
as
less
so
the
status,
an
information
request
of
ongoing
and
new
efforts,
but
more
so
the
professionalism
aspect
that
was
going
to
be
brought
up
into
the
item.
K
I
K
K
I
K
K
So
in
that
instance,
you
know
it's,
okay,
that
you
want
him
gone,
but
to
send
him
emails,
reminding
him
that
you
want
him
gone.
That
just
serves
no
purpose.
In
my
opinion,
same
thing
january
25th
to
mark
there
was
an
email
sent
out.
I
believe
it
was
regarding
the
food
truck
ordinance,
and
it
said
your
opinion
doesn't
matter
with
regard
to
setting
city
policy
and
that
was
to
mark
so
he's
the
chief
executive
of
the
city.
As
you
know,
it's
his
responsibility
to
run
our
day-to-day
operations.
K
So
while
he
may
not
have
a
vote
on
city
policy
to
say
his
professional
opinion
doesn't
matter,
I
feel
like
that's
disrespectful
to
him
and
staff
and
I'd
like
you
to
imagine
you
know
if
mark
had
told
you
your
opinion
doesn't
matter
when
it
comes
to
the
daily
activities
of
the
city.
You
know,
while
technically
based
on
the
charter.
That
may
be
true.
It's
it's
disrespectful
in
nature
and
also
a
county
commissioner
was
cc'd
on
that
email
and
that's
just
not
really
what
I
want
to
convey
to
the
county.
K
That's
going
up
here
in
tarpon
springs
and
then,
in
a
december
first
emailed
the
mark
involving
a
code
enforcement
issue,
you
accused
that
the
city
manager
singled
him
out
for
a
code
violation
through
a
surrogate,
and
then
you
went
on
to
the
email
to
say.
I
sincerely
hope
that
one
day
I
will
understand
why
this
commission
condoned
such
behavior
by
city
manager,
lacouris.
I
Well,
first
of
all
the
emails
that
I
send
I
send
on
the
course
I
don't
copy
his
staff,
so
his
response
either
comes
back
to
me
or
it
comes
back
to
me
and
you
or
he
comes
back
to
me,
you
and
the
staff
if
he
wants
to
copy
the
staff
on
this
exchange
of
information
that
we
have
that's
his
that's
his
choice.
I
don't
choose
to
do
that
as
far
as
the
the
city
policy
goes,
and
I
think
that
has
to
do
with
the
sheriff's
department.
I
Commissioner
donovan
you
weren't
even
born
when
the
city,
the
residents
made
a
pact
with
the
police
department
that
we
chose
to
keep
the
police
department
here
and
lou
the
sheriff
the
sheriff
was
trying
to
hijack
cities
to
take
them
on
and
eliminate
their
sheriff.
Their
police
departments,
oldsmar
safety,
harbor
and
not
clearwater
osmar
safety,
harbor
and
dunedin
did
that.
So
now
they
have
the
sheriff.
The
red
residents
chose
not
to
do
that
and
they
also
said
we'll
decide
if
we
want
to
disband
our
police
department.
I
Now,
after
that
exchange,
I
also
had
a
conversation
with
the
city
manager
and
the
new
city
police
chief
to
explain
to
him
why
I
was
so
riled
up
in
that
matter,
because
what
happened
was
our
chief
of
police
at
that
time?
Who
was
not
an
appointed
city
official?
He
was
a
department
head,
invited
the
sheriff
in
and
espoused
the
sheriff's
policy
to
a
group
of
individuals
here
in
the
city
as
far
as
what
we
are
going
to
do,
in
other
words,
you're
going
to
abide
by
what
the
sheriff
does
the
sheriff
is
an
elected
official.
I
We
are
an
elected
body.
We
set
policy
here
in
tarpon
springs,
not
the
sheriff.
The
sheriff
is
not
the
head
of
public
health
policy
in
pinellas
county
there's,
an
emergency
management
team
that
does
that,
and
I
wanted
to
make
sure
if
it's
that
it's
clear,
if
the,
if
the
sheriff
is
invited
here
to
the
city,
it's
done
by
the
city
commission,
not
by
the
chief
of
police.
I
I
made
my
point
very
clear
to
the
city
manager
and
to
chief
newly
appointed
chief
young
at
the
time,
and
I
wanted
to
make
sure
that
that
was
the
theme
that
was
going
through
many
people
in
the
community
who,
by
the
way,
were
here
at
the
time
those
choices
were
made
that
pay
pac
was
made
with
the
with
the
police
department,
I'm
very
proud
of
our
police
department.
They
do
an
excellent
job,
I
wouldn't
trade
them
for
the
world,
but
that
doesn't
mean
that
gives
them
the
right
to
bring
the
sheriff
in.
I
So,
commissioner
donovan,
I
appreciate
what
you're
saying,
but
why
don't
you
explore
what
the
issue
is
before
you
start
making
counter-allegations
of
my
professionalism?
