►
From YouTube: Board of Commissioners 5-3-22
Description
Regular Session
A
A
A
B
A
B
Good
evening,
commissioners,
this
will
be
a
real
short
intro
on
my
part,
angela
crist,
dr
neal,
dr
neely
and
dr
daley
are
here
tonight
to
give
you
an
orientation
where
we
are
with
what
we've
done
so
far
and
where
we
are,
where
we're
going
with
the
strategic
plan.
So
with
that,
I
think
I'll.
Just
let
angela
take
it
away
here
and
because
she's
more
equipped
to
deal
with
this
than
I
am
tonight.
D
Well
good
evening
and
congratulations
to
the
newly
elected
members
of
the
commission,
it's
nice
to
see
you.
We
got
to
see
some
of
you
during
the
strategic
planning
process
but
nice
to
see
you
up
on
the
edeus,
so
I'm
just
going
to
dive
in
and
for
those
of
you
and
congratulations
to
the
to
the
mayor
being
elected
mayor.
Congratulations!
D
Yeah
I
got
it,
it
wasn't
working!
Okay,
okay,
thank
you!
Okay!
So
just
really
briefly,
this
is
what
we're
gonna
do
tonight.
I
just
would
like
to
share
with
you
the
scope
of
work,
some
of
the
data
that
we
collected
as
part
of
phase
one.
So
I
really
want
you
to
think
of
phase
one
as
our
data
collection
phase.
D
D
So
that's
phase
one
of
the
deliverables
of
the
project
phase
two,
and
this
is
where
all
of
you
come
in.
So
as
you
can
see
here,
hopefully
I
believe
you've
all
received
all
of
these
dates
for
what's
coming
up
and
we'll
talk
a
little
bit
more
about
these.
But,
as
you
can
see
we're
here
tonight
for
this
orientation,
we
do
have
a
very
long
and
interactive
day
planned
for
may
21st
and
that's
where
we'll
really
dive
into
the
priorities,
the
goals
and
objectives.
D
We
will
then
follow
that
up
with
a
leadership
meeting
with
the
city
manager
and
his
team
and
then
we'll
come
back
together
on
june.
The
7th
followed
again
by
another
leadership
meeting
and
then
the
intent
is
sometime
in
july
we
will
have
a
draft
report
for
internal
review
and
then
I
believe,
we've
marked
august
30th
for
the
final
report
to
be
presented
to
the
commission.
D
D
Very
interestingly
enough,
when
we
did
the
true
north
exercise
for
those
of
you
that
don't
know
it's
an
exercise
where
people
would
place
themselves
in
different
areas,
so
you
would
say
I'm
north
south,
east
or
west,
if
you're,
if
you,
if
you
identify
in
the
north
you're
one
of
those
people
who
wants
to
make
it
happen
right,
you
just
want
to
make
it
happen,
no
matter
what,
if
you're
in
the
west
you're,
you
are
very
detailed.
You
want
to
know
everything
you
pay
attention
to
all.
How
do
you
cross
the
t's?
D
How
do
you
dot
the
eyes
if
you're
in
the
east?
You
really
like
to
look
at
the
big
picture
right
so
you're
not
as
much
worried
about
the
details
as
what's
the
big
picture?
How
are
we
at
that
hundred
thousand
foot
level
and
then
for
the
southerners?
It's
really
about
caring,
and
so
at
that
time,
all
of
the
commission.
D
All
everyone
fell
into
caring,
but
you
did
have
some
different
personalities
within
the
commission,
and
so
it
was
wonderful
to
be
able
to
do
that
because
from
there
we
were
able
to
identify
some
guiding
principles
and
we
think
of
guiding
principles
as
those
non-negotiable
behaviors.
So
those
are
the
way
that
you
as
a
commission
would
want
to
act.
D
How
you
would
want
the
community
to
act,
and
so
there
were
six
kind
of
key
areas
that
rose
to
the
top
and
they
were
citizens
first,
strategic
decision
making
fiscal
responsibility,
communication,
visionary
leadership
and
preservation,
and
those
were
the
six
kind
of
key
themes.
If
you
will
for
principals
that
rose
to
the
top
at
that
time,.
D
Following
this,
we
conducted,
as
I
mentioned,
a
citizen
engagement
session,
and
that
was
held
on
august
26th
and
again,
some
of
the
things
that
rose
to
the
top
for
the
citizens.
Current
successes
were
the
security
and
welfare
of
the
people,
again
the
natural
resources,
the
parks
and
waterways,
history,
heritage
and
preservation.
D
One
of
the
interesting
things
that
came
out
of
this
session
was
that
we
heard
the
citizens
say
that
they
were
interested
in
a
in
a
connection
between
the
preservation
of
heritage
and
culture
and
public
arts,
as
well
as
preparing
for
climate
change,
so
they
they
saw
the
value
of
needing
to
plan
for
climate
change.
They
saw
the
value
of
the
arts,
but
they
were
really
really
committed
to
making
sure
that
that
history
and
heritage
and
culture
was
not
lost
along
the
way.
D
D
D
D
Okay,
I'm
gonna
turn
it
over
to
dr
nealy,
so
dr
neely
is
an
associate
professor
in
the
school
of
public
affairs
I
like
to.
He
is
going
to
introduce
himself
because
he
has
a
very
long
list
of
accomplishments,
but
I
like
to
say
he
is
my
survey
guru,
so
he
is
going
to
talk
about
the
resonance
survey
a
little
bit
and
give
you
some
data
and
be
happy
to
answer
any
questions.
But
before
I
do
that
any
questions
on
what
I've
shared
with
you
so
far,
all
right
great
dr
neely.
Thank
you.
E
I
have
no
accomplishments
of
note,
and
you
can
call
me
steven
so
and
this
is
very
dangerous.
I
should
warn
you.
One
of
my
goals
in
life
is
to
just
at
some
point
in
life
filibuster,
and
this
is
looks
like
the
best
setting.
I
have
to
pull
that
off.
So
you
know
if
I
start
just
reciting
movie
quotes
or
reading
a
phone
book.
You'll
know
why
now
so,
as
angela
pointed
out,
I
am
a
survey,
research,
methodologist
and
so
my
job
in
project
like
this
is
to
help
design.
