How do you hang Okay, we're going to resume part two of the uh uh city council meeting. So, next up is item number nine, city manager 90-day evaluation. I'll pass that to Mr. King for introduction. >> Okay, mayor and council. Uh uh item nine is my 90-day evaluation. This uh is
presented tonight as a discussion item. The agenda summarizes notes that I began on the employment of January 5th and completed through the initial 90-day period of April uh 5th. While the employment agreement does not specify specifically require quarterly evaluations, the council has discussed
the value of conducting them regularly and it's an item that has been placed on the agenda for count the council's request. Key points for council information, supporting materials in the agenda packet, including my 90-day assessment, strategic plan, and uh strategic uh uh comparison to the one
that you guys presently have that goes up to 2023 has been added so that you guys can see the the significance in in the adjustments to it. and then the ICMA template uh for the discussion piece. Uh key points uh there's no recommended
motion at this time unless council chooses to make one during the discussion. My recommendation would be use tonight's council discussion feedback in direct evaluation process. Mayor, that concludes my introduction remarks. Okay. Um so with that,
I had a couple questions on the evaluation. Um, I'm gonna go to page 143, uh, which is section C, council focus copy through engagement. Um, let's see.
>> 143. >> Yeah. 143. >> 143. >> 143. >> Okay. >> Being pursued. >> What? You know what page that is on the bottom? >> Yeah. Well, page 12. Oh, page 12 of your
thing. Yeah, page 12. >> 143 of the agenda. >> Yes. >> 143. >> So, as as looking through some of some of these things and this the state and grant positioning, establish state relationships and legislative connections to support appropriation
grants and major capital needs. Um, you you line some uh some grant numbers out there. Um, obviously there was there's been a lot in the pipeline. It was already that predates you. Um, could you >> Well, the stuff that I've added there
are stuff that I've that I've gone after or stuff that I've worked with our grant manager to pursue based on my based on my actual start date of January 5th and basically capturing everything that we we pursued forward from that point because my strategy coming into this
position was is um being with K City, one of the downfalls that we had there is one we had a limited budget. We had twice the size, but we probably had probably a third less the budget. And in order to get investments into infrastructure, which was my biggest
challenge because, you know, especially after the storm and the fact that they had neglected a large portion of their infrastructure for over a decade was that I had to go after money that I didn't have for those improvements. And what I found is that grant investment or or grant opportunities at $700 billion a
year in opportunity was out there to grab. And so what I saw that there as a strategy was it was to go after as much of that as I could to offset any of the costs that I had specifically for infrastructure. And what I've done here is when I when I found out that we had a grant manager, I thought that was
awesome. Hey, it's like now I physically have somebody other than myself that can spend, you know, hours looking for this. And what I've done is is working with Pam and working with the the police chief and all the different directors and and the fire chief is that hunting and finding the goodness and grants that
are out there. So while I specifically may not have g, oh, I found that $1 million grant, what I've done is I've made that the culture of of what our staff currently is. It's like, hey, we don't have the infrastructure. Well, we don't have the funds to go after everything we want. How do we get there? And so let's look at let's look at
grants as being that one opportunity that probably gets neglected over most of them that are out there because even with the park projects, one of the things we looked at is we said, "Hey, we want to do a walkway out there." And it it got creative. It's like, "Well, it's going to be really expensive. What's one of the one ways we can offset?" I said, "Well, let's look at an ADA grant
because what we want is we want accessibility for all of our patrons out there. So, how can we nest that into our boardwalk project plan so I can offset the X million dollars that our our parks are going to cost us that that we want option A? How do we get to option A
where we can only afford option C or B at this moment? So, my goal is to continue to engage with the the grant program as much as possible. be fully engaged in that because it's opportunities that that that I don't
think people really realize they're out there and and like you've seen with police chief and with fire chief the grants that they've been able to get after and go after and that's and that's what I will continue to pursue as that as one of those those those funding gaps
we have to make our city you know as vibrant as possible is that that is what I've gone after and those are some of the major ones that I've plugged into um and what you'll see is when we start talking it I guess there was a discussion with the vice mayor when we
were looking at um for for Bash Park how we wanted to design that one of the big things that was a part of that discussion was kind of the underlying discussion was grant there was a big grant tied to that for the boat ramp that we wanted to put out there the playground we wanted to put out there so being able to offset those costs and so
what you'll see is not only going after those you know as of getting in a seat but being very proactive and being proactive to the point where not only am I going after them, but I've built a culture that the directors are going after, Daryl's going after. Anybody can see something in addition to what our
what our what our uh uh funding gaps are that they're they're looking for opportunity and that's the big thing to take from that. It's an opportunity and and something that we should fully invest and be a part of. >> Okay. I had a question before we do that. So nine o'clock. Be a motion to extend. >> Yeah, I'd like to make a motion to
extend the meeting past nine o'clock. >> Second. >> Okay. Motion second. Any further discussion? Any public comment? Seeing I put a vote on favor signify by saying I. >> I opposed. Okay. Motion carries. Um can you um I'm not sure what page it's
on, but can you tell us the alo we know about some of the grants? I I want to say the the one new grant substantial grant was the $40 million for the water plant. That's that you mentioned in there, >> right? >> Well, I would say with the water plant
Go ahead. it. So, has have we uh put that grant out there or we know it's there. Give me the status of that $40 million grant. I guess >> that application is due in May. So, not not May. Um I either want to say the end of May or the end of June. I have to call I have to talk to Pam Lynch about
that. Uh we're we're talking with the water plant designer McKim and Creed to make sure we have because what we want to do is dedicate everything we can to get this one. Sure. This is we're putting a lot of work into this because if we can get this construction money that that would be really really big big
for us. >> So we're coordinating with them to see when we would get all the materials that we would need to put with that packet to show that we're pretty much committed designwise and that would put us in a high percentage rate to get that. >> So but um right now we're coordinating
with them and she's she's putting it together. But I don't think it's due until either the end of this month or the end of June. And the big piece for us is having a shovel ready project ready to go. And that's and that's what we're trying to close the loop on right now because we're we're we're
diligent to make sure that we haven't gotten any gaps in that because as I looked at that and one of the things I looked at is you know as we met with um Mike Moore is you know how do how do we how do we manage that strategy especially with large end items such as that. So the initial piece is getting after that grant through brick and
through that and then and being is is best prepared in dealing and working with the engineering company because why they have experience working with that same grant and know and knows how to help us get across the line with that but also looking at that as is as an
additional strategy. I sh I' I've talked with him and said hey we got big ticket items here that that that are that are major items. one of them being my water water plant and and if if if we have challenges in the process for grants, how do I get appropriations? And so I said, so we're we're starting our our
early engagement. So as it goes to council for engagement for those project that go that goes up and what I'm trying to do with him is set the conditions when he goes into Tallahassee and has those discussions. It's not something new. They know these projects are coming. So if if we have any failure to
grant that we're at least got another option that appropriations that we're talking to the right people that we'll get this through and across the finish line for >> and a couple numbers on that. So I saw several references to 59 million on the water plant. I was interesting was 45
million was the cost. So it some change 45 million I think was the cost. I think >> I think >> 59 million was is is the is the number >> if we if if she's putting down 59 she's
compensating for for inflation cost of construction because what the number they've given us now is set right now but that may change >> by the future value by the time we go to construction. So we want to make with them. >> Yeah. >> And plus, you know, I mean there's >> Well, that's good.
>> It has to be obviously >> I like surprises that >> it has to be all American products as well. >> Yeah. >> So those products are going to be >> cost will be inflated. >> And we and that's one of the big things as we do projects and that's that'll go into our budget planning as we look at
things as we project years out. we're going to have to plan five 6% increase in in in cost of those projects we're looking at. So the the fact that we address them early helps us in the impacts later. >> So is it is the grant maximum 40
million? >> What what 59? >> Yeah. 59's a cost the inflated cost. >> I I'm tracking what what we submit for. >> Yeah. I don't like I said I don't she's doing the preparations for preparing the grant. I don't have those numbers in
front of me. We can get the specifics back, but yeah, we're we're in a pre-application process right now. So, we haven't just I was understanding that we there was a there was a path to get all of that. So, if it's really 59 million, we should be asking for 59 million. >> Yes. And and the goal is to ask for
everything. >> Yeah. >> Even if we inflate the price >> because at the end of the day, it goes to if if they approve it and are we do come under for some reason, what additions we need? >> Right. Right. Okay. Um
the um I have my question was answered on that one. Um the dredging and coastal resencing dredging and coastal resistance strategy with Stantech, Matthew Star, Stephanie Pover and regulatory partners. I don't believe we've seen that. >> That's what Well, okay. We're working
that project right now. The the big piece on that one is it's a grant strategy for that because um the challenges with that are because we have residential and we have coastal and we had we need some requirements for
documentation do it to show it pre 1967 I guess it was a dredging aerial >> to show that this was that that there was a maintenance dredge done before 1970. So we did produce we uh Santech was able to produce an aerial showing that this city was done before as a
maintenance draft and that's what we're trying to approach that >> there are there are grant opportunities since that that was done before and we've talked we've had conversations with both um FD and Army Corps that there can be opportunities since it's
already been done before as that and that's why that was a very important piece that we just recently locked in there are conversations with both those entities about moving forward. So, Stantech has already been looking into grand opportunities for us to move forward on that. So, and and he they've
pointed out um I don't have the information here in front of me, but of other other municipalities that have already gotten dollars to do to do those projects. So, it it was really good news and this is very very recent um that we received this news about approaching
this as a as a maintenance dredge type of project. Um the conversation that I just we just had with Army Corps um was basically talking about what kind of permit we were going to go for. We were going to go for a special type of permit, but now we're thinking of keeping it keeping it as it was before
as a general permit because a general permit will allow us to go ahead and extend it um modify it if necessary, add channels if something comes up. If you stick with a special type of, you know, special permit, um it it limits your choices. So that that conversation we I
just had uh this week >> and with Stante one of the things like I said I built the culture on this. So where where did I get the idea for for for for the granting opportunities was stant? Because what they did is with St. Pete what they did is they dredged a a a lake that they have. It was a $3 million project. They were able to get it
through CDR CDRP. I I think that's the correct one where they got the funding for for three million. And in our discussion, I said, "What's our projected what's our projected cost at this?" And we sat down, did the math. $17 million is the number that we came up with what the projected cost of this would be. So I said, "Okay, well, if
that's the cost, what are the opportunities for grants out there that you've already used on projects that you've already done? What's out there that I can reach and grab? What are those?" And then not only what can I grab and what can I pay, what looking at this as a phase project. If I can get
that grant, that's $3 million off my $17 million. Can I get it annually for the next three or four years, phase my product out? Um, and there are there other opportunities of of funds that we can we can include on that. And then how do I handle the um the residential grid?
