is part science, part intuition. At the Loxahatchee River, Jesse showed me the digital checklist system, the Hydro app. As soon as I click yes on this checklist that let's say the water is clear, and I do not identify that the water is cloudy in any sense, that yes goes directly to my manager and lets them know that at
this exact time I checked that water to make sure it was safe and clear. This technology being used at its best. Good job. Now, our rotations we have evolved to having our lifeguards into a more of a roving position. With the competition pool, we still maintain the chairs for the height
eligibility. Um but here, we have to have a minimum of five lifeguards just to run this body of water. >> Wow. And we actually have a lifeguard positioned in our catch pool over there to help our guests that are coming out of the slides at a Barracuda's Harp and
Twister. I've seen that person there. Then Jesse brought up something that most people might not think about, pool skimming. Pool skimming is the sounds of the water being properly flowed. So, with those drains, all the water has to constantly filter throughout our pool at least three to four times a day. So, not
only is the water continuously being pumped in, continuously flowing out, being cleansed through our sand filters, then being pumped back into the pool. It's a very long process, but it makes sure that the water stays the clear as possible. Then Jesse taught me about the zones. It helps maintain that their body
of water is there's to protect anybody that's in their zone. So, lifeguard Brandon right now is actually scanning red one zone. So, red one zone is here, any part of this body of water that reaches let's say all the way from those stairs to the bulkhead and to the side
of the corner. This entire zone is his right now. To make sure that they are staying healthy and hydrated, we do have a 30-minute a rotation here for all of our lifeguards, and lifeguards are not meant to bypass more than 1 hour of continuous lifeguarding. So, after every
hour, the lifeguards must take either a visual break or an actual break. After Jesse's walk-through, I met up with Matt, one of the pool technicians responsible for keeping the water clean and safe every single day. He started by showing me how they test the water across the park. We have comp pool, lazy
river, kids pool. Each sample is dropped in the small disc and loaded into a device. And in just seconds, it gives a full readout on the pool's chemistry. And before this little machine was created, this was a more of a manual mod? Yeah, we um a lot of
people will use Taylor tests. So, it involves like little different chemicals. You would fill up a container and drop them in like a certain amount, and then basically it'll calculate from there um where your pH and chlorine is. And this is the daily test? Yeah, this
is what we do at the start of every day. Inside the control room, he fired up the valves that get the entire water park up and running. When we have everything going, the water level will be back up. But since we're not running everything in the moment, it'll drop it down a couple inches. Next, he showed me the
daily checklist for the park. And we have our chemical data sheets. So, basically just making sure like that our comp pool, lazy river, kids pool are all where they need to be, anywhere between two parts per million or 10 parts. And
then pH is somewhere between 7.2 and 7.8 for a healthy pool. There you go. Then came the backwashing and wasting process. Flushing the filters to keep the water flowing freely or removing excess water from the system to keep the water levels balanced. And then it'll start coming
out in this pit. Wow. So, this whole this whole pit will fill in about 3 minutes. Really? Over there? Yep. Next, we changed out one of the strainer baskets, which helped catch large debris before it can reach the pumps. I'll trade you that one. Thank you.
The new one goes in just like that. And we usually let those dry out, and I'll clean them later this week. Before joining the team in North Port, Matt worked as a lifeguard in Charlotte County under Trish Torrisi, our assistant director of Parks and Recreation. So, I've known Trish a very long time, so that definitely was one of
the influences of wanting to come work at the aquatic center. Had me go out for an AFO course recently, which is aquatic facility operator operator course. Good afternoon. Today is Tuesday, March 24, 2026. It's 1:00 p.m. We're in the
city chambers, and I call the city commission special meeting to order. Commissioners present are Commissioner Deval, Commissioner Stokes, Mayor Emerich, Vice Mayor Langdon, and Commissioner Petro. There is a quorum present for this meeting. Also present are City Manager Fletcher,
City Attorney Forlino, City Clerk Faust, Board Specialist Lender, Police Chief Garrison, and Fire Chief Titus. I'm going to call on Deputy Chief Morales to lead us in the pledge since this is Police Day. If you would, please.
I pledge allegiance to the flag of the United States of America, and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Thank you, sir. >> [groaning]
>> We'll move to pardon approval motion for approve the agenda. So moved. Second. Have a motion on the floor made by Commissioner Stokes, seconded by Vice Mayor Langdon. If nothing to that, please vote. And that passes five to zero.
City Clerk, public comment? Yes, some person named Joseph Majorino, followed by Tim Doyle. Joseph Majorino, 2747 Rebel Lane, North Port, Florida. I'm making a verbal public records
request for the video of the incident between Jason Yarborough and myself in the third floor lobby on March 3rd between 9:00 and 10:30 a.m. That's it. That's all I have to say. Thank you. Good afternoon, everyone. How are you
today? I guess my first question is, have you thought about changing any of the laws that I brought up in this room that I think are unfair? And then I'm going to go back to where I couldn't go last time. Because there's even more news in the
news. There's going to be the government's asking for 200 billion dollars to go fight these wars. All this money's going overseas. I asked you guys to write a letter
to get a siren in town. They're spending 200 billion dollars. Last time they spent a trillion dollars, and I got a new cable company out in front of my house, and they just keep on mailing me things getting me to try to
do business with them. So, someone asked for a new cable company in this town. Wasn't me. But my taxpayer money paid for it. The siren I am asking for you to ask for
to be used for numerous reasons. A tornado warning, a hurricane warning, a flood warning, an air raid siren, a drone attack. How many different things?
Other towns have this. I grew up in a town, every Saturday they went off. Later on in life, I lived in a town they only ran it every couple years because of the nuclear power plant for testing.
This is technology has been around since the '40s, '30s, '20s. It's not hard to do. You have all the poles in place. You put a stupid siren on it. They're spending 200 billion dollars. You don't think we could ask for a
couple bucks to do something to help our town out of that money? I mean, Greg Steube and Rick Scott, Donald Trump, these guys promised not to do this, but they did it. There's nothing we can change now. It's
here. Trump can say all he wants that this war is over and he won. You don't kill a religious leader and walk away. Telling you that right now. I know history of the world.
This is far from over. You live in the community that's the largest in Sarasota County. It's full of young kids. You know where those kids are going to be going? Into the military. Hope you're ready for that.
I want my air raid sirens. I don't need no water pipes, no nothing else, no sewer pipes. I need an air raid siren. Thank you. Moving on to presentations, 260459. Presentation of the police operations
and data report for the North Port Police Department prepared by the Center for Public Safety Management LLC, CPSM, by Jared Bergoon, and police project manager. Mr. Fletcher, this is your item.