E
E
We
can
talk
about
specific
data
points
and
numbers
if
you'd
like,
but
what
I'd
like
to
do
for
the
moment
is
just
kind
of
contextualize
what
you
have
by
a
talking
about
it
kind
of
in
relation
to
the
sample
in
relation
to
what
we
tend
to
see
in
similar
surveys
and
then
some
of
the
big
kind
of
big
picture
takeaways
and
then
any
specific
questions
you
have
about
numbers.
We
can
do
so
in
terms
of
interpreting
this,
so
we
have
316
responses.
E
We
that
gives
us
a
margin
of
error
for
your
community
of
about
5.5.
I
want
to
put
that
in
quotes,
because
this
is
not
necessarily
a
representative
sample
and
a
margin
of
error
is
not
a
useful
statistic.
If
you
don't
have
a
representative
sample.
In
our
case,
the
sample
is
a
little
bit
heavily
skewed
toward
homeowners
and
a
little
higher
income
than
the
population
as
a
whole.
E
My
big
picture
takeaway
is
that
that
the
residents
of
tarpon
springs
love
it
here,
there's
a
lot
of
things.
They
love
about
this
community
they're
very
happy
with
this
community
and
a
lot
of
the
concerns
they
have
are
concerns
that
are
very
consistent
with
what
we
see
in
other
communities
in
pinellas
county
and
on
the
gulf
coast
in
general.
E
E
C
E
So
I
didn't
go
to
anybody.
We
distributed
this
online
via
a
variety
of
mechanisms:
social
media,
local
media,
internet
web
page-
the
connect
tarpon.
I
believe
we
used
so
there's
a
variety
of
mechanisms
to
push
the
survey
out,
so
anybody
in
the
community
would
have
been
eligible
to
complete
it.
We
didn't
actually
partner
with
homeowners
associations
or
property
owners,
or
anything
like
that,
but
just
to
clarify
that
we
also
didn't.
We
didn't
go
to
anyone.
We
didn't
actually
go
out
and
be
like.
Please
take
this.
E
E
Yes,
we
did
ask
for
income
and
they
it
is
heavily
representative
of
your
higher
income
earning
brackets.
So
I
believe
the
mean
what
it
was.
What
was
the
mean
for
the
communities
around
50
000?
If
I
recall
I
have
it
here
in
front
of
me,
if
you
give
me
just
one
second
yeah,
so
the
census
is
showing
a
median
household
income
of
fifty
thousand
twelve
dollars
we're
seeing
about
fifty
percent
of
respondents
in
households
over
a
hundred
thousand.
B
C
E
Not
necessarily,
I
think
that
we
we
strategically
opted
not
to
collect
certain
demographic
information
for
the
risk
of
being
identifying
or
turning
people
off
from
completing
it.
That
was
something
we'd
discussed
with
the
city
at
the
time,
and
so
without
some
of
that
information,
it
would
be
very
difficult
to
wait
the
survey
the
way
that
they
do
with
like
an
opinion
poll,
but
we
can
certainly,
if
you
would
like
me
to
break
out
any
cross
tabs.
That
would
show
you
differences
in
in
certain
responses
by
by
those
categories.
E
C
And
you
know
for
us
to
make
decisions,
we
would
have
to
make
a
decision
on
a
cross-reference
of
who
lives
here
and
it's
it's
not
that
we
want
to
do
what's
just
for
one
group
versus
another.
I
know
it's
harder
to
get
feedback
from
the
lesser,
but
we
still
have
to
have
some
in
those
numbers
in
order
to
make
it
a
a
fair
across
the
board
type
survey.
E
E
The
only
area
when
we
kind
of
drilled
down
into
specifics,
where
the
community
was
not
rated
very
very
positively,
was
as
a
place
to
work
as
a
place
to
live
visit,
retire
great
ratings
as
a
place
to
work
they're
lower.
It's
not
uncommon,
it's
not
it's,
not
necessarily
an
industrialized
community,
and
so
was
that
we
got
to
come
up
with
a
signal
so
that
I
can
tell
just
yell
at
me
or
something
so
the
that
that's
not
to
that's,
not
unexpected.
E
That's
consistent
with
what
we
see
among
more
residential
communities
on
the
gulf
coast,
your
two
biggest
detractors
from
quality
of
life
in
the
community,
and
this
speaks
I'm
sorry,
sir.
Can
you
remind
your
name?
Is
I'm
mike
eisner
eisner?
This
speaks
to
what
commissioner
eisner
is
saying
as
well.
Is
that
we
have
to
keep
in
mind
that
we're
under
representative
of
certain
groups
here,
but
the
two
largest
areas
of
kind
of
discontent
for
lack
of
a
better
word:
traffic
congestion
and
public
transportation?
E
Now
I
can
tell
you
from
having
done.
I
don't
know
how
many
of
these
we've
done.
Now.
Those
are
the
two
biggest
complaints
in
every
community
in
west
florida
we
have
essentially,
for
all
intents
and
purposes,
we
have
the
worst
public
transit
of
any
major
metropolitan
area
in
america.
It's
just
a
reality.
Our
infrastructure
was
not
built
for
the
amount
of
volume
that
it's
receiving
right
now
so
traffic
couple
that,
with
a
lack
of
public
transit
everywhere,
we
look
up
and
down
the
gulf
coast
everywhere.
E
We
survey
same
same
two
biggest
tractors
from
quality
of
life,
traffic
and
public
transit.
So
while
it
is
disconcerting,
while
it's
hopefully
information,
that's
of
some
value
to
you-
there's
nothing
surprising
in
it,
and
obviously
the
resolutions
to
those
problems
tend
to
be
whole
of
community
solutions
and
not
necessarily
limited
to
one
jurisdiction
or
not,
not
necessarily
with
any
influence
of
one
jurisdiction.
E
Building
on
that,
the
the
things
that
that
your
residents
love
the
most
according
to
our
survey,
data
are
the
small
town
community
nature
of
tarpon
springs
and
the
history
and
culture
of
tarpon
springs
the
things
they
fear
the
most
from
what
I'm
seeing
in
the
survey
results
are
over
development
and
a
loss
of
that
that
history
and
that
culture,
that
a
loss
of
the
uniqueness
of
this
community
is,
are
the
things
that
they
really
tend
to
fear
the
most
from
the
responses
that
we
see.
We
did
a
swot
analysis.
E
We
looked
at
at
the
biggest
strengths,
it's
that
history.
It's
that
culture,
the
biggest
threats
to
the
community,
among
them
rapid
growth
and
urbanization
of
the
tampa
bay
region.
