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From YouTube: Budget Advisory Committee August 17, 2023
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A
B
C
C
A
Thank
you
chairman.
What
I
thought
I'd
do.
Last
time
you
all
met
was
July
20th.
There
was
one
more
budget
workshop
with
the
board
on
July
27th
I,
just
thought
I'd
briefly
go
over
some
of
those
items.
One
of
them
is
this
legal
size
sheet.
Here
they
asked
us
to
put
together.
A
You
know
the
capital
projects
that
are
out
there
and
the
status
of
them.
So
on
the
first
page
we
put
you
know
the
capital
projects
that
were
approved
and
their
budgeted
in
process,
and
we
listed
all
of
them
all
the
projects
in
process
with
the
budgeted
cost.
Then
the
next
column
over
you
know
if
there
are
funding,
involved
or
grant
funding,
and
then
you
know
when
when
it
was
board
approved,
so
we
listed
all
those
projects
that
were,
you
know
currently
ongoing.
A
D
A
A
Do
my
best
on
the
second
page,
we
started
the
capital
projects,
budgeted
construction
not
started
with
real
reallocation,
possibilities
and
I.
Think
this
also.
What
this
all
started
from
a
lot
of
projects
are
coming
at
over
budget.
Is
there
some
money
in
some
projects
that
maybe
we
can
hold
off
on
some
projects
and
use?
You
know,
maybe
use
that
money
that
we're
holding
off
or
for
pushing
the
project
out
a
couple
years
and
use
it
for
some
other
projects
that
are
coming
and
over
budget.
A
from
the
discussion
they
they
still
wanted
to.
You
know
doing
the
North
Pinellas
Corridor,
the
beautification
Orange
Street
construction.
They
asked
that
they
wanted
to
look
into
what
what's
being
done
and
if
you
know
three
bricking
and
stuff,
and
what
they're
actually
doing
within
within
that
project.
So
they
asked
the
project
Administration
director
to
look
into
that.
B
A
That's
a
different
project
and
then
Jasmine
sidewalk
Sports
Complex
to
melons.
It
seemed
like
there
might
be
some
issues
with
that,
so
that
was
one
that
they
said.
Okay,
maybe
we
pushed
that
back
a
year.
So
if
we
need
the
money
from
that
one
and
they
did
and
we're
going
to
use
that
money
for
part
of
the
elfer
spur,
because
that
one's
coming
in
over
budget,
it's
elfers
burrow
that
the
trailer
goes
across
the
Anclote
here,
then
it
got
down
to
the
Sponge
Docks
flood
abatement,
which
has
some
arpa
funding
and
grant
funding.
A
They
seem
to
be
my
notes.
Here
said
that
they
wouldn't
have
a
different
set
of
eyes.
Look
at
I
think
there's
a
lot
involved
there,
especially
if
they
have
to
do
this
Vault
system,
which
is
right
in
right
on
in
the
Sponge
Docks
area
and
trying
to
divert
traffic
and
stuff.
So
they
still
wanted
to
look
into
that
project
and
and
I'll
say
whether
they're
going
to
do
it
or
not,
but
that's
what
they
were
still
looking
into
that
one
elfersberg,
that's
what
I
just
mentioned.
A
They
needed
some
more
money
on
because
we
had
about
700
000
in
the
budget.
They
needed
1.4
million.
So
we
we
needed
more
money.
For
that,
then
down
below
was
some
project
with
no
funding
at
all.
That
you
know
has
been
on
sort
of
the
I.
Don't
call
it
the
wish
list
with
the
cops
and
kids
new
building.
What
can
buy
you
flooding
what
can
buy
in
construction
design
and
construction?
A
golf
course
clubhouse
hurricane
Harden,
the
community
center
some
spoil
site
land
they
they
talked
about.
A
Since
you
know,
we
should
be
dredging
every
so
many
years.
I
can't
remember
if
it's
10
years
or
15
years
that
maybe
we
should
buy
a
piece
of
land
instead
of
leasing,
a
piece
of
land,
so
that's
been
floated
out
there
and
then
Craig,
Park
II,
Craig,
Park
phase,
two,
the
other
side
of
Craig
Park
for
funding
for
that.
So
so
that
was
that
spreadsheet
I
don't
know.
If
you
have
any
questions
on
it.
C
A
A
I'll
go
to
the
next
one
that
was
on
that
same
item,
but
the
budget
Workshop
was
this
one
here,
it's
just
a
a
two-page
up
top
it's
called
Capital
requested,
but
not
in
budgeted.
So
we
went
through.
We
I
met
with
departments,
the
city
manager
and
I,
and
we
prioritize
all
the
projects
that
were
out
there,
that
when
can
we
possibly
fund
them
and
maybe
what's
more
required,
what's
more
urgent
repairs
and
maintenance,
something
you
know
like
AC
systems
and
fire
panel
replacement.