By
the
way
I
was
city
manager.
When
that
happened,
we
are
the
ones
who
put
that
to
referendum
to
keep
the
police
department.
Here
you
can
smile
all
you
want,
commissioner
donovan,
the
ethics
you,
you
know
it's
good,
maybe
city
manager,
lacour
shows
you
the
emails
that
that
he
wants
you
to
see.
I
I
can
show
you
an
email
where,
when
I
was
running
for
commissioner,
he
actually
was
politicking
or
trying
to
convince
another.
Former
commissioner,
to
run
against
me,
not
only
did
he
try
and
have
that
conversation
I
confronted
the
person
that
was
thinking
about
that,
and
they
acknowledged
that.
Not
only
that,
but
I've
got
the
city
manager
on
video,
basically
politicking
here
about
how
he's
worked
well
with
a
man
and
and
all
this
other
stuff
and
we're
looking
forward
to
working
for
him
in
the
future.
I
And,
quite
frankly,
I
don't
think
that's
fair
either.
So
when
you
start
talking
about
ethics,
I
think
you
need
to
turn
around
and
take
a
look
at
your
city
manager,
and
I
can
name
things
that
happened
ten
years
ago
five
years
ago
when
it
when,
during
the
sponge
docs
fiasco
of
wasting
330
000
when
he
was
trying
to
basically
sully
my
good
name
at
that
time.
I
As
far
as
as
far
as
as
far
as
this
issue
here
I
want
to
make
sure
all
of
you
understand
where
I
stand
on
this.
I
sent
city
manager
la
course
on
email.
I
asked
him
some
questions.
It
was
not.
It
was
not.
It
was
just
a
status
and
I
would
do
that
on
occasion.
I'm
sure
you've
not
seen
some
of
the
other
emails
that
I've
sent
him
unless
he's
chosen
to
copy
you
on
the
emails
that
he
responds
to
about
five
of
them.
Those
results
were
unsatisfactory.
I
What
criteria
do
I
use
to
determine
whether
they're
unsatisfactory
whether
he
would
accept
those
answers
from
his
department
heads-
and
I
said
I
don't
think
so,
and
I
did
not
so
I
came
back
and
I
asked
him
with
regard
to
the
five
items
to
explain
itself
and
I'm
going
to
get
into
that
in
a
minute,
but
as
far
as
the
two,
as
far
as
the
three
votes,
you
better
believe
it.
I
I
think
one
of
the
commissioner
or
city
manager,
la
course's
problems
right
now
he's
got
absolutely
no
incentive
to
do
a
good
job
and
what
I
mean
by
we've
been
giving
him
a
free
ride,
whether
it's
the
library,
the
cultural
center,
the
city
hall,
other
buildings.
We
keep
seeing
these
buildings
the
safford
house
to
keep
seeing
these
buildings
in
a
dilapidated
state.
We
did
a
building
assessment
report
that
was
going
to
cure.
The
problem.
Next
thing
I
see
is
the
golf
course
clubhouse
on
facebook,
with
people
kind
of
making
fun
of
it.
I
So
how
do
we
allow
our
buildings
to
get
to
that
position?
You
look
at
the
building
assessment
report
that
was
supposed
to
cure
that
there's
nothing
in
there
about
fixing
that
building
nothing.
I
asked
the
city
manager.
What
are
we
going
to
do
about
it?
Well,
it's
a
high
priority,
we're
going
to
get
to
it
soon.
That
was
the
answer
to
that.
We
demolish
a
shelter
at
sunset,
beach
right,
you
go
to
the
building
assessment
report.
I
I
Sunset
beach,
so
we've
demolished
it.
You
would
think
you
would
think
if
we
were
a
little
proactive
we
would
do
and
that
assessment
we
would
see
that.
Maybe
there
was
something
wrong
with
that:
building
we're
going
to
have
to
demolish
it.
So
let's
go
ahead
and
see
if
we
have
money
enough
to
put
it
put
one
back
in
its
place
and
and
that
hasn't
happened.
I
So
let
me
get
back
to
this
thing
here
and
kind
of
cool
down
a
little
bit.
I
did
write
a
memorandum,
and
so
I'm
not
going
to
read
the
whole
thing,
but
I'm
just
going
to
kind
of
go
through
this
a
little
bit.
I
First
of
all,
I
let
this
matter
go
forward
without
comment.
However,
now
I
would
like
to
initially
ask
the
commission,
where
the
city
manager
now
it's
interesting,
that
he
put
that
agenda
item
four
on
there.
You
did
not
commissioner
donovan
he
did
and
then
he
withdrew
it,
and
I
said
why
don't
we
just
ed,
let
me
just
get
a
sense
from
the
commission
whether
they
wanted
to
talk
about
those
five
things
on
the
13th.