I'm
sure
you
all
have
seen
the
urbanization
maps
projecting
out
10
15
20
years
here,
they're
they're
insane
and
so
there's
a
lot
of
fear
that
that
that
growth
will
eventually
kind
of
consume
everything
that
makes
this
community
unique
and
so
they're
really
voicing
those
those
concerns
and
putting
those
forward
to
all
of
you,
as
as
their
hopes
and
goals
for
the
strategic
planning
process.
A
I've
got
a
question.
Yes,
sir,
on
the
on
the
traffic,
I
mean
it's
an
interesting
observation
and
I
tend
to
focus
on
the
city
and
and
and
we
do
as
well
transportation
and
and
getting
around
within
the
city
limits,
and
it
would
have
been
an
interesting
follow-up
if
it
would
have
been
a
question
whether
the
transportation
they
were
talking
about
was
going
elsewhere
outside
the
community,
which
was
a
big
problem
for
them
or
whether
it
was
something
within
the
community.
A
A
That
makes
that
a
target
for
making
a
comment
concerning
that,
but
in
reality
I'm
just
kind
of
curious
of
how
much
that
really
affects
there's
nothing.
We
can
do
about
it
in
terms
of
traffic
on
us
19.,
but,
and
we're
working
very
hard
to
create
a
walkable
community
and-
and
I
just
kind
of
wonder
how
much
of
an
effect
that
would
have
on.
Obviously,
you
can't
get
much
higher
on
their
rating
of
how
they
see
the
community
as
far
as
living
here.
So
I
don't
know
that.
E
Yeah
and
that's
that's
a
great
point,
that's
what
I
mean
when
I
say
a
whole
of
community
issue
that
it
extends
beyond
just
the
jurisdiction,
because
that
pass-through
traffic
that's
coming
on
these
major
thoroughfares,
there's,
not
a
lot
you
can
do
about
it.
Things
happening
in
other
communities
can
affect
the
flow
of
traffic
in
yours,
and
so
it's
really
difficult
to
have
kind
of
localized
solutions
for
some
of
those
major
arteries.
E
You
certainly
we
we
do
not
ask
that
in
a
standard
citizen,
satisfaction
survey,
but
we
there
certainly
can
be
follow-up
questions
that
will
get
at
that
and
you
can
have
open-ended
questions
that
will
help
to
identify
specific
problem
areas,
but
that's
not
standard
to
a
citizen
satisfaction
survey.
Every
every
community
is
so
unique
that
it's
difficult
to
kind
of
measure.
Those
in
unique
questions
without
building
an
actual,
an
entire
survey
around
traffic
and
congestion,
see.
C
His
from
what
I
hear
from
people
and
I'm
sure,
a
lot
of
the
people
up
here
here
also
everybody
speaks
about
five
o'clock
mirrors
and
all
19
meters
and
all
19.,
and
that
that,
if
you're,
asking
people
that
utilize
that
particular
area,
that's
what
you're
going
to
get.
So
that's
why
I'm
trying
to
find
out
in
order
for
me
to
understand
what
your
survey
brings
to
me,
the
value
of
it.
I
need
to
know
in
what
aspect
the
people
are
answering
the
questions
or
what
questions
you're
asking
to
get
those
answers.
C
E
E
You
would
need
a
more
developed
survey
to
dig
into
traffic
and
you'd
essentially
need
a
dedicated
traffic
survey
to
dig
into
those
some
of
those
kinds
of
issues
and
to
identify
problem
areas
to
identify
times
of
travel,
to
identify
some
of
the
differences
you're
talking
about.
I
completely
understand
the
type
of
data
you're
you're,
describing
it's
just
not
kind
of
what
the
strategic
planning
surveys
generally
start
with.
C
I
understand
the
issue
that
I
have
with
it
is
you
could
be
giving
us
facts
and
figures
that
would
not
help
our
particular
situation,
and
you
know
that
I
I
needed
to
be
that
specific,
because
we
ourselves
know
where
the
issues
lie.
So
when
I
ask
a
question,
I
I
want
to
delve
into
where
it
is.
That's
just
me
sure.
E
E
E
So
you've
got
majorities
of
folks
saying
that
it's
easy
to
contact
the
city
that,
oh,
that
it's
that
it's
the
folks
they
contact
are
courteous,
knowledgeable.
You
know
all
of
the
things
you're
looking
for
in
terms
of
interactions
with
staff.
The
kind
of
sticking
point
comes
with
when
we
asked
them
if
their
concern
was
completely
resolved
and
only
about
a
little
over
about
a
third
said.
E
Yes,
and
so
one
of
the
things
that
we've
seen
and
interacted
with
some
communities
that
are
doing
is
that
kind
of
follow-up
protocol,
whether
you
want
it
to
be
a
phone
call,
whether
you
want
it
to
be
a
survey
whether
you
want
it
to
be.
You
know
just
a
message
that
goes
out
to
them,
telling
them
what
to
do
if
their
concern
wasn't
resolved
and-
and
I
don't
know
what
is
currently
in
place
to
do
that-
but
it
might
be
something
it's
something.
We've
seen
success
with
in
hillsborough
county
among
other
jurisdictions.
E
That
might
help
to
do
two
things
a
to
help
to
improve
those
numbers
but
b.
It
also
gives
you
this
kind
of.
I
don't.
I
don't
want
this
to
sound
to
sound
wrong,
but
it
gives
you
this
kind
of
extra
backdoor
access
to
data
on
a
rolling
basis
where
you
can
kind
of,
if
you're
getting
folks
to
respond
to
you
about
whether
or
not
their
issue
was
resolved.
E
So
again
I
don't
know
the
degree
to
which
those
mechanisms
may
be
in
place
and
just
not
taken
advantage
of,
but
they
again
they
represent
these
opportunities.
These
kind
of
dual
opportunities,
where
one
you're
informing
your
community
you're
keeping
them
informed
in
a
way
that
they
want,
but
also
it
creates
sources
of
future
feedback
for
you,
because,
if
you're
building
email
and
text
communication
networks
with
it
with
residents,
it
gives
you
that
opportunity
to
get
that
feedback
to
go
back
and
ask
some
of
those
questions.
You
know
like
hey.
E
As
we
discussed
early
on
truly
representative
samples
of
a
community
like
this
are
extremely
hard
to
come
by.
You
can
get
them,
you
can
get
them
in
a
week.