And what they did is they also gave me uh Naples, Florida. They gave me their their actual uh they have an MSTU for residential houses that that do have canals where they've got a percentage piece that they run and dredge it
periodically 15 20 years. And what they do is they put an MSDU on those that have the water for property tax. So that one it it it pays it over a period of 20 years or we get the opportunity every every every so often to do that. So what we've been doing is looking at where
there's been success with other in where where there's been success with engineering firms with with grants they're using the grants we have access to and grants we have opportunities for that can one offset our cost develop our costs over a phase period of time and then if if there's a
portion of our project that can't be covered through grants and stuff like that because it's it's a residential property because I know we've got residential concerns with stretching out theirs. How can we get at and assist in that process there? You know, from a city's perspective of getting out there and applying that piece. Now, these are
just these are just recommendations through this process of my assessment. Um because what I don't want to do is I don't want people stress, you got to put an MSU on it. But but having options to be able to to to like uh vice mayor
said, I want to go after it now. Once this project's done, he said, once it's done, I want to be able to get after it. Okay, I'm getting after it. How am I doing that? I I'm rushing I'm rushing the I'm rushing the ball and I'm looking at every opportunity and I'm you and I'm and I'm leveraging those people that are working for us on on successes they've
had with graph projects that they've gotten. >> So is is this is the strategy that's referenced here basically just that that um the grants or whatever to pay for it or when I read I didn't know if there was some kind of plan I guess in place. >> No. Well, well, well, the plan is to go after those grants. Now, but we've got to have a shovel ready project. And so,
what I've got to wait for is I've got to wait for the project completion and then I take that completed shovel ready project and then I can be because most all these grants that we're looking at have to be a shovel ready project. I can't just say I've got a good project here or just, hey, we're dredging or we want to dredge. Hey, I want money right
now. There's no opportunity out there for it. I've got to be able to to to leverage a shovel ready project. Um or I've got to find a tax revenue base, right? Which we we don't have access to right now. >> Okay. >> Um on the on the private investment one,
we talk about coordinating coordinated private development interests with Ryan Burke, Bobby Krueger, and what is there is there something more to that than is already there? >> Well, it's it's our continuation process in that. It's it's it's supporting that effort. >> Yeah, we're supporting that effort, but we're actually we've got it online now. And I think, you know, you being part of
that assistance process on there, I think that was I think that was one of the the biggest challenges is is getting that aligned properly because we were just we were just we were just rubbing antenna on on on on items to move forward and what we we're able to do is now we've got the solution to the
problem set which we've been trying to work towards together and so that so that we're moving together, you know, with that project. I think tonight's going to be another example of of the success as we we're able to move forward with that opportunity. Okay. Um and then the regional relationships talk about
strengthen relationships with past Minister Mike Microbala and Newport Richie Debbie Mans. >> Yes. Um working hard on those uh Dem mans and I have have a pretty good relationship. I mean with with with myself with police department, fire department. We've gone down there. We've spoken with her and her team uh just in
agreements because as the two only cities that have a fire department, police department and actually have our own agencies and services. Um, and I know our residents want to keep them and I know council wants to keep them. So, we're looking at at how we maintain it, how we're able to fund it and support
it, you know, without being taxed by county in addition to processes that we probably don't want at this time or unless council tells me they want to go in a different direction, we go and with uh the county administrator having those big those those big discussions about
assistance and resources and and those those opportunities. Matter of fact, Connor sent me some um questions today reference the MSDU for fire department and uh uh EMS and for parks. And that'll be something I bring up to you guys here in the near future is kind of where we
stand right now. I I would say it's not really the direction we want to go as far as what I know about council and and what we want what we want for response times, what our community wants. Um, and then for parks, one of the discussions I had is, "You're trying to charge me for parks that I already maintenance." And I said, "I'm offsetting my cost right now
with grants. I don't want my taxpayers to pay you more money out of this." And they're like, "Well, you'll get a reduction. You'll get money back if you take your fire department." I said, "Well, you know, at the end of the day, when I do the math sitting here with you, it balances out to zero. There's really no net gain for me, but what do you gain?" What you gain is you get to
take your fire department, your EMS, pull it out of your budget of $40 million and you put it in my pocket in the pocket of other cities and county residents to pay it through an MSCU whereas you retain your $40 million in your budget. Now you got an increase of $40 million >> and I don't get a bite of that apple.
>> I mean, so for me it's kind of a disadvantage, you know, in support of that, you know, kind of in the the long-term look. So what I do is I coordinate with them trying to work those relationships because what I don't want to shower is the relationship that we have with them with our law enforcement, our fire department. But I'm we're working strongly to offset if
there are any if there are any issues where it's like well um you need a ladder truck very much. We're going to bill you. Well, that's okay because we've now got a an agreement with another uh city that does have a fire ladder and we'll just use them instead. So, we're we're covering our basis for
those things that that that would financially trap us or or tax us in a way in which we as a a a a community don't want to be taxed. >> Yeah. So, I'm glad you you mentioned that because I wanted to I want to use as a segue because there was obviously
the public went out and looked at the this document. There's a couple references in there about about the fire department specifically, right? Um, and um, I wanted to dispel any confusion that would have came from that because uh, you can you can if you read that lightly, you wouldn't understand where
that was coming from. And I'm I'm going to go to it now just to reference it. Let me get there. I'll say it. Um, on page uh, 151, you'll see under under intergovernmental cost shifting says a possible fire department merger must be evaluated full cost and service moding.
Uh so the public is uh understands there is no possible fire department merger. Um that's uh that's not it reads like that but there is none. Um what Don just described uh the county uh they were doing a couple things as as we talk
about the legislature possibly doing something different with property taxes. Um and so what they they're trying to do is they're trying to mitigate for that. And so they um that's where the parks MSTU comes in I think and they they're they're coming at the cities asking and
I've been really involved in any of these discussions. You probably know more than I do, but >> um in a nutshell they they want us to take on those parks MSTUs. Um and that's just an additional cost to us and our taxes, right? Um and so and and their and their their mitigation strategy is
well if you pay the MSG for the parks and you give us your fire department uh >> you make cost savings on your >> it ends up with a cost savings. So that's a county kind of uh uh >> strategy >> power >> shell game, right? So >> but the uh the important thing to
understand is is all that whatever they come to us that's something that the council would have to adopt if we were going to go that route. >> You know they they may show us numbers. I think they probably showed you numbers. They showed me numbers and when we did the math I was like no I need to see I see I need to see uh I need to see
millillage true millillage to to dollar amounts that this is going to save the city and is it worth the risk to the city to give up you know the system that has in place because right now I mean you know here's a simple example you got seven minute response time for fire department county you got three minute
response time from your fire department here seven minutes is a lifetime is a lifetime um let's say water safety water safety. Right now, we're probably the most responsive water element out there, and we're getting a lot of feedback from other communities and cities that, hey, we want to be part of a larger, we want
you to be a part of a larger uh water uh safety uh team because we had a rescue for seven individuals that were out there. I guess Pas Pasco County was about an hour and a half away from Hudson to get there. Uh Coast Guard was
three hours away. We were minutes away. And so we were like, "Hey," and my argument to him was, "You're going to tax me on all this here, but the same breath, I'm not going to tax you to go out and save you >> because it's we're doing the right thing. There's a fire. I'm going to support you." >> You know, I don't expect any tax. I
don't expect to tax you. So, you know, that that there's a there's a relationship there that I'd like to maintain. It's been through MSU. It's been through Mways andUs and and we've tried to maintain those. It just looks like with theou that we have with them right now that's got stalled uh in place
for potentially the MSTU and we're we're hoping that's not the case. >> Okay. And then um just further on that page 153 um there's another reference to it on the on the third item near-term is I will continue engaging Pasco County on fire EMS MSTU parks MSU and potential fire department merger discussions.
Again that is >> that same thing. Yeah. Um just reiterate there is no discussions about >> I apologize for language. Um I I I in clarity in the fact that I had had to do this in as detailed as I could. Um I
tried to keep from blurring the lines as much as possible, but I wanted to make sure that the the the information, >> right? >> But but but as far as that is, it's it's more in relationship to MSTU as opposed to what we as a city actually hold on. Um, are those discussions only being had
with Pasco because of the property tax discussions in Tallahassee or >> it was. >> So with those with that not happening, are these discussions going forward based on future legislature? >> Well, when you say not happening, they are happening
>> for I mean the Senate didn't pass it. So So I know >> there may be a special session later on. >> That's what I'm asking. That's what I'm trying to get to here. That's their behind it continuation of those conversations is because of the continuations.
It's also it's also a revenue deficiency that they it's $40 million now because now the property tax doesn't go the property tax is not taken and it remains as is now they get a $40 million increase in the budget because they're not changing
their their MSTU requirement. Mhm. >> But if the property tax goes through, yes, it's a good offset for them if they do get that, but but it's still an issue item on because it's also a revenue savings for them to be able to generate more more general fund money. Now, I will tell you that the institute for the
for the police department that has died. >> Yeah, that was that's off table. And just so people know that they were thinking about taking the county, which is seven or seven mills, they were going to pull three mills out of that. drop your county down to four, put the three over to the sheriff's department, so
it's it's bucketed for the sheriff. Yeah. >> Uh and they went the city to pass it on. It would be a wash, but that would open up discussion obviously for us is, you know, we have our own police department. why we pay full three when our next door neighbor who needs a sheriff when we don't pay >> and and I will tell you right now I
would just say from just just I I'm not going to say for fact but I would just say that the only two cities that have a fire department right now I don't think either one is really you know I I don't think that the councils of those cities with those two fire departments are really interested right now. I'm not
saying they won't be. I'm just saying just from my my initial engagements that you know the only two cities with fire departments want to retain those from a from a city and and government perspective. >> Okay. >> Yeah. So in 154 same thing is reference
to fire merger. So just uh so the public knows no discussions at all. We we there's no even appetite by me or anything else for fire department or police department. >> What's that? You're on. >> No, no, no, >> Zoom's down. >> Zoom. >> Yeah, we're still still being still on.
Um, so I just want any public goes out there and reads that. >> But I do stay in communication because that I got an email today again on it. And so once again, I just reinforce the fact that, you know, right now, you know, as I look at the as I look at the package and I look at the agreement, it it's it's there's there's not an
appetite right now from from our city council for it. But if there ever becomes one, I will let you know. >> Yeah. And and I I hope I'm I'm I'm reading you guys right in every meeting that we're sitting in. This is, you know, we kind of this is kind of the pride of our town, pride of the service we provide and and I think the people
really appreciate the services >> that the fire department does >> and and I think they're I think they're, you know, spot on. >> Okay. Um the last thing I had the community engagement talks about advanced parks, uh special events, faith-based partnerships, markets, community cleanups, folks focus event
programming. Um, obviously there's some stuff going on from the chamber perspective with the markets and whatnot and and city again nothing really new there just kind of supporting those going >> and and I think I think the bigger piece is is better integrating those because you and I have had some communications back and forth and I think I think the
linkage um you know from from from administrative side is that we we tighten up that linkage so that when we do have opportunities for promotion of of ourselves and our other community partners that we're capitalizing on that when we're pushing that out. um in in in
in our I guess our social media and our um administrative media so that you know we are getting you know the bigger picture of what uh Fort Richie is doing with ourselves and with others >> because I think that's important >> and the last thing I have on this
meeting has been hacked by Yeah, I'm not doing Zoom anymore this evening, just so you're aware. >> Several people keep trying to jump onto the feed and then it happened again. So, it's shut down. They're shutting it down. >> Yeah. So, they um that's odd because
there's noility to share, right? So, they have in some way >> No, but they they put it on the screen for everybody to see in the meeting itself. >> Triple X nasty stuff. >> Yeah. No, I didn't think they could share their screen unless they had the
the rights. We'll talk about later, I guess, if it was gone. Um, so last thing I have is the uh uh city manager position reference under page 150. Um, we talked about this at a prior meeting. It says council should maintain oversight, but the process should distinguish between policy decision,
routine execution. Once council approves a budget, a project and budget, staff should be able to execute within that scope unless the project exceeds the original budget and must return to council for additional author authorization. We spoke about that and obviously the the checks and balances there. Uh I thought we had a
understanding that um we you know Ky can I go forward with this one? >> Yeah, go ahead. >> Well well the the the discussion here is what I want to do is I want to set us up for success for next year. >> And so as we sit down and we do our budget, what I want to do is I want to develop our spend plan and our project plan for next year. So as we go through
and we present the budget and what I'm what I'm working on is providing you guys the right budget with the right information with the right requirements. I mean, everything built into it. So, when you look at it and you approve it, you go, "This is our spin plan for this year. This is what we want, Don. With with when October 1st kicks off, we want
you to execute this." And so, you allow me the freedom to run for you to to accomplish those tasks and projects. And what I do is I come back to you and I go, "Mayor, can't do this project that you wanted me to do that pre-position and plan because it's going to cost me, let's say, $10,000 more." So then I
bring the project back to council and and then I go, "Hey, can I move forward with this? It's going to be an additional 10,000." Or you go, "No, we're going to have to we're going to have to reallocate the money to something else. 10,000 is too much." Or, "Yes, keep running with that project." But what I've been trying to do is I'm trying to build a spend plan for the
city, for you guys to to fire me off to to to accomplish those tasks and those mission requirements that you want for the city and and only have to come back to you if I have a problem, >> right? as opposed to, you know, trying to work through it because I feel like
I'm kind of working through it this year. Just kind of against I'm working against the timing because I came in at the wrong time. I came in after the budget. I came in after spend plan and and to be honest with you, I don't know what the budget looks like now. So, it's it's I'm in a point of frustration because I'm trying to accomplish for you guys, but I don't
even know what I have in my back pocket right now. It's like I lost my wallet. Where's my wallet? So, is I'm trying to move forward. I'm just trying to develop processes in place for the council to be able to fire the city manager off to go do those mission sets and and those and
those projects for them so that so that you are getting the results that you want from me and and and the only time that you should have the like a racehorse you want me to race and and when you don't want me to race those moments where you go it's over budget will pull you back and so what I'm trying to do is I'm just trying to to to
to look at possible strategies to move that forward and that's that comment there. >> Right. Well, and so >> but you did see that today with we did put that one acquisition piece for the lawn mower into the >> consent agenda.
