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From YouTube: Budget Advisory Committee August 19, 2021
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B
A
A
D
A
Okay,
shall
we
dive
into
the
agenda
right
away
only
two
subjects
but
they're
both
I
say
both
are
very
meaty,
meaty.
Okay,
let's
go
into
the
sanitation
proposals.
A
Could
I
ask
someone
to
explain
to
me
something
I
looked
at
this
originally?
As
a
you
know,
vendors
three
vendors
and
five
five
base
case
is
kind
of,
as
is
then
there's
alternative,
a
alternative
b,
alternative
c
and
alternative
d.
I
read
it
about
10
times.
I
might
be
a
little
bit
slow,
but
can
can
you
briefly
explain
to
me
what
alternative
a
b
c
and
d
are
I'd,
be
happy
to
do
that?
Thank
you
and
you
can
bring
it
down
to
my
second
grade.
E
F
I'll
start
off
first
is
that
yeah
I've
been
doing
this
for
16
17
years
now.
This
is
like
our
fourth
contract.
I've
dealt
with
and
over
the
years,
we've
gotten
a
lot
of
questions
regarding
the
type
of
service,
whether
it's
going
to
be
customer
owned
containers.
You
know
recycling
containers.
So
over
the
years
we
kept
on
getting
questions
on
whether
we
wanted
65
gallon
contractor
supply
containers,
95,
gallon
contact
supply
containers,
containers
for
recycling
containers
for
yard
waste.
So
we
put
those
together
and
the
abcd
meets
those
questions.
F
A
Yes,
then,
we'll
go
into
abcd
right
today,
as
a
resident
I
buy
my
garbage
container,
correct
yes,
sir
and
but
they're
supplied
to
me,
or
is
it
18
gallon
the
small
grain
ones?
Yes,
okay,
okay
yard
waste,
I'm
in
a
townhouse
now,
so
I
don't
worry
about
yard
waste,
but
I
remember
owning
a
house.
You
know
packaging
it
up
and
certain
days,
okay
got
it.
That's
the
base
case
now.
What
is
alternative?
A.
F
Alternative
a
was
going
to
65
gallon
containers
supplied
by
the
contractor.
E
F
The
base
bid,
which
is
what
we
what
this
is
the
these
prices
we're
talking
about,
is
what,
with
the
service
we're
having
right
now,
is
with
the
with
the
with
the
on
the
homeowner's
supplied
or
container
with
a
base:
recycling
bin,
15
gallons
of
recycling
bin.
That's
the
base,
okay
and
that's,
and
that's
what.
E
Yes,
because
we
did
not
bring
those
forward
as
an
alternative
to
the
board,
we
looked
at
them,
looked
at
the
cost,
but
but
you
know,
decision
to
bring
forward
to
the
board
was
the
way
it
is
now.
A
A
F
I
don't
know
if
there's
any
particular
highlights
the
survey
asked
a
number
of
questions.
One
is
whether
they
preferred
a
service.
The
cost
was,
what
was
most
important
was
the
cost,
and
that
was
the
schedule
that
was
the
second
one
and
the
third
ones
they
had.
They
didn't
have
an
opinion
on
it
and
it
felt
the
same
way
with
the
next
couple.
Let
me
get
my
copy
here.
E
E
We
have
to
write
the
questions
we
got
to
be
careful
because,
however,
we
write
them
somebody's
going
to
say,
they're
slanted
right,
so
we
pay
more
attention
to
legally
without
within
the
bid
process
and
the
legal
ramifications
we
ended
up.
After
again,
we
thought
it
was
going
to
be
a
half
hour
meeting.
I
bet
you,
it
went
an
hour
and
a
half,
or
maybe
even
more
back
and
forth
getting
people.
We
really
came
down
with
these
two
basic
questions
again
and
the
big
contention
is,
I
think
one
of
the
contentions
is.
E
I
guess
the
board
thinks
that
it
wasn't
comparing
apples
and
oranges
one
bit,
and
it
all
has
to
do
with
the
days
of
the
week
that
the
people
are
here
as
opposed
to
and
we
won't
get
into
toms
and
the
counts
and
stuff,
but
a
five
day,
a
week
schedule
and
a
two
day
a
week
schedule
and
of
course,
the
company
made
clear
that
the
cost
being
when
you
get
to
the
bottom
line
of
what
you
see
on
the
thing,
eight
million
dollars
over
the
five-year
contract
less
was
based
on
that
five-day
schedule.
E
So
the
question
to
residents
the
disruption
of
your
schedule
you've
had
and
been
used
to
if
you're
on
one
side
of
town
it's
monday
and
thursday.
If
you're
on
the
other
side,
it's
tuesday
and
friday,
switch
on
you
know
is
that
schedule
that
you're
used
to
and
the
trucks
in
town
those
times
does
that
make
more
difference
to
you
than
an
eight
million
over
five
years
or
a
one
one
dollar
and
something
increase
as
opposed
to
eight
dollar
increase
a
month
on
your
thing
which,
which
one
of
those
to
you
is
more
important.
E
F
Yeah
I
break
it
down
exactly
which
of
the
following
is
the
most
important
consideration:
choosing
a
sanitation
provider,
cost
cost
number
of
days
of
service
or
other,
and
then
the
other
that
people
put
some
better.
That
was
fairly
low
amount
and.
A
G
E
H
It's
what's
on
your
spreadsheet.
There
too.
The
increase
is
like
for
single-family
residential
for
waste,
pro
6.95
percent,
and
if
you
go
across,
you
know
well
so
arguable
down
for
keeping
with
the
single
I'm
sorry
keeping
with
single
family.
If
you
go
across
waste
management
would
increase
eight
dollars
and
forty
six
cents
per
month.
A
fifty
one
percent
increase
orion
waste
going
up
12.41
cents
a
month,
a
75
increase.
G
G
G
G
G
H
D
I
I
Three
days,
three
you'll
get
two
trash
days
and
one
recycle
day.
I.
G
A
E
E
Well,
it
had
to
from
the
commission
me,
you
know
we
were
told
two
things
go
to
the
budget
advisor
committee
before
the
next
meeting,
which
is
two
weeks.
Do
this
survey
get
it
out,
go
before
the
board,
which
would
have
to
be
this
day
before
so
you're
talking
within
you
know,
we
still
haven't
reached
two
weeks
yet
in
the
pro
we're
a
week
and
a
half
into
the
process
when
we
had
to
start
the
wednesday
after
last
tuesday's
meeting.