Thank you, Mr. Mayor. So, today we are presenting the results of an independent operational assessment of the North Port Police Department conducted by the Center of Public Safety Management also known as CPSM. Um They are a firm that is a public safety consulting partner with ICMA and has
completed hundreds of police operational reviews across the country using a standardized data-driven methodology. I engaged in the review of a large and objective third-party evaluation of our police department's operations, staffing, policies, and overall performance. Um the goal was simple to
ensure that the department is operating professionally, efficiently, and consistent with modern policing standards and to give both the commission and the community confidence that any concerns raised publicly could be examined with facts, data, and independent analysis rather than any sort of speculation. And rather than
speculate, uh we chose to do what responsible organizations do, which was to bring in independent experts, open the books, and let the facts speak for themselves. As a part of the review, they analyzed department data, conducted interviews and focus groups, and reviewed policies and documents, and
observed operations firsthand. Uh their assessment looked at our staffing levels, our internal processes, our supervision, training, workload, response time, and our structure. Um importantly, the overall conclusion of the consultants is uh we have a professional organization, um but we
look forward to hearing the report and it's an opportunity for the community to hear. So now I will turn over to Mr. Gerald Bergon, who will lead us through the presentation. Thank you, sir. Good afternoon, everybody. Is the volume good? Can you hear me or good? Very good. So my name is Gerald
Bergon. I am a retired police chief. I spent about 29 years in uniform, retired in 2019, and went into the consulting space after that. Uh the Center for Public Safety Management is an organization that was started as an offshoot of the International City and County Managers
Association with the intent of giving an independent third-party analysis of public safety agencies for city government. Our goal is to come into an organization. We start with a data-driven approach to patrol staffing, and then we build an agency out from there, and we evaluate
it against industry best practices. So I try to give cities and departments recommendations to move them from their current state into a better state. And that ultimately is our goal. We meet organizations that are in various various conditions of doing very well,
not doing very well at all, and the idea is to incorporate improvement into that organization. >> [clears throat] >> So our team on this, our project staff, we had four subject matter experts that came into your city, all retired chiefs
or command executive level folks from throughout the country. Our team of public safety consultants here came from all four corners of the country and here to North Port to help. Dr. Jeff Shelton and Shanzel are two data analysts based out of New Jersey
that did the data analysis piece of this report. And then our senior editor, Dennis Gruber, as I said. I also have with me today Tom Weslock, who's one of the company principals for CPSM that is here in Florida handling a few other meetings and came to join us today.
So a little bit about our methodology and how we go about producing the report that we did here is we start really with two two pieces. The first thing I do is aside from the meetings we have at the kickoff meetings with the city and with the department, we give the department a document request list where we ask for a
number of things, everything from policies and procedures to budget documents to personnel documents, those types of things so that we can learn about the organization. We also start with a significant data piece. What that involves is our data people reach out, work with the city. We get a full year
of CAD data, computer-aided dispatch data. We get a full year of that data so that we can get a good snapshot as to what the patrol workload looks like in the community. Beyond that, we do a number of interviews, whether it's remote or in person, with people throughout the organization. We do focus groups. So
when we actually came here and did the site visit, we asked to meet selectively with groups of officers, groups of sergeants, groups with managers, groups of civilians in the agency to get a good cross-section of people in the organization to tell us not only what works well in the North Port Police Department, but what they
believe from an internal perspective could be improved. Everything that we do is based upon operational administrative observations, and the recommendations that we make are standardized across the board that kind of put agencies into that best practice
operational piece. The report that you have in front of me, I assume everybody's had an opportunity to see the report that we produced. In total, it's about 180 pages long. We're not going to talk about the entire thing in this presentation, but that report includes both the analysis report, the report that was
done by the SMEs, as well as the data analysis part that's that's part of the appendix of that report. Within there, there are 68 recommendations. 68 recommendations is not in any way, shape, or form an indictment of the organization, nor is it an indication that we think we found 68 things wrong
with the North Port Police Department. They are 68 recommendations that again are believed to make small adjustments in the organization in many cases that we believe will improve things. Some of those are very, very simple things. The chief can simply say we're going to change, we're going to do this, or can be changed with the signature of a
pen, basically. But some of them require a little bit more planning, some strategic thought, uh as well as some capital investment. We also acknowledge that some recommendations work in some communities, but they may not work in others. I'm going to talk a little bit about accreditation and
policy. We made some recommendations there, but Florida's got some unique things there that that North Port PD may say that's not a good fit for us. But again, we still make them because we believe they are part of industry best practices. And then at the end of the day, the recommendations are based on data, legal consideration, best
practices, and experience. So within the report, there's a lot of different parts. Part of the what we do is we really look at the crime profile in the community. It's it kind of works through its way into the workload, but there is there's some there's some charts and graphs inside that report. Hopefully that's
easy enough to read, but there's some charts and graphs in the report that talks about crime in North Port, and we compare that against the state averages, against other jurisdictions within the state that might have some similarities to North Port, as well against the
national averages. So the bottom three lines there, the bottom one is the national rate, the one above that is the Florida rate, above that is North Port, and then above that are several comparable cities that we had pulled out of there. The numbers that you see when we're talking about violent crime, property
crime, total crimes, that is indexed per 100,000 people. So it's not the exact number, but it's an index number based upon those communities at 100,000 population. So you can see across there that North Port is doing extraordinarily well in terms of both violent property
crime and total crime. Significantly better than the state average and uh even better than that against the national average. 2023, total crimes per index per capita, just over 1,000. The state average was just
over 1,800. The national average was over 2,300. And then the numbers get even better when you look at 2024. We also put in there 10-year crime trends. This particular graph is just within North Port. It looks at the 10-year crime trend of both property
crimes, which is the top line. You can see a little bit of a decline, a slight spike around 2017-2018, and then a and then a gradual decline since then. Violent crime, the bottom line, has remained relatively consistent the last 10 years in the community.
Here we have a graph that looks at crime in North Port against the state of Florida. So the top line being the state, state of Florida over the last 10 years has seen a gradual decline or a consistent decline in overall crime. North Port has also
seen that that gradual decline with the exception of the the up year, the year in 2018. But you can see the gap is getting a little bit closer between where you were in 2015 and where you are today. Still significantly better than the state average, but it is starting to shrink.
We talked about staffing in the agency. One of the a lot of people will refer to the type of work that we do as staffing studies. They're asking us based upon our analysis of the organization, what is the right size of the organization? So what we do is we try to capture a point in time as to what staffing was.