>> Consent agenda. So what I saw is that as an a different approach is that for projects that are on it, let's put it in the consent agenda. Have you guys review if you still concur with what your spend plan was what we uh planned for last year that we projected for then put it
in there and see how that works. And so today it worked very well. I mean you guys I expected somebody to stop me and say don't do that and it's like okay well okay this is a model >> that we can use and if that works >> you know disregard >> yeah we'll work with but what I'm trying to do is I'm just trying to create
process that help us move more efficiently right I just want to be clear there's there's a there's a budget authority and there's a spinning authority correct and so when when council sits down in our budget authority hat um we're planning kind of what we what we see or whatever but that's just a plan and that plan can be
deviated from we may headwinds has changed or whatever. And so we still want to have that ability to uh say go ahead and we actually want to do what we planned, but we may want to change gears because of circumstances. So that's, you know, it's not necessarily we don't want to uh that we want to hinder progress.
Um, but when you're when you're going through the budget process and you got all these different things and all these different departments um it's, you know, you're not um you don't you wouldn't want to be making those decisions um knowing that a race is coming in June if you're going to run that race or not,
right? You're planning on running it, but you're not going to run it. >> Well, the the only example I had is like with Kenny City, I ran with the budget as a spin plan. So my first 90 days, green parks, splash pad, pickle ball, pickle ball lights, and dog parks. That
was in 90 days. And that was that was that was in its first 90 days and another 90 more days till completion. So what what I what I see when I look at the CRA plan, something that we've kind of sat on for years, is being able to execute and move forward because you
guys have a great vision. I want to capture that vision while it's in the moment. And what I don't want is I don't want to ever have anybody second guess themselves on a project that is that is that is that is there. It's there. And I want to grasp that moment and be able to be able to accomplish that and execute that mission for you. What I don't want
is is I don't want us to second guess the greatness that you guys are doing and and be able to put it on the table for for the city and the residents because I think I think right now like you said this is the right council, right time, right opportunity and we're moving and we're moving fast. I just want to move fast enough for you so that
when when your residents are out there, they're seeing it. They're seeing it go up. They're seeing it going up. They're they're making comments on the color, they're coming back to you guys and saying, "I love this thing. This thing was great. How about, you know, I see you putting that up there, mayor. What about this?" And you're throwing it back at me. Hey, Don, let's add this to it. I'm like, "Well, hell, let me go back
and let's see if I can put it on there. And if I can, we'll do it." >> Excuse me. >> Yes, sir. >> I feel like you never get to the point. >> Oh, I'm sorry. I just feel like you never get to the point or you don't answer the question.
So, it's hard it's hard to talk to you sometimes. You >> I'm sorry. I thought I'd gotten to the >> No, you're like totally off point. >> Okay. Well, >> you're not answering the question and that's the the answer we want to hear. >> Okay. The question on that is yes, I
will bring it to council every time you guys want to spend money. >> That's the question. I'm just letting you know what what I hope for you. >> So, that's kind of all the the the question I had about I guess the evaluation. Anybody have anything specific to the evaluation they wanted
to ask or whatever? >> The form itself? >> Well, the the the the packet that he put together with stuff. There's anything on there that you want to I thought what we do is is we would get all those questions answered like I just kind of went through mine and then then we open up for discussion. So, is there I don't
know if you guys any questions on any of that. Okay. So with that, um I'm gonna open up floor to um comments, individual comments. >> Anybody wants to jump in? >> Go ahead, Bob.
>> I don't have anything. >> You've been pretty comprehensive. >> I mean, the only thing I have is we're at 90 days right now. And um me personally, you know, me personally as far as communication, I'm not getting the warm and fuzzy with you
as far as your response time to me calling you or talking to you or those things. I kind of feel like as your employer, which is who I am, that you would feel much more apt to return my call, get back to me, those kind of things, you know. Um, I have heard, you
know, from staff that you are telling staff not to answer our calls and to run everything through you. I mean, I'm a resident of the city. Not only my resident, but I'm also a business owner. Not only a business owner, but I'm also a vice mayor of the city council and and
I feel highly offended when you tell people not to take my calls. you know, when when I call in that that to me tells me that you're doing something that is underhanded and that you are you are trying to keep us from seeing something about you. My job as a hired
or an elected official here is to make sure I've got flashlights and magnifying glasses on you and everybody in here. That's my job, you know. So, I feel highly offended by that. So, my 90-day assessment to you, I've got it right here. I'm not going to get into it. It's not very positive. And here's why it's
not positive. I think your military experience gives you a lot of benefits in in life, but when it comes to like interaction with other people, I think it's it's like, you know, my way or the highway kind of thing, you know, and I have not felt a very warm and fuzzy connection with you.
I mean, unfortunately, Matt quit the day I started and I never got a relationship with him, you know. Um, but but I I don't I don't have a warm and fuzzy. I really don't. And I don't know what's going on. I'm not trying to be disrespectful to you. I just don't I don't feel a genuine authenticity from
you. Uh it's it's it's kind of like um something that I'm not comfortable with. So >> Lisa, not yet. >> Um I have a concern about your relationship with council with with our city attorney. I know you mentioned that
you weren't working with her and with the fiscal problems that we're having and the relationship failure between you and council. I'm concerned how we're getting through this process and if you could explain to me >> how you're getting through the process
without counsel because I have reached out and she did confirm that you're not reaching out um to her. So I want I want to find out yeah the finance issues for >> because I I'm not quite sure myself the level of the financial issues that were
>> well I do apologize >> and in how I'm communicating with you guys. What what I'm trying to do is I I just I I show up every day trying to do the best I can for you guys without without burdening you with with with a whole bunch of questions. You know, I I
would say that my background, my experience has put me in positions where I've I've I've been asked to do the impossible and have been very successful at accomplishing the impossible. And so I I apologize that I don't come to you and and have those conversations. Um
I don't want to make excuses. I I fill my day up as much as poss if I miss your call. I do apologize if I miss your call. I do. Um you can ask the staff. I'm engaged every day, every moment with as much as I can because I'm trying to do as much as I can because I know time
is finite. Um when it comes to >> the lawyer and I work the lawyer and I, you know, we're working we're working through our processes right now. You know, it's a it's a it's a new relationship. I'm I'm I'm used to I'm used to operating certain ways with lawyers and lawyers that that I've
supervised and been over. I've been in in charge of lawyer departments, not working with lawyers. So, I'm used to working with somebody and and and then the expectations we've built together. We're we're still building our relationship, you guys. There there's going to it's going to take time as we build our relationship because there's
there's there's areas that I'm still working on. I try to go to her when I when I need her on things, but I try to solve, you know, our our internal problems the best way that that I think I can without having to seek legal counsel if I don't need to. As far as the finance piece, that was problem
since week two. I came in week two. I knew you guys had a financial issue when I stepped in here because I can smell it. But >> why did you not tell us on week two if you already knew that? >> I' I've been talking with the mayor. I've been I've been saying this been and I apologize. I do apologize. Like I said, there's four more of us. >> Yeah, I know. And I apologize for that.
And that's where I owe you guys. Um, but I I just been I've been trying to work it out without surfacing it. I've been trying to work it so that Adam would would would perform at the level I needed him to because what I did is I didn't want to come in and under that 90-day window just throw an access. I
wanted to give him the opportunity to prove that he could do the job. And I and I said the one thing that we've done with him was we failed to give him the opportunities and the resources. So I gave it all to him. And then what happened is it fell short. So at that point I made a decision that I had to do one of two things. asking to resign or
determine. And I can give you examples right here. And the CLA rep that was here, Lance, was supposed to was going to be here to answer any questions that you guys had with any of the current budget issues that that were incurring because when I stepped in, I did one, I didn't have a budget. You guys don't
have a posted budget. I don't have a I don't have a signed budget from the council that I can put on our website that that shows where we're at. Well, why has that not been addressed? I mean, why have you not come to council to ask? >> Because I've been working my butt off the this first 90 days to get all this
under under my hands, >> but I've been asking repeatedly for financials to go up on the website and what's going on with the financials and I've been working and I still don't know what's going on with financial I can't call our attorney and ask. >> Well, well, here's what I've got. Fake
reconciliation is not adequately reconciled. Trial balance is not met net net zero due to reserve and incumbent uh incumbrance system limitations. Beginning fund uh fund balance for certain funds does not reconcile general fund with wastewater and and and fund.