F
F
But
again,
as
you
can
take
it,
you
take
it
for
a
wall,
it's
worth
is
there
was
53
percent
price
over,
there
was
26
number
of
days
of
service
and
the
other
was
specified,
and
that
was
a
multiple
different
answers
that
we
got
written
to
us
some
saying:
well,
we
want
we
want
the
price,
but
we
want
the
same
days
and
we
want
bigger
carts
and
the
typical
questions
or
responses.
You
would
get
to
these
type
of
surveys.
F
G
G
I
That's
a
huge
number:
it's
going
to
come
back
to
the
inflation
based
on
and
waste
management
is
actually
here
they
can
answer
that
question
if
need
be,.
I
J
I
Do
a
clarification
in
writing
to
them
okay
afterwards,
but
based
on
the
indexes
that
we
use
there's
an
oil
and
gas
index
and
then
there's
also
the
consumer
price
index,
so
they're
basing
their
prices
pretty
much,
probably
off
the
inflation
right
and
then
the
cost
of
using
their
trucks.
They
have
quite
a
few
more
trucks
in
their
proposal
than
waste
pro.
D
I
A
A
And
run
nip
me
if
I
go
out
of
bounds
on
this,
but
is
there
anything
here
that
we
should
know
why
one
vendor
is
better
than
the
other
vendor?
I
mean
I
could
look
at
numbers.
A
E
You
know
the
unknown
is
the
unknown
is
a
that
we
deal
with
this
all
the
time
on
bids
and
we
have
new
people
taking
over
for
bids.
You
don't
know
what
you're
gonna,
what
you're
gonna
get.
Obviously,
we've
been
with
one
company
for
over
20
or
25
years,
and
we
know
them.
We've
worked
with
them.
We
know
what
changed
the
pull.
E
E
It's
been
fabulous,
we've
had
some
that
we've
lost
the
ones
we've
done
and
it's
been
terrible.
We've
ended
them
and
got
out
the
bid.
It's
been
a
disaster,
you've
got
the
bid,
and
sometimes
we've
got
the
old
one.
Sometimes
we
got
a
different
new
one.
That's
worked
out
and
stuff
again
it's
hard
to
gauge
it's
hard
to
gauge
them
by
what
they've
done
in
other
cities,
because
we
don't
know
what
team
they're
going
to
give
us
and
how
we're
going
to
work
together
on
it.
So
it's
just
a
it's
just
a
prac.
E
You
know
you
might
as
well.
Have
your
crystal
ball
there
and
try
to
try
to
go
on
it.
You
really,
you
can
do
all
the
research
and
stuff
you
want
on
those
and
other
cities,
another
manager.
I've
talked
to
you,
do
all
the
research
you
want,
and
sometimes
cities
believe
that
man,
this
change
is
going
to
be
the
best
and
it's
absolutely
disastrous.
E
Some
think
I
don't
know
if
this
is
going
to
work
right
and
they
go
so
so
it'll
really
just
be
an
estimate
on
on.
Is
it
going
to
be
a
big
difference
or
not?
Is
one
company
going
to
do
better
or
the
other
one
it's
just
and
and
that's
why
we've
been
treating
it
for
a
staff
way
strictly
as
a
bid
process?
Here's
the
bid
here
are
the
numbers
and
there's
a
decision
that
has
to
be
made.
It's
not
ours.
It's
the
boards
and
there's
the
numbers.
There's
the
facts.
Yes,
there's
change
in
it.
E
Yes,
there's
unknowns
in
it,
but
but
from
our
aspect
here
they
are
and
and-
and
I
don't
think
anybody
can
predict
what
the
future
is
going
to
be
good
or
bad.
If
you
change,
if
you
stay,
I
don't
think
you
can
do
that.
A
E
I've
seen
two
over
the
years.
I've
seen
too
much
of
it
and
I've
been
wrong
a
lot
of
times.
God
has
gone
down.
I've
been
wrong
things
going
to
be
a
disaster,
it's
been
great
and
the
opposite
has
happened.
I
know
I
know
tom
can
tell
you
many
times
boy.
I
didn't
think
that
was
worked
out.
It
did
and
then
we
thought
it
was
going
to
work
out
and
it's
been
terrible.
So.
E
A
A
A
A
A
E
This
board
decides
what,
with
the
time
the
circumstances
as
much
time.
Yet
what?
If
anything,
this
board
should
be
doing,
it
was
told
to
pass
to
you,
but
I
mean
if
I
was
a
board
member,
I
can
tell
you
my
answer
stuff,
but
I'm
not
going
to
tell
you
because,
but
you
know
this
is
in
your
lap.
So
I
think
you
know
it's
a
tough.
It's
a
tough
place
to
be
put
into,
obviously
because
we
know
because
it's
a
tough
place
for
we
us
to
be
into
so.
E
A
Any
input,
usually
you
don't
want
we're
we're
kind
of
opened.
A
This
board
can
okay,
if
it's
strictly
a
numerical
decision.
You
know
this
meeting's
over
in
five
minutes,
but
I
keep
asking
myself
because
I've
had
purchasing
report
to
me
before.
Is
there
something
else
here
other
than
pure
raw
numbers
that
should
be
considered
now?
I
know
we
have
the
vendors
here
and.
G
G
G
G
No
problem
we'll
come
back,
so
you
know
on
a
personal
level
and
people
I've
talked
to
they're
like
we
like
what
we
have
yeah.
We
really
don't
want
to
pay
more,
but
you
know
the
cost
of
everything's
going
up
and
we
know
the
service
we're
getting.
We
don't
know
what
we
would
get
with
the
other.
So
that's
just
my
you
know,
ad
hoc
survey
on
my
own.
D
No
would
I
would
I
be
in
favor
of
a
variety
pickup
personally,
no,
but
I
can
live
without
because
I'm
not
frequently
I'm
out
of
town
on
a
friday.
So
if
I
have
to
put
garbage
out
then
who
picks
up
my
can
right,
so
I
wouldn't
like
that.
You
said
that
your
service
with
waste
management's,
good
mine's,
been
okay.
I
wouldn't
call
it
great
yeah.
I
live
on
a
l-shaped
cul-de-sac
at
the
far
end
of
that
cul-de-sac
I
get
missed
more
often
than
I
would
like.
Okay.
D
G
Me
why
I
should
ignore
it,
the
budget
advisory
committee
and
if
this
is
purely
city
cost
it
would
be
easy.
Oh
well,
you
know
we
have
the
number
here
but,
like
I
say,
ultimately,
it's
passed
on
to
the
residents,
so
they
have
to
have
some
say
in
it
too.