This particular chart was put together while we were doing our work in November. And you can see the total total staffing within the agency. At that time in November, there were five vacancies in the entire organization. I'm sorry, eight vacancies. Five of those vacancies
were held at the police officer rank. Three of those vacancies were held within the civilian ranks of the organization. Now when we put that number up there, it does not mean that you only had eight less people doing total work because there's always people in an organization that are off on long-term
injuries, might be off on FMLA leave, might be off for a variety of reasons. So they may not be available from a daily deployment standpoint, but those were the official numbers that were on the books in the agency at the time of this assessment. So I'm going to talk a little bit about some of the
findings. And And again, there were 68 recommendations and findings in this report. And we're only going to cover a couple of them just so you get an idea as to what and how we go about doing it. So I've got a picture up there for the Florida accreditation process. We encourage agencies in many ways to
pursue accreditation. Accreditation, whether it's done at the national level or the state level, insures that an agency is operating within the best legal industry recommended guidelines for policy practices and and things like that of
police operations. There are two ways that agencies can go about pursuing this. There's a national accreditation process which is called CALEA and then many states have developed their own accreditation process that are state specific for those organizations. Florida has such a
process and the North Port Police Department is accredited through that Florida process. I will point out because I was corrected by the agency, Florida has multiple tiers of accreditation. The North Port Police Department is very proud of the fact that they have they have attained the top tier qualification
of Excelsior Quadruple. I called it Excelsior, that was my mistake that I made when I was on the site but it is Quadruple Excelsior status signifying their commitment to the accreditation process and to operating within an area best practices.
We did make a recommendation. So currently the way North Port PD gets their policies and they assemble their policy manual is they will look at sample policies from the state, they will reach out to other agencies and compare policies and that sort of stuff and that's a good process.
There are some processes out there that or some companies out there that will do a subscription service. And what a subscription service does for you is it not only makes sure that it all policies are updated in a timely manner according to state national standards and any legislation changes that are made but it also has a legal
review of each of those policies as well as a built-in attestation process to ensure that everybody in the organization has received it and then if you'd like it also test your workforce against that policy. Now North Port does a lot of those things already. They have their process in place for attestation,
they have their process in place for making sure that policy gets out to everybody. We still make the recommendation that they will at least evaluate the subscription service. And if they elect not to go with the subscription service primarily for the legal review part that they build in a
legal review process to each of their policies. At the end of the day anything that gets litigated, your policy manual is going to come into that, it's going to be part of that discussion. The folks that are going to do the legal representation for the city want to be comfortable with the policy language and so we encourage at minimum
a policy review from a legal standpoint. The subscription services will do that for you. We also talked in the report about doing a succession plan. A succession plan is not to identify that a certain commander,
command level person or a captain is slated to potentially be the next police chief. A succession plan is how do you develop your organization at every rank along the way for improvement and preparation to take the next level. Now when we talked to North Port about this, they have pretty strong informal
succession plan pieces in place. They've got their training that they want to make sure their command level people get to, they have their supervisor development, they have multiple stages along the way that would be defined as succession planning. What we encouraged the agency to do is let's put that on paper, let's have a defined plan so
everybody in the organization understands what that is and how to go about doing that. We also learned when we were on site that North Port PD and the city have already invested in the executive coaching service to help the department improve.
We put in there some encouragement to have that executive coaching moved down into the supervisory ranks of the organization. When we were on site it was our understanding that that was already part of the plan but that was part of our recommendation as well. The internal affairs function, this was
an area that we were asked Sorry about that. This is an area that we were asked to take a a special look at. So within the IA process we did make a recommendations to adopt a software platform that would provide efficiency and standardization across the IA process.
So that's built into it. We also encouraged the agency to develop a policy procedure that would outline what an early intervention program is. So what their steps are along the way that if you do see certain behaviors taking place within your workforce or within certain people that you would be able to put into place
early intervention procedures. We encouraged the agency to go down that direction. We also encouraged based upon some experiences that North Port would have is to develop a partnership or a meeting type thing that would bring folks from HR, risk and the city attorney's office
with the department to talk about ongoing litigation, to talk about how to prevent that and then more specifically to talk about existing investigations that were being discussed within the organization to make sure that everybody was on the same page going forward in terms of what the ultimate outcome of
those might be. Then we also made an encouragement for the organization to combine the internal affairs and training division. That is not a recommendation that we make for every agency, that was specific to the observations that our subject matter expert on that particular part of the project had made.
Now there is a commonality between the internal affairs function and the training function. At the end of the day when you see failures within an organization, when you see problematic behavior take place in an organization, there is a nexus to training and there is a nexus to changing organizational behavior through training. And so there
is a fit for those two things to to often come together. We encouraged the agency to look at combining those into a single division. And then from a training standpoint, this goes hand in hand with a succession plan is for the department to publish an actual master training plan. So again at
every position along the way, steps that you want to see that involve professional development of your individuals based upon their rank and based upon their assignment in the organization. Excuse me. So let's get into the data piece because
that's the core of the report. When we build a report for an organization, we start with the patrol piece because patrol is considered the foundation of of modern day policing in virtually every police department in every community in this country. So in the report that you have are going
to be a series of tables and graphs and a lot of data that really outlines what is happening in terms of police and crime activity, calls for service within the community. I put a couple charts in there just to give you an example as to what you're seeing but the first chart
that you see in this in this presentation is patrol total total workload. These are events that come into the department's CAD system or into the dispatch center and it really gives you an idea as to what activity
and and and how it originates within the community. So you see here shaded in orange, those are those are the community initiated calls that come into dispatch that are handled by North Port police officers. So just under 40% of all activity in the CAD system come in
as a result of calls from the public. And then the green there, the larger one, that is police initiated activity. So that's what an officer calls out on a traffic stop, a subject check, an extra patrol, whatever that might be that an officer initiates into the CAD system and that's just under 55%.