I
He
brought
up
the
ethical,
the
professionalism
of
my
email,
communications
and
then
now
you
know,
commissioner
donovan
you're
hijacking
this
whole
issue,
just
like
you
did
when
I
had
some
issues
with
the
city
manager
and
his
performance
you're.
Accusing
me.
I
To
get
some
good
information
on
so
I
let
this
thing
go
forward
without
comment.
However,
I
would
like
to
initially
ask
this
commission,
where
the
city
manager,
an
important
appointed
official
working
for
the
commission,
has
the
audacity
to
publicly
admonish
a
city
commissioner,
an
elected
official,
for
what
the
city
manager
perceives
to
be
a
problem
with
the
commissioner.
I
I
That's
what?
Basically,
I'm
saying?
That's
all
and
I'm
happy
to
do
that
not
to
get
blindsided
like
what
you're
doing
this
evening.
Commissioner
donovan,
which
I
don't
particularly
think
is
fair,
continue
smiling
the
last
time
I
gave
you
all
a
memorandum
of
what
I
was
going
to
say,
and
then
you
all
attacked
me
for
things
that
you
couldn't
even
find
any
evidence
of
in
that
memorandum.
I
In
any
case,
I
wish
to
call
the
commission's
attention
to
the
progress
of
several
projects
where
the
status
was
reported
to
me
in
a
recent
email
from
the
city
manager.
I
very
much
need
your
help
to
get
the
city
manager's
attention.
First,
I
wish
the
state
that
I
have
no
issue
with
the
city
staff.
We
have
an
excellent
group
of
professionals.
I
What
I
do
is
what
I
do
have
is
an
issue
with
the
city.
Manager,
of
course,
is
a
ability
to
complete
in-house
projects.
It's
easy
to
hire
contractor
for
a
fee.
He
or
she
gets
paid
only
when
the
work
gets
done.
It's
another
matter
with
in-house
projects.
It
takes
leadership
and
management
skills,
including
knowing
when
to
ask
for
help.
I
I
recently
requested
the
status
of
several
projects
that
includes
a
request
for
information.
I
took
the
issue
with
city
manager,
licorice's
response
to
five
of
those
based
on
one
single
criterion.
That
criterion
is
whether
he
would
find
his
responses
acceptable
if
there
were
answers
provided
to
him
by
staff,
I
do
not
believe
he
would.
I
do
not.
I
Secondly,
concerning
city
manager
of
course's
question
on
the
professionalism
by
emil
email
communications,
it's
important
to
recognize
how
I
communicate
with
city
manager
la
course
for
the
past
several
months,
regardless
of
whether
it
is
in
writing
or
by
voice.
It
has
been
directed
to
only
him
his
responses,
on
the
other
hand,
either
come
to
me
or
to
me
in
the
commission
or
to
me,
the
commission
and
the
department
heads
now.
The
city
manager
may
find
some
of
my
communications
critical
in
one
way
or
the
other.
I
Here's
how
I
see
it,
the
city
manager,
public
meeting
public
meeting
after
public
meeting
allows
his
staff
to
brief.
Whatever
the
matter
is
directly
the
commission,
he
says
little
if
later
things
do
not
go
as
they
should.
I
asked
the
critic
city
manager.
Why,
when
I
find
the
response
lacking
as
described
above,
I'm
critical,
apparently
city
manager,
of
course
believes
that
I'm
being
critical
of
the
staff-
or
at
least
he
portrays,
though,
in
those
terms
that
is
not
correct,
I'm
being
critical
of
him.
I
The
city
manager,
of
course
wishes
to
copy
his
staff
on
our
communications.
His
and
mine
give
them
and
give
the
impression
that
I'm
being
critical
of
them,
meaning
his
staff.
That
is
his
choice.
Again,
I'm
being
critical
of
him,
not
his
staff
in
a
city
forum,
city
manager,
form
of
government,
there's
only
one
person
responsible
to
the
commission
for
the
administrative
administration
of
the
city
and
that's
the
city
manager.
It's
not
the
department
head.
I
So
if
I
cannot
be
critical
of
the
city
manager-
and
I
cannot
say
anything
at
all,
because
it
may
be
perceived
that
my
being
critical
of
the
staff-
or
at
least
the
city
manager
tries
to
make
it
look
that
way,
then,
who
can
I
be
critical
of?
Tell
me,
commissioner
donovan?
Who
can
I
be
critical
of
if
I
can't
criticize
the
commissioner
city
manager
licorice
and
if
I
say
anything,
he
pitches
it
and
I'm
criticizing
the
staff,
and
am
I
supposed
to
just
sit
here
and
let
things
go
as
they
go?