A
A
Then
we
went
to
2425
on
the
second
page
and
then
25
26
26,
27
27
28.
Now,
like
I,
say
we
work
with
the
department
heads
who
had
these
projects
just
to
prioritize
and
what's
the
urgency
on
some
of
these
projects,
I
know
there's
a
lot
of
them
out
there,
but
we
had
that.
Trying
to
balance
some
money
too.
A
E
I
know
at
one
time
the
board
had
requested.
This
has
been
probably
years
ago
that
a
maintenance
schedule
be
put
together
and
that's
happening
now
right.
The
future.
A
A
Much
was
just
a
brief
on
the
salary,
Administration
and
the
plan,
but
we
were
still
working
on
it
at
that
time
about
moving
the
minimums
and
the
maximums
five
percent
ongoing
analysis
of
positions,
positions
updates
and
upgrade
changes
working
at
one
reorg
with
the
public
works
department
and
two
new
positions:
I'm,
sorry,
two
new
police
officer
positions
and
one
position
in
Building
Development,
and
then
there
was
some
for
the
allocation
for
the
new
city
manager
position.
A
So
that
was
the
salary
part
of
that
item
on
the
27th
and
then
they
wanted.
They
had
us
put
together
a
CRA
budget,
but
basically
you
already
have
it.
It
was
like
the
budget
award
book
and
we
put
together
a
separate
budget
and
it
it
all
comes
about
because
it
looks
like
there's
some
things.
Procedurally,
we
need
to
be
revising
within
the
CRA
and
that's
going
to
be
coming
up
at
the
next
meeting,
so
they
just
wanted
to
get
a
separate
budget
document
together.
A
So
that
was
the
meeting
from
the
board
meeting
of
the
budget
workshop
on
July
27th.
Okay,
then
I
just
had
not
too
many
changes
just
going
forward
from
there.
Since
then,
the
police
and
fire
Union
contracts
have
been
approved
and
those
those
salaries
have
been
put
in
the
budget.
The
other
thing
was
and
I've
got
this
one
document
proposed
budget
update.
A
Really
it's
all
the
you
know,
I've
been
telling
you
the
all
the
insurances
that
we've
got
estimates
so
far,
but
now
we've
got
the
actual
cost
of
the
of
the
premiums
that
came
in
and,
as
you
can
see,
you
know
we're
going
health
insurance.
We
budget
10
actually
came
in
at
seven
percent.
So
if
you
go
I'm
sorry.
D
A
What
I
got
on
that
page?
You
could
probably
read
what
we
budgeted:
the
actual
cost
that
it
came
in
and
an
increase
and
decrease.
So
you
can
see
health
insurance.
We
saved
about
88
000
bucks,
Dental
life
insurance.
There
was
no
increase,
so
we're
saving
another
12
000
on
Dental
5300
on
life
compared
to
what
we
budgeted
workers
compensation.
We
budget
10.
It
came
in
at
three
percent,
so
we
were
saving
about
28,
almost
29
000..
A
Now
I
get
down
the
property
liability
insurance,
the
first
one's
property
insurance.
We
budgeted
fifty
percent.
It
came
in
last
week
at
151
percent,
so
we
budgeted
464
000..
It
came
in
at
777
982,
so
we're
we're
short
about
313
000..
Then
we
go
to
general
liability.
10
percent
came
in
about
12
percent,
so
we
need
another
7
900.,
auto
liability,
10
percent
budgeted
actual
43
percent.
A
So
that's
about
twenty
six
thousand
more
cyber
liability
of
budget
at
my
10
percent
came
in
at
five
percent,
so
actually
decreased
to
75
bucks,
Auto
physical
damage,
a
budgeted,
10
percent
actual,
is
nine
percent,
so
we're
saving
about
403
bucks,
so
Total
Property
liability.
What
we
did
budget
was
958
000.
The
total
with
those
was
1.3
million,
so
I
need
about
347,
000
and
then
I
got
the
grand
totals
at
the
bottom
there
for
all
those
insurances,
so
I
think
that's
all
I
had
on
I.
A
F
A
A
A
C
I
think
I'm
expecting
to
see
the
worst
I
haven't,
got
my
renewal
on
the
mine's,
not
due
to
November.
Okay.
A
B
B
A
C
G
A
Know
the
police
ended
up
being
said,
12
and
a
half
percent
for
the
first,
it's
a
three-year
contract.
So
it's
12
and
a
half
I
think
seven
and
seven
for
the
two
out
years.
I
think
no.
A
Four
or
something
okay,
fire
just
came
in,
and
it
was
fifteen
five
and
five
for
the
three
years.
Fifteen
percent
for
the
first
year.
D
So
meaning
that
they
gave
them
more
than
what
we
budgeted.
Yes,
okay
and
I'm
just
curious
how
that
works.