You'll see the light green slice there which is just under 6%. We call it zero on scene. That confuses a lot of people when they see that in reports so I want to give a quick explanation as to what that is. Zero on scene does not mean that it was not work. What zero on scene means is
that there was activity within the CAD system that took up such a small amount of time, typically less than 30 seconds each incident, that it simply was excluded from the time analysis later on in the report because it would skew numbers. A good example is this and this
happens in every police department so I want to explain what it is because it's not it doesn't imply that anything is going wrong. It happens in a couple of different ways. Let's say you have an officer who has an expectation that they are to log certain extra patrols in the CAD. So their
supervisor says, "Hey we've got a thing, we need to extra patrol a certain, you know, park in town for instance." So an officer while they're out there on patrol may go around and maybe extra patrolling that park and then at the very end they'll tell dispatch, "Hey just log me on an extra patrol at that
park and then put me back into service." It documents it in the system so the department knows that it happened, so the community knows that it happened but it doesn't necessarily signify how much time was spent on that call. So just so we don't skew the total amount of extra
patrols later on in the analysis, we'll exclude those. The other area where it's very common is an officer may see a call sitting on the screen that needs attention but they haven't been dispatched to it. Maybe they've even been dispatched to another call but they see that hey there's a check the area because there's loud music that's been
reported in the area. So an officer is driving through, maybe on their way to another call, they roll their windows down, they look around, there's no more music, the complaint is gone. [clears throat] Maybe they just tell dispatch, "Hey that call on the screen, clear that off. I've checked it, it's no longer there." So again what a dispatcher does is they
very quickly log it was handled by Officer Smith and they put Officer Smith immediately back into service. It it it doesn't capture the total time that they were on the call so we exclude those. That's all that means. In the case of North Port there were almost 4,000 incidents
within that years of CAD data that were classified as that. So now we look at the percentage of what drives activity within North Port. Each of those pieces of the pie represent individual types of calls, whether it's alarm, assist calls, crime calls,
disturbance calls and so forth. Within North Port the single largest thing that we see are traffic related matters. That's 32% of all activity recorded by North Port police officers. Those can be traffic accidents that were called into dispatch, they could be
traffic stops and traffic enforcement being done by North Port police officers. And then the The largest one, 21% were generally classified as public service type calls in the way that North Port does CAD stuff. But if you take some of the more
serious things like crime calls for instance, you know, that's shaded in that's about 7% roughly of all the calls that North Port PD deals with. And then we talk about response times because response times get factored into the service that's being delivered to
our community. I have two tables to show you here. One is the average response time to all the various zones within the city. So North Port's divided into zones A through H and the average response time is the the fourth line over from the
left within each of those zones. Now you can see that the zones here are not evenly sized by any means. Zone with zone H and zone C are 36 and 24 square miles. They're very very
large. That goes all the way down to 5 square miles for zones E and F. So the city has divided or the department has divided up zones of the city based upon workload, based upon a way that makes sense for them and then we see the average response time within each of those
areas. Now that's not a response time based upon priority. That's a response time based upon all calls. So you could very well have a very low priority call of somebody that just needs an officer to take a report and if the agency is busy, maybe that report's going to wait
for half an hour, 45 minutes or even a couple of hours in some cases depending on how busy they are. That's an average of all calls that happened within those particular zones throughout the course of the year. The second one is the slightly more important one that we look at. This looks at response times based upon
priority. Now what we aim for is that for the highest priority calls, those things that demand, let's say a lights and siren response, a threat to life, an in progress property crime that is very very significant for instance, we want to see response times that can
potentially be closer to 5 minutes. Now based upon North Port's response profile, we would look to see that priorities 1, 2, 3, 4 and 5, that those priorities would indicate that priority one would be the most important and works its way down. And we see evidence
of that within the response time, the total response time. So for instance for priority one response, we're looking at about a 10-minute average and then it's about 11 minutes for priority two, 13 minutes for threes and then down into 17 minutes plus for four and five. We believe that in all likelihood you
could probably create either a higher emergency response priority above that that would just isolate threats to life that would show a truer response to how fast you can get to those types of calls. Meaning that within the overall priority one category, you've probably
got some calls in there that's diluting the overall response. Something that a lot of agencies do and I don't remember from memory if North Port does this or not, but for instance burglary alarms. Many many agencies will put burglary alarms up in the highest priority because of an assumption that that's an
in progress alarm. But we also know based upon data that 90 plus percent of burglary alarms in fact turn out to be false because of user error, potentially faulty alarms. So many agencies have chosen to take burglary alarms and move them out of the higher priority and just
ensure that shootings and stabbings and in progress robberies and things like that get up into the highest priority to show what their true response time is to those emergencies. So we have some recommendations in the agency to make some of those adjustments. And then finally, this is the heart of
what a CPSM report does. When you look at patrol staffing, there's a couple different ways that the industry has traditionally looked at patrol staffing. One of the most common being is agencies want to compare themselves to other communities based upon population and
size of the agency and try to align those up. Or better yet said is an officer per thousand or per 100,000 profile based upon population. But we know that policing is different in communities across the board. Agencies of similar size or cities of
similar size may have completely different crime profiles. One could be significantly busier than the other based upon their crime profile. We know that geography plays a large role in that. We know that demographics and city infrastructure and things like that all change communities. So we don't
encourage a comparable population based staffing piece. What we do encourage is you do a workload based thing. So you look at what the actual workload is within that patrol structure and staff accordingly. And we do a thing called the rule of 60 and I want to kind of explain that
because you're going to see evidence of that in the report and I kind of want to explain to you how it works so that as you read through it, you understand it. So the rule of 60 ultimately has two parts. One says that we want to see that within the sworn workforce of an organization that you have at least 60% of the sworn people in
that organization dedicated to the patrol function. In the case of North Port, that number was 44%. It was 69 of the 158 sworn personnel. Now there's a little bit of wiggle room in there because North Port PD does have some uniform assets that aren't specifically assigned to patrol but might be working
out in a marked police car in uniform that would give that perception. But the actual people that were designated with a patrol function, whether it's an officer or sergeant or a commander, was 44% of the organization. So you're a little bit below that 60% threshold. The
second piece is of those people that are assigned to the patrol workload, we don't want to see their regular workload, all of their work, whether it's proactive, reactive or administrative in nature, we don't want to see that workload regularly exceeding 60%. And that's not to say that we want