So
it's
that
kind
of
takes
it
out
of
our
purview.
J
A
A
J
J
D
B
D
D
B
J
G
G
A
Nope,
so
I'm
I'm
looking
for
my
other
three
colleagues.
Is
there
a
resolution
that
we
would
like
to
make.
A
A
M
E
A
A
A
B
No,
we
like
seeing
it
in
action,
but
what
I've
watched
on
the
film
and
on
video
is
that
at
some
point
in
time-
and
I
didn't
know
because
most
of
them
have
been
one
subject-
deals
yeah,
we've
heard
at
the
very
end.
You
asked
for
public
comment.
E
E
A
N
E
N
C
N
And
in
all
fairness
to
don't
say
to
us,
but
to
precedent,
if
you
look
at
section
g
above
on
the
2g,
it
does
say,
increases
will
not
apply
to
those
probationary
employees
who
started
employment
april,
1st,
21
and
thereafter
right.
He
started
may
10th.
A
A
A
A
Okay,
who
conducted
the
survey
internal
hr,
or
did
you
get
this
from
an
outside
source.
N
I
was
also
involved
in
it,
and
my
staff
did
provide
information
with
regard
to
the
data.
E
We
needed
a
salary
survey,
we
had
checked,
I
think
a
city
south
of
us
either
pinellas
park
largo
or
somebody
did
one
and
it
cost
sixty
thousand
dollars.
We
in
other
city
have
sixty
thousand
dollars
through
a
survey
so
judy
staley,
my
research
information
officer,
myself
and
hr
kind
of
looked
at
what
they
did
and
took
that
as
a
model
and
kind
of
recreated
it
ourselves
and
it's
kind
of
lived
on
an
infamy
afterwards,
where
we've
kind
of
used
those
aspects
and
and
and
updated
with
it.
E
So
it's
been
kind
of
ongoing
for
a
while
that
we've
been
doing
this
method,
because
their
survey
that
they
paid
60
000
for
pretty
much
set
up,
they
studied
the
ones
in
the
area.
The
ones
in
pinellas
county
said
were
so
really
really
taken
that
using
that
as
a
model,
since
it
was
a
public
record
document
and
and
going
to
ourselves,
because
you'd
be
surprised
how
many
it's
tough
to
match
up
different
positions
in
our
city
with
what
they
call
people
in
their
cities
and
that
sort
of
thing.
E
N
Is
that
that's
correct?
And
for
a
long
time,
the
florida
municipal,
insurance
trust
or
the
florida
league
of
cities
actually
conducted
a
statewide
salary
survey
and
we
would
use
data
from
there
from
their
comparisons
and.
N
A
A
N
N
A
I'm
just
firing
down
to
the.
What
do
you
think
we
should
be
doing
going
forward?
You
think
we
should
be
conducting
the
survey
every
x
years.
A
E
Well,
we
updated
everyone
every
year.
We
need
to
do
an
update
and
we
do
do
an
update.
We
kind
of
update,
because
we
know
you
know
we'll
know
this
time
like
we'll
know
we're
starting
to
get
the
results
and
now
what
the
other
cities
are
doing.
So
you
always
got
to
see
what
the
other
cities
do
and
the
next
year
you
got
to
compensate.
E
If,
for
instance,
I
think
the
city
of
gulfport
is
a
city
this
year,
that's
really
catching
up,
because
ourselves
and
those
cities
we
mentioned
have
really
raised
the
bar
and
they're
losing
people.
I
think
they
just
announced
that
they're
gonna
to
try
to
keep
up
with
the
other
entities
in
the
area
they're
going
to
an
eight
percent
for
their
employees,
but
you
gotta,
remember
they're,
going
at
eight
percent
because
their
salaries
are
much
lower.
They
they
have
to
they're
forced
to
almost
the
situation.
E
We
were
15
years
ago
and
they're
going
to
an
eight
percent.
So
you
know
every
year
we
we
up.
Do
we
see
what
the
other
cities
have
done
and
how
that
puts
aside
a
skew,
but
I'm
thinking
probably
every
three.
At
least
years,
we
probably
ought
to
do
it
more
in
in
depth,
one
in
depth,
one
do
and
do
to
up
update,
update
and
then
a
then
a
full
one.
A
A
When
we
go
out,
let's
just
any
one
of
those
cities,
are
we
going
out
asking
for
a
specific
position,
or
are
we
trying
to
nail
down
like
a
job
grade
range?
I
because
I
know
this
we're
going
to
present
covers.
N
H
N
What
we
do
is
we
look
at
the
ranges
that
tells
us
min
and
max
in
our
structure.
We
have
five
percent
between
each
grade,
as
you
from
one
from
six
to
seven
is
five.
Seven
to
eight
is
five,
so
those
that
was
based
on
keeping
the
the
salary
schedule.
How
do
I
put
it?
We
don't
gerrymander
it.
We
preserve
the
integrity.
Even
if
there's
nobody
in
a
position.
A
A
N
And
one
of
the
reasons
we
don't
compare
individual
jobs,
we
try
and-
and
we
do
but
best
case
scenario,
you're.
Looking
at
peaches
and
nectarines
worst
case
scenario.
It
could
be.
You
know
you
have
to
in
order
to
get
a
totally
clear
picture.
You
would
have
to
look
at
the
job
description
for
each
and
every
position
in
all
of
those
cities,
and
that
is
so
time
consuming.
It's
probably
not
worth
the
effort,
but
we
do
compare
based
on
what
we
see
as
a
comparable
position
in
a
competition
a
competing
entity.
E
E
A
Police
chief,
I
mean
that's,
would
we
still
be
looking
at
the
range
versus
because
I
know
you're,
you
could
have
a
police
chief
with
25
years
or
10
years
and.
E
I
think
that's
a
good
good
example
to
use
you.
You
just
need
to
make
sure
your
pay
range
you're
able
to
hire
somebody
based
on
what
what
their
qualifications
are.
Obviously,
if
it's
a
new
you're
bringing
someone
else
and
give
it
a
chance,
okay,
you,
your
your
lower
range
needs
to
be
competitive
with
lower
lane,
but
you
have
to
have
the
ability,
if
you
bring
in
a
20-year
chief
of
the
year,
former
presidency
fpca
or
something
that
you've
got
the
range
to
bring
them
up,
75
80
percent
to
the
top
of
the
salary.
E
Looking
for
them-
and
we
don't
want
the
other
city
coming
in
and
grabbing
them
after
a
year,
so
that
range
has
to
be
there
to
do.