They
just
will
cost
you
a
hundred
thousand
dollars
for
random,
digit,
dialing
and
and
targeted
marketing
and
so
forth,
so
they're
very
hard
to
come
by,
but
creating
that
kind
of
constant
pool
of
data
can
allow
you
to
track
trends
in
performance
and
help
you
identify
areas
that
you
want
to
manage
to
and
so
forth.
E
C
E
It's
really
a
mixed
that
there's
that's
one
area
where
there's
not
a
lot
of
consistency.
I
was
going
to
be
happy
with
anything
over
300,
which
is
what
we
got.
I
certainly
would
like
to
see
that
margin
of
error
come
down
to
four
again,
I'm
saying
that
in
quotes
because
it's
not
a
representative
sample,
so
the
margin
of
error
should
be
interpreted
with,
as
we
discussed
with
some
caution,
but
I
would
certainly
love
to
see
that
number,
at
least
from
a
calculation
standpoint
come
down
to
four
but
overall
the
sample.
E
A
You
know
in
in
this
study
I
know:
there's
data,
that's
available
that
you
can
cross-reference
your
your,
the
the
social
demographic
that
you
got
and
compare
it
to
other
social
demographic
communities
to
see
whether
their
values
are
going
to
be
any
different
than
that
that
you've
got
with
a
higher
percentage
of
households
with
the
with
their
salary
or
income
higher.
There.
I'm
sure,
there's
data
that
you
can
look
at
for
the
households
with
lesser
income
that
you
can
kind
of
say.
A
A
What
I'm
getting
is
there's
generic
data
available,
for
example,
you've
got
a
population
of
let's
say
the
upper
50
percent
of
of
social
economic
level,
and
then
they've
got
certain
values
that
they've
create
that
they've
identified
do
those
so
those
values?
How
do
they
compare
as
far
as
with
the
lesser
social
economic
community
generically?
A
E
A
The
social
economic
that
you
could
probably
see
that
but
absent
any
other
information.
What
you
see
in
other
communities,
nationwide
generically
where
there
is
social,
economic
data
of
a
lower
income
percentage?
How
do
they
do
their
values?
Are
they
significantly
different
than
than
what
you're
seeing
here
is,
is
what
I'm
getting?
E
A
E
E
A
That
is
not
that
way,
and
I
think
what
commissioner
was
eisner
was
saying
is
that
we
want
to
make
sure
we
bring
them
along
sure
with
what
do
we
do
in
the
future,
and
we
don't
want
to
leave
them
behind
now
and
I'm
hoping
that
the
strategic
plan
somewhere
will
be
able
to
address
that
other
aspect
in
some
way
or
manner.
I
guess
is
what
I'm
getting
at,
because
I
I
don't
want
this
to
be.
I
mean
me
personally,
a
plan
for
just
one
segment
of
our
community
that
that's
what
I'm
getting
at
sure.
E
So
what
we'll
do,
if
we
can
is
we
will
we
will,
if
you
can
remind
me
too,
because
to
we'll
pull
some
cross
tabulations
together.
That
will
break
some
of
these
priority
questions
and
satisfaction
questions
out
based
on
that
now
again,
your
population
of
lower
income
respondents
is
still
going
to
be
lower.
E
Helpful
one
thing,
and
again
it's
very
difficult
in
a
survey
to
target
low-income
respondents.
They
are.
They
are
the
least
likely
to
respond
to
a
survey
just
statistically
speaking,
and
targeting
based
on
income
requires
a
lot
of
marketing
information.
So
you've
got
to
go
out
and
you've
got
to
hire
a
firm
that
has
that
information
and
can
target
mailers
or
phone
calls
or
whatever
to
it,
and
it
gets
prohibitively
expensive
in
a
lot
of
cases.
E
So
that's
one
of
the
challenges
there,
but
the
crosstabs
will
at
least
allow
you
that
side-by-side
comparison
to,
hopefully
shed
some
light
on
that
and
then
once
we
send
those
over.
If
you
have
additional
questions
on
them
or
if
there
are
other
data
points
you
want
and
you
can
communicate
through
angela
or
just
email
me,
and
I
can
try
to
pull
together
any
additional
data
that
out
of
the
survey.
That
would
be
helpful.
A
Yeah,
I
I
think
you
know
we're
relatively
new
commissioners
who
are
here
just
a
short
time,
but
we've
got
some
longer
term
staff.
We've
got
a
chief
of
police
down
at
the
end
of
the
day.
Us
that's
very
much
in
the
community.
Policing
he's
got
a
feel
for
different
parts
of
the
community
that
we
generally
don't
get
involved
in
the
city
manager.
Was
that
way
prior
to
him
becoming
city
manager?
It
would
be
interesting
for
them
to
look
over
that
information
and
see
if
something
sticks
out
to
them.
A
A
We
won't
have
that
segment
of
the
community
that
you're
describing
that's
going
to
fill
out
a
survey,
but
we
have
our
own
means
of
going
out
there
and
finding
out
what's
important
to
them
and
maybe
miss
chris.
We
it
would
be
of
some
value
to
maybe
either
as
a
as
a
supplement
to
the
strategic
plan,
or
something
add
to
that
that
we
did
address
that
other
aspect
of
the
community,
not
necessarily
through
surveys,
but
another
means
of
getting
a
feel
for
what
was
important
to
them
as
well.
A
That
would
be
largely,
of
course,
based
on
what
our
staff
comes
back
with,
but
I
whatever
it
is,
it's
it's
certainly
the
institute
of
government's
strategic
plan.
But
ultimately
it's
our
title.
You
know
the
city's
title,
that's
on
it
not
sure
yeah
and
then
that's
my
concern.
I
think
maybe
that's
what
some
of
the
others
may
be
sensing
as
well
sure.
D
E
D
Just
going
to
make
a
quick
comment
to
say,
I
think
one
of
the
the
interesting
things
that
has
come
out
of
this
that
we
heard
over
and
over
through
all
the
data
collected
is
that
connect
I
will
first,
I
will
preface
what
I'm
about
to
say
with
the
fact
that
connect
tarpon
is
the
best
strategic
planning
website,
honestly
that
we
in
any
community
we've
ever
worked
with,
I
can
say
kudos
to
your
staff
mark
because
it
really
it
is
just
open
communication.
I've
never
seen
one
as
well
done
as
that.