The
Commissioners
decided
this
or
who
decided
that
we're
going
to
give
them
more
than
what
was
budgeted
well.
A
E
H
H
That's
why
you
had
to
get
up
to
the
starting
pay
or
you
were
you
had
to
get
up
to
that
starting
pay
or
you
weren't
going
to
get
there.
Unfortunately,
the
ones
in
negotiations
now,
whereas
that
contract
that
we
signed
and
we
got
up
during
the
60s,
the
new
bars-
probably
going
to
be
in
the
63
to
65
range.
So,
unfortunately,
when
it
comes
October
or
November,
we
still
may
be
three
to
five
thousand
dollar
off.
Even
but
you
know
you
can't
price
yourself
out,
I
mean
that
was
the
best.
H
That
was
the
best.
We
could
do
to
get
us
in
the
ball
game
and
not
get
so
far
behind,
but
but
even
the
sheriff's
department,
which
is
one
of
the
last
ones,
to
really
go
up,
because
there's
always
where
the
sheriff's
department,
we
can
pay
less,
because
we
and
they
do
got
they've
got
the
advancement.
They
got
all
the
advantages
of
things
you
can
do
there,
but
they've
even
had
to
come
up
to
to
top
that
60
000
Mark
for
their
people.
H
So
well,
it
looks
like
a
lot
or
you
know
where,
and
it
gets
us
where
we'd
be.
You
know,
we'd
be
in
serious
trouble.
If
we
did
it
we're
still
going
to
be
probably
come
October
and
November
a
little
bit
behind
the
eight
ball,
but
again
I.
Imagine
they'll
be
different
because
they'll
be
probably
three-year
contracts
too.
So
maybe
we
catch
up
some
in
year,
two
and
three
so
and
again,
those
are
all
in
negotiation
now,
so
we
won't
probably
know
those
till
October
and
stuff,
but
they're.
H
They
were
both
nests
there
and
the
goal
of
both
of
them.
It
was
kind
of
the
commission.
The
commission
knew
this
was
coming
ahead
of
time
and
talk
to
him
and
that's
all
they
kind
of
gave
the
edict
listen.
The
numbers
are
out
there.
This
doesn't
need
to
be
a
negotiation
or
something
the
numbers
are
out
there.
We
want
to
have
ourselves
competitive
for
hiring
the
officers
and
firefighters
or
the
other
places.
H
So
we
expect
you
to
take
all
those
numbers
tell
you
where
I
have
to
be,
and
then
we
need
to
get
you
there
and
it
was
an
unusual
negotiation
because,
usually
you
know
you're
a
jockeying
and
you're
throwing
out
you're,
throwing
out
High
numbers
expecting
the
city
of
low
numbers.
Then
you
come
in
the
middle,
but
everybody
knew
the
either
you
know
go
there.
You
can
go,
get
the
figures
and
look
at
them
and
that's
why
you
see
you
know,
there's
a
lot
of
usually
in
contracts
like
that.
H
The
benefits
that
go
down
the
line
that
are
little
things
you
don't
see,
increases
in
pay
or
special,
pays
or
stuff.
There
was
very
little
of
that
in
there
because
everybody
knew
the
concern
was
so
so.
This
is
a
low
heavy
on
the
benefit
side
and
just
strictly
dealing
with
the
salaries,
because,
because
everybody
knows
one
of
the
few
times
that
everybody
was
just
you
know,
crunching
the
numbers,
and
where
do
we
need?
Okay,
we
know
the
starting
rooms
in
the
60
area.
How
do
we
compress?
H
D
H
You
can't
get
to
the
Tampa
level,
but
you
just
need
to
be
in
the
ball
and
you
got
again.
You
got
the
ones
doing
at
Tampa's
coming
with
Saint
Pete.
So
when
Tampa
does
then
Saint
Pete
goes
way
at
the
North.
You
can't
go
up
and
compete
with
them.
You
can
you
can't
you
just
can't
hit
their
level
I
mean
because
they're
at
the
67
68
69,
you
can't
get
there,
but
you
got
to
get
there
with
the
rest.
H
The
law
goes,
the
clear
waters,
the
the
Pinellas
Parks,
those
other
agencies
where
you're
comparable
to
you
got
to
be
in
line
with
those
agencies,
because
the
ones
that
go
just
for
the
money
are
going
to
go
there
anyway,
and
you
can't
do
that.
So
the
whole
thing
in
line
you
kind
of
take
Tampa
and
Saint
Pete
and
throw
them
out
and
you're
trying
to
get
to
those
those
ones
that
are
comparable,
and
you
know
what
Pinellas
Park
does.
The
lager
than
clear
water
is
the
same
as
us.
H
There's
no
different
because
we're
smaller
everything's
the
same
so
but
but
you
can't
go
out
there
and
try
to
price
yourself
to
do
the
Tampa
St
Pete
competition,
you
just
you
just
can't
do
it!