officers to have 40% of their time with nothing to do. What it is is based upon an academic study of officer behavior and workload that takes place in a community that says there's kind of a 60% saturation piece. And so as officers are busy throughout the course of their
day, when their workload starts to regularly exceed 60%, they start to shut down that self-initiated part. They start to shut down that piece that says I've got to be out there making traffic stops. I've got to be out there proactively addressing things that the city and what administration wants us to
be addressing in a proactive manner. It also starts to impact your ability to have that emergency response available at all times during the day to respond to wherever that emergency might be. And the mindset is not that it's not there. The mindset of an officer is that once
you start to exceed that saturation index, they will stop doing that because they know the next call is waiting for me, the next call is coming in and I don't want to create more work for my beat partners by not being there to cover my beat. So it's really a psychology thing that we
see in the behavior of police officers. So when you start to see graphs and charts in there like this, you're going to see this is just a snapshot in time of what the summer weekend workload profile looked like within
the North Port Police Department. So you'll see the top line there, that's the average number of officers deployed throughout the course of the day on the average summer weekend when we evaluated this. So you can see the number was kind of sitting at 12 around midnight, dropped down to about 11 through the
middle part of the day and then went back up to 12. The one spike you see there after 5:00 p.m., that's simply a shift overlap where there were multiple units from different shifts that came in and overlapped for a very short period of time in the CAD system. But you'll see that's the average number of people that are deployed. Now go to the bottom,
you'll see the orange chart there. That is on average of those 12 of those 11 or 12 people that might have been deployed out in the field, the bottom line represents how many of those would have actually been busy on a community initiated call at that time. >> [snorts] >> So I always like to take 11:00 as an
example. So at 11:00, you were sitting at about 11 officers roughly about three and a half to four of them on average or I'm sorry, actually about four of them on average were occupied with an actual 911 call of sort sitting on one of those. And then each of the
other categories, whether it's proactive or administrative time are represented and then the green dep- demonstrates the number of people that were actually available to respond to calls. Translate that into the rule of 60, you're going to see these graphs. So this again is summer weekends. Average
deployment throughout the course of the day was 11.7 officers per hour of the day. The top line is total workload. So that is both officer initiated work as well as the proactive work and everything that was taking place. So you can see on that
green line that you see between 1:00 and 3:00 in the afternoon, you see a spike where it goes over 60%. Everything also along the way is staying below that 60% line. Now I will point out that we did see some problematic things within the within the data of the North Port Police
Department. Not uncommon in the industry and it has to do with what data is not being captured. So police agencies based upon culture are notorious for not always being good at capturing the report writing time in CAD, not always being good at capturing some of their
administrative work in CAD. They're very very good at knowing how long they've been on calls. They're very very good at knowing how long traffic stops last and things like that as long as they're logging it. But we know that there's some work that doesn't necessarily get captured. So what we see on there that the average
workload takes up 5.4 officers of those 11.7 per hour. The average saturation index is 46% but what is concerning is around 2:00 that average or that peak saturation index approaches 70th percentile. And we saw similar profiles
like that against weekends and weekends, as well as summer and wintertime periods. So, as a result of that, we did encourage the agency to take steps to accurately capture all workload, including the administrative
and report writing time that I talked about. We also encouraged the agency to to really tighten up their dispatch priority system in the way that I explained earlier to make sure that higher priority calls get that status within the system. We do
make a recommendation that there are four additional FTE officers added to the mid-shift of North Port PD patrol. We also made some observations. There was some conflicting information that we had from the [snorts] organization, and we just
asked the agency to do some clarification that sergeants and commanders know when they can cancel a call. So, it is not uncommon for a dispatch center to literally take every single call for service that comes into that center, regardless of what the nature of it is. And some of those calls
simply don't require a police response or shouldn't be occupied within a police CAD system. Within the existing structure of North Port PD, we got conflicting information from sergeants commanders at where their authority existed to be able to see that call on
the screen and tell dispatch to cancel that call. So, we asked the agency to clarify those that line of authority so they knew when they could do that. And then there is an existing CSO program within the North Port PD. The position exists. CSOs can be a tremendous force
multiplier that can be deployed to take some of the priority calls that don't require a sworn officer off of the workload of those sworn officers. The nice thing about CSOs is that there's no limit of a 60% workload. There's nothing like that that exists with them. You can keep them as busy as you can possibly
keep them to make sure that the sworn workforce is there to do the things that you want sworn officers to do. So, we encouraged the agency to re-implement that program and beef it back up. Finally, I put in there a comparable table.
CPSM has done hundreds of studies. I think we're up 450, 500, close across the country of public safety agencies, and we can take that body of data. We are very, very specific in the way that we collect data. We want things to be very standardized. So, in the way that we've presented data in front of
you may not be the way that North Port PD normally collects data and might present it to you. And we're very, very deliberate that what we do is we collect it in a very unified approach so that we can do these types of comparables. So, you can see some of the the things on there. Out of all the projects we've
done, your officer rate, so the number of officers that you have as a ratio to your population is a little lower than we see across the board, the industry standard. Your calls for service rate those also a little lower than other cities do. You get down to some other areas there like your primary unit
service time on community initiated calls. So, when somebody calls 911, how long does the average North Port officer spend on that call? In North Port, it's 42 minutes per call. The median across the board is about 30 minutes across the country. So, North Port PD officers are
spending a little bit more time. That's not necessarily indicative that they're wasting time. It's not indicative that that they're not providing it or the or or that they're wasting time. But what it is, it's a metric that management can look at and say, "Well, if we're spending more time, why? Are we being as
efficient as we are? Are they doing extra work that we are asking our officers to do? Or can we become more efficient in the way that we're doing that so that we can have officers back in into the field quickly?" So, anyway, there's a number of units there, a number of metrics there that the that the city and the
department can ultimately look at to say, "These are some areas that maybe we should look to move closer into the median and closer into the average on areas that you might be an outlier at." That is my presentation. I am more than happy to take any questions you might have.
Very nice, very informative. Commissioners, any questions, comments? Vice Mayor. Thank you, Mr. Mayor. Sir, you had mentioned a recommendation for automating internal affairs. Um,
rough idea of the cost of of that type of a package? I do not know the price offhand. I don't know Chief, have you guys evaluated that? Do you have any We actually have that in our current system. The automation piece? Yes. Okay.
So, done. >> [laughter] >> Okay. Patrol workload, how do we compare? I think you showed some Could you bring that slide back up? Where we you compared us to other Yep.