D
However,
I
do
think
there
is
a
gap
to
your
point,
commissioner
eisner
and
I
think
when
we
begin
to
develop
those
strategic
goals,
there
is
going
to
be
a
communication
piece,
because
we
hear
a
lot.
Oh
well,
that's
not
what
I'm
hearing,
but
yet,
when
we're
asking
for
respondents
we're
not
getting
it,
and
so
I
believe,
if
I'm
not
mistaken,
this
was
the
first
resident
survey
that
you
had
ever
done
more
than
likely
you're
going
to
have
a
goal
around
getting
community
input
and
feedback
as
part
of
your
strategic
plan.
D
E
C
E
C
D
D
C
E
So
we've
asked
them
that
that's
in
the
survey-
okay,
my
concern
the
caveat
I'm
offering
when
I
describe
that-
is
that
when
we
look
at
the
respondents,
they're
higher
income
than
the
community
as
a
whole,
and
so
we
ask
them
their
income,
we
have
all
those
categories
in
there.
It's
just
that
the
number
of
responses
in
the
lower
income
categories
are
small,
and
so
that's
what
I'm
saying
to
the
mayor
is
that
we'll
give
you
that
crosstab
that
compares
responses
based
on
those
categories?
E
D
So
I'm
going
to
introduce
dr
daley,
so
one
of
the
things
about
our
model
of
strategic
planning
is
that
we
really
try
to
look
at
it
holistically
and
we
feel
that
it's
critically
important
that
the
employees
have
an
opportunity
to
be
surveyed
as
well
as
conduct.
A
focus
group
focus
group.
Excuse
me
with
them.
So,
dr
daley,
he
is
our
hr
guru,
although
he
has
a
lot
more
many
accomplishments
than
that,
but
he
is
an
associate
professor
within
the
school
of
public
affairs
at
usf.
F
Oh
yeah
yeah,
I
I
remember
him
well,
I
think
yeah
it's
been
been
a
while
okay,
I
my
my
particular
part
of
this
venture
is
to
analyze
the
data
that
was
collected
by
dr
neely
from
the
employee
survey.
Now
I
want
to
tell
you
just
to
begin
with
success
in
strategic
planning.
Really,
in
my
mind,
takes
three
things:
it
takes
strong
organizational
leadership
from
from
the
top.
F
There
are
some
limitations
to
it
and
I
just
want
to
talk
briefly
about
the
limitations.
One
is
we
did
a
survey
of
all
employees
on
an
aggregate
basis.
We
didn't
take
it
down
to
a
departmental
level,
so
I
can't,
I
can't
tell
you,
in
terms
of
a
departmental
level
where
the
variances
might
exist,
but
I
can
tell
you
that
this
particular
the
feedback
that
we
receive
from
the
employees
to
me
was
astonishingly,
high
and
positive.
F
F
Not
only
is
the
issue
of
something
being
necessary
and
sufficient,
but
you
want
to
make
sure
that
you
have
something
may
be
necessary,
but
it
may
not
be
sufficient
and
in
terms
of
you
may
have
the
necessary
parties.
You
may
have
a
workforce
that
has
the
ability
to
successfully
work
with
you
on
a
strategic
plan
in
implementing
a
strategic
plan,
that's
necessary,
but
it
may
not
be
sufficient.
F
The
sufficient
part
of
is
that,
do
you
have
a
committed
workforce
and
from
what
the
survey
results
we
have
received
and
you've
seen
you
probably
reviewed
them.
They
are
exceptionally
high
in
terms
of
employee
commitment
and
in
terms
of
job
satisfaction
in
the
90
in
the
90
percent
range.
It's
going
to
be.
You
know
we
could
break
down
the
data
further,
I
suppose
in
terms
of
age
or
in
terms
of
gender,
but
it's
not
going
to
much
matter
when
you've
got
numbers
that
high,
I
mean
you're
not
going
to
have
much
variability
there.
F
84
percent
view
this
city
is
a
positive
place
to
work
and
wouldn't,
and
89
percent
would
encourage
others
to
to
join
the
workforce.
I've
done
studies
with
larger
nut
studies.
I've
done
training
sessions
in
the
past
with
larger
cities
where
in
counties,
hillsborough
county,
is
an
example,
and
I
don't
mean
to
be
to
be
demeaning
hillsborough
county.
But
when
I'd
asked
the
employees
to
introduce
themselves,
they
would
say
I'm
joe
smith.
I've
been
here
27
years,
five
months
and
six
days,
and
that
means
I
have
two
years
so
and
so
days.
F
You
know
they
they're
counting
the
days
until
they
reach
retirement,
which
apparently,
at
that
point
in
time,
is
30..
I
don't
think
you're
going
to
have
that
in
in
the
city.
I
think
I
think
your
employees
are
very
much
committed
to
to
their
to
their
jobs
and
they're
very
proud
of
the
work
that
they
do.
The
areas,
the
areas
that
that
we
look
at
in
terms
of
the
survey,
employee
commitment,
employ
job
satisfaction.
We've
already
talked
about
that
very
high,
the
areas
of
organizational
communication.
F
I
think
if
you
take
a
look
at
organizational
communication
and
that's
the
next
page,
what
you
will
find
is
that
in
intra
departmental
communication
is
the
highest
inter-departmental.
Communication
across
departments
is,
is
less
than
that,
and
then
communication
up
to
the
change
through
the
executive
level
is
the
lowest
of
the
three.
But
it's
still
very
strong.
You
know
we
still
see
high
levels
of
agreement
or
satisfaction
with
effective
employee
communication
with
one
another,
with
their
across
their
departments
with
their
supervisors
and
the
like.
F
I
think
that
your
system
is
your
the
city
manager
and
the
department
head
supervisor
should
be
commended
for
the
fact
that
there
is
that
high
of
a
level
of
support
from
the
citizens
or
from
the
employees,
they
seem
to
be
very
proud
of
the
work
that
they
do
and
they
also
are
very
proud
of
their
connection
with
the
community
community
and
the
residents
within
the
community.
I
think
they
feel
as
though
they're
really
involved
in
what
they
do
so
in
terms
of
the
areas
of
achilles
heels
in
terms
of
the
survey.
F
F
F
There
may
well
have
been
when
I
looked
at
the
list
of
people
and
if
you
look
at
the,
if
you
look
at
the
the
employee
focus
group
on
december
3rd,
the
study
here
on
december
3rd,
I
did
not
see
police
or
fire
representation,
maybe
other
than
a
dispatcher.