Lack of knowledge of state and local government fund accounting client audit prepared schedules were not accurately completed for what has been reviewed so far such as capital assets and long-term debt. Budget summary does not tie directly to detailed schedule. seems to be due to calculation errors rather than
a difference in fund inclusions and account mapping. Certain funds and accounts are excluded rollup or presented differently in the summary than in the detailed schedule. Department shows uh on the ORC chart not always does not always correspond directly to how costs are represented in
the budget. Budget narrative summary and department views are not fully synchronized. >> Okay. Now, can I stop for a second? Nancy, can you tell me your level of understanding of this and to what level you've been brought into this and if
there is any reason for concern? >> I I don't have I can't answer the last question. I don't know if there's a reason for concern because I I know a little bit um that Don told me earlier. I know obviously the finance manager is now gone >> um and there's the reason for that but I don't know the details of why um or the
financial aspects at all which I'm not I'm obviously not an accountant so I wouldn't really understand them but I did know that >> you have an expectation in your role uh with with the city that something to this level would be brought to your
attention or is it standard for that to be handled inhouse without your attention? Every city every city manager is going to handle things differently, right? So, um I think it would depend on the the issue and what resources that city manager had. It may be their prior experience for that issue. Um if they
had the resource to help address it, they may not need a legal, you know, that right the initial. It may not be a legal opinion. It may be I need a CPA or an accountant or whatever other form of number person to address it versus maybe a legal aspect of it. So, it would really depend on the issue. Hope that
answers your question. And with that being my position of responsibility under city managers need responsibilities under article three of of your of your chapter that is my role and that's my role to execute. Um and I have taken the appropriate measures one
identified the problem made the appropriate adjustments I didn't wait 90 days like most city managers sit 30 609 days sit on my butt and wait to take action on something. I've been I've been I've been actively pursuing this because one I knew I had a budget issue. I knew I had a I had a presentation issue. I
knew that I had I I have a a audit issue because we're going to fail audit this year unless the team I got on board was actually participating in providing that. The budget's getting ready to be finalized and we're being able to match what you guys approved based on what we actually have. So, we'll be able to tie
everything together because right now it's not the right silos. Money's everywhere right now. So, I have a team doing the forensics cleanup on that. And then I've got where not only do I have that, but I'm trying to project out, you know, our our uh budget plan for the next fiscal year and tying that all
together. Now, I do have the right team in place. I I we've got a contract with CLA. You guys have historical relationship with them. They got a historical knowledge of what we've been doing in the past. I've been working with two two teams right now. Uh one with Kim and Ashley to work um our our
issue. They've been working on that since um for the last three months. I think it's three months. And then recently I brought on Junko who's actually doing who's cleaning up our our our budget that goes back to October being a problem. She's working that
reconciling it now. We should have it in the next couple days. She said I have it in about a week. So I'll be able to have something for you that you can physically put your hands on that you guys not had in probably a year and a half that's been correct. And what what I don't want to say is and as we move forward into next budget, what I don't
want to say is taking this job is has been different because there's a lot of stuff that you guys don't have visibility on. I don't want to problem you with that. There's a lot of stuff that your previous city managers did not do and there's a lot of things that your
previous finance directors did not do and there's previous things that your HR did not do that I find myself in a position where I'm trying to correct and put them both >> I feel like you should talk to us about all those these things instead of just trying to solve everything on your own.
It sounds like you're totally overwhelmed. >> No, I ma'am I'm not overwhelmed. What what I'm trying to do is I'm trying to solve the problem within my will before I have to ask council for assistance. And I figure I come to you when I do need that assistance because I don't need to burden you with those things
that are within my purview that I need to address. I take responsibility for everything. I work through everything. I'm committed to everything. I'm committed to Port Richie. But what I'm trying to do is I'm trying to get this city where it needs to be so that we can move forward because we're not there
from a financial human resource perspective. We're just not. And we weren't there when I came in. And it and I know transparency is I want transparency. Everybody wants transparency. It's just there's certain areas that I just don't want to burden you with because I'm trying to solve a
problem for you before it becomes your problem. Because I don't want this to be your problem. I want this to be my problem to solve so that you guys are up and out strategically thinking, talking with the residents, coming up with a strategic plan, providing that good feedback that I need for from you and
and so that I can do that so that you're not doing the administrative leg work to to to bring this city where it needs to be. And and that that's the fact I'm I'm trying to bring this place where it needs to be. And if and if I'm if I'm off rudder, please let me know. But I work diligently every day. I come in
early. I will leave later because I'm trying to fix these items. >> So, I'm gonna comment about that. Okay. You're from what I see and I have the limited visual of your of your attendance. Your attendance does not fall within what our
agreement is. And if I'm wrong, let me know. Okay? I've seen I've seen, you know, nope. Nope. Nope. Where where's Don? We don't know. Don's gone. Okay? You know, numerous times. You know, Don, there's a reason. There's a reason why the people have elected. We're a small
city and there's a reason why they picked us to sit in these seats here. And you as the city manager should be utilizing us like tools in your tool belt. And what you've done is you've isolated yourself into a place trying to solve whatever problems in your head you're trying to think. And and we're out on the outsides not knowing what
you're doing. And that's and that's got that's got me jacked up. >> Okay. Well, >> you know, it's got me feeling like, you know, that I'm on a a bus. I can't see where the windshield is. What's going on? >> Okay. Well, tractors, >> I can tell you that every time I've ever
needed him, I can tell you that every time I've ever needed him, he's been there. I can tell you that uh if I've done something wrong, he's told me. I can tell you that if I needed support, he's gave it to me. I can tell you that Adam has misguided you for months and months and months. I
can tell you that I can show you a string of emails where I've been asking where we have been asking for budget reports because I can't tell where I'm at financially and I still will not have got it. I started in late October which is beginning of the budget year sending
him emails updated budget report. This is the same budget report you've been giving me. I and so I can tell you that the things that you're he's explaining on the budget side in my I can speak for myself. I mean, I know of some other issues other departments are having, but
I still I still till today do not have the answer. I sat in a budget meeting and talked to him about my part-time budget. I said, "I have a part time. Where are my part-time salaries coming from?" He goes, "The part-time salary line item." He said, "No, they're not. That's why I keep asking you for a budget report. I've been asking it for months and months because I don't know.
I have part- timerrs that work every day and that number hasn't moved in months. I can show you a string of emails." You know what he says? I'm too busy to talk to answer emails. He said that to all of us. I don't talk to anybody but department heads. I said, "Well, I'm a department head and you ain't talking to
me." And and I said, "Email is how we communicate. So, if you're not answering emails, h how are any of us expected to do our jobs?" Listen, I I I like Adam. I like Adam, but as a worker, I can never get anywhere. And I feel like my wheels are
spinning because I feel cornered and I can't get anywhere because I can't get any information. If I showed you the budget report I have right now and I showed you the one in December, they're identical as far as those those certain line items. I brought this up to the boss and he's like, "I'm on it. I'm on it." You want to know what his answer to me was? This was in a private
conversation. He says, "I'm going to give the guy a chance. Maybe nobody's ever forgot how he worked. Maybe nobody's ever put, you know, put his, you know, their their foot on them to say, "Hey, straighten up or we're going to have some problems." This was a conversation me and him had. He goes, "So, give them a chance. Let's see if we
can't fix this problem. That was a conversation that we had about it. But >> he told me the same thing. >> I'm just telling you from a department head from my department, the rare times, but there has been several times. I communicated with him. He's always made time for today. He felt bad today. I stopped by his office just to check in.
I was walking by and he followed up with me later. He was leaving for a meeting. I think a meeting with the police chief. He followed up with me later that today to say, "Hey, sorry I missed you. Do you have something important to go over?" So he I'm just talking to my departmental so I can tell you that he does communicate well with me. He puts
his foot down when he needs to. But >> Gary, I can appreciate that. And that one thing I said was about how he communicates with any of you guys. Okay. It's the way he's communicating with me. >> Yeah. I feel and I I don't like it. I don't like the the way it works. It's not designed to be behind doors. We
don't have any idea what's going on. That's what why I'm jacked up right now. Let >> Can I speak on that? Sure. Well, and this is only my opinion um and only because I've sat in this role before and I've worked with many city managers and um the this the
communication is not out of disrespect. the communication is that of of any anyone who's running a company, CEO, privately, publicly, however you look at it, there has to be um a level of chain of command in any any aspect, even it it being even being a paramilitary
organization, a full military organization or even just a private public commercial business. You have to have that chain of command so that that way the communication between staff and that role model either being a city manager or CEO needs to be established.
Now I've always learned like I said this is only my opinion and I'm not defending this either way. I'm just expressing what in my in my role as doing this before is that the relationship with the city manager and council is grand vision is what the grand vision of what the city
needs to encompass what your needs and wants are from your constituents and bringing that to fruition and that's what the city manager relates works with council to to perform. These conversations that we're having now about aspects about, you know, budget reports and finance, those are
for him to deal with and work those out because you put that person in charge of those operations of operations of making sure that each department head is performing their their duties as they need to be. If they're not doing those duties as they need to be, then that
person takes those actions. That that the responsibility of that city manager is not to come with you about those operations and how they're going on. there to to sit with you and talk about the agenda items that we sit here and work on and that we have been working on since he's been aboard about Grand
Vision, working on plans like the the incentive program, working on grants like branding branding and wayfinding, the median project, the endless grant projects that we're working on, a firehouse, a water plant, things that going to cost us millions and millions of dollars that your aspect and what
your idea ideals and the relationship that you have in your constituents falls into place. Just to be just to just to put out a little bit of fire here, our bills are con are still being paid. Our payroll is still going forward. The budget was set
at the mill rate that it was set at and that's the budget that we're working at. The uh problem what we have is com is is closing months that have gone on to our budget. So we're off from October to now and right now CLA is in that process of
closing those months out. There is no risk. It's not that that we're we're missing any or anything. We're looking into what how we can close these months out because of how the finance director was performing his duties. So now we
have this third party consultant that we've had a relationship for several finance directors who I trust implicitly doing doing those actions now. But the finances of the city are no different than when they were in the beginning. It's just we have seen a
pattern. This pattern was brought up to Don in the very beginning. Several department heads went to him and explained this. But I speak I speak for him. I would not make a decision until I've had time to assess the situation. I would not just go by if this guy has a
gripe with him or this person has a gripe with him. I would assess the entire situation. I would take my input from council if they had input about certain situations. I would take the input from my department head and then of course I would see what is going on with that department head. I would task
him with certain things, tell him things that have to be done and see where that lies and then make that decision. I personally think that he allowed the ample amount of time to see if we can close this out. We did bring CLA aboard to assist the finance director to begin
the process of closing months out to complete the audit that was over 285 days late um which which has pen which has penalized us as far as our 1% um you know tax incentive that we we've now lost. But that audit has now been done.
We're now focusing on the new audit with a with a new auditing firm. And then we're also like I said our bills are being paid. Our payroll is still moving forward and business is still being conducted obviously through the agenda and our consent agenda and other purchase you know and other policies.