I
I
I
have
time
on
my
hands
and
I
follow
how
we're
progressing
so
I
went
back
and
I
couldn't
like
I
kind
of
put
things
together
chronologically
in
the
email
city
manager
of
course
stated
the
one
that
he
responded
to
me
with
and
copied
you
and
the
city
staff
that
he
is
revising
the
plan
based
on
input
given
by
the
city
commission
at
the
cra
meeting
on
january
12
2021
three
months
ago.
I
So
now
we're
beginning
to
revise
the
plan
not
as
soon
as
we
heard
it
and
gave
him
input,
but
now
not
only
that,
but
he
is
also
suggesting
another
meet
or
walk
with
each
of
the
commissioners.
Why?
I
don't
know,
I
already
did
one
walkthrough
that
took
about
three
hours
with
the
staff
to
provide
them
feedback
from
businesses
and
property
owners
on
november
2nd
last
year,
seven
months
ago,
in
the
list
of
major
projects
and
accomplishments
of
2020
item
62
presented
at
the
commission
meeting
on
january
26
2021
less
than
three
months
ago.
I
It
states
that
the
expected
completion
of
the
south
safford
avenue
improvements,
which
were
part
of
this
downtown
plan,
is
april
2021..
It's
april,
I
took
a
drive
through
safford
there's
nothing
there.
Nothing
has
changed
for
that
matter.
This
downtown
project
is
not
even
shown
in
the
latest
project
status.
Summary
report,
in
other
words
it
lists
all
the
projects
except
for
this
one.
It's
not
there
again.
Why
not?
I
Is
this
even
considered
a
bona
fide
project
by
city
manager?
Of
course
I
brought
it
forward,
yet
it's
not
even
showing
on
the
project
status
report.
The
overall
project
involves
planting
trees
and
moving
acorn
lights.
Although
the
commission
said
the
acorn
lights
are
low
priority,
I
simply
do
not
understand
why
even
one
tree
cannot
be
planted
in
location
where
the
commission
had
no
issues,
especially
since
we
have
a
tree
bank
now
this
next
one
is
a
real
doozy,
and
I
want
to
challenge
any
of
you
to
tell
me
where
I'm
wrong.
A
A
I
A
I
think
it's
going
to
help
you
it's
going
to
help
all
of
us,
according
to
the
comments
by
the
city
manager,
of
projects
that
are
in
progress
and
he
will
provide
the
boc
with
updates
as
they
become
available.
Projects
will
be
scheduled
to
be
discussed
by
the
boc
based
on
the
availability
of
the
board
and
the
auditorium
for
work
sessions.
A
You
already
have
the
information
there
and
that
will
be
a
place
that
we
all
of
us
and
the
public
can
actually
go
to
the
website
and
look
at
it.
It
was
something
like
that
that
I
I
suggested
to
mr
li
curtis
couple
years
ago.
We
did
that
on
the
major
projects,
but
I
think
we
ought
to
include
all
these
into
into
the
spreadsheet,
to
be
available
to
us
and
to
the
public.
I
Mayor,
I
agree
with
that.
You
know.
I
agree
with
that.
The
problem
is
you
know
it?
It's
not
just
it's
not
just
talking
about
it
and
it's
not
just
planning,
but
it's
actually
doing
the
work
and-
and
you
know,
we've
got
projects
that
are
running
real
well.
When
we
have
a
contractor
that
comes
on
board,
they
do
an
excellent
job.
The
project
gets
done.
It's
all
these
in-house
projects
that
the
buildings
are
not
kept,
the
streets
are
not
clean
and,
and
I
don't
sit
there
and
nag
the
the
city
manager.
I
A
Go
ahead
and
finish
up
my
thoughts
too
we'll
go
ahead
and
finish
what
you
had
to
say
all
right,
but
I
believe
this
process
here,
which
is
all
right
already
in
place.
That
can
be
helpful.
The.
I
North
pinellas
beautification
project,
I'm
particularly
befuddled
by
this
one.
This
is
not
my
project
in
that
it
was
started
long
before
I
was
a
commissioner.
However,
it
is
a
priority
for
me.
Vice
mayor
carr
asked
for
information
concerning
the
plantings
proposed
on
north
pinellas
avenue.
It
is
a
commissioner
meeting
at
a
commission
meeting
on
may
5th
2017
20
seven
four
years
ago,
so
something
was
being
worked
on
even
back
then
at
the
cra
meeting
of
november
12
2019
17
months
ago.
I
Four
of
the
five
commissioners
named
this
project
is
their
high
priority
17
months
ago.
Three
of
you
are
here
tonight
commit
former
commissioner.
Receiver
is
the
fourth
at
the
commission
meeting
of
january
14
2020
15
months
ago,
the
city
manager.
There
will
be
stated
that
there
will
be
a
beautification
happening
on
north
pinellas
avenue
in
2020.
Maybe
he's
talking
about
the
hanging
baskets,
it's
now
2021..
I
Moreover,
the
whole
beautification
landscaping
plan
was
presented
to
the
commission
on
july
14
2029
months
ago.