Would
a
dispatcher
be
within
the
police
department?
Yes,
okay,
then
then
there
was
there's
officers.
There
too,
were
there?
F
Okay,
I
didn't
didn't
see
them
listed
here.
My
apologies,
then
then
that
was
one
of
the
concerns
that
I
had
that
it
poof
it's
gone.
I
no
longer
have
a
concern
about
it.
The
what
you
see
up
here
is
the
list
of
the
from
the
22
people
that
I
identified
in
terms
of
the
the
study
here
as
having
been
there
this.
F
F
If
you,
if
you
do
any
kind
of
management
by
wandering
around
mark,
hopefully
you've
gotten
to
know
most
of
your
employees
names
it's
difficult
to
do.
I
know
with
that
many
employees,
but,
but
I
think
there
is
a
value
on
the
part
of
the
employee,
knowing
that
they're
working
for
an
organization
where
they
can
see
the
good
that
they're
doing,
and
so
the
the
size
of
your
organization
is
a
plus
in
terms
of
services
to
the
customer.
F
I
tell
my
students
that
at
usf
that,
if
I
was
reincarnated,
I'd,
probably
be
reincarnated
as
a
city
manager.
I
would
not
you
know,
we
have
many
students
that
come
in
that
want
to
go
to
work
for
the
federal
government,
or
they
want
to
be
this.
They
want
to
be
that.
I
think
the
real
joy
in
life
is
being
in
local
government,
seeing
the
absolute
good
that
you
do
from
the
people
you
serve
directly
from
the
people
you
serve,
so
I
I
I
commend
your
your
employees
for
what
they
do.
F
They
also
saw
the
strength
in
the
identity
of
the
city,
and
I
was
thinking
about
that.
As
I
came
in
you
go
to
a
city.
What
do
you
see?
You
see
a
brand
new
high-priced
city
hall,
a
state-of-the-art
city
hall,
and
what
do
you
pride
yourself
on
here?
One
of
the
big
things
you
pride
yourself
on
is
heritage,
and
you
know
when
I
came
in
here,
I'm
from
indiana
in
indiana.
You
know,
basketball,
nuts,
and
one
of
my
favorite
movie
is
something
called
hoosiers.
F
You
know
and
I
felt
like
I
was
walking
into
into
watch
the
the
basketball
game
you
know
in
this
building.
This
is
heritage.
This
is
this
is
an
example
of
a
symbol
of
the
culture
of
your
city,
and
it's
an
important
one,
and
so
the
the
your
employees
see
the
city
as
having
id
having
an
identity.
That
is
very
important.
F
F
I
honestly,
I
can't
recall
what
that
would
what
that
is
related
to,
but
there,
but
I'm
sure
that
you
probably
have
come
across
it,
possibly
in
you
know,
from
the
citizenry
a
desire
for
new
hiring
speed
in
terms
of
new
hiring,
and
they
mentioned
a
lack
of
forward
thinking
and
the
lack
of
forward
thinking
is
basically.
This
is
the
way
we've
always
done
it,
and
so,
let's
continue
to
do
it.
This
way,
I
think
some
of
the
employees
would
like
to
see
greater
entrepreneur
entrepreneurial
out
of
the
box
thinking.
F
You
know
I
don't
necessarily
would
agree
that
that
one's
pay
necessarily
relates
to
employee
satisfaction.
What
I
would
encourage
you
to
take
a
look
at
is
take
a
look
at
the
other
factors
that
maybe
were
less
influential
in
this
the
opportunities.
For
example,
one
of
the
members
indicating
a
desire
to
have
a
grant
writer
in
order
to
acquire
greater
opportunities.
Federal
grants
might
be
an
example
of
one
that
I
would
think
of
in
terms
of
the
threats.
F
D
Yeah,
I
think
there
were
just
some
concerns
that
residents
were
getting
information
from
social
media
and
then
they
would
contact
employees.
And
it
was
a
took
a
lot
of
time
for
the
employees
to
kind
of
explain
and
go
through
the
process,
and
it
was
really
a
threat
to
to
them
being
able
to
provide
that
high
level
of
service.
F
Yes
and
the
final
area-
and
I
think
it
is
an
area
of
true
concern
to
me
at
least-
is
the
cyber
issue,
making
sure
that
your
systems
are
protected
against
employee
against
outside
intervention
and
outside
threats.
Overall,
my
my
assessments
would
be
that
there's
a
high
level
of
pride
among
the
employees,
there's
good
relationships
between
the
employees
within
and
across
departments
and
with
their
supervisors,
and
I
think
above.
F
I
think
there
is
a
strong
indication
of
public
service,
commitment
and
motivation
on
a
part
of
your
workforce
and
this
that
that
is
a
necessary
condition
for
success.
I
think
for
an
effectively
implemented
strategic
city
plan
and
achieving
the
goals
you
wish
to
achieve.
So
that's
that's
all.
I
have
questions.
C
C
F
C
F
C
F
Yeah,
you
know
because
I
think
probably-
and
I
don't
know
for
a
fact-
I've
used
temple
terrace
as
a
comparator,
not
temple
terrorists,
tarpon,
syringes
comparator
in
other
pace
studies,
but
but
I
haven't
looked
at
where
you
are
relative
to
other
cities.
I've
just
used
comparative
data
from
your
from
your
city,
but
I
would
say
probably
the
likelihood
is
that
your
employees
may
feel
somewhat
under
compensated
in
the
system.
Having
said
that,
to
then
still
be
as
positive
as
they
were.
I
was
surprised
I
mean
I
I
tell
you.
F
D
If
I
could
comment,
I
think,
following
along
with
that,
I
think
the
one
thing
that
we
saw
in
the
data
was
that
the
values
of
the
employees
matched
with
the
values
of
the
city.
So
I
think,
that's
another
reason
you're
seeing
90
percent,
because
when
asked
the
question
about
their
job
and
their
job
duties
and
their
position,
I
think
it
was
like
89
or
80.
89
percent
said
that
their
values
matched
with
the
mission
and
vision
of
the
city,
and
so
I
think
that
also
contributes
to
that
90
satisfaction.
I.
C
Have
no
issue
with
the
90,
that's
not
my
question.
My
question
is:
I
need
to
I'd
like
to
know
what
it
is.
Is
it
the
job
they're
doing?
Is
it
the
leadership?
That's
that's.
Providing
are
they
having
tough
days?