So, the communication with council is is about, to my opinion, is about working on the on the grand project, working on what's going on with with the city itself, constituent needs, um ideas like that
for for a for a person sitting in that chair, not having having that those department heads not talk to the city manager first and the city manager talking to them and then offset talking to council is a breaking communication. It's they're
they're and this is he's not not the first person that has done this. This is many city managers have tried to build that relationship to where the to where the city manager works the city manager basically relays with council and then if there's an issue with department head
the city manager will relay those to the department head. So it's it's always been either carbon copy to the city manager if you talk to any department that he wants to know. If you're talking to any department that you need to know all every all the correspondence the
council any department that every city manager we've had that I've dealt with has told me that. >> Yes. And if you know and if the city manager you know if Don wants to extend you in maybe work that out with you guys if you guys have really had that concern I'm I'm sure that he's more than willing to work that out. I think we can time,
you know, he could probably bridge do do some sort of more, you know, work out some sort of communication gap and work on that. But speaking on just historical on on the the multiple city managers that have sat in that chair, they they love the funnel, they they they need
that funnel of information between, you know, them just getting the information from council and they relay it to department heads and then department heads relay it to the city manager and then they reply back to council. I mean that's that's that's been a historical relationship that I've seen no matter what personality has sat up in that
chair for >> I'm I'm gonna jump in okay just to to level set things on that particular thing um and go back whatever this was part of when I get my chance to talk but I want to do it now because we're on that subject um so in the powers and duty of city manager which section 302
of 302 of the charter um item J is provide staff support services for the mayor and council members okay I'm going to jump down to uh item M which is a couple below that. uh make such recommendations to the council as the manager deems
necessary or exped expedient in the expedient in the interest of the city relating to the adoption of ordinance res resolutions provided that nothing herein contained shall prevent the city council exercising it legislative functions and powers from calling in consultation of the boards or departments or other officers employees of the city wherever in the judgment of
the council it may be necessary and this is this is the important thing that that I think gets lost in the translation a lot with folks neither the council nor any member shall interfere with conduct of any department officer or an employee in a discharge of his or her duty. So
those two provisions within the charter talk about council communications with staff. Okay. And I'm going to lean back towards item J. Provide staff support services for the mayor and council members. Now, city managers sometimes um and most times uh
ask that all communications go through them, but that's not a charter uh rule. That's a city manager's preference. Okay? And so if you and this is the problem that I have that I was
going to bring up is that there was a directive given to staff not to take calls from the mayor counsel. Okay, that should not be in place. Okay, and the reason behind that is not because uh the mayor council is trying to circumvent you or anything like that. Uh
we have we have responsibilities in in in uh policy decisions and and and all that and we represent residences or residents and there are times when we can't necessarily get a hold of city manager whether it be you or anybody else. Um I'll give you a specific
example. Um, I was I was out in the in the field and uh Mike Farz was lifting houses. Um, he had a question for me. He said, "Is is the building official still worked for the city?" I didn't know the answer to that because and and I'll even skip ahead to something else. I didn't
know the HR person left, which is another problem. Uh, we had some some people leave the city and there was no email to let council know that, hey, we had a we had a staff leave, a department head leave. Uh, and so when I was asked a question, I thought, well, let me let
me find out because he was he had to make a change to uh his plan or whatever. And so I called you. Of course, you didn't answer. And I don't and I don't expect you to answer any city manager answer because you could be in a meeting or what have you. Um, but at that point, I'm with the I'm with the customer and um I should be able to
reach out to the building department, which I did. I called Veronica to see and only question I had was is Tony still work for the city? uh because I didn't get an email saying otherwise, so I assume he did. He had an issue. Um and I can't remember I can't remember if Veronica answered or not. I don't think
she did. Um I know that um uh staff I think in general is is afraid to answer the phone if if a mayor or council calls because if it gives us director, they're going to get in trouble. Uh and it shouldn't be like that because you're you're blocking communication um for things we need. Now our our request
should only beformational in nature. Um, never would we call and say, "Hey, drop everything you're doing and get this report from me." That's a clear violation. But if we need information for whatever reason, there should be no issue with reaching out to the people who's going to provide the information because at the end of the day, all it's
going to do is tie you up to feed that uh to take that request from us to get with that person to get that answer back to us and that takes time away from you. um when we could have just called directly to them and got the information we need and it just it just it's a not good way to do business. Um and and
again I think it's I think it's a violation of the charter to put that kind of directive in place to cut us off from from information gathering if we need that. Um so that's that part of it. Again there there you don't want council and the
mayor constantly inundating staff with these things. there needs to be uh certain things, but again, I think that the problem is is to shut that down completely. Um when we can't get a hold of you, um again, that's that's not your fault. You I I know you're in here when
you're in here working your butt off. I have no doubt. Um I've been through several city managers. I know that and S can speak for it. It's a lot of work. It's it's an insane amount of work. And so you're you're not going to be able to answer every call, but we can't be hamstrung doing our job um uh because of
that. >> Or if it's personal, >> and I'm glad you brought that up. >> Or if it's personal, it's you have a personal resident problem for yourself. >> My second and I'm going I'm going to leave this in here too. My second example of that is I am a resident. I
have a have a business. I have property in the city and I have to interact with with the building department. Um, I had a I had an issue with my building permit. I don't need to go to you to do that. I just like any other resident. Just because I get elected to as mayor doesn't does it take away my rights as a as a citizen to deal with the city and
its employees. Um, and so when I when I reach out to Veronica and she doesn't answer my call because she's afraid she's going to um get in trouble and I'm trying to do business with the city, there's a problem there. Um, so that's, you know, I wanted to make that clear and I I know I had this conversation
with you uh before. Um, and that my understanding is is that directive is still brought up time and time again. Don't do that. And so, as I was heard when I when I when I talked about that, that directive needs to be reversed in my opinion. And um it and staff needs to
understand that if the mayor council reaches out to you, they're just another resident or they're just needing information. you're not to drop whatever you're doing. Take take the request and say, "Hey, I'm in the middle of something now. I'm gonna need a day or an hour or whatever and just get us the
information and they can, you know, we can leave you a text saying, "Hey, I I couldn't get a hold of you and I had so I had to reach out to Gary directly uh on something and and you know, there there needs to be a relationship here. It's not just us sitting up here in the
city and there's that big disconnect because we're not going to be successful if we operate like that." Okay. So that's that's that's feedback on that. So did you have anything else that you want to go? I just want to cover that kind of in his entirety there. It's just my opinion. It's just you know just me
expressing just on on what his side and like I said previous people have sat there. Like I said it's not out of disrespect. This is not out of like when he lays a mandate down. You you you're looking at is like it's a concern of miscommunication with you. on the other
hand, he's looking at communication through his staff. When a person is sitting in that role, that's, you know, there's more than than there's more method to the madness, so to speak. There's they're looking they're looking into so many different aspects. It's not just I don't want you to talk to C.
There there could be reasons behind that. And that that's what this, you know, the city manager sitting in that role is looking for that. I just want to express that and be open to that because like I said, I've been in that position before. So, and I've and I've worked with se several city managers who who
wanted that funnel of communication because it helped them perform and do their job. You know, it's it's to do their job better. It's not out of any type of segregation to a person on on purpose or anything like that. It's it's funneling the communication so they can perform their job better. Yeah,
>> if we can modify that, if he can modify that, that's in something he can that would be up to him, you know, the city manager and council if that we have to modify that. But and like I said, everything is possible. There's no absolutes and we can we can work on, you know, he can work on that and and staff
will work with the city manager and whatever we got to do. You know, once again, you know, you got to remember and and also remember this when you say that you talk to a member of staff as hey, we're just citizens of Port Richie. Staff doesn't see you as that. But you
should >> Well, staff sees you as the boss's boss, which I which is what exactly what you are. >> You can step right in and that that one's easily remedied just by saying, "Hi, Ashley. It's Christine. This is a
personal issue." you know, and and then you move right past it. This is a a p private matter, you know, for me so that she would know that you're not calling about city business and you just immediately, you know, thwart that problem. >> Don, did you know I pulled a roofing
permit? >> No. I called up one, pulled a roofing permit, talked to Tony about what I was doing, did did my job, called up Tony, scheduled. He came out and did the inspection and everything. I went to the office and and paid got the permit with
no problem. I didn't have to go through Don or nobody. I talked myself with the fire department >> in person, right? You came in person. >> Well, I called him on the phone and asked I asked for Tony. Tony called me back and told him what I was doing and getting a permit. He told me, you know, what to do and I came and talked to the
kid in the new kid I guess and did it. Gary asked me to help him with certain things on the boat. He just told him I'm helping him. I worked with him and and Dave and Tom to take care of that project. He wasn't involved and I've been able to talk to staff or anybody or
Ashley, but no problem. He's always returned my calls. I can email him. Like to get with you what is a good day, what's a good time. He gives back to me and tells me when or gives me options and uh and we work it out and I've been sit down and talk to them. So if you got issues, that's what I would recommend.
sit down one-on-one with them, tell them your issues and work it out. >> Unfort Well, unfortunately for for everybody else, I I probably have the most communication with with Councilman H because he's always here. I mean, always, which is good. I mean, I I wish
I had more visits from from more council members. Um I I just think it's it's it's just a work on transparency that I need to work on and I'll I'll fix that relationship. He may be used to doing certain things one way and you're used as I mean between
uh Matt and Andy Andy was a nightmare. I didn't hear from anybody and hear about him and he was a nightmare and you know he was a nightmare because he lied about stuff all the time. But uh he's probably one of the best city managers we've had as far as I'm concerned and
from what I've heard from different staff members and I understand you have an issue. I would suggest make an appointment with him. Sit down and talk to him about it and work it out cuz he'll do it. >> And I know you you kind of got cut off. Did you have anything else that you want? >> No, I was I just wanted to say that that
I think you that's an easy workaround for getting a hold of staff. I'm sure I'm sure I've had to call about something, but I mean >> I haven't run into any problems. But um I just think that by announcing what it is that you're you know if it is a
personal matter to you that could easily get >> but they have to answer the phone. They can't just say I mean I've got I've got a return text saying >> answer the phone I can't talk. >> Why? Because they see the number. >> I say yeah. >> Oh I didn't realize that. Okay. Um, let
me ask it's it's it's just it's just out there. So So public comment just so you know, going to finish up here, then I've got a signup sheet. You get you get time. So um, did you have anything else because you kind of got wrapped around? >> No, that I just wanted you want to add before I
>> to mine. Okay. I'm going to I'm going to run through just a few things I had. I said most of this, not most, but a couple things have been taken care of, but um, I'll say I have as well had communication issues. Um, not always. Um, but there are times that I've I've sent a text and it's not been
answered at all. Um, I give a a recent one. Um, the um, and this is this is somewhat personal, but it's it's business related because it's a city resident. Um, that was expecting communication. Um, the the
um, obviously Donald looking for a place here in city. Um I I I met a lady that had a rental property, introduced those to um Don. You you gave her the impression that you were going to um get back with her on a Monday about that. Um I saw her again afterwards and and she
said, "Hey, what's going on with with with with Don?" He had got back from me. Of course, I didn't know. And so I I sent a text to you asking about um um if you could, you know, reach out to her and just let her know if you're not interested anymore or whatever. Um so she's not waiting on you. and I I didn't
get a response. I don't know if you talked to her or not. To this day, um I didn't get a response. So, that's just that's just an example there. And that's leaving a resident hanging out there. It's not this is not a good look. >> Um I've had other um um feedback from residents similar type thing. Um so
there's there are times we you get back and you get back very quickly. Um there other times it's it's it's uh it may not get back at all. Um so that's that's some issues I have. Um, so I've covered the director staff about to not speak with us. Um, on annexation
and and as I look through the the thing, annexation is a big thing. You you you made it very clear that you're working on a plan or whatever. Um, that was one of the the main matter of fact, one of the the um the most important things in your in your um in your background with Ken City, especially as you were there,
you were going to have annexation was going to be a thing and they kind of shut it all down. that were really attractive to me that you kind of had that experience and was going to print that. I know when Andy was here, we we had started that. Um it went so far as building department, they had a a brochure put together. Um it was went
through planning and zoning and that we at the point my understanding that that was going to go out. We're going to start having these meetings here and so and then the transition came. Um and and since you've since you've taken the job, the last time planning and zoning has met, which is our annexation board,
which would need to be engaged in that process or should be engaged in that process. They haven't met since November 12th. So they haven't even met since you've been on staff. Okay. >> Um so that's kind of a concern. >> I've been in constant engagement with with with the city planning team, everything. And and as far as Andy
having a plan, I'm not sure what plan he had, right? Because the conversations I have with Tammy, I'm having with Tammy and everything is there's nothing existing and we're generating from the ground up right now. >> Yeah. >> Not only that, >> because there was nothing in place. I don't know if there was.
>> Yeah. The only the only thing that was in place and and I think it it may have been at that November 12th meeting when they reviewed that uh flyer that they put together. I think it went through a couple things. Do you remember that side? Were you involved in that flyer at all? Veronica was I think >> Veronica and both the PL.
>> Yeah. So there's a flyer an annexation flyer explains the benefits and all that was put together and the goal we we talked about that in in that planning zoning meeting is that we need to uh and this would be part of the plan he did put together. Um but basically figure out a radius that you want to invite those those businesses in um based on
get that flyer and you know bring to city hall and have that conversation and try to actually start an effort. So, just obviously I know you've been working on from another angle. Um, and I'm going to get another comment on that here in just a second, but um, uh, the fact that the planning zoning board hasn't met as, you know, they haven't
had P&Z stuff, but they definitely should be involved in some annexation discussions because they are the annexation board for the city. Um, so I can't see why they haven't met January, February, March. Um, so that's some feedback there. Um, another thing on annexation is we had a willing participant in the city that's been a
willing participant uh back even when Andy was here and Andy uh kind of ruined that and he went off he'd come back to the table um because they were excited about you being on board or whatever and and they have since changed gears as well and that was it was very creative to the the city's bottom line with those
industrial areas over there um and you know blown off whatever again I know that there there's always two sides every people get busy, have other things, but again, left a bad taste in that resident's mouth and now they're you know, they're not interested in in doing that anymore. That's unfortunate.