If
the
range
is
not
there
to
do
that
and
you
top
out,
but
then
you're
10
15
000
lower
than
your
competitors
out
there,
then
you're
gonna
you're,
just
bringing
them
in
to
train
them
and
lose
them
to
another
place.
So
that
range
has
to
be
in
a
point
where
you
can
bring
them
in
based
on
their
talents
and
what
they
bring
to
your
organization
right
now.
E
The
toughest
thing
is
anything
in
the
building
expectors.
You
know
the
field
inspect
any
of
those
things.
The
private
sector
walk
in
and
offer
twenty
thousand
dollars
more
to
them.
In
a
in
a
drop
of
a
hat,
a
fifty
thousand
employee
they'll
come
in
seventy.
Seventy
five
thousand
snatch
them
now.
You
can't
come
up
and
compete
with
them
completely,
but
you
got
to
get
them
high
enough
to
you
say:
wait
a
second!
E
The
city
does
have
advantages,
security,
good
health
plan,
health
clinic,
you
know
retirement,
so
so
it's
and
you
try
to
tell
the
younger
ones
a
little
harder
to
tell.
But
you
know
you
need
to
look
at
the
whole
package
when
you're
leaving
not
just
they're
going
to
pay
you
this
many
dollars
more
and
that's
why?
If
you
got
the
right
place
in
the
range
and
you've
got
the
benefits
that
we
can
offer,
our
benefits
are
kevin.
You
know
healthcare
is
one.
E
I
use,
for
example,
what
we've
done
with
our
healthcare
benefits
and
our
and
our
center
our
health
center
that
they
can
go
to
you
know
that's
a
deciding
factor
and
someone
may
it
for
a
little
bit
more
money
to
go
somewhere
else.
You
know
ours
is
quality,
so
that's
kind
of
what
you're
looking
for
to
get
the
ranges
in
a
place.
So
you
have
that
ability
to
get
those
people
here
and
keep
them
here.
I'll.
A
Be
honest
with
you:
what
I'm
used
to
this
is
back
in
the
corporate
world,
the
the
concept
of
total
comp,
and
here
it's
fairly
straightforward
in
the
corporate
world,
the
bonuses
stock
option.
So
you
looked
at
all
of
those,
but
we're
really
looking
here
at
salary
plus
benefits,
but
you're
really
you're
studied
focused
on
salary.
Correct,
that's
true!.
N
A
N
L
A
N
A
So
we
pay
them
through
golf.
N
E
A
K
I
just
have
two
questions
or
well
two
quick
things,
so
the
so
the
one
under
the
draft.
In
b
and
c,
I
just
wanted
to
comment
that
the
ranges
in
a
public
service
assistant
director
and
a
sustainability
coordinator
were
different,
a
little
off,
so
maybe
if
that
could
be
corrected
or
which
what
the
ranges
are
in
in
the
in
the
attachment
three
and
one
other
places
the
they
were
just
a
little.
K
K
Are
they
is
that
full-time
janet
are
gonna?
Have
the
ability
to
go
to
more,
or
is
he
going
to
be
used
in
other,
or
is
she
going
to
be
he
or
she
going
to
be
used
in
other
aspects?.
E
Yeah
their
primary
is,
is
the
depot
in
the
library,
the
the
trade
historic
train
depot.
We
do
the
gym,
that's
their
main
one,
but
the
full-time.
There
may
be
some
a
lot
when
we
need
assistance
in
places.
There
may
be
some
assistance
time.
There
may
be
some
extra
time.
Their
primary,
though,
is
is
library
depot,
but
a
full
time
may
give
some
hours
to
to
assist.
If
we've
got
somebody
out
or
stuff
that
may
add
to
it.
K
E
The
part-time
ability
to
hire
somebody
is
is
is
terrible
right
now,
so
it'll
help
us
not
have
an
empty
slot
that
our
janitorial
people
from
over
here
in
city
hall,
have
to
make
up
for
because
you
know
with
the
pay
of
it
and
where
it
is.
The
part
time
has
not
worked
for
a
while
and
then,
when
I
add
anything
to
that
jane.
N
No
other
than
going
back
to
your
other
question.
The
memo
from
mr
smith
was
submitted
prior
to
us
having
moved
the
ranges.
In
other
words,
the
position
for
the
sustainability
coordinator
is
a
wage
grade.
17
and
his
memo
says
18,
but
the
proposed
salary
range
is
that
of
an
of
an
18,
because
we've
moved
everybody
up.
N
N
The
number
the
grade
stays
the
same.
The
the
range
moves
by
five
percent.
K
Okay,
so
that's
the
that's
what
that
was
okay
and
in
regard
back
to
the
janitorial
position,
I
in
the
other
budgets
that
we
have
in
a
win.
Maybe
it's
a
question
for
ron,
but
are
those?
Is
that
budgeted
as
a
cleaning
position
right
now
in
the
other
budgets?
Can?
Is
there
going
to
be
savings
by
with
with
this
position,
that's
going
to
open
up
in
the
other
budgets
like
in
in
some
budgets?
D
H
K
Yeah
my
question
is:
in
the
budget
in
the
budgets
that
were
presented.
There's
you
know,
cleaning
services
budgeted
inside
of
those
different
budgets
would.
H
K
H
Now,
you're
talking
about
the
two
part-time
positions
converting
to
the
full-time-
yes,
which
is
in
library
right
now,
and
then
what
the
plan
is
just
they'll
be
charged
out.
We're
going
to
charge
a
70
percent.
The
library
25
to
facility
maintenance
and
five
percent
to
the
train
depot
is
how
we're
going
to
allocate
that
position
out.
K
H
H
C
D
Yeah,
based
on
the
budget,
we
previously
proved
what
impact
does
all
this
have
on
that
budget?.
E
H
As
you
know,
we've
got
the
money
that
we
budget
for
the
three
percent
for
the
general
employees.
The
police
and
fire
unions
are
separate
with
their
contracts
and
stuff.
So
we
got
the
pot
of
money
for
the
three
percent
and
basically
we've
we've
funded
all
those
items
on
that
on
your
memo.
There's
items
I
don't
know
one
through
13
or
something
like
that
with
the
with
the
new
positions
and
with
those
regrades
and
reclassifications,
we've
got
about
17
000
that
we
still
need
in
the
budget.
But
my
thought
is
we
can
those
chart.
H
H
I'm
sorry
well
three
months
after
my
mind
is
thinking
you
probably
won't
get
them
hired
until
december
or
so,
and
then
you
they'll
still
take
three
months
until
after
they're
hired
before
they
qualify
for
health
insurance.