You
just
got
to
be
in
there.
You
know
always
our
our
philosophy.
Even
back
in
my
days
as
Chief.
Is
you
want
to
be
on
the
right
side
of
middle
I
mean
here's
the
middle
here's
the
norm?
You
don't
want
to
be
on
that
left
side
of
normal.
You
want
to
be.
H
You
want
to
be
on
that
side
of
the
meeting
where
you
go
to
and
that
that
that's
the
whole
attempt
of
trying
to
get
to
and
where
to
be
to
compete,
because
you
can
compete
with
some
of
the
things
we
got
a
couple
thousand
off
two
or
three
thousand
off.
You
can
compete
against,
don't
even
try
to
compete
with
the
Tampa
St
Pete's,
where
you're
9
000
off
you
just
you
know
you
just
can't
do
it.
H
You
appeal
with
the
other
ways
and
the
other
things
that
we
have
in
the
in
the
agency
and
stuff.
So
that's
always
been
that
you
know
way
back
hour.
Many
years
that
go
when
I
was
Chief
was
almost
the
same.
You
just
gotta
stay
above
the
mid
above
the
mid
a
little
above
the
median
to
be
able
to
compete,
you're,
not
looking
for
top
salary.
You
want
to
stay
out
of
that
that
below
medium
and
get
somewhere
in
that
you
know.
A
A
You
know
everybody's
looking,
for
you
know
the
minimums
to
get
up
to
15
bucks
an
hour
so
in
2014
you
know
the
city
manager
was
working
on
on
that
process
of
trying
to
get
the
15.
You
know
dollars
an
hour
at
that
time
we
had
in
2014
we
had
80
full-time
positions
that
were
below
fifteen
dollars
an
hour
so
over
the
years,
I
think
every
year
since
2014,
we've
graduated
the
lower
salaries.
So
really,
if
we
funded
three
percent,
we
probably
did
the
lower
salaries
got
five
percent
four
percent
and
then
the
rest.
A
H
A
Dollar
an
hour
yeah,
you
know
not
trying
to
balance
a
funding
for
him
so
on
the
next
slide.
You
know
we're
starting
to
hear
that
some
other
cities
are
looking
towards
18
an
hour.
You
know
their
cities
and
counties.
So
you
know
we
looked
at
our
who's.
H
We're
set
this
year
originally
before
August,
whatever
the
first
week
of
August
when
I
went
to
the
city
in
the
Pinellas
city
and
county
management
meeting,
we
had
a
five
percent,
we
didn't
have
to
do
the
graduated.
We
were
had
everybody
above
15
we're
going
good.
H
We
got
there
by
not
causing
the
compaction
of
the
workplace
because
we
gave
the
so
the
people
moved
along
the
line.
So
we
thought
we
were
in
pretty
good
place
that
this
year
we
could
just
do
originally.
We
thought
three
and
then,
when
I
was
at
the
May
Conference
of
the
state
city,
manager
and
stuff,
everybody
was
in
the
five
to
seven
area.
So
I
said:
okay
Ron.
You
got
immediately
right
now,
move
with
the
five
and
don't
even
move,
because
everybody's
five
to
seven
that
I've
talked
to
at
that
conference.
H
So
five
was
was
pretty
good.
It
was
you
know,
summer.
Seven,
some
are
four
I,
don't
know
anybody
around
here
is
four
or
four
point
five
else,
so
we
thought
we
was
good
and
then,
when
I
walked
in
that's
that
meeting,
Pinellas
County
in
the
city
of
Largo
announced
that
and
the
county
manager
made
a
pretty
impassioned
speech
that
that
his
employees
just
can't
live
on
that
with
all
the
costs.
The
grocery
stores,
the
the
you
know,
1.99
macaroni
and
cheese
is
4.99.
H
The
examples
though
they
just
got
to
do
it
and
and
they
have
decided
as
a
group
and-
and
you
know,
County
got
it's
got
a
lot
of.
You
know
money
to
fund
a
lot
of
their
projects.
They
got
a
little,
but
them
in
the
city
of
Largo
announced
a
new
thing
of
we're
going
to
starting
at
18
an
hour,
and
you
can
see
you
can
see
all
of
the
cities
around
the
table.
Even
the
clear
waters,
even
the
other
ones,
sit
there
and
say
what
what
and
Amelia
I
came
back
and
and
told
him.
H
Well,
we
thought
we
were
done,
but
we're
back
to
the
we
need
to
go
back
and
the
drawing
board
because
we
can't
get
a
year
behind.
But
okay,
let's
do
the
fine.
Let's
start
catching
up
next
year,
because
again
it's
not
just
the
starting
pay
it's
to
keep
from
the
compression.
So
you
got
to
gradually
move
the.
If
you're
going
to
18
you've
got
to
gradually
move
the
ones
that
are
16,
17,
18,
19
and
20.