At
that
meeting,
commissioner
terpani
stated
he
wanted
the
work
to
be
done
sooner
rather
than
later
again
in
the
last
list
of
major
projects,
accomplishments.
2020
item
61,
the
one
that
we
did
this
year
presented
at
the
commission
meeting
on
july,
26
2021
less
than
three
months
ago.
It
states
that
the
anticipated
completion
of
this
project
is
summer
2021
this
summer,
2021
three
months
from
now.
I
I
I
think
the
spread
sheet
is
fine
mayor,
but
it's
going
to
take
a
lot
more
than
that.
It's
going
to
be
something
to
hold
the
city
manager
accountable,
that
oh
to
do
things
when
he
says
he's
going
to
do
them
and
get
them
done.
That's
the
issue
and
when
I
sent
him
emails
asking
about
that
and
all
of
a
sudden
he
becomes
defensive
and
I'm
aligning
the
staff,
and
he
finds
one
commissioner
who
wasn't
even
born
when
some
of
these
things
came
up
to
champion
his
cause.
K
I
A
I
could
be
let
me
let
me
finish
this
we'll
go
back
to
you
because
you
already
spoke
well,
I
had
I've,
read
their
emails
between
commission
verticals,
the
city
manager,
mr
liquorice,
and
I
I
didn't
like
it.
I'm
very
concerned.
A
Comments
between
the
boc,
the
city,
manager
and
staff,
it
should
be
in
in
a
professional
manner.
I
regret
reading
the
statement
that
was
re
read
by
I
mean
ruling
by
commissioner
vaticurus
in
a
previous
email
saying,
mark
situations
like
these.
A
I
wish
I
had
two
other
votes
to
send
you
a
stronger
message,
as
I
said
before,
that
it's
a
good
idea
when,
when
you're
upset
or
when
you're
all
upset,
because
we
all
have
our
moments
put
that
email
on
draft
wait
to
the
next
day,
read
it
again
before
you
send
it
out
many
times.
I
do
that
many
times.
I
do
that
because
comments
like
that
appears
to
be
intimidating
and
it's
not
productive.
A
I
It
again
tomorrow
I
mean
it
until
the
city
manager
understands
there's
two,
I'm
not
talking
about
firing.
I've
never
said
anything
about
firing
the
city
manager,
not
even
back
in
october.
When
you
talk
about
this,
it's
just
for
him
to
do
a
better
job.
That's
all
along
the
lines
that
I've
talked
about,
rather
than
kicking
the
can
down
the
street
on
some
of
these
major
projects
that
we
keep
talking
about.
That's
all.
A
Well,
my
suggestion
is:
when
you
you,
when
you're
upset,
I
know
we
got
our
moments.
We
all
did
just
put
it
on
draft.
Wait
till
the
next
day
cool
down,
read
it
again.
Is
it
really
what
you
wanted
to
send
and
then
send
it
fine.
A
K
Yeah
just
to
respond,
I
mean,
I
think,
it's
ridiculous.
You
attack
my
age
and
you're
the
one
losing
your
composure
here.
I
gave
you
three
actual
examples
of
unprofessional
emails.
You
know,
example
a
professional
would
be
when
you
just
talked
about
the
quality
of
the
building
assessments
being
done
and
where
those
could
be
improved.
That's
professional,
that's
good
criticism,
but
it
turns
unprofessional.
Once
you
start
pointing
your
finger
saying:
oh
you
weren't
even
born
what
you
know
that
that
kind
of
stuff-
that's
unprofessional,
so
I
mean
you
can
criticize
whoever
you.
F
K
I
mean
it's
just
it's
really
ironic
that
this
is
coming
from
the
from
the
same
person
talking
about
professionalism,
he's
losing
his
cool
he's.
Talking
about
my
age.
He's
I
mean
you
can
criticize
whoever
you
want,
but
you
need
to
be
more
professional
about
it.
I
gave
you
three
actual
examples
of
your
actual
written
statements.
K
This
is
what
I'm
talking
about,
though
I
can't.
I
cannot
approach
the
subject
with
three
evidence.
Examples
of
unprofessionalism
without
you
losing
your
cool
attacking
my
age,
attacking
my
experience.
You
just
immediately
try
to
go
for
the
throat
make
it
personal.
Don't
do
that
be
professional
when
you
deal
with
staff,
I'm
a
big
boy,
I
can
handle
it.
So
I
don't
care
what
you
say
to
me
up
here,
but
when
it
comes
to
actual
staff,
you
need
to
treat
them
better.
H
Yes,
I
appreciate
commissioner
donovan
and
what
he
said
and
I
appreciate
all
you
all
of
you
have
seen
what
has
happened
over
the
last
year
with
strings
of
emails
with
the
pattern
we've
seen
so
you've
all
seen
it
and
yes,
I'm
not
thin
skinned.