So
you
get
about
six
months
of
health
insurance
that
frees
up
so
it's
based
on.
So
I
get
back
to
it's.
Basically,
a
wash
so.
A
K
Do
you
mind
if
I
just
ask
you
one
more
question,
just
out
of
curiosity
in
regards
to
the
employer
contribution
for
the
city
of
tarpon
springs?
What
is
that
comparable
to
the
other
cities
in
this
area?
Percentage-Wise?
What
what
are
the
other
municipalities
doing
comparable
to.
N
H
Yeah
we
went
before
the
pension
general
employees,
pension
board
met
last
week
and
they
approved
to
move
the
general
employee's
pension
rate
from
eight
point,
seven
percent,
which
it's
been
at
for
about
20
years
now
to
nine
percent
over
all
the
funds.
It's
about
a
35
000
increase
about
25,
000
general
fund.
It's
a
minimal
cost.
We
just
thought
we'll
just
have
it
be
absorbed
by
the
departments.
They
probably
hopefully
have
a
little
bit
of
a
little
excess
there.
So
we
just
thought:
we'd
just
that'll
cover
that
35
000
and.
H
Well,
we
did
the
survey
and
our
we
got
our
consultant
for
the
general
employees
pension
board.
He
did
a
survey
of,
I
think
15
other
cities
I
did
my
own,
which
included
it
some
more.
Some
of
the
average
I
think
came
to
9.45,
so
we're
hoping
that
that
helps
us
bring
up,
maybe
might
help
attract
employees
and
stuff
that
are
on
the
line.
You
know.
Do
I
go
to
city
at
eight
tarpon
springs
at
8.7
or
do
I
can
I
get
10
percent
from
another
city
for
for
the
defined
contribution,
pension
and.
E
H
My
thought
is
that
what
I
mentioned
the
pensionboard
was
trying
to
get
it
to
10
percent.
I
go
back
to
my
history
when
there
was
a
few
years
ago,
maybe
that's
ten
years
ago.
I
got
offered
a
job
in
another
another
city
and
that's
when
it
came
to
light.
That's
why
I
found
there's
a
lot
of
other
cities
offering
ten
percent.
I
mean
it
wasn't
my,
but
you
know
I
go
wow.
It
was
a
little
bit
of
a
factor
but
not
much,
but
I
stayed
here.
E
But
this
is
something
we
need
to
look
we
need.
This
is
a
start
to
move
in
the
right
direction.
We
probably
need
to
look
at
where
that
is
next.
That
probably
needs
to
be
looked
at
for
the
next
couple
years
and
and
looked
at
the
possibility
of
of
of
maybe
moving
it
closer
that
ave,
where
that
average
is
to
move
it
closer.
But
this
is
the
initial.
This
was
the
initial
recommendation.
Again,
this
is
the
pension
board,
the
city
pension
board
that
made
the
recommendation.
A
A
H
A
A
H
A
M
G
A
N
You
have
to
have
a
minimum
of
a
thousand
and
fifty
hours
each
year,
which
is
kind
of
like
how
almost
a
little
better
than
half
time,
so
it
is
by
by
your
fifth
year.
You
will
have
a
hundred
percent
vested.
The
other
thing
I
needed
I
wanted
to
mention
about
the
reason
we
it's
non-contributory
for
the
401a
is
because,
if
we
allow
the
the
employees
to
contribute
the
irs
says
it
must
be
mandatory
and
at
the
time
that
they
brought
in
this
plan,
they
didn't
feel
that
some
of
the
employees
could
afford
that
match.
J
A
Out
to
google
457,
I
know
401.,
let
me
ask,
could
I
then
we'll
go?
Do
we
want
jane
to
go
through
this
memo
step
by
step
or.
A
K
K
A
A
Both
items
on
the
agenda
correct
we're
good.
Now
that
moment
you
have
been
waiting
for
it.
It
says
and
you've
been
ma.
I
had
very
patient
I'd,
be
fidgety
back
there,
we're
at
the
point
of
the
agenda
for
public
comments.
A
B
B
So
if
I
go
well,
if
I
treat
it
like
a
commission
meeting,
please
forgive
me,
but
we
have
been
servicing
this
city
for
25
years
and
the
only
reason
I'm
starting
off
with
that
is
because
in
that
25
years
we
have
proudly
shown
the
city
and
it's
organizations
everything
what
we
can
do
and
what
we
do
as
a
company.
B
I
heard
a
couple
of
remarks
as
well.
We
don't
know
about
the
quality
of
either
one.
We
got
25
years
to
figure
out
our
quality
and
what
we've
done
for
the
city.
So
we
come
by
the
houses
four
times
a
week
and
that's
about
I
mean
four
times
a
service
day
and
that's
about
you
know
17
17
times
a
month
or
200
200
times
per
year.
So
we
collect
your
garbage,
your
yard
waste
and
your
recycling,
and
this
is
basically
when
you
listen
to
to
different
meetings
and
different
talks.
B
It's
almost
become
an
invisible
service
and,
to
me,
that's
a
great
compliment
for
our
district
manager
back
there,
because
you
know
you
just
pick
it
up
it's
over
with
and
it's
done
and
and
our
our
proposal
was
not
an
educated
guess,
it
was
what
we've
been
doing
for
years
and
we
offered
no
change
and
that's
where
the
apples
to
apples
come
in
the
response.
Comparison
is
not
apples
to
apples.
We
bid
proposed
14
trucks,
they
proposed
six
trucks.
So
that's
a
little
bit
of
a
difference,
but
their
six
trucks
picks
up.
B
You
know
will
pick
up
everything,
except
for
it's
more
days
in
the
city,
we're
in
the
city
two
days
a
week,
so
we
have
to
hire
enough
people
enough
drivers
to
do
that.
So
when
I
say
we
propose
it
that
way
on
purpose,
that's
the
way
everybody
said
they
wanted
it
that's
the
way
they
wanted
to
keep
it.
So
that's
what
we
did.
You
know
we
have
some
great
route,
people
that
could
figure
out
a
way
to
save
a
bunch
of
money
and
maybe
come
in
five
days.
B
Six
days
you
know
come
in
on
sunday.
I
don't
know
it's
probably
against
code,
but
if
that's
all
you
want
is
to
save
money,
you
know
you
can
figure
that
stuff
out
and
have
other
alternates
on
there.
So
what
I'm
trying
to
say
is
cheaper
is
not
always
the
answer.
It's
what
you
want.
You
know
it's
what
the
residents
want.