H
Now
you
got
to
get
them
up
or
you're
going
to
have
starting
people
making
the
same
as
three-year
people,
and
so
the
whole
bottom
realm
is
through
off
kilter
by
the
attempts
to
do
that.
So
our
new
plan
is
a
two
or
three
year
effort
to
to
get
there
I
think
after
10
or
11
configurations,
Ron
Ron
I'll
give
him
credit.
He
finally
came
up
with
the
configuration
that
seemed
to
be
the
fairest,
because
when
we
do
these
thing
you
put
them
on
numbers,
he
puts
the
spreadsheet
on.
H
H
Okay,
now
we
just
impacted
another
group
of
employees
so
that
one's
out,
so
the
one
you're
seeing
on
here
that
starts
at
8.5
and
and
go
which
starts
at
the
15
and
above
people
to
where
the
cutoff
of
the
the
people
who
make
five
who
are
where
we
were
at
the
five
percent,
is
twenty
dollars
and
fifty
Seven
cents
is
where,
where
we
move
down
to
start
the
raise
that
we
had
anticipated
for
everybody
to
start
that
process
of
moving.
Luckily
it
wasn't
as
bad
as
we
thought.
H
You
know
you
thought
it
was
a
gonna,
be
a.
It
is
a
lot
less
because
of
what
we've
done
the
past
two
or
three
years
for
these
graduate,
the
the
compaction
was
a
lot
less
impact.
H
A
A
Like
to
say
manager
said
we
looked
at
the
whole,
we
got
a
spreadsheet
with
every
employee
going
from
the
lowest
salary
to
the
highest
salary,
and
it
would
just
like
say
Mark
said
we
looked
at
the
gaps,
trying
to
make
sure
we
didn't
have.
Somebody
didn't
go
above
somebody
else
and
stuff
and
that's
what
we
came
up
with.
If
you
look,
the
first
range
was
eight
and
a
half
percent
and
17
employees.
Are
there
the
cost?
A
A
The
additional
cost
is
fourteen
thousand
one
one:
seven
and
seven
and
a
half
percent
there's
only
four
employee
employees
in
that
group,
so
about
fifteen
hundred
dollar
cost
over
the
five
percent
funding:
seven
percent
additional
cost
of
fourteen
thousand
six;
ninety
seven
six
and
a
half
percent,
seventy
one,
seven
thousand
one
hundred
and
eighty
three
dollars.
A
Six
percent
pay
increase
an
additional
cost
of
ten
thousand
six,
twenty
nine
and
five
and
a
half
percent,
just
two
thousand
six
hundred
one
dollars
and
highlighted
in
yellow
the
total
cost.
For
those
increases
above
the
five
percent
highlight
you
know,
is
the
62
657
dollars,
I
also
highlighted
in
green.
When
we
do
the
payroll
budget,
it's
hard
to
try
to
know
who's,
going
to
be
vacant
position
and
new
in
position.
So
the
we're
budgeting,
five
percent.
A
So
there's
some
budgets
in
there
that
have
the
vacant
positions
with
five
percent
funding
or
if
there's
new
positions
that
just
got
hired,
we
might
have
budgeted
the
five
percent,
but
they're
not
going
to
get
it
because
they
just
got
hired
at
their
salary
and
they're
not
going
to
get
an
increase
on
October
1st.
So
in
green
we've
got
a
hundred
and
one
thousand
dollars
they're
available,
so
we're
going
to
use
62
000,
then
down.
If
you
look
down
in
blue,
we've
got
thirty.
A
Eight
thousand
dollars
still
left
over
from
that
101
000
bucks
can
be
used
for
re-grades
or
something
like
that
or
position
changes.
So
that's
how
we
broke
down
the
funding
here
to
try
to
make
it
work.
After
this,
after
his
first
year,
I'm
estimated
we
still
might
have
30
people
that'll
still
be
under
18
bucks,
an
hour
7
13,
full
time
and
17
part-time
will
still
be
under
the
18
bucks.
Some
are
just
right
below
18
bucks,
though
I
guess
that's
all.
A
For
police
on
fire
for
the
union
contracts,
we
needed
about
514
000
for
for
514
232
for
the
police,
just
the
union
ones
and
we.
B
A
No,
we
needed
of
that.
We
needed
about
200
and
200
000
for
them.
B
B
A
B
All
Make
the
World
Go
Round
And,
so
I'm
just
saying
like
I
just,
was
curious
to
know
so
if
it
was
two
so
total
of
684
000
for
the
increases
for
those
two
departments
and
we'd
originally
thought
175
so
I'm
just
saying
that
was
a
lot
to
swallow,
yeah
and
then
so.
That's
I
think
that
it's
very
yeah.