Are
they
having
easy
days?
Did
they
just
buy
a
new,
get
a
new
truck?
You
know
for
their.
I
don't
know
what
the
detail
that
goes
into
the
90,
I'm
just
getting
a
umbrella
view,
and
what
I'm
trying
to
know
is
what
actually
are
we
doing
right
to
get
that
high
result.
F
Well,
I
I
think
I'll
here's
one
of
the
one
way
in
which
I'll
answer
that
and
then
my
colleagues
can
answer
it.
Also
if
an
employee
is
unhappy
with,
has
lower
job
satisfaction
as
in
a
happy.
It
is,
in
my
opinion,
not
something
that
you
point
at
your
city
manager
and
say
your
city
manager
is
the
one.
Your
leadership
is
the
one.
That's
that's
causing
this.
What
causes
that
is
poor
supervisor,
employee
relationships?
D
Just
going
to
make
one
other
comment,
so
dr
neely
and
I
were
also
just
talking,
so
I
think
again
going
back
to
what
I
said
about
the
resident
survey
and
there
being
a
gap,
I'm
not
sure
that
you
have
always
surveyed
your
employees
as
well,
and
so
again
this
would
be
a
goal.
One
of
the
things
that
dr
neely
does
is
we
do
employee
engagement,
surveys
right
and
that
goes
into
what
you're
talking
about
it
really
dives
into
some
of
those
questions
that
you're
asking.
D
I
just
don't
know
that
you've
ever
done
those,
and
this
survey
was
specific
to
really
looking
at
strategic
planning.
So
again,
I
think
one
of
the
goals
that
will
come
out
of
your
strategic
plan
will
be
to
survey
your
employees.
Probably
you
usually
do
it
annually
every
two
years,
every
two
years
so.
E
If
I
can
maybe
just
add
to
that
to
maybe
you
got
to
go
up
there,
because
it's,
oh
okay,
maybe
I'm
I'm
very
loud,
normally
so
yeah,
so
just
to
contextualize
that
a
little
bit
when
you
do
when
you
do
a
survey
of
a
citizen
population,
you've
got
about
15
minutes
of
their
attention.
Employees.
You
generally
want
to
keep
those
to
about
10,
15
and
a
max.
So
you
can
only
do
so
much
in
a
survey.
So
survey
needs
to
have
specific,
targeted
goals.
E
The
goals
of
a
survey
in
a
strategic
planning
process
is
to
find
problems.
It's
like
a
strategic
planning
process.
The
data
collection
around
it
is
kind
of
like
your
your
checkup
right,
you're,
looking
for
you're
poking
places
and
seeing
if
you
find
anyone
that
hurts
and
so
we're
looking
for
areas.
That
would
be
a
problem
of
few
of
concern
that
you
would
want
to
dig
down
to
in
deeper.
But
the
net
cast
by
a
strategic
planning
survey
is
very
broad,
and
so
it
doesn't
necessarily
do
a
lot
of
that
digging.
E
It's
looking
for
the
areas
where
we
need
to
dig,
and
so
hopefully
that
will
help
to
clarify
some
of
that.
An
employee
engagement
survey
is
much
more
targeted,
employee
engagement
survey.
We
recommend
doing
oh
hello,
go
ahead
every
two
years.
This
is
getting
it's
getting
weird
up
here.
They
keep
turning
around
and
seeing
someone.
F
F
They
know
who
and
who
they
don't
want
to
work
with,
and
it
will
and
you'll
be
able
to
identify
specific
problem
points
within
an
organization
on
the
basis
of
going
down
into
a
departmental
level
or
going
down
to
the
supervisory
level.
The
challenge
you
have
is
maintaining
anonymity
of
the
respondent,
and
so
you
have
to
you
have
to
craft
it
in
such
a
way
to
be
able
to
do
that.
Okay,
yeah.
E
E
Don't
do
an
employee
engagement
survey
if
you're
not
going
to
act
on
the
results,
if
you're
not
going
to
follow
up
on
the
results,
because
you'll
actually
breed
more
discontent
among
employees,
and
you
don't
have
a
lot
of
discontent
from
what
we're
seeing
here,
but
believe
me,
we've
done
communities
that
do
we've
done.
Organizations
that
do
and
the
worst
thing
you
could
do
is
collect
all
of
that
feedback
and
then
just
do
nothing
with
it
and
they
said,
and
two
years
later,
they're
saying.
E
A
I
have
a
question
not
on
the
surveys
but
from
the
employee
focus
group,
and
I
think
probably
the
most
important
point
that
was
made
in
all
of
this
is
this:
is
a
strategic
planning
process?
Don't
read
more
into
what
you're
seeing
correct
other
than
it's
the
strategic
planning
process
we're
not
going
to
learn
other
things
that
may
be
of
interest
to
some
of
these
commissioners
as
part
of
that
which
it
would
be
a
targeted
survey
later
an
engagement
survey,
but
for
the
purpose
of
strategic
planning.
We're
not
going
to
do
that.
A
A
F
D
And
I
think
the
other
thing
to
remember
and
we'll
talk
about
this
a
little
bit
on
the
21st
when
you,
when
you
look
at
strategic
planning,
everyone
always
sometimes
will
confuse
it
with
action
planning
and
so
the
importance
of
having
employee
buy-in
right.
What
we're
talking
about
and
having
the
skill
set
to
be
able
to
implement
the
strategy
right,
that's
really
important,
so
you,
as
elected
officials,
really
should
be
over
here.
D
Okay,
I'm
just
going
to
run
briefly
through.
So
let
me
tell
you
what
we
did.
We
ended
up
holding
an
additional
two
community
focus
groups,
so
we
got
what
data
we've
gone
through
tonight
we
tried
to
come
up
with
again
these
are
drafts.
This
was
just
a
starting
point
with
the
community,
so
you
can
see
here,
there's
kind
of
six
key
areas
that
began
emerging
and
we'll
dive
into
these
more
when
we
meet
on
may
21st,
but
I
just
wanted
to
show
with
you
a
couple.
D
I
just
highlight
a
couple
really
quickly.
So,
as
you
can
see,
when
we
looked
at
this
specific
one,
we
heard
a
lot
about
the
preservation,
climate
issues,
ecotourism
opportunities,
protecting
the
local
cultural
traditions,
obviously
sea
level
rise.
We
heard
some
really
interesting
things
around
historic,
walking
tours
of
downtown
really
people
trying.