If
it's
the
cheapest,
then
they
just
hit
bingo,
you
know,
but
if
it's
not,
then
they
have
to
look
at
it.
Just
a
little
bit
differently
and
other
factors
to
consider
is
the
sustainability.
B
I
have
trouble
with
that
word,
but
every
day,
every
time
you
see
us
in
your
city,
we
are
helping
the
city's
sustainability.
We
are
increasing
it.
We
use
the
majority
70
80
percent
cng
trucks,
they
use
compressed
natural
gas,
very
expensive
trucks.
You
have
to
build
a
fueling
station
which
we
have
built
and
it
it
cuts
down
on
your
emissions
in
the
city
and
it
cuts
down
on
noise,
they're.
Very
very
quiet
trucks,
our
drivers
are
very
highly
trained
and
most
of
them
have
been
working
in
the
city
at
least
six
years.
B
Two
of
them
live
in
tarpon
and
they
have
seven
to
ten
years.
Experience
excellent
service
to
me
is
not
a
lucky
thing:
it's
hard
work
from
dedicated
and
experienced
employees
when
I
say
experience,
they
know
the
routes,
they
know
the
homes
they
know
you
know
what
to
do
in
the
city
and
they
and
the
best
thing
about
it
for
the
residents
is
they've
been
proven
very
safe.
We
have
a
good
safety
record
here
and
then
the
last
thing
is
the
money
back
into
the
community
sponsorships,
etc.
B
No,
that's
not
picking
up
guards
or
that
is
being
a
member
of
the
community,
and
so
over
the
last
eight
or
nine
years
we've
put
back
into
the
community
with
various
sponsorships
of
over
forty
five
thousand
dollars,
that's
a
lot
of
money
and
so
and
that
doesn't
include
the
millions
of
dollars
it
takes
to
get
the
cng
trucks
and
the
cng
fueling
stations
giving
back
into
sustainability.
So
that's
just
money
like
here
go,
have
a
good
golf
tournament
or
here
house
have
a
fun
fourth
of
july.
That
type
of
thing.
B
So
I'm
going
to
sum
sum
mine
up,
because
I
know
you're-
probably
getting
tired
of
hearing
from
me,
but
but
to
keep
this
great
invisible
service
same
days
same
hours,
maintain
the
sustainability
goals,
keep
the
well-known
people,
know
their
drivers
and
dedicated
drivers
in
your
neighborhoods
and
keep
a
company
in
the
community.
That
is
wants
to
be
a
partner
and
has
done
it
has
proven
it
well.
How
is
that
done?
Everything
I
hear
from
everybody
is
eight
million
dollars.
This
is
eight
billion
dollars.
B
Well,
the
the
grand
total
for
five
years
for
every
single
service
we
offer
the
city
is
a
eight
million
dollars
difference.
It
is
the
exact
same
total
as
the
third
bidder,
so
we
have
two
bidders
at
one
point
and
and
one
down
here
that
bid
the
same
kind
of
service
and
a
totally
different
service,
but
how?
What?
What
does
it
mean
to
the
residents?
B
J
B
L
You
good
afternoon,
george
talk,
I'm
the
district
manager
here
in
pinellas,
I've
been
working
on
this
contract
six
and
a
half
years.
I've
been
with
waste
about
14.,
just
some
of
the
things
that
I
I
listened
to
the
commissioner
meeting
and
what
they
bought
up
the
commissioners
brought
up
and
they
talked
about
safety.
I
just
want
to
tell
you
guys
about
some
of
our
safety
records
that
we
have
here
in
tarpon.
L
If
you
look
at
our
safety
record
for
last
year,
trir,
it's
total
recordable
injury
rate,
the
injuries,
the
time
between
injuries,
the
lower
the
number,
the
better
you
know,
waste
management
of
pinellas.
For
the
year
of
2020,
we
were
at
a
1.18.
L
2.0
is
world-class,
so
you
know
we're
being
safe
out
there,
we're
being
safe
with
the
residents.
That's
that's
our
number
one
priority
with
waste
management
always
has
been
so
then,
and
keeping
the
customers
and
the
residents
safe
is
is
also
a
high
priority.
You
know
we
always
tell
our
drivers.
We
want
you
to
go
home
to
your
families
and
we
want
our
residents
to
be
safe,
with
with
everything
that
all
our
guys
do
out
there.
L
It's
the
the
var
vehicle
accident
record
rate.
That's
the
number,
the
higher
the
number,
the
better
right,
the
time
the
hours
in
between
the
the
accidents
we
were
39
000
last
year,
25
000
is
world
class.
So
it's
another
statement
about
waste
management,
pinellas
that
we
really
take
safety
and
and
the
residents
and
everything
that
we
do
out
there
very
highly
another
thing
that
we
do.
We
get
surveys
back.
You
know
I
pulled
up.
I
pulled
up
three
surveys
from
tarpon
springs
for
the
last
year.
L
Cunningham
gene
lives
on
3014,
charles
court.
Tarpon
springs,
gave
us
a
10..
Great
crew,
always
pick
up
trash
on
time,
wayne
vaughn
keystone,
road
and
tarpon.
They
do
a
great
job,
no
problems.
You
know
like
like
that
bill
said
25
years.
You
know
what
our
service
is
like.
It's
not
a
question
of
you.
You
know
throw
it
up
in
the
air
and
hopefully
you
get
good
service.
You
know,
you're
getting
good
service
from
us
bill
brought
up
the
other
thing.
Cng
we
have.
L
75
percent
of
our
trucks
are
cng
lower
emissions,
no
emissions.
Now
it's
not
even
lower.
It's
no
emissions,
very
quiet
trucks.
We
have
the
the
fueling
stations
in
the
yard.
It's
already
set
up,
it's
all
part
of
the
cost
that
we
did
for
for
doing
business
here
in
pinellas
county.
So
I
just
wanted
you
guys
to
know
all
that
stuff,
as
well
as
what
waste
pro
did
and
what
they
do.
We
do
the
same
thing
we're
already
doing
it
in
your
in
your
town.
Thank
you.
M
M
M
But
the
interesting
thing
in
that
clip
on
wptv
wptv
is
that
their
staff
and
their
public
works
director
commented
that
they
chose
waste
management
and
and
chose
waste
management
because
of
its
long-time
service
overprice
over
the
competitor,
and
there
was
a
significant
price
difference,
but
we
also
had
cng
trucks
in
martin
county,
their
new
trucks.
We
actually
purchased
67
new
trucks
for
martin
county,
that's
350,
000,
a
truck
so
a
major
investment,
and
that
that
indicated
part
of
the
price
and
I'll
add
to
what
george
said.