So, workload percentages, what do you compare? So, you'll see about >> [snorts] >> a little over halfway down, you see workload percentages. Um, and there's both summer weekdays, summer weekends, winter weekends. So, you're higher in all four categories
in terms of overall workload percentage than what we normally see in an agency. In your opinion, our response times don't seem to be quite as good as some other communities. We've been sensitive to the fact that North Port is
crisscrossed by bodies of water, canals, and ditches. What's your sense of how much that plays into our response times? I know our fire and rescue have the exact same challenge. >> Yeah. So, that was highlighted to us. I
I specifically did the patrol piece of this this report, and I remember sitting in a patrol car with an officer, and I think we were sitting basically right about here. And my directions might be a little messed up, but he mentioned that you know, he showed me on the map that you
could go just a little bit west, and there was a neighborhood just on the other side of a canal just a little west of here that he says in order for me to get there, even though it's a straight line and it may be less than a quarter mile or half a mile away, for me to get there, he had to go all the way around to find a bridge system, and it could be
a 10- or 15-minute response to something that if there was a straight line would only take him you know, a couple of minutes. So, that was highlighted. We noted that in our report that the geography of this city gives you some challenges, and geographically you're very large. You know, I commented on a
couple of those zones that you patrol. Those are very, very large zones that within a lot of cities that might be three or four beats in and of itself. But because it's a little bit more remote, because the population is a little bit more sparse in those areas, or because it's where development is pushing out, right now it exists as one
zone, and you may only have one officer covering it. So, it is a challenge. I also had a question about the zone since it came up. Do we base those in This might be for our own police force. Are Are we primarily based on population? How do we determine the size
of those zones? Ty Garrison, Chief of Police. It's based off of workload and population. >> Population. Okay. Thank you for that. And I have one last question. In one of your slides, you said that 21%
of our calls were public response or community initiated. >> Yep. Can you characterize what those are? Yes. So, within the overall report, here
in the data piece of the report, so I'm going to I'm going to direct you towards So, scrolling >> [clears throat] >> So, on page 175 and 174 is an appendix of call type
classification. And public service calls came into three particular categories that were in the CAD system. And they were specifically called public service, public service homeless, public service school. Chief, I don't know if you have
a greater definition as to what they might have been. But that was simply the way they were classified in the CAD system. So, we grouped them into that category. Okay. And I lied, I have one last question if I can find it. Oh, that crime spike in
2018, I'm just curious. Do we know what caused that? I missed the question, Mayor. Um, we noted a crime spike in North Port in 2018.
Any ideas on what caused that? I will attribute the decrease from 2018 on as to my arrival, Mayor. >> [laughter] >> Oh, I'm sure. >> [laughter] >> But not what caused it. Correct. Okay. I arrived here mid of 2018.
Um, Commissioner, Deputy Chief Morales, in 2018, what can really quickly come to mind, and I'll have to do a little more research, but that was the turnaround and the rise of construction was starting to come back. West Villages was starting to boom again. So, we were having a lot of what really drives that is larceny thefts or like
construction. So, when you see construction start to rise, we we start to see that kind of tear teeter up. So, I'm guaranteed if we we did that research, we'll probably see a lot of that is going to do a larceny increase. Great. Thank you for that. I'm all set, Mayor. Great report. Commissioner Stokes.
Thank [clears throat] you very much. It was very informative. It was a couple easy questions, I think. Um do we presently do a legal review on any PD policies? Is is that something our personnel department does? Our legal department, I
mean, do or So currently it's not part of our process, but the policies that we are getting are from the accreditation. Um so it it's best practices within Florida. It is stuff that we've talked about um about bringing our legal police
legal advisor into that process. So it's it's something that's in the works. Got you. Um and if we were to do a succession plan, is that typically done internally by our own team or is it farmed out to some to
a professional organization? >> No. No, in my experience a succession plan is simply the organization putting out a document that says, "This is what we want people to have." So for everybody that we promote to the rank of sergeant, for instance, within 1 year we want them to go to a basic supervisory
school. And then based upon the time and how long they're in that position, these are the additional professional development things that we would encourage sergeants to get. Same thing for management ranks and so on and so forth. It's just even though North Port's doing it right now, we've just said, "Let's put it down on paper so that everybody in the organization sees
what their their career track looks like." And um what would be the cost of you one of the recommendations was for FTE officers to patrol mid-shift? What are we looking at as a rough ballpark number for those
four inclusive of benefits, taxes, all fully loaded? What are we talking about a year? Well, your recommendations four They're AB shifts, so that's four of eight. >> It would be a Yeah, it's four it's four No, no, it's two per, I believe. Okay. It was two per a day.
So four total. Uh roughly with uh for four for four officers startup, uh Commissioner, it'll be approximately uh uh right around about 200 with vehicles and all in around 250,
260,000 per officer. Then that's a that's the startup and then reoccurring after that is approximately a starting officer is about 115,000. Reoccurring. That's for guns, cars, radios, all that stuff. Initial startup is about 250, 260. Yeah. All right.
Um and the final question I had is any thoughts on why the amount of time we spend on both police initiated and community initiated calls, [snorts] why do we know why we're spending more time?
I mean, is it I mean, is it easy to identify? I We pride ourselves in the service that we give to our community. So a lot of times our officers will go that extra step, that extra mile to help our citizens.
I figured. Cool. That's all I have. Thanks, Mayor. Commissioner Petro. Thank you, Mayor. Thank you for the presentation. Very informative. Couple of questions I had and that were answered quite >> [clears throat] >> prior, but the crime rate spike, I had
one of those questions. Um um question and your recommendations, uh do you capture the feedback from the police department and how it's going to be taken and implemented and is there any evaluation afterwards [clears throat]
of those recommendations that you're making? You said about 60 68 68 recommendations. So uh as part of our process, so we produce our report, we give the agency and the city a draft report, and we have a follow-up discussion
um about what the content of that is and where the adjustments. Nothing that we recommend is binding. These are simply recommendations. Just as I talked about, you know, we would encourage agency to evaluate the policy subscription service. We're not saying to do it, we're saying to evaluate it, make a
determination as to whether this is a better fit for our organization based upon the way we're doing things or if we should stay with the way we're doing it, right? So nothing even says that all of them are actually going to happen. We did have a discussion with the agency about whether or not it was a fit and stuff like that.
I don't remember if we took any out of this report as a result of that discussion, we may or may not have. Um but ultimately it is up to the agency and to the city to talk about what is a fit for your organization and what's affordable. Okay. Yeah, I was just concerned about the feedback and how to proceed from
your recommendations ongoing forward. Can I can I interject, Commissioner? So um a lot of these recommendations we have either A already implemented or in the process of implementing. Uh the city manager and I have had a lot of conversations about this. Some of the
stuff that was recommended was stuff that was already in the works or stuff that was [snorts] precluded because we couldn't afford it at the time. So um the majority of these recommendations um we are welcoming and and we're working
through those, so. Uh question regarding um response times average by zone on the slide 13th, I believe. And my question is do we take into consideration the unique
geographical landscape of our city? There is a canal system and that Do we zone those um in in response or in relation to those canals? For example, so the officer that sits in the car and
saying, "Takes me 5 minutes, but because of the canal [clears throat] I have to go and spend 15 minutes." Do we take into consideration when we design these zones A through H the canal system of our city? So we do look at the main thoroughfares
when we design the zones. However, when you have eight zones and an entire, you know, 104 square miles of canals and bridges and very poor thoroughfare, um it's very hard to design your zones around that.