I
think,
citizens
very
interested
in
being
a
little
bit
out
of
the
box
and
entrepreneurial
you'll,
see
in
the
matrix
on
the
right.
D
We
ask
them
their
perception
of
if
they
thought
it
was
difficult
or
easy
to
do
if
they
thought
it
would
have
a
low
or
high
impact,
and
so
you
can
see
here
kind
of
where
all
of
these
things
fell
again.
This
information
is
also
located
on
connect
tarpon
in
the
in
the
final
report,
but
I
just
kind
of
we
just
want.
I
just
want
to
briefly
share
with
you
kind
of
where
the
community
was
around
these
issues
and
what
they
thought
were
some
priorities.
D
D
D
Again,
this
goes
back
to
that
communication
piece.
We
heard
a
lot
about
communications,
making
sure
to
your
comment,
commissioner:
eisner,
making
sure
that
all
citizens
and
under
representative
groups
that
were
able
to
get
that
information.
We
heard
that
over
and
over
looking
at
improving,
obviously
providing
and
ensuring
the
resources
and
tools
needed
to
be
able
to
do
that,
whatever
that
may
look
like
and
then
making
sure
that
there
is
integration
of
community
member
voices
in
this
plan
in
terms
of
infrastructure.
D
D
So
community
engagement
and
involvement
there
was
a
very,
very
lofty
discussion
around
this,
and
so,
when
you
look
at
this
matrix,
you
know
usually
what's
in
the
top
right
hand
corner
is
you
know
what
you
should
be
easy
to
do,
should
have
a
great
impact
and
should
be
easy
to
do.
But,
interestingly
enough,
the
citizens
felt
almost
that
all
of
these
were
interest
that
were
easy
to
do
and
would
have
a
great
impact
which
isn't
necessarily
the
case.
D
D
Quality
of
life,
we
heard
a
lot
here
about
obviously
transportation.
You
heard
that
in
the
survey
we
also
heard
housing,
housing
was
a
big
issue.
I
heard
someone
mention
homelessness
tonight.
We
heard
that
as
well
heard
a
lot
here
around
being
able
to
connect
downtown
to
the
sponge
docs
that
were
just
not
one
or
the
other
but
really
kind
of
having
this
connection
and
then
looking
at
the
natural
resources.
There
was
a
lot
of
discussion
with
community
members
around
either
protecting
them
or
using
them,
but
being
able
to
really
take
advantage
and
protect
them.
D
Okay.
So
what
does
this
mean?
So
that's
a
lot
of
data
and
a
lot
of
information,
and
so
so
what
so?
We
need
you
to
come
prepared
on
may
21st.
We
start
at
9am,
please
make
sure
that
you
have
gone
to
connect
tarpon
and
that
you
have
reviewed.
There
are
very
lengthy
reports.
This
lovely
lady
right
here,
karen
from
spc
you've,
seen
her
at
almost
everything.
D
She
takes
very,
very,
very
detailed
notes
and
they're
all
in
connect
tarpon.
So
I
I
please
ask
you
to
make
sure
that
you
have
reviewed
everything
before
you
come
on.
May
21st
that
you
come
prepared
to
think
about
the
mission,
the
vision,
core
values
right,
those
kind
of
guiding
principles
and
core
values,
and
then
some
goals
and
objectives.
D
The
reason
I
put
this
matrix
up
here
is
because
this
is
a
little
bit
opposite
of
the
matrix.
I
just
showed
you
I
want
you
to
be
in
the
top
left
quadrant
as
an
elected
official.
We
want
you
to
have
high
influence
and
have
high
interest
in
what
you're
doing
so.
In
order
for
you
to
do
that
throughout
this
next
phase
of
this
process,
you
have
to
engage
and
empower
yourself.
D
Involved
in
change
management
change
is
hard
for
everybody,
but
this
is
a
culture
shift.
You
have
not
done
a
strategic
plan
for
this
city
in
over
20
years.
You
have
newly
elected
officials,
we
have
to
embrace
it
again.
We
don't
want
it
to
be
what
dr
daley
said.
We
don't
want
it
to
sit
on
a
shelf
the
way
we
do
it.
It
should
be
fluid,
it
should
be
flexible,
but
it
should
be
impactful
and
then
lastly
manage
it
closely,
not
just
monitor
it,
but
this
is
an
accountability
tool.
D
So
mark
your
calendars
come
prepared.
Do
your
homework!
9
a.m!
May
21st
st
pete
college
tarpon
community
room
business,
casual
you're,
going
to
work.
It's
going
to
be
hard,
we're
not
always
going
to
agree,
but
at
the
end
of
the
day,
we're
going
to
have
we're
going
to
have
some
good
good
things
come
out
of
it.
Okay,
questions
concerns.
D
B
A
Well,
I'd
like
to
thank
the
institute
of
government
and
collaborative
laboratories
for
being
here
this
evening,
and
we
very
much
appreciate
this
process,
and
I
I
mean
to
be
honest:
we
I'm
excited
about
it.
I
was
here
a
city
manager
when
we
had
a
strategic
plan
way
back
and
dr
lieberman,
joe
lieberman,
helped
develop
that
and
he
also
helped
us
do
the
union
academy
redevelopment
plan,
which
was
shortly
after
that
so
it'll
be
nice
to
have
that
back
on
our
shelves
working
to
those
objectives.
F
A
I
do
have
one
announcement.
This
friday,
we
have
a
what's
called
the
an
ava
block
party,
automated
vehicle
advantage,
psta
autonomous
vehicle,
that's
going
to
be
launched
in
dunedin,
and
we've
been
talking
to
the
director
of
psta
brad
miller,
about
bringing
it
to
tarpon
springs,
and
I
think
the
game
plan
was
there.
It's
going
to
be
coming
here
after
dunning,
I
believe
is
that.
Do
you
recall
that
possibly
yeah.
F
A
It
might
be
nice
if
you
go
down
there,
we're
going
to
try
and
get
him
to
bring
one
of
those
vehicles
up
here
for
at
least
a
display,
so
everybody
can
see
it
it's
a
kind
of
a
disney-like
vehicle
that
was
very
easy
to
get
around
carpenters.
This
is
a
dunedin
and
there's
an
email.
I
think
that
you
got
from
trish
hickey,
advising
you
that
and
I'll
ask
her
to
send
it
out
again
tomorrow,
but
it's
at
from
noon
till
two
o'clock.