So, um there's there's a fail failure to launch on that. I know you're like I said, I know you're working on or whatever. And I'm going to go one step further. Um I mentioned there's a property that the city actually owns. I mean, we actually own the property. It's down by our wellfields. Uh it's it's parcel 332516007
05500 010. It is a it is a big lot on the back side of candlelight lantern. Um the city owns it. It's not in the city and I I brought that up and there's nothing easier to annex than property own yourself inside your city of volume boundaries. And I don't I don't know why
that's still showing that way. So >> and you were you I gave that to Andy so I didn't tell you about that but I would expect because I thought Veronica actually was working on doing that and so in that transition period when you came in I would have thought that that would been something that had been finished up. So there's there's a gap
there, but um so f fair loss on the annexation stuff so far. Um um you know, my my meetings since I've been elected three years ago now, um I've always had Friday lunches with with the city manager, that's my set time when we can
catch up and sometimes we don't have anything. It's just a nice time to to have lunch and and and chat or whatever and maintain a relationship. It's not necessarily about city business, but it's just maintain a relationship um as a council member and and I would encourage every council member to have
at least once every two weeks a time where you get together and let's just lunch just to have because you got to build a relationship. We have to have a relationship with it. There's I can't stress that enough. If you don't have a relationship, it's it's not going to it's not going to be a successful uh uh
uh joining. Um so, and and so I've had I think two or three with you now. >> About three, I think. We've had at least five that I >> we we've met but we did we and so >> so some of them we had to defer because I was in >> so you know and I'm not like I said I
don't want to split hairs over or whatever but it's it's it's definitely a lot less than I've ever had before so we need to get that on track obviously. Um I want to cover this and this is this is extremely disturbing. um on on April
16th, a Thursday, I believe I called and I didn't get an answer and so I I was in the air, so I just figured I'd stop in to possibly catch it. And and the reason for that is I sit on the Tampa Bay Regional Plan Council and I have um I have a free I I'm also on the the uh
coalition committee um for resiliency and they have that the um uh resiliency conference coming up and it's it's a free conference uh fee. It's a free twoight hotel for the attendee. uh they give it because I'm on the board. Um and
I and I I can't do that because I got another commitment. And so I wanted to make sure that we had somebody from staff taking advantage of that and representing us there. Um and so I stopped in to to find out if that was who you want to do. At the time I thought it was going to be Derek. Um um
but he's he's obviously he's he's tened his resignation as of the 13th. So he's not going to be able to do it. Again, I just we didn't hear that. I mean I heard it when I came in the office to talk about later on. I didn't know about it either. >> That we >> I didn't know about >> Has council got an email on that?
>> No. >> So that's that's a problem too. Same thing with the HR that communicate just it's all communication communication. You got to have that. That's a cord. Um but anyway, when I stopped in 416, S was here and and and you weren't and I and I'd asked about that and he said, "Oh,
he took Thursday and Friday off." And I said he did. And Sal said you didn't know that? I said, "No, I had no idea." And so, not a big deal, right? I mean, you I know you work hard, you need your time or whatever. It is a big deal that you can't jump a simple email to the council saying, "Hey, I'm taking off
Thursday and Friday. Sal's in charge. That's the most important thing. Well, you know, who's in charge when you're not here?" Uh, and you know, and I even purposely uh didn't reach out about it because I know we had a standing lunch on that Friday and I thought, well, maybe he'll reach out, let me know that he's off and not going to be at my lunch
and I never heard from you. So, that's on account. So, um that's that's concerning. Um the uh of course I mentioned HR resigned. We were we weren't briefed about it. I actually found out I found out that relatively soon after it happened through I can't remember who
told me. Um but I think I purposely waited to see if I ever saw any kind of email come out, whatever. Um I think you did mention in passing a couple three weeks after she'd already left that that finally it flowed. And I don't know, there was never anything sent out to council that I believe on HR director.
You guys get anything? I didn't. So, um, and then finally, and I'm I'm going to give Nancy a second here, too. There's so communication overall theme definitely needs some some serious overhaul. Um
these things are are are super concerning because there's a lot of risk to the city and it's my is it okay to talk about some of these things I guess sir depends >> on what it is. >> Um >> I mean our communications are privileged so I don't if you want to share
something. >> Okay. I think some of these things that you you're going to talk about you're aware of they're being fixed so there's okay I think it's important to bring these out. Um so >> question I will answer. Okay. Choke me. >> Yeah. >> Um, so there the PBA negotiations are
going on. Okay. And it's my understanding that there was a meeting set up that and and it's by statute or whatever it is. We have to um notice that um in order for negotiations to happen within that that that meeting. Uh the attorney couldn't
be there or somebody couldn't be there that needed to be there. And um I think Don you you'd wanted to actually have that meeting just as a meet and greet. Just kind of beats at the party. >> Supposed to be a meet and greet. >> Surprised out of nowhere with the fact that it wasn't a meet and greet. >> Right. So the the understanding is uh
that there was actually negotiations that happened during that that should not have happened. Um it was more than a meet and greet and there were some I'll let you elaborate on. >> Yeah. No, I can say I'm not the attorney that that was part of that. Yeah. I was not part of it. I just know that it was
recommended by the attorney in my office that that be cancelled because the notice was not correct. So the negotiation could not take place. He was informed that it would just be a meet and greet. Um he was later informed by the BBA that it was not a meet and greet which of course violates the statute. It's been fixed. Things have moved on. They had negotiations. >> I see another meeting was scheduled. I
think it's >> that was today for a couple hours. >> We've been we've been formalizing the process because like like I said it was potentially a meet the all the conversations emails back and forth was a meet and greet. there was no PBA negotiations that were supposed to occur. So when it popped open like that,
I was very surprised at that point. I was like, "Okay." And I was told, "Hey, just listen. Don't agree to nothing." I was like, "Roger that." That's what I think at that point if I mean if I'm in this position, I'm doing that. That's time to shut it down. >> It's me. So
um again, that's some risk there. It's being fixed. Not not not an issue, but obviously concern. Uh, if it was a oneoff, that'd be one thing, but there there seems to be a pattern here is is kind of what I'm going to show. And so, and I don't know a whole lot about this one, and I don't know how much you know.
I I talked to attorney um regarding section 125 plan stuff. Um, that um evidently that it was phrased that uh you kind of ran off, kind of did your own thing. um spent more money than needed to be on this particular plan or
again I'm not sure exactly the details of it but there was a there was a cost involved that she kind of did it probably could have been a lot cheaper and a lot better what we have that we're stuck with is uh is is workable um and that's being worked out now but it was just uh it's it was it was kind of going
off and doing all thing without you know having legal uh involved at the beginning >> I didn't do that at all >> that's what was presented to me and I took it to legal and I said, "Hey, I've been presented with a cafeteria 125 plan. What is my what is the legal
position on this?" Because I said, "I've got a contract that looks like it was done out of legal docu >> on something that I'm not aware of on a >> who brought it to you." >> HR. >> So, some that Rhonda, I guess, put together >> put together. >> What was the what was the cost factor they talked about? >> I have no idea what the cost factor was,
but I was never I was never provided that that data on that. I will add and I if I may I mentioned this to you that when um you came on I did get the email this is what I just what he was given this is the plan I was given maybe Rob might be mistaken on that
>> he made I was like what do I do with this and so I got with the HR and finance I need I need that this isn't this isn't how we do business I said I need you to re this process and we had scheduled meetings to go through the whole process to go through the resolutions and through the agreement
because I've ever contracted out a separate agreement for anything other than what legal counsel provides us as far as we >> and I don't remember anything coming to us about it either too. >> Well, that's cuz that's cuz we've been dealing with this I've been dealing with this problem with rock. >> I believe it's coming. >> Yeah, it's coming because we've been
trying to resolve this problem because it's something that's like, hey, this is out of nowhere. Why did this occur? Why is this here? Why did we choose this route? And who whose decision was this to move forward? Because it was nothing. It was never patched before me. I it may be a previous city manager, but okay. This this surprised me when I found out.
>> I I appreciate that. So that that's good to know then. Um and the last thing, there was another issue with the the trailer park off of limit. Um and I I have to rely on you to >> I I can tell you that that a notice was put out with a time limit. I don't know who put the time limit like get out in
10 days kind of time limit. I don't know who put that notice out there. Um but that was something that had been discussed that we cannot proceed that way. >> I don't know who's responsible for. I know it caused a problem and we're trying to work through that route. >> Okay. and and honestly the the the responsibility as you say it's always my
responsibility but what had happened is um we had trailers that were condemned after the hurricane that were that were red tagged that they they were to be destroyed they were supposed to be um I guess um what's the term I'm looking for >> they need to go through a slum and
bright process slum and white process but we do not know who owns them so we cannot do it we're trying >> well we started last July in the process on this >> to get access to them We had we had no other method and so we went to go back out and red tag them again. Unfortunately, when we red tagged him,
>> my building inspector put a notice on there, you need to be out in 10 days. And so that was like, oops. And so what did I do? I immediately went into damage control with everybody, even with the lawyers, with with Nancy and and saying, "Hey, we need to fix this." And and we we we realigned ourselves with the
residents said, "Hey, sorry, bad communication. I take full responsibility that we push that out there. communication that I didn't tell them to do. I said, "Yeah, if you want to red tag them again," because they've been red tagged because we have people moving back into these and I'm worried about safety and they're starting to plug these things back in that aren't
even habitable. I'm worried about building fire, somebody fire, somebody passing away. So, I'm just trying to be trying to protect residents from from endangering themselves. I said, "Yes, go out there and attack them." I didn't know that we put a 10-day eviction notice on it. So, that was like, "Whoops. Um, we need to fix this." I got all kinds of emails from the world and I
was like, "All right, I guess I'm up the plate. let me let me rectify and fix this. Called lawyer said, "Hey, what do I what direction do we need to go? What do I need to do? You know, you got a problem here. I need to solve it. I need help. So, how do I solve this so that I can mitigate it, you know, at my level
so that so that so that we can so we can control, manage, and do what the residents need and and we reach back out. We've got appropriate meeting with them, I guess, next week." >> Think it's to be determined. It's still I think they're still waiting to hear from >> and and and in the process we're looking
at solutions for them and how people can help them even to rehab what potentially may be rehabitable in getting them grant. I mean it was failure communication on our part. I I take the full hit for that. I didn't I had no idea but like I said I own I own I'll
own I'll own everything. >> Yeah. And and the last thing and then um I ask council what uh I guess what the path is. um is obviously the attorney issue is is is paramount. Um the and I
know I know you you expressed to me that you uh you wanted a new attorney. Um obviously the attorney reports to the council. You reports to council. Um Nancy has been with us for three years now. We just renewed the contract for another three I think it is. Um to my to
my knowledge and I' I've been pretty involved. Um, never been really any issues um with any other city managers and Nancy staff and Nancy. Um, you know, even me with and other council members I don't think have any issue. Now, I have
had some issues with Nancy. This is No, Nancy Nancy to me is is is is great. She's she's >> she's So, I don't know what I don't know what that problem is. And so, I want to give Nancy opportunity to talk about I guess her engagement with you. Um I my
understanding is it's been better as of late. Um but there was a time when it was non-existent. Right. >> There was a I'll start with every like like Don's already alluded to different city managers need different updates and and processes to to control and track
what they're doing here in this particular uh city prior weekly meetings with city managers. all three of them that I've had four four including our interim um usually weekly meetings not we started that um not something that
Don wants right now or whatever no conversation it just they I would show up and he wasn't there and I stopped showing up because obviously he didn't want to have those which again fine don't need them that's fine just kind of helps you keep track of things and figure out where things are um but I can say when if I may when you called me and
we started talking about some issues you were having I did convey that I was not getting responses to emails And I didn't make any calls because I wouldn't get an email response. >> And the problem that I had with that is I I guess >> previous city manager put an entirely separate email chain in the receipt
inbox that I had no idea how to find. >> These were after that after we early on the issue. a miscommunication >> is dragged me to proof of the simple fact that she is communicating with me because I found the file folder that now had 64 unread messages because it
doesn't go into my inbox. >> It goes into a drop down folder and I'm like man I'm not getting any communication. This is this is not going to work. I can't work like this. And then it was like and then I I came up on on on the radio said well on the phone I said I found your emails. Yes, we are communicating. I apologize that that I'm
not that I wasn't getting your stuff. And that's why I hate taking somebody else's inbox. It's it's just it's it's a mess. And I I'm managing three different subset letdowns, whereas I just can't manage my inbox. And it's not something I can manage from my phone, which which
is a disappointment. >> Anything else? >> I mean, I I'm only as involved as you guys need me to be, but if I don't know what's going on, I don't know what's going on. So, >> well, again, theme communication even with a lawyer, um counsel, um residents.