I
take
it.
I
expect
it
from
commissioner
killed
us,
because
it's
just
something
I
expected.
H
I
expect
the
accusations
when
you
go
back
to
the
sponge
doc
project
and
any
of
the
accusations
you
see
in
that
document,
having
resigned
early,
that
most
of
them,
if
somebody
would
do
some
investigative
looking
into
the
truth
of
the
matter,
they
are
false
and
I
stand
now
that
say
many
of
the
things
he
says
in
there
about
my
blame
for
sponge
dog
project
is
absolutely
false
and
the
record
would
prove
it,
but
he's
going
to
say
it
and
he's
going
to
believe
it
and
there's
a
group
of
people
out
there
is
going
to
believe
it,
no
matter
what
I
say.
H
So
that
is
what
it
is.
It
got
to
the
point
and
let
me
get
to
this
situation
here,
where
it
got
to
the
point.
It
started
obviously
with
the
sunday
email,
nice
quiet
sunday
relaxing
from
a
long
week,
and
this
email
comes
in
about
a
facebook
post
now.
In
reality,
this
facebook
post
was
called
to
my
attention,
the
thursday
before
the
email.
H
I
don't
like
it,
but
there's
a
bunch
of
people
out
there
who
always
call
my
attention
when
this
happens,
which
is
good
because
I'd
like
the
people
to
call
to
the
attention
of
me
not
on
a
facebook
thing
where
I
can't
respond.
If
I
can't
see
so
thursday,
it
was
dealt
with,
and
I
called
to
find
out.
What's
going
on
with
this,
this
item
on
the
facade
and
the
fascia
of
the
golf
course
was
identified.
It
was
identified
in
item
14
of
the
survey.
H
It
was
identified
that
it
was
budgeted
for
this
year.
However,
in
commissioner
vaticos
it
was
in
the
column
b
and
not
c,
where
it
probably
should
have
been,
but
it
is
in
there
when
you
look
in
b
that
that
fascia
was
was
identified.
First
of
all
in
his
report,
it
was
budgeted
from
this
year.
It's
a
line
item
in
your
budget
that
you
approved
it
was
there,
and
the
issue
was
with
all
the
projects
and
this
issue
of
not
getting
things
done.
H
We
have
always
for
the
past
several
years
had
two
and
a
half
years
of
projects
every
year
to
try
to
get
done
with
a
year.
We've
got
a
staff
that
works.
It's
very
hard
trying
to
get
the
large
number
of
things.
Just
look
at
all
the
projects
we
got
going
on
in
the
project
list.
We
got
a
ton
of
projects
like
you
identified
that
we
don't
have
on
that
list.
H
Please
tell
me
and
we'll
add
it
to
that-
that
not
only
you
can
see,
but
that
the
public
can
go
on
the
website
and
see
so
we
can
do
it
so
that
offer
was
made
to
you
when
we
talked
about
what
you
said,
the
spreadsheet
and
yeah
there's
a
lot
of
things
on
there
that
we're
working
on
these
things.
Like
a
couple
of
these
items
on
here,
you
know
two
or
three
of
them
aren't
something
you
add
the
project
thing,
but
a
couple
of
them
are
and
they're
real,
easy,
simply
hey.
H
I
would
like
the
progress
of
the
downtown
to
be
on
this
list
and
update
it.
Every
week
I,
like
the
project
of
you,
know
that
was
told
to
you
to
let
us
know
to
put
it
on
and
we'd
be
glad
to
put
it
on
it.
I've
already
told
bob
from
this
list.
I
already
see
some
things
we're
going
to
put
on
the
list,
but
that's
your
pride
of
the
commission-
and
you
know
some
of
you
have
told
me
about
things
that
are
on
the
list
and
whatever's
on.
H
H
One
of
the
reasons
were:
there's
a
lot
of
projects
going
on,
and
I
know
from
in-house
again
we
do
things
in-house
because
we
saved
this
city
so
much
money
to
do
a
lot
more
project
in-house
I've
already
told
them
we're
probably
going
to
have
to
do
more
hiring
out
because
we
just
can't
keep
up
with
the
volume
of
projects
and
we're
going
to
discuss
and
do
this.
But
in
this
case
there
was
two
reasons
why
it
wasn't
gone
right
away.
H
The
evaluation,
the
building
and
the
problem
was
there's
no
leakage.
There
was
no
damage
that
this
ugly
look
was
going
to
do
to
the
building.
There
was
nothing
that
letting
it
go.
A
few
months
longer
was
going
to
hurt.
The
building
with
the
golf
course
was
very
busy,
so
the
thought
of
was
to
get
some
of
the
other
projects
done,
that
this
group
of
in-house
people
go.
The
mayor
knows
the
mayor
is
very
anxious
for
me
to
start
october
1
on
the
senior
center
at
the
rec
center.