A
F
Yeah
I
think
the
pay
increase
percentage
across
the
different
sort
of
groupings
you
have
makes
sense
because
yeah
I'm
sure
in
some
of
the
11
iterations
you
did
of
this
you
there
was
situations
where,
if
you
increase
one
just
like
you
said,
then
you
got
somebody
new
starting
that's
getting
paid
more
than
somebody.
That's
been
here
for.
A
A
F
G
B
I've
had
the
prior
meetings
there's
been
a
lot
of
conversation
from
everybody
about
how
hard
it
is
to
find
in
people
and
there's
been
a
lot
of
concern
about
filling
positions
and
their
inability
to
fill
positions
and
whatnot
and
just
I
happen
to
stumble
on
someone
in
a
public
forum.
Discussing
that
and
the
city
has
a
reputation
for
not
replying
to
people
apparently
and
not
and
will
being
slow,
yeah.
B
You
may
have
known
some
people,
the
people
who
don't
know
people-
you
know
I'm
just
saying
like
I
just
was
curious
to
know
from
an
HR
perspective
and
I
know,
there
was
some
conversation
about
how
the
city
manager
position,
how
it
was
posted
where
it
was
posted.
The
money
spent
smart
money,
not
smart,
I,
don't
know
and
where
jobs
are
posted
and
does
the
HR
department
like
have
a
protocol
for
making
sure
people
get
the
feedback
loop
because
they
understand
you
know.
B
Sometimes
people
aren't
a
good
fit
I'm,
not
saying
that
everybody
should
get
a
job
just
because
we
have
jobs.
I'm,
saying,
though,
that
you
definitely
don't
want
people
to
not
bother
because
the
city
of
Tarpon
has
a
reputation
for
not
really
hiring
you
go
into
an
abyss.
You
know.
I
I
spoke
to
two
people
on
the
phone
today,
because
I'm
going
to
hire
one
of
them
at
my
manufacturing.
Okay,.
B
But
just
to
say,
like
I
was
just
curious
to
know
like
well:
did
you
did
the
money
really
fit
like?
Were
you
over
quite
like
I
just
wanted
to
not
really
have
a
grasp
on
it
because
everybody
said
the
same
thing
and
that
made
me
say:
oh
my
goodness,
yes,
we
need
to
do
things
differently,
but
for
sure
you
need
to
get
back
to
them.
Yeah.
H
Well,
my
aspect
again:
I,
don't
know
what
you
heard
from
the
Department
is.
My
aspect
is
this
all
is
primarily
about
return.
Retaining
your
good
employees,
because
everywhere
both
conferences
everywhere,
the
problem
of
getting
people
and
and
some
of
the
people
we
get.
We've
never
seen
it.
People
last
a
little
time
and
they'll
get
I.
Think
one
of
them
was
one
of
your
jobs
to
waste
one
of
your
jobs
they
got
to
in
two
weeks
or
something
like
that.
Oh
no,
this
is
too
much
work.
H
I'm
we're
seeing
more
you've,
never
seen
the
impact
that
people
get
on
going,
but
but
everybody
knows
how
I
loathe
social
media
so
I,
don't
I
only
get
people
calling
tell
me
and
I
heard
about
I
heard
about
that
post
and
looked
at
it,
the
funny
thing
and
the
problem
with
social
media
and
the
people.
You
know
the
one,
the
one
person
that
went
for
a
job,
the
hiring
in
HR
was
two
people
internally
from
the
city
and
I.
H
H
Unfortunately,
I.T
has
been
been
tied
up
with
a
bunch
of
the
other
programs,
some
serious
ones
we
needed
they
haven't
got
that
yet,
but
they
know
to
look
for
a
new
application
process
fill
out
online
tracking
on
a
magnotis.
So
so
they
are
looking
for
that
that
aspect
now,
but
the
notice
has
come
out.
I
looked
in
two
of
the
other
ones
that
hadn't
got
noticed
yet
in
the
job
I
think
one
of
them
applied,
August
4th
and
the
other
one
applied,
August
7th.
H
So
usually
you
leave
those
things
30
days
to
see
what
your
what
your
application
before
you.
You
know.
You
pick
your
first
list
to
interview
and
then
sometimes,
if
that
first
list
don't
go
so
some
of
the
ones
on
there
you
know
two
weeks
is
not
is
not
the
anxious
anxious
times
to.
H
I,
don't
like
you,
but
you
usually
when
it
comes
out
and
you
look
at
it,
you
know,
I
haven't
got
noticed
yet.
Well,
you
only
applied
August
4th
and
the
positions
still
open,
I'm
sure
they're
waiting
a
time
to
get
applications
in,
but
but
that's
not
the
that's
not
to
say
the
need
for
us
to
have
new
programming
in
a
new
system,
one
of
the
latest
softwares.