Um, so with that, um, unless there's anything else you guys want to talk about before I I want to get some public comment, >> I'm I may want to comment after this. >> Yeah. Oh, yeah. We're going to bring back Council, but I want to open up. Is this good time for public comment? >> Yeah, it is. >> Um, so I do have a sign up. >> I would like to just ask is um
everything good now between you two. Your >> I've never had it I've never had an issue. So you're you're comfortable working together and >> it was that it was that communicating communication gap where I was where I had reached the point of frustration. I was like I'm not getting communication and I didn't realize that I was getting
it. I just never had it because I didn't know that it was there. >> Okay. >> In the future for some reason you think that's happening you have my cell phone. >> Yeah. And we called and we called like I I called her was it today or yesterday? I was like I meant to text you but I dialed you and since we're on let's let's have a conversation. So we've been talking about we met today and had a
good conversation about stuff. So it's we're we're on the right path. That's good to hear. >> So there was a a point of frustration for me that I didn't think I was getting communication and I totally was. I just didn't see it. My fault. Okay. I've got one sign up.
>> Uh Richard Shepard name address for the record. >> Good evening. Good night. >> And I apologize. >> Good morning. >> But we appreciate you sticking it out. >> My name is Richard Shepard. a little bit
7651 Navigator Court. After hearing everything I've heard tonight, I try not to make this personal, but I believe you're full of hot air. >> You're what? >> I'll tell you why. >> I'm sorry. What? I didn't hear that. What? >> I said I feel like you're full of hot
air, and I'll tell you why. >> That's right. >> Back, as most of you all know, after the hurricane, I had major damage to my house. And some of you guys have been out to my house, some haven't, but I've talked to
most of y'all. After 45 days of begging the city manager to come to my house and look at my damage for himself without looking at paper pictures,
he finally after 45 days said he would. So when he comes out to my house, and this is my opinion, one, he was unprofessional. He used foul language in our one-hour meet. He said the f-word several times
in general conversation. He made disparaging comments about the mayor and the city council members to me as a citizen. He also told me that he had been communicating with Dan Gudis who was in
charge of Swift Bud investigations and he had one opinion to city manager saying that Swiftbud says we can't do this, we can't do this. I talked to the Swift Bud investigator. He says I never told him that. He goes,
"For a matter of fact, I want to set up a meeting where I can come out there so when he says it to my face, I can tell him I never said that." As we go on, he comes up. He's talking to me like he's my friend for an hour. So, I try to
be nice to him. He tells me at the end of our conversation that he recommends that I file a civil suit against my HOA, the city of Port Richie, and Swift Mud. I couldn't figure out why in the world a
city manager would tell a citizen to sue the city. So, he goes on to say, "It'll get the city council's attention and they'll force me to come out here and fix your problem." That was his response to me.
So, if I can remember right, at the end of our discussion, I asked the city manager if he was going to stay with the city of Port Richie. He looked me in the eye. He hesitated and said nothing. So,
it's kind of bothers me as to what his intent is to with the city. Is he really representing the city citizens of Port Richie or is he representing himself? To me, the city manager is supposed to work for the citizens of Port Richie. I
don't think he does. >> Thank you. >> Yeah. >> I don't know. >> Where was he? Am I allowed to elaborate on that? >> I would not. >> I would not highly recommend not that topic.
>> Okay. >> Um so advice >> I don't want to limit you but yeah you want to know it's public comment not a public conversation. Um but that's a topic that >> I I'm I'm astounded. I'm I'm I'm
lack of words to say. I know I've been up there several times. I've walked the background. I've done everything. I've communicated constantly to the lawyer on what our solution process is to this. She's given me the solution process. I provided him with everything that we can possibly do and it's just not good enough. And I apologize that it's not
good enough. And I talked with Dan Goolas and we did have that conversation. I asked him, "What do I have to do?" Because I've been in a situation before with an HOA, well, condominium HOA where they had a problem and I said, "Somebody owns the problem. Who owns it? If I have something to do, I want to know what I have to do so that I can do it. But if the but if I don't
have something to do like with previous engagements with with Penllis County, I don't want to get involved in something where I'm going to I'm going to violate something with somebody. I said I'm just not going to do it. And I said, I'm not going to get involved until a decision's made because what
I've been told from from all the paperwork, all the investigations, all the legal counsel, and all the engagements back and forth is that this is not a problem for the city to solve, and it's not within our scope to solve. It's it's a it's a HOA
resident issue. And not only that, swiftly when they spoke to me, it's like, well, and I've got the emails back and forth that, "Hey, yeah, we'll take" and they took his information and and you were involved with all the discussions back and forth and I've talked to you many times about this. And I said, I want to keep our communication
on paper so that facts are related and I know this discussion will blow up at some point where we have an incident like this, but I want to make sure that my facts are captured. So when we have the discussions, you know everything that I've said written and documented. So if there's allegations made, I'm doing what I'm supposed to and I talk to
you about it and I talk to you about my frustrations with the whole process. It's not that I have anything against Mr. Sheepard. There's just nothing I can provide him. There's no solution I can provide him. And when I when I give the information, it's just not good enough. I know nothing I do for him is not going to be good enough because he's got a
problem set that I can't solve that he wants me to solve. He wants you to solve. If I could solve it, I would have solved. But the problem is I can't and I don't want to create a bigger problem for the residents around that problem set that currently exists. And and from an attorney's perspective, I've I've
I've kept my distance with the appropriate communications based on what what what the legal parameters of the situation are and I've been I've been diligent with the lawyer on this and she'll tell you and if I'm wrong, Nancy, >> I'm I'm shaking my head. The legal issue
is he's handling it correctly. >> Yeah. And and the fact that I would treat isn't that way. I've spoke with many of the residents out here that I communicate with. Do I treat you that way when I meet with you? If I ever I just find it hard that I would be that way with a resident that is so close to
you to even want to even let my inner demon if I had one come out. It would be stupid. I'm not a stupid human being. I just I just find the allegation to me. He wants to say it's possible
unethical. Those are my splines in the sand. I will never trust them. And and my relationship to the community is to do the best I can for them. Meet with them where I can do what I can for them. But if I can't do something for you, I can't. >> Yeah. >> And if it makes you mad, I'm sorry, but
I I I'm I'm at the limit of what I can do. I'm going out there on the 11th to sit with them and I'll meet and I'll have that conversation with Dan Gold that we that he just spoke about. I'm swearing in private conversation. I may swear, but I'm not going to swear out in the public doing this and that. It's it's
just not appropriate for me as a representative. Those of you I met if I swore I I'm just asking general for people I do. Do I swear? >> Come on. Come on, Adam. >> You never swear at me.
>> Never swear at me. So, >> I mean, even even even in my day-to-day conversation, I just I just don't understand >> that that side and again all the other things, >> but I understand the frustration. I I I truly appreciate Mr. Shepherd's frustration and I and and I I guess if it manifests this way, okay, I
apologize. I apologize to you guys. It's manifested it way in public this way, but it's it's a manifestation that I can't control over a problem set that I have no responsibility or control. there a I'll just I'll collaborate one part of the thing that that I'm aware of is is as far as the meeting goes and I don't
know the time frames of it but um >> I don't think I've been out there with him personally but I've been all over his property all of it >> because I know I left that that comment you know he wants a he wants a personal meeting on site not in you know so there was there was some issue there so I will
cooperate that the only thing all the other stuff I know you you've worked on and you've had so that's good um um the Uh, the one thing that I I I heard here is that there was disparaging comments made about council. You denying that or is that >> I deny that. >> Okay.
>> I mean, why what purpose would that serve? >> I would have no idea. >> That would be the dumbest thing a city manager would do. Even even >> Even if he I'm not going to have a a hearing here. I just want >> I'm not I'm not Hey,
>> I just want to hear from you what you're >> I'm just I'm I'm I'm I'm a loss for words. Okay. >> I am. I truly am. And I Hey. >> Okay. >> Good. Any public comment? Oh, here they
come. Uh, Linda, >> Linda Rodriguez, 5917 Lantern Court. Um, first I want to say Chris, I'm sorry that you've had that communication problem with Don on as a resident. I have not had that problem. Um, I have
contacted him via text. I know he prefers email. I don't >> absolutely. >> But he has contacted me and gotten back with me every single time I have spoken with him. And I have physically met with him three times since um, he has come.
One time was with Andy and I two two times, maybe three, I don't remember, but a couple other times after that. I've had no problems with communication with him. When I call him, he has called me back. Um, this is a 90-day evaluation. This isn't a hanging. This is a 90-day evaluation.
In that 90 days, he has had 74 work days. What has he done in 74 days? You've got new signs coming. You've got new medians coming. You've got a magistrate coming. Fill in the blanks. What has he done in
74 days? That is a lot. You've sat up there for three years. Have you been able to do any of that all that in three years? >> No. >> Not quite a bit actually. >> We in 74 days he has done a lot.
If there's problems in communication that needs to be handled, I think on a personal level. I think absolutely he's got his he's got his knickers in a twist because he's trying to clean up stuff. I met with him and Andy the first day.
Oh, sorry, Adam. When there was a agenda item about the boat, Adam got up and said how horrible the finances were in the city. I went to Andy and Don
a week later. I said, "The sky is falling. What is going on? We're $1.4 million. We've lost. There's no money in revenue." I Nobody said that up here. I waited. Nobody said it. I went Did I not come to you Don and Andy at the same time? >> Yes.