He
knows
we've
been
working
on
several
plans.
H
We
got
designed
and
we're
going
to
do
it
in-house
to
save
a
lot
of
money,
but
he
recognizes
and
knows
that
that
probably
is
going
to
start
in
the
april
or
may
area
because
we're
trying
to
get
something
done.
But
you
know
that's
something
I'm
sure
he
would
like
started
in
october
when
the
budget
came
in,
but
we
got
to
balance
the
whole
budgetary.
We
got
to
balance
them
throughout
the
year.
The
thought
was
it's
real
busy.
The
golf
course
to
be
doing
construction
and
doing
that.
H
Let's
wait,
let's
get
the
other
projects
done
and
then,
when
it
slows
down
a
little
bit
after
easter,
we'll
do
that
project.
So
obviously
I
said
to
them:
that's
fine,
your
plan,
but
obviously
it's
come
to
attention.
The
public.
We
got
a
nice
patio
where
you
put
nice
furniture
out
and
the
people
are
sitting
there
enjoying
the
golf
course
but
they're
sitting
there
looking
at
that.
Obviously
we
probably
need
to
get
it
done
now
and
not
wait
anymore
or
wait.
We
need
to
get
it
done
now
because
you
know
we
need
to
go
so
thursday.
H
You
get
you
find
out
about
the
problem.
You
talk
with
everybody,
you
find
the
reason
the
reasonings
very
reasonable,
but
we
said
you
know
we
really
need
to
get
this
done
because
you
know
it's
hit
facebook.
It's
hit
this.
Let's
move
it
back
up
the
scale
and
not
wait
two
or
three
more
weeks
when
the
golf
course
are
down
it's
settled
and
then
the
email
comes
in
now.
I
have
no
problem
with
asking
an
email
asking
what
is
going
this
this?
H
You
know
sunday,
I've
notified
I've
been
notified
that
this
is
out
what
is
going
on
with
with
the
golf
course
and
the
product,
but
you
read
the
whole
tone
and
textured
email.
It's
the
same.
You
can
go
back
almost
every
month.
You
can
find
an
email,
it's
got
the
same
tone
and
texture
again.
I
know
city
managers
have
to
take
abuse.
H
Hey,
there's
an
issue
here
in
this
memo.
Specifically
tom
function
was
mentioned,
not
me
tom
function,
so
you
got
a
department
head
who
insinuates
not
doing
his
job.
So
these
things
don't
just
have.
If
it's
just
me,
he
can
call
me
anything.
He
wants
or
anything
else
with
these
effects
staff
and
being
put
like
this,
and
they
don't
happen
face
to
face.
They
don't
happen
here.
They
always
happen
on
the
keyboard
and
and
again
it's
not
productive.
H
We're
dealing
with
issues
I
mean
we
have
the
fabrication
of
the
the
the
coach
into
the
city
manager,
type
thing
that
was
in
the
main
thing
that
was
absolute,
complete
fabrication
and
these
things
affect
and
then
not
letting
me
explain
some
of
these
things,
which
I
could
explain
further.
I
just
gave
simple
answers
and
not
just
a
simple:
can
you
give
me
a
little
information?
I
don't
understand
this.
We've
done
things
on
the
corridor
and
we're
going
to
continue
doing
things
on
the
altar
19
court.
H
We're
going
to
continue
to
look
at
private
properties
and
what
I
said
on
there
was
we're
still
doing
the
minor
things,
but
to
make
that
north
pinellas
to
get
that.
Look
that
we
want
we're
going
to
have
to
do
the
state,
probably
because
the
state
has
told
us
first
of
all,
they
won't
let
us
plant
any
trees
on
there
to
look
good.
H
Second
of
all,
if
we
do
anything
you
know,
as
I
reported
to
you,
we
have
to
move
all
those
tree
wells
and
get
them
off
the
road
which
is
going
to
be
a
major
dollar
project
and
we're
continuing
to
do
the
little
things
and
look
at
the
little
things
and
work
with
them.
But
my
simple
statement
was
on
there.
The
next
step
we
have
to
do
is
go
for
a
whole
streetscape
project.
To
me,
I
don't
see
that
that's
an
answer
to
to
to
bring
about
what
that
is.
H
The
downtown
project.
On
january
me
and
my
staff
didn't
come
out
of
that
meeting-
that
there
was
a
consensus.
What
to
do
there?
First
of
all,
we
made
a
mistake
of
stretching
this
thing
out
and
doing
it
all
past
the
cra.
Our
funding
was
for
the
cra
and
we
needed
to
refine
it.
I
didn't
like,
I
didn't
think
we
had
good
consensus
coming
out
of
it.
I
told
tom
function.
You
need
to
work
again
the
plans
down
we're
not
going
to
do
work
down
there
when
it's
busy.