H
But
you
know
those
things
take
so
much
time
as
they
even
can
attest
to
that's
that's
getting
new
software
and
programs
through,
but
that
is
that
is
definitely
the
next
need
that
that
it
has
to
work
on
to
try
to
get
that
human
Human
Resources
ability
to
put
those
things
out
and
go
to
a
more
modern
system
of
trying
to
give
give
notice
to
the
people
so
I'm
glad
some
people
went
on
there
and
said
yeah
I
applied
and
they
told
me
fast.
H
People
that's
been
putting
in
they're
putting
in
way
out
of
their
field
like
I
know
for
a
cashier's
job.
You
know
obviously
you're
looking
for
somebody.
Who's
had
some
cashier
working
with
money
and
some
of
the
people
applied
just
had
hadn't
had
none
of
that
or
or
they
just
put
in
for
jobs
because
they're
jobs,
and
when
you
get
to
the
type
of
the
qualifications
they
don't
have
anything
the
people
are
looking
for,
but
we've
also
had
a
couple
of
them
recently.
H
They've
looked
on
applications
they
you're
nowhere
near
this
one,
but
pass
it
over
to
Paul,
Smith
or
Passover.
You've
got
experience.
You've
got
in
your
background.
Experience
in
Maintenance,
Building
Maintenance,
you've
got
here
and
stuff.
You
don't
have
much
for
this
job,
but
hey
do
you
have
any
opening
and
stuff?
You
need
this
guy's
in
the
this
guy
or
girls
in
the
pool.
H
You
know
you
guys
have
an
open
and
this
this
is
somebody
you
need
to
you
need
to
go
because
they
do
have
because
a
lot
of
people
just
trying
to
get
in
somewhere,
which
there's
nothing
wrong
with
you
know,
I
tell
people,
you
know
you
get
in
wherever
you
can
in
the
city
and
then,
like
you
say,
we
love
seeing
future
stars
and
promoting
from
within
that.
H
You
know
you're
worth
that,
and
you
know
you
can
move
we've
had
so
many
people
in
the
city
start
out
different
places
and
move
up
into
different
places
and
go
to
so
we
are
working
on
that
process
and
stuff.
But
again
the
biggest
thing
is
is
retaining
these
people
and-
and
you
know
it's
it's
tough-
all
over.
F
G
E
H
Definitely
definitely-
and
you
know
the
the
sad
thing
is:
it's
happening
all
over
the
state.
It's
not
just
a
nice
slave
I
know
the
word.
I
don't
go
the
world
because
I
don't
control
but
Florida
every
Coast.
Everything
is
the
same.
Is
is
not
the
same.
It's
the
same
theme,
but
not
the
scenario.
People
met
it's.
H
That's
why
I
like
that
citizen,
engagement
being
able
to
use
the
citizen
engagement
format
we
have
now.
That's
that's
a
great
way.
Please
people
leave
Facebook
in
that
junk
Alone
come
we
do
these
engagement
things.
Please
tell
us,
tell
us
there
tell
us
there
what
you
want
to
do
and
where
you
want
to
go,
because
some
people
bring
something
up.
You
call
them.
If
you
talk
to
the
city
anything
about
this,
well,
no
well
shouldn't!
H
You
talk,
try
to
get
somebody
to
talk
to
you
here
before
you
go
out
and
post
things
and
stuff,
but
that's
I
mean
that's
just
the
way
of
the
world.
So.
B
B
Just
to
have
the
reputation
of
into
there's
just
general
frustration.
G
H
Back
you
kind
of
hurt
HR
because
they
had
two
positions.
Two
out
of
their
four
positions
was
open.
So
obviously
it's
going
to
be
it's
going
to
be
a
little
slow
until
you
can
feel
them,
but
again,
hopefully,
whatever
it
platform,
we
can
get
for
them
and
do
that
and
you
know,
get
the
the
ability
to
to
fill
it
out
actually
fill
it.
Not
do
the
paper
actually
fill
it
out
online,
submit
all
and
have
process.
H
I
think
I
think
we're
going
to
see
a
lot
better
better
with
that
system
when
we
get
that
in
place,
and
that
is
a
priority.
That's
one
of
the
priorities
that
next
time,
T
priorities
to
do
is
they've
been
working.
Feverishly
over
the
cyber
security
is
almost
tied
up
that
whole
division
for
the
last
year
and
a
half,
so
hopefully
they
can
breach
out,
and
you
know
because
there's
a
couple
other,
you
know
the
building
we're
getting
that
software.
H
We
got
this
building
software,
but
you
got
to
teach
people
and
how
to
you
know,
you
know,
use
it.
There's
a
lot
of
things
in
there
you
got
to
teach
and
use
so
and
building
is
another
equivalent.
You
know
I,
like
people,
people
who
like
to
express
building
complaints
or
permit
complaints
everywhere
else,
but
us
we
like
them
to
come
directly
to
us
because
sometimes
we
met
we
messed
up
and
and
we
need
to
know
where
we
can
mess
up,
so
we
can
fix
them
a
lot
of
times.