Do you foresee any changes in designing zones or adding zones or simplifying zones? >> We we want to add zones, but I need cops to put people in those zones. I can create all the zones I want, but if I don't have cops to put in those zones, then they're useless for me. Um
thank you. Uh one question about clarification when sergeants and shift commanders can cancel unnecessary calls. What policy do you guys go off of that? I So then the question is legality of like if somebody cancels the call
[clears throat] and it was not really supposed to be canceled, how do you assess that? Well, I'll just I'll just say that that was a miscommunication um and that's been rectified between the commanders and sergeants and everybody in the organization is crystal clear of
when they can and cannot cancel call. Okay. And uh the training uh that was mentioning that the recommendation was uh to develop a department training master plan. Um do we we don't have it or was it in the
process of as far as the Yeah, well. Yeah. Yeah, so so again, the the training plan that we mentioned is very similar to the succession plan. Oh. So it is simply a rank by rank, assignment by assignment plan. So I I I like to use the I spent a lot of my my career in traffic. So I like to use traffic as an
example. If we had a new officer coming into a traffic unit, we knew that if they were going to go to motors, for instance, they were going to get motor school right away. And then at least in the state that I worked in, there were a series of, you know, basic, intermediate, and advanced all the way
up to reconstruction level accident investigation courses. So we time that out based upon an officer's time and assignment as to whether or not they were going to get that training and so on and so forth. It gave us a training master plan that somebody realized that if I go to that assignment, within 1
year I'm going to get this, within 4 years I should be at this level, so on and so forth. And you can do that for everything along the way. You get new detectives that go from patrol to investigations, so you want to get them through basic investigation courses first. Then maybe you want to specialize with some interviewing and interrogation
courses. Then maybe you want to get them into a major crimes course based upon that level or where their assignment's going to be. So all we're asking the agency is to actually put that to paper so that it's clearly defined and everybody understand what's what needs to be done. And those two recommendations are
actually currently in our workflow. So we're building those and uh we'll be implementing that. So we've taken both those uh suggestions and and we're working on that. And the last I just want to comment that >> [clears throat] >> from reading the executive summary, I'm
happy to see all recommendations that pertain to establishing a regional cooperation between jurisdictions, local partnerships uh specifically, I can refer to crisis negotiation team um and
other law enforcement agencies such as sharing or UAV team. Um I know that PD has it, but a lot of the calls that, you know, medical calls they're not net not necessarily needed
to have a UAV team, but I was very surprised and very pleasantly surprised that, you know, making the most efficient use of our resources across jurisdictions one was one of your recommendations to share with And and I and I should point out, too, we we talk about some regional
collaborations in the report and I I know firsthand from talking to Chief Garrison and Chief Staff that or from the the command staff here that you know, that's that's not just the department saying, "Hey, we want to regionalize. Let's work with our partners in a different way." It takes
everybody at the table willingness to also be part of that process. So, that's not just a North Port thing. There may be roadblocks to doing that, be it from the sheriff's office or from other neighboring agencies. We simply from our standpoint, we encourage that regionalization and collaboration to the
greatest extent possible to level out that financial commitment to, you know, entities throughout the region. It's just a more efficient way to deliver certain types of things that are you know, maybe low usage but high risk type things where regionalization can benefit. And I know I've had discussions
with them and I've heard some of the frustrations here in North Port about our partners aren't necessarily willing to go down that road. So. Yeah, it's just you know, in today's economy it's slowly but surely people recognize that, you know, the collaboration with
regional partners is essential and actually beneficial. Um it's nice to have our own, but it's you know, sharing is is very important. Whether the resources or information or even things like, you know, crisis
negotiation team. That doesn't happen too often, you know, those extraordinary situations, but it happens. So. And thank you for the presentation. Really well informed. Got it.
Commissioner Deval. Thank you, Mayor. Uh That was a very nice presentation, uh but I found the background material those 106. >> [laughter] >> That's a lot of pages, but I found that
just invaluable. Uh you know, looking forward uh for our budgetary process for my one-on-one discussions with the city manager for >> [clears throat] >> uh answering some of the problems that I
saw on all those pages. You know, like the problem we have of transporting some of our patrol cars up to be, you know, uh even as a city commissioner I have spare time, I have a CDL, you know, maybe I could volunteer to move some of those
back and forth to where they have to go. Uh but it's the idea of of looking at all these different suggestions and problems and seeing how they're going to fit in our budgetary process. Like uh
there's a suggestion that we have AEDs in each patrol car, rifles in each patrol car. Uh That all costs money, you know, and and my question on that is uh like as far as AEDs in patrol cars, you
know, how many communities actually can afford or actually have that? Um so, you know, that's going to go into that that's budgetary process. Um >> [snorts] >> you know, so it's it's looking at all those things in the future. I mean, this
from for me this is, you know, background information to look and see, you know, keep an idea of where we're going. And like the one concerning thing to me was uh the
the rule of 60. You know, we're below on that. You know, and we do have, I believe, four or five unfilled positions. Um you know, and everybody, you know, I had a gentleman in my office just yesterday,
you know, complaining about speeding. Uh you know, if we can again, it all comes together, you know, how much can we afford? Uh you know, but in the budget, boy, if we could really
get a full complement of the officers we should have. Uh That's about all I got for now. Thank you. Thank you. Yeah, the only question I had was on the rule of 60, as well. And with those four
or five positions that we have open, if they were to be filled, would that bring the complement up to close to the 60% that we were looking for? When I do the calculations, it's normally an assumption that all positions are filled. So, I took into account the vacancies that were there and made the
recommendation for about that. Okay, so that filling those positions, we would still need four on top of that. >> Yes. Okay. Now, my next question is, does that mean that we are possibly top heavy in admin compared to patrol
officers or are we comfortable in admin and we just need the patrol officers? The recommendations are just at the patrol level. We did not make observations that you were top heavy at the management ranks. Um now, every department's a little bit different. You may compare yourself to
another agency of 150, 170 officers and say, "Well, they've only got, you know, they've got three fewer managers than we have." That's all that's all department specific and how you're structuring it. We look for efficiency to be built into the system and we didn't see based upon that that the agency was top heavy. We
didn't see people wearing, you know, bars, so to speak, on their collars that didn't have enough work to do. No, and and that's understandable. That's what I wanted to get out there was to make sure that we are a whole department and if we are short on officers, then that's where we need to look at.