M
But
again
I
was
just
wanted
to
highlight
martin
county's
decision
to
really
prioritize
service
over
price
and
the
commissioners
there
made
that
decision
and
then
just
one
other
thing
I
wanted
to
highlight,
because
I
know
vice
chair,
you
asked
about
the
price
difference,
I'm
really
proud
of
the
company
I
work
for
and
the
commitment
they
make
to
our
team
members.
I
know
you
were
just
having
that
discussion
on
benefits
and
salaries
and
things
we
have
all
of
the
same.
M
You
know
benefits
in
401ks
and
stock
things,
but
we
make
a
tremendous
investment
in
the
education
and
the
training
of
our
team
members.
We
have
a
new
program
called
your
tomorrow,
where
all
of
our
team
members
around
the
country,
including
those
here
in
tarpon,
springs,
get
free
education,
bachelor's
degrees,
aaa
degrees,
certificate
degrees
and
then
a
contributions
to
masters.
So
we're
investing
in
our
team
members
and
that's
outstanding,
but
some
companies
do
that.
But
what
we're
doing
starting
in
january
is
we
are
extending
that
education
benefit
to
spouses
and
children
of
all
of
our
employees.
M
So
anyone
who
works
for
waste
management,
the
team
member,
the
spouse
and
the
children
have
an
opportunity
going
forward
for
free
undergraduate
degrees.
So
when
you
look
at
a
company
like
waste
management,
I
ask
you
to
look
at
the
totality
of
what
we
bring
to
the
people
who
work
for
us,
because
we
attract
the
best
in
the
business
and
we're
really
proud
to
work.
There.
J
M
O
Very
much
to
add
to
that
I'm
doing
my
reviews
with
my
team
right
now
and
all
of
the
ones
that
I've
met
with
have
already
signed
up
for
some
kind
of
certification
or
going
back
to
school.
So
I
mean
it's
it's
very
significant,
so
my
name
is
lisa
mcknight.
I
also
work
for
waste
management.
I'm
part
of
the
public
sector
team
with
bill
gresham
here
and
kind
of
to
carry
on
what
don
was
speaking
to.
O
I
was
really
listening
to
your
conversation,
about
salary
comparisons
and
between
the
different
municipalities,
and
you
talked
about
salaried
range
and
tenured
employees.
I
kind
of
feel
like
waste
management,
we're
your
tenured
employee
and
don't
we
deserve
to
maybe
be
on
that
higher
end,
because
we've
proven
ourselves-
and
you
know
when
I
think
about
the
procurement
and
some
of
the
questions
that
were
asked.
You
know
there
are
different
solicitations.
O
Excuse
me.
I
get
nervous
speaking
in
front
of
citizen
communities
too,
so
there
are
different
solicitations
that
can
take
place.
There
are
itbs
and
there
are
rfps,
and
this
was
very
clearly
an
rfp
and
it
had
55
points
allocated
to
price
and
still
45
points
allocated
to
tech,
the
technical
component.
So
if
you
really
wanted
to
compare
apples
to
apples
and
understand
what
your
citizens
wanted,
you
could
have
gone
down
an
itb
path
and
gone
purely
down
a
price,
so
your
decision
of
making
just
a
price
decision
would
be
valid.
O
E
J
To
get
that
trick
down,
my
name
is
wendy
bittner
and
I'm
a
neighbor
of
yours
in
pasco
county
and
live
right
down
54.
So
it
doesn't
take
me
long
to
come
here
and
spend
money
at
your
fine
restaurants
downtown.
I
was
here
for
support
for
my
team.
I
am
a,
I
am
an
independent
consultant
with
waste
management,
and
so
I
really
wasn't
prepared
to
speak,
and
but
the
only
thing
I
I
I
guess
I
would
like
to
reiterate.
Is
the
commission
asked
the
committee
to
do
several
things?
J
You
know
look
at
the
apples
to
apples.
Comparison.
Look
at
the
six
days
a
week
or
five
days
a
week
versus
two
days
a
week
service.
Look
at
the
yard
waste
when
the
yard
waste
is
being
picked
up
with
both
services
and
if
that
works
for
the
for
the
citizens.
So
a
lot
of
things
that
the
commission
directed
is
what
they
asked
this
body
to
do
so,
but
anyway,
I
wasn't
prepared
to
do
any
of
that.
But
thank
you
guys
for
letting
us
give
our
public
comment
and
we
really
appreciate
what
you're
doing.
E
We
are
very
lucky,
I'm
about
to
tuesday
night
I'll,
be
given
permission
to
sign
that
document
to
get
our
first
six
million
of
the
recovery
plan,
which
in
a
year
I'm
supposed
to
be
able
to
sign
something
for
another
six
million.
These,
although
I
wish
we're
up
to
12,
is
12
points.
12
million
400.
yeah
12..
E
So
I
wish
there
was
a
wider
range
that
we
could
use
the
money
for,
but
that's
that's,
okay,
because
we
can
really
speed
up
some
water
projects,
storm
water
projects,
infrastructure
projects.
E
We
had
that
money
and
we
were
able
to
get
ahead
from
2008
9
to
the
present
to,
whereas
the
major
storms,
everything
hit,
we
didn't
throw
sewer
into
the
river.
We
didn't
do
all
the
things
you
saw
the
places,
but
it
was
it
was.
It
was
a
real
cost.
It
was
you
know,
some
really
serious
water
and
sewer
rate
that
the
that
the
citizens
had
to
pay,
but
we
made
that
promise.
So
we've
almost
got
with
this
windfall.
E
We've
almost
got
another
pot
of
money
that
the
citizens
don't
have
to
finance
to
keep
taking
our
water
storm
water,
sewer,
we've
got
old,
we've
still
got
a
lot
of
old
pipes
in
these
grounds
and
stuff,
and
you
know
that's
not
the
gland.
When
you
see
a
budget,
no,
you
know
that
stuff
is
not
the
glamorous
stuff
you
see
in
the
butt
you
want.
E
You
know
more
glamorous
things
that
you
can
see
in
the
budget
that
isn't
the
glamorous
portion,
but
but
this
is
going
to
give
us
the
chance
to
not
have
the
citizens
have
to
sacrifice
for
10
years
to
do
it.
We've
got
this
money
available
to
do
that
and
that's
going
to
be
real
people
don't
realize
that
we've
still
got
to
manage
these
extra
projects.
So
some
of
these
positions
you
see
in
here
were,
I
don't
think
I've.