H
Eighty
percent
of
the
time
it's
the
contractors,
though
the
city
is
waiting
for
permits
and
you
go
look
and
the
contractor
hasn't
even
put
the
permit
in
yet.
But
there
are
certain
cases
where
it's
on
a
desk
buried
in
something
the
people
saying
we
haven't
heard
in
three
weeks:
go:
look
it's
buried
on
the
desk.
Well,
why
is
it
we
need
to
do
a
system,
that's
different,
from
being
buried
on
on
the
desk.
So
as
we
hear
about
some
of
these
things,
you
know
we'll
get
to
them
and
correct
them.
So.
D
H
Not
and
you'll
like,
as
you
see
things
that
he's
brand
new,
but
our
new
building
official,
we
brought
on
he's
already
hitting
the
ground
running
on
a
lot
of
those
on
a
lot
of
things
that
was
going
on
and
improve.
He's
he's
he's
moving
fast
and
he's
only
been
on
two
weeks
three
weeks,
but
but
he
knows
all
the
issues
and
advantages
he
used
to
work
here.
So
so
he
used
to
work
here.
He
got
some
building.
He
was
an
assistant
building
official.
He
got
he
won
a
couple.
Other
plays
the
head.
H
Building
official
saw
some
of
the
same
problems
that
we
have
now
so
he's
known
him
he's
fixed
them
and
he's
coming
here
to
to
do
that.
So
you're
going
to
see
a
big
change
and
again
you
know
the
computer
programs
are
nice,
but
you
got
to
utilize
all
the
facets
of
it
and
it
takes
some
time
so
I
think
you're
gonna
see
some
real
changes
in
that
permitting
and
to
not
have
those
those
mishaps
happen
because
there'll
be
a
tracking
system
to
alert
somebody
here.
H
A
Know,
that's
not
an
excuse,
but
they've
they've
had
a
lot
of
turnover
down
there
and
they've.
Some
some
of
their
staff
are
key
people
you
know,
went
to
another
department,
you
know
so.
They've
got
some
turnover
but
yeah
with
Dave
getting
in
there.
I
think
that'll
be
good,
plus
one
of
the
new
positions
as
somebody
to
help
out
with
that
department
they're
finding
out
that
they
need
somebody
to
be
able
to
sort
of
coordinate
everything
does
because
before
I
think
they
come
in
the
permit.
A
A
Well,
I,
just
I
just
wanted
to
give
you
that,
just
to
show
you
the
methodology
and
why
how
we
came
up
to
the
percentage
increases
and
just
we
also
sent
you
out
this
nice
packet
of
stuff,
but
I,
don't
know
if
you've
ever
seen
before,
but
every
year
for
the
pay
plan
it
has
to
be
approved
by
the
board.
A
So
this
is
a
resolution
with
everything
in
it
showing
you
know
the
pay
we
just
saw
here
any
position
adjustments
most
of
it's
just
the
first
three
or
four
pages,
the
whole
rest
of
us
all,
the
job
descriptions
that
may
be
changing
or
being
revised
slightly
and
stuff.
So
that's
what
that's!
What
that
is
I'll
go
before
the
board.
Next
Tuesday
is.
A
H
Difference
is
that's,
got
to
be
approved
by
resolutions,
that's
one
of
the
things
that
doesn't
wait
to
October
when
you
go
through
the
public
that
that
has
to
be
done
by
a
resolution
to
the
city.
So
that's
why
that's
the
one
thing
from
the
budget
that
actually
goes
on
a
separate
agenda
and
gets
approved.
F
The
question
the
pack,
the
pack
I,
saw
as
the
backup
I
for
a
for
agenda
item
number
and
I.
Think
the
memo
mark
from
from
you
dated
August
22nd.
That
kind
of
goes
through
the
increases
and.
F
I
think
it's
everything
the
attachments
are
excellent.
They
offer,
you
know,
in-depth
rationale,
very
in-depth
rationale
for
sort
of
some
of
the
changes.
The
only
thing
is
I
don't
see
attachment.
Five
I
could
be
completely
missing
it,
but
I
kind
of
went
through
the
attachments,
and
at
least
in
this
that
I
have
I'm
I,
don't
know
if
I'm
missing
it,
but
well.
H
F
Hopefully,
some
of
these
things
we
have
been
talking
about,
you
know
retaining
people
for
years,
and
hopefully
this
is
at
least
a
step
to
kind
of
help.
With
some
of
these
concerns
and
things.
C
A
C
H
Usually
all
the
changes
and
stuff
are
coming
the
first
public
budget
meeting
so
so
usually
it'll
be
there,
because,
obviously
you
got
to
do
the
change
and
get
it
ready
for
the
second
one
and
stuff
so.
C
Any
future
agenda
items
see
none
we'll
adjourn
the
meeting
at
248..
Thank
you
all
for
coming.
Thank
you.