>> Yeah, the recommendations we make are at the officer ranks. Yes. Thank you very much. That's all That's all I have. Anything else from the commissioners? City clerk, public comment. And thank you very much. Very informative. Cheryl Cook. I want to express my strong
belief that SB HB 945 did not pass. While I understand and respect the importance of public safety, this proposal raised serious concerns about the balance between security and individual rights. The idea of creating a state-level intelligence unit with broad authority to monitor threats, including insider activity, foreign
influence, and potential advisor adversaries may sound reasonable on the surface, but it is also opens the door to unintended consequences. In particular, the lack of clearly defined guardrails and oversight mechanisms is troubling. Programs like this, even if well-intentioned, can evolve into
systems that monitor lawful behavior, including political views and personal associations. History has shown that intelligence efforts without strong transparency and accountability can drift into areas that infringe on the First Amendment protections. Florida's strength comes not just from its safety, but from its commitment to civil
liberties and open expression. Any effort to enhance security should be carefully designed to protect both. I'm grateful that this proposal did not move forward and I encourage vigilance by the city of North Port to ensure that future legislation preserves the balance between protecting our communities and protecting our rights. In person, I have
Tim Doyle. Few comments on the presentation. They mentioned internal affairs and training. I like to how they were talking was they were combining those two departments. I'd leave it up to the chief to make the
decision, but in my life, if you're have someone who you're disciplining and you're trying to train them, and if the same person's doing the disciplining and training, there's going to be an adversarial relationship. So, I do believe in the training, but I
would keep it separate. Internal affairs takes care of the discipline part, the training people take care of the training part. That's my two cents on that. Um the time on a call. If you look at all your statistics,
your statistics shows you that your crime rate's down and your things are down. Maybe the time the police officer spending with the people are serving a good purpose and bringing that crime rate down by the
words they're using and by the time they're spending on the the issues. So, sometimes you're looking at the time, but I don't know if that time if it solves a problem, then it's worth every penny of it, isn't it?
Especially if it doesn't come back. So, I I don't know what the right timing is and for all of us to sit here, if you're not sitting there at every situation, to say that it should be 10 minutes or an hour, I think is wrong.
Um Succession plan. I'm going to say something I said the other day. I hope all the departments in this city are looking at their staffing and know how many they could lose if
they start to pull the draft or they call up the people. That's also succession planning. Knowing how many people you could lose to military because of these wars. The subscription plan, legal. You've heard me talk about subscription
plans or recurring plans. I don't like those. I think they're a rip-off. We pay a lawyer to go over all our paperwork in this city, don't we?
So, if we have policies in the city for each department, they should already be reviewed by the a lawyer to see if they meet everything. At At in the private sector, when we put a book together of our policies
and what we were [clears throat] doing. And again, how often do you have to change your policies? You shouldn't have to change them that often where you need a succession plan. So, those are a few things. Thank you. And final public comment. Tim Lawyer.
Thank you. And Joseph Majorino after him. All right. I want to go back to the last meeting. I think Mr. Fletcher and everybody in city work real hard. I think that there's a disconnect between the people
of this country and the politicians and the employees. The people want to vote to get rid of the property tickets property taxes. They don't think it's fair. And what I heard in this room last week
or whenever it was was you're just going to circumvent it and move it to the bottom. That's wrong. People want a fairer tax. And that's what I mean. I think that's the whole property issue here. It's not
whether we need a police department, what we have to pay them or the or this department or that department. It's how we fund some of this stuff. And the property taxes really do put an unfair burden on certain people. I mean, we got a problem all over the
city right now. People are ripping people off at every business. You know how? With those little pennies they're not giving back. One one place I went to, well, we give it to charity. Since when does a business get to take
your change and give it to charity? So, I think you need to look at other taxes. There's a 7% sales tax in this state. Maybe we put a 3% tax, make it 10. Or you put a sales tax to go up. So, any anything that's like
36, it goes up to 40. If it's 38, it goes up to 40. So, the business owners aren't ripping people off and doing anything they want with those pennies and we know it's coming to the government. I don't know if any of this stuff's legal or if you can do it, but those are the type of
things I think people want you to look at. Not just circumvent what the people want to vote in and you guys switch it back. We have a lot of people that come into town, use things, buy things, and they leave.
That's That's everybody. Everybody on the spectrum. And you guys talk about people can spend major money on houses and people can spend little money on the houses. That's the same way you go into the store. People with a lot of money, they can spend a little more, they'll pay a
little more in taxes. But to go after people and take their little houses away from them like you were talking about in last meeting, you that's just irks me, man. That's why people don't want property taxes. They miss a bill to you one time, you
own their house. Someone dies and the kid finds out they owe the town 200 grand and they get the house and not the family. That's what you guys do around here whether you know it or not and it's disgusting. I'll see you tonight.
Joseph Majorino, 2747 Rebel Lane. Uh I'm going to go back to the permitting again. Um this is a problem. The only thing that was missing from the other meeting was a cheerleading sex session. Bunch of girls going, "Jerome, Jerome, yeah, yeah." They were giving each other
high fives there. Everything's great. The permit he sold me cuz in essence he is every is every employee. That's the bottom line here. He sold me a permit that you if you go to Port Charlotte, they tell you,
"Do you have an engineer's drawing?" No, "We can't sell you the permit." Yet he sold it to me. A week later after I after it was issued, then I had a meeting and then I was told, "Well, you know, it's state law to have to have the thing. He should have never sold the
first permit." Now, if I didn't have the money or had no plans of doing this or was here for some other kind of reason, not just to work on my home, it'd be a different story, you know, but no, it's it's in it's in the process. So, at very best I'm I'm a a month behind. At very worst,
if I didn't have the money, he took $257 from me that he shouldn't have. Other thing is you got rid of the sacrificial lamb, Japello's still sitting there. Like a cancer, everything has to be taken out
because it just continues. From Jason to I don't know who the guy was during the meeting sitting next to me, didn't say a word, didn't say his name. Either he was there to protect him from me like I'm going to attack him or he
was there to intimidate me. It just continues. When you talk about human touch with the with the people that's you need to have a meeting with all the employees, not you guys, not you. He needs to have a meeting cuz he's in over his head. He's not in control of
the employees. They do what they want. They say what they want. And it's it it it almost came to a physical altercation with Jason with me with him following me. It's wrong and it needs to stop. Residents should not be subject to this. I am not a
political partner here or something. If I need help, then I surround myself with good people or I leave. Bottom line. That's the bottom line here. Have a good day. No other comment. Thank you.
It's 2:11 and I adjourn this meeting.