E
Given
you
six
new
positions-
and
I
don't
know
even
if
I've
given
to
you
in
my
last
eight
or
nine
years,
but
you
know
I
haven't
given
you
too
many,
except
some
grant
ones
for
police
and
stuff,
but
some
of
the
reasons
for
these
positions
was
to
prepare
for
having
to
manage.
You
know
these
extra
12
million
dollars
of
projects
over
the
next
over
the
next
three
or
four
years.
So
it's
real
exciting
not
only
with
this
budget
that
we're
going
to
give
to
them,
but
we'll
be
talking.
E
I'm
sure
we'll
be
coming
to
you
when
we
talk
about
our
strategy
for
the
12
million
expenditure
and
and
where
to
use
it
for,
but
it's
some
real
exciting
times
and
I
think
we're
giving
a
good
product
to
the
citizen
with
this
budget
we're
bringing
forward
and
and
again
with
that
extra
money
that
that
we've
finally
going
to
get
hopefully
the
first
half
in
our
bank
account
soon.
I
I
think
it's
a
real
good
product
we've
produced,
and
I
want
to
thank
you
for
your
part
in
working
with
us
and
getting
us
there.
A
He
can't
get
much
in
the
way
of
cash,
but
no
that's
that's
that's
good
to
hear
that's.
That
will
help
a
lot.
I
wish
you
I
agree
with.
I
wish
we
had
a
little
more
flexibility.
You.
D
A
A
E
Again,
we
want
to
look
at
that
because
you
know
not
only
and-
and
I
won't
it's
not
just
the
sustainability
position
that
comes
up.
You
know,
you
know
there
there's
other
positions
that
been
talking
about.
We
needed
that
are
more,
I
don't.
I
call
them
special
interests,
but
they're
special,
that
that
doesn't
realize
the
other
departments
who've
been
asking
for
positions
for
a
while,
and
I
wanted
them
to
lay
out
looking
ahead,
the
next
three
years,
maybe
three
to
five
years.
E
What
are
the
needs
so
when
these
positions
like
this
come
up
that
everybody
can
weigh?
Okay
sustainability
is
great
and
stuff,
but
you
know
paul
smith
in
one
position,
for
instance,
he's
he's
been
without
that
second,
in
command
for
six
years,
when
I
moved
bob
robertson,
so
he's
kind
of
been
asking
and
the
time's
coming,
especially,
and
with
these
projects
coming.
This
is
the
perfect
time
to
bring
it
forward,
but
I
just
wanted
everybody
to
see
and
it
a
little
you
know
it
became
a
little
bit.
E
Oh,
we
need
all
these
things
no,
but
these
are
things
in
the
future
and
in
the
other
years
we
got
to
look
at
and
you
need
to
look
at
the
total
picture
of
what
the
needs
of
the
part.
All
of
them
aren't
going
to
be
able
to
be
done
in
the
next
three
three
years,
maybe
not
even
five
years,
but
they
need
to
be
on
the
table
to
be
evaluated.
The
police
and
fire
ones
are
going
to
purely
purely
go
with
these
new
grants
that
are
supposed
to
be
coming.
E
We
got
them
three
years
earlier,
so,
yes,
we
will
we'll
be
looking
at
each
one
of
those
other
positions
and
stuff,
and
you
know
where
things
move
forward
and
how
we
can
prioritize
them
over
the
and
again
depends
on
the
economy
depends
on
what's
going
on.
If
they
come
in
the
next
couple
or
or
you
know,
something
happens
with
the
economy,
they
may
be
further
down
the
road,
but
they
just
need
to
be
out
there.
A
You
just
triggered
some
thought.
I
I
wouldn't
ask
you.
There
was
one
position
in
here.
I
knew
jeff
was
asking
because
we
now
have
the.
What
do
I
want
to
say
the
cameras
he
was
asking
for
a
position
kind
of
to
manage
the
tapes
and
everything
was
that
one
of
the
positions
here
or
or
not,
there's
something
that.
E
It's
it
wasn't
one
of
the
ones
chosen
tonight.
It
had
an
idea,
but
why
we
want
to
try
to
get
and-
and
you
know
these
cameras
a
lot
of
times-
we
need
at
least
probably
six
more
months
of
data
about
what
that
increase
of
public
records
requests
and
the
time
is
going
to
be.
You
know
we
can
say
it's
bad
now
and
stuff,
but
we
need
to
look
what
I
was
thinking
and
talking
with
him.
Let's
get
six
more
months
of
data,
the
cameras
are
coming
out
and
we're
gonna
start
getting
these
public
records
requests.
E
Is
it
something
that
he's
capable
with
his
manpower?
Do
it?
Is
the
son
that's
taking
somebody
from
other
duties
completely
and
it
could
be
son
in
six
months?
I
come
back
to
the
board
and
say:
listen.
This
is
out
of
control
and
we're
losing
this.
I
need
a
position
mid-budget
for,
but
I
just
didn't
think
we
had
enough
and
he
agreed
well,
we
don't,
because
we
haven't
started
the
public
records.
You
know
some
departments,
the
bigger
cities
they're
just
getting
inundated
with.
You
know
anything
that
happens.
Give
me
the
camera
footage
of
this.
E
Give
me
so
they're
assigning
people
right
and
left.
Is
that
going
to
happen
here
or
what
is
it
going
to
look
like
when
it
goes
and
then
to
be
able
to
give,
because
I
wouldn't
be
able
to
justify?
Well,
we
think
it
could
be
bad.
So
we
need
that
position
because
there
could
be
a
lot
of
requests
and
right
now
he's
got
the
ability
to
handle
it.
E
But
again,
if,
if
we're
looking
in
six
months
and
all
of
a
sudden
he's
he's
having
to
take
somebody
from
one
of
the
other
duties
and
they're
spending
full
time
on
doing
this,
then
it's
definitely
going
to
be
in
the
next
year's
budget
or
it
may
be
in
a
mid-budget
item
where
they're
inundated
and
they're
losing
services
here,
and
we
need
to
do
this.
But
that's
just
one
that
we
need
a
little
more
look
at.
What's
going
to
be
the
effects
of
before
we
could
bring
it
forward
and
justify
it.
A
All
right
we're
still
any
other
any
further.
C
N
C
E
Yeah
we'll
be
putting
out
a
call,
but
if
again
people-
and
if
you
know
your
field,
you
know
you've
shown
your
expertise
from
all
your
fields
to
bring
to
the
board
and
if
you've
got
friends
that
like
to
serve
or
people
you
know
business-wise,
you
know
we
need.
You
know
we,
like
those.
You
think
I
have
a
friend.