Thank
goodness,
we
got
some.
H
It's
busy
downtown
we're
not
going
to
do
trees
and
have
you
know
we're
going
to
do
as
little
as
possible
until
the
season
pass,
which
talking
about
may
or
so
so
what
does
it
hurt
to
go
back
the
scope
and
get
with
the
commission
again
to
get
a
project
to
do
and
then
the
trees
and
the
stuff
it
can
be
done
pretty
fast.
That's
my
thought.
H
Commission
doesn't
like
that
or
think
I
got
content
consensus
then
they
can
just
tell
me
what
to
do,
but
it's
the
it's
the
method
of
these
things
and
how
how
they
are
written-
and
I
know
they
come
from
his
feelings
towards
and
he's
who
he
is,
and
I
am
who
I
am
and
we
agree
it's
the
one
thing
we
we
agree
on
and
stuff,
but
they're
not
and
they're
they're
having
the
effects
on
on
not
only
me
but
the
rest
of
things
and
that's
why
I
said
that
if
it's
dealt
with
tonight,
we
need
to
deal
with
the
whole
picture.
H
It's
wrong.
It
can
keep
going.
I
just
want
to
bring
it
to
your
attention.
I
don't
think
the
communication
is
effective.
I
don't
think
it's
professional
and
in
the
board
weigh
in,
but
I
know
as
city
manager,
I
got
to
take
what
I
get,
but
you
know
most
of
the
accusations
you
know
are
false
they're
misrepresented
and
you
know,
there's
no
sense
arguing
because
it's
not
going
to
change
the
minds
of
him
or
me.
H
I
just
ask
anyone
to
anything
that
is
said
to
look
into
it
independently
and
come
to
your
conclusion
and
that's
why
I
wanted
to
bring
it
to
your
board
this
board,
to
bring
to
your
conclusion.
Is
this
the
proper
way
to
communicate
and
for
us
to
work
as
a
team,
because
we've
got
enough
distinction?
H
A
Thank
you,
mr
li
curious,
the
what
I
was
suggesting
about
the
spreadsheet.
I
know
this
is
something
that
we
status
a
few
years
ago.
Yes,
if
you
just
made.
I
A
A
A
I
I
A
Miss
city
manager,
one
second:
this
is
public
comments.
It's
not
made
to
be
discussions.
I
think
we
went
overboard
with
that.
If
it
is
something
that,
if
all.
A
I
Anyway,
the
only
thing
that,
regardless
of
whether
people
say
it's
innuendo
allegations
the
facts
are
the
facts.
These
are
dates
that
I
provided
they're
come
they're
out
of
reports,
they're
out
of
city
commission,
regular
sessions
they're
there,
I'm
not
fabricating
this.
These
dates
and
we
can
have
a
status
report,
but
the
bottom
line
is
the
work
needs
to
get
done,
and
I
you
know
if
we
feel
that
there's
too
many
people
around
to
plant
a
tree
and
you
you
you
willingly
accept
that,
then
that's
fine.
I
there's
nothing.
I
can
do
about
it.
I
A
J
I'll
just
make
a
quick
comment.
Can
I
I
mean
just
to
weigh
in
on
this
whole
situation
that
we've
had?
I
did
call
mark
monday
morning
and
I
I've
shared
my
I
expressed
with
him.
Personally,
I
didn't
think
the
email
was
appropriate.
Now
I
didn't
write
the
email.
So
it's
not
for
me
to
apologize
or
say
it
was
inappropriate
specifically,
but
I
shared
with
them.
I
didn't
think
it
was
inappropriate.
I
thought
it
was
inappropriate
at
the
time.
J
Do
I
get
passionate
at
times
as
well
with
projects
that
aren't
getting
done
absolutely
100.
Do
we
want
to
see
the
city
move
forward
as
a
board
100?
We
have
a
lot
of
different
projects
that
are
moving
forward.
We
have
a
lot
of
things
that
we're
juggling
as
a
board
and
as
the
city
staff
has
to
work
with
within
the
budget,
does
it
all
go
as
planned?
J
No,
not
at
all-
and
I
think
that's
understood
with
the
history
of
tarpon
springs
and
the
history
of
other
boards
and
that
you
see
rollovers
from
budgets
years
to
the
next
budget
year.
So
I
mean
I
would
just
sit
back
and
say:
what's
work
with
each
other
from
a
professional
manner
and
try
to
work
forward
to
continue
to
serve
the
residents
to
be
one
of
the
greatest
cities
in
tampa
bay.
A
Well
before
we
conclude
this
special
session,
I
would
like
to
say
that
just
repeat
what
the
vice
mayor
says:
we
need
you
to
work
together
in
in
a
positive
way
and
you
know
to
be
productive
to
better
serve
the
people
of
tarpon
springs
with.
That
concludes
the
special
session
and
it's
adjourned
at
9,
00.