>> It was horrible. The finances were in were in a shambles is what we were told. He was not and uh and was not against the boat, but we had to take 200 $200,000 out of um
buying property and $70,000 out of someplace else to balance the budget. That you you remember that, Chris? I remember you sitting here. was all happened. I went to the two of them. Andy said, "At the end of the quarter, Adam will come up and give a financial report for
the quarter." I waited very patiently and it came. The financial report came out and it was wonderful. We're the best. Um, Newport Richie and Zephr Hills, we're better than them. We did great. I went back to Don. I said, "Well, first Chicken
Little, the sky was falling and now it's rainbows and unicorns. What's going on?" Big disparency. I did speak to Adam about this as well, and he explained it to me. >> Can I go? Okay. Okay. >> Quick, >> I will. My My thing is this is a 90-day
evaluation. He's had 74 days. He has done a lot in that 74 days. I think you need to give the man a chance. This is new position. And I don't think you're really giving him a fair shot at it. He is not sitting around on his hands. He is working for
you guys. If there are tweaks that need to be done, discuss it with him. Be an adult and a professional and have that discussion. This is a 90-day evaluation, not a hanging. Please. You've got a manager that is working very hard. I
just think you need to work with him. Thank you for your time. >> Thank you, Lance. Adam Thompson, 941 9421 New Pond Road. I think uh I just want to clarify the um the uh cafeteria plan. It was a $200 ordeal. Uh we did reach out to NY's
office. They they didn't do that there. So we went we reached out to uh PRM, their their people. They didn't do it either. So they were the one that sent us to this place to get this plan. So it was it was 200 bucks, but we were in hurry because we were already doing that in lie of and it was it was a tax implication thing. So, we try to do
that. You know, we try to do it the best we can without, you know, somebody standing beside us that knew exactly what they were doing. Uh, second part, um, you know, I I did resign. You know, first off, I I appreciate you. You know, y'all y'all have done a good job. And I want you to know everything I've done, I've done for what's good of the city. I
mean, I didn't make any more money doing anything any which way. Um, but I will tell you, uh, when I left here the other day, I did sign a non-disclosure agreement saying I wouldn't disparage and I I'm not going to come up here and argue about anything that was said here tonight because I didn't even listen to it to be honest with you. But I was offered a position as a city manager in
another place and he called me. The mayor of that city called me about what was said here and that's why I come up here. You know, if we're gonna not disparage, let's don't disparage. And I I totally understand that whatever happens after I leave is going to be my fault. It's going to be, you know, it's just the way it is. City manager, same
way. when you leave, it's going to be your fault. And maybe I didn't do things exactly the way other people would do them. Uh, you know, it it's fine. And, you know, and that's that's the reason why I don't I wouldn't watch this or anything. But, you know, to, you know, what whatever was said here tonight is probably going to cost me a job. And I,
you know, when we left, you know, we left on very good terms and I was fine with it. I was ready to go off into the sunset and move on about my my life. But, you know, and again, I mean, you know, you can sit around and we can talk about what Adam did or didn't do or whatever the case may be. Um, but you
know, when we put it out in a public forum, it's it's it's rough and I may have lost a job tonight because what was said here tonight. I'm not going to argue about what was said. I mean, because that's again, that's part of what we signed that I wouldn't do that. And I'm not going to do that. I'm not going to sit here and try to answer. I'll be honest with you, I didn't hear
any of it. um just what he was telling me on the phone. But I I just uh you know, again, I want to reiterate that whatever I did here, I did what I thought was good for this city. And you know, when I got hired, I got hired when Matt hired me. He he gave me um he he
gave me uh a path to go down. He told me what he wanted to do and that's what we tried to do. Did we do it the exact way he would? No. He wasn't here very long, you know. So, we I tried to do it. I tried to do what I can to save the city money. And you know, I I did maybe I don't explain things exactly the way I should have or whatever the case may be,
but you know, I work Sundays. I I put my time in. It wasn't like I come in and worked 30 hours a week and went home and done none of that. I mean, this is a this is a, you know, $40 million budget. It's a huge budget for one person and a and a clerk. You know, that's why we got a you can go to any other city. There's
not a finance director and one other person that's doing the the the the thing. This is a lot to keep track of, to hold, to to do all these things, especially when you put in the fact that you're transitioning from paper payroll to, you know, other things. It It's a lot. It was a lot for me. It was a lot for Lindsay. It was a lot for everybody.
So, again, I I really just want to come up here and um say I'm not going to leave here and disparage anything that this city has done, things that maybe I I don't even care for, but you know, I just want to say that we left here on a on a gentleman's agreement that we were going to be nice to each other. And I'm
just afraid that what happened here is going to cost me a a job. And you know, when you when you talk about somebody's what they do, it's it's very difficult to find a job somewhere, especially for what I do or what what we do. So it's it's very hard. So I just wanted to say that again. I don't know what was said.
Wasn't didn't listen to it. I wasn't planning on it, but I just think that was a really not a good thing to do, especially, you know, I'm going to hold up my end and I'm going to go on about my business, but you know, again, everything can be my fault. you know, the city could go bankrupt and it could be my fault. Um, it's not going to, but
if if it does, I mean, you you're going to blame me just like when Don leaves, you're going to blame him, Andy gets blamed, Matt gets blamed. It's just the way it is. But I thought we were in agreement that we were going to, you know, not bash each other. And, uh, apparently it was bad enough for someone to call me and tell me that y'all were
bashing me and that we were going to have a meeting tomorrow. So, um, that's just kind of where we're at. And you know, I I want to leave y'all with uh you know, I hope the hope the place blows up and you not blow gets bigger, you know, and gets bigger and
but it gets bigger and you guys do what you do the plans that you're going to do, you know, and I think that's important and I think you got some good people in place and and all that kind of stuff. Um I knew I knew months ago that it wasn't going to work out. I I come to Don. I'm wrapping it up. I come to Don, I told him, you know, this sometimes this doesn't work and we knew that. So
that's it. That's all I wanted to say. And um uh I'm going to hold my end of agreement and especially if if I get to keep the job that it was offered to me. Okay. But that's just kind of where we're at. I'm a little disappointed with that is the only thing I want to say. >> Adam, I apologize if if those comments were were disping. I was just trying to
give transparency to a council that didn't feel like they were getting transparency from it. I apologize. Um it and it sucks that it's it's lie for the world. Um >> yeah, >> but for transparency that that that they feel they're not provided. Um, you did a
fantastic job with with the skill set and what you were working with and and you did work hard and we did we did leave on good terms. You did everything you could for them. >> Unfortunately, there's a little more that I need. You know that we had that discussion and and and I do wish you the
best and I will write you a a positive letter even for that guy. If he wants to talk, we can have we can have another conversation. But I think it's important that that that that he does know that if you were given hope not this position. >> Yeah.
>> But in in in your future that Yes. I I've got confidence in in you doing what you can for who you can. >> Thank you. >> And personally I appreciate service. You fried city. You you were always um like I said you you worked hard. Um I saw you
in here on Sundays uh Saturdays. So, I wish you what best of luck and I said appreciate your service. Thanks. >> Thank you. >> Hello, I'm Patrick Nerwinsky, 4352 Kent Hill Street, Newport Richie. Uh, obviously it's about Dawn. Um, we own a
business of 4,800 Eptide Lane. He was out doing his evaluation of the community, introduced himself to us. Uh, turned out very well. um when we talk about communication, uh he he's gave us he's given me his line before. I've text him, he's replied back. Everything's been pretty well just
about some basic questions and stuff like that and he wants to understand how we're growing and and stuff to help benefit the community. I mean, it's been nothing but positive. Um I have a good relationship with everyone, pretty much everyone in the city department. You know, we do a lot of building stuff like that that's going on for our end. Uh I
do see one problem um that uh when we get local complaints from like neighbors or whatever it may be, it has a tendency to go straight to the top and it doesn't start from the bottom. So he gets numerous emails. I'm not going to say names. Um I pulled the public
record so I see it. So, it's like instead of starting down with Veronica or whoever's down in the building department, he's getting constant emails from certain individuals from the top when it could be basic bottoms that could be handled by Veronica or someone down in that building department. So, he's constantly being bothered in my
opinion because I like like I said, I read I read the emails. I see him. So, I kind of see his frustration if he doesn't reply to emails cuz I've written them and he didn't reply back. I'm like, well, you know why? Because he's getting bombarded from the community when he's trying to figure out the books or whatever it may be. in my just my
opinion when it comes to that kind of stuff. Um, but when he does show up, when he's out and about, he does stop by to, you know, to to make sure everything's good. Um, you know, I mean, honestly, that's all I can really say. He's doing to me, he's doing an exceptional job. I mean, I get that you guys have might have communication
issues with him or whatever. That's your guys' business. But as a business owner that's constantly growing in this town right now and and my family's investing a lot of money. I mean I don't know what to I mean it's working out the relationship we have to to help us. You know the relationship I have with
Veronica or all the building department over there Tony and stuff you know um there's just a few underlining issues that will eventually pop up I would like to resolve. So but overall I think he's doing good and that's all I really have to say. All right. Anyone else?
Okay. With that, I'll a close public comment, bring it back to council, and uh open the floor for whatever you guys want to. >> Do we fill out these forms by the 5th? I saw that there's a there's a cover
letter for the for the evaluation form. So, do we fill it out, turn it in by the 5th for an eval for another evaluation? I'm kind of confused about the process. >> I didn't even I'm sorry. I I put that form in as an example of how you wanted
to perform the evaluation. It was you know I I honestly when we we've done evaluations on a city manager before some councils have preferred doing a written one. Some have done just done a verbal a verbal relay like information >> comprehensive. It's gone back and forth.
I added that that that was basically a template a template from the IMC um C CMA. Um they that was their evaluation template. I just put that in as a an example of something to use. You don't have to use it. Um if you want to and then we can f we can come back on the
5th. That's up to you. Um or disregard it. We just wanted to make sure you had everything that you needed to to do this particular item. >> Right. That's what I was going to say. >> It's not a requirement. something that you could use if you chose you don't have a certain policy or procedure.
>> Thank you. >> You're welcome. >> Um, you know, it's intriguing to me that you're it's intriguing to me that the staff directly below you has defended you.
Okay. in the half, right? >> I was telling you about my interactions with >> No, no, no. I I didn't say anything negative about that. >> You know, >> you know, I didn't say anything negative about that. And I know you work for him, but he works for us. You know, that's all I have to say. No, no, no. We're we're all cards on the table now. We're
all open, so we're going to let it all out there. We're not going to like, oh, now I've got a curtain up. No, we're going to we're going to talk to each other. So, Don, I know you have a military background, but we don't. We're real people, you know. We like communication,
texting, calling. You know, you're spending an hour a day on the road back and forth to to home or whatever it is. Man, pick up the phone, call us. Hey, Chris, what's going on, buddy? Hey, this would make me feel a lot safer in this position if I had that open line of communication with you. And I wouldn't have this this blown up like this had we
been doing that. So, this is my recommendation. Number one, I'm going to ask you, are you teachable? Are you trainable? Are you are you a learn it all? Are you a know-it-all? I'm going to ask you straight up. I want to hear it. I I am trainable. >> You are trainable. You sure? >> Learnable. >> Okay. Because I am, too. I I learn all
the time. I make mistakes and step on my foot all the time. And I've got to learn from those things and I got to pick myself back up and do it. That's my biggest concern. If you are willing to say, "Hey guys, you know what? This has been a rough 90 days, man. I feel like I just went through a war zone. We're going to back and surround you, but we're not going to back and surround you
if you're not communicating with us." You know, and that to me is vital. It's vital. You know, you gotta I gotta have I gotta feel warm and fuzzy about you sitting right here because I am your boss, you know, and that's not me throwing my weight around. I don't want to do that, you know. I just want to
make sure that we're on the same page together, you know, so when things come up, we're surrounding you. We're protecting you. Does that make sense? Not like not like we're not connected to you, like we're out there in space. Don't communicate with staff. Don't call you. What is that all about? You know
what I mean? It's it's not good. It's not good for us. You know, none of these folks here in the room have ever made me feel that way. Not even one. From Danny over to Chief to to Gary to to Daryl. Everybody in the room's always made me feel like, man, let's go get a sandwich together, brother. You know, that kind
of thing. And maybe that's what's missing here. Maybe I need some of that for you. Maybe >> appointment with him. How many appointments have you made with him? Sit down personally and talk to them. >> I have I have talked to him. Yeah, I have. and and and and and and
quite frankly, maybe he was just a little bit had too much going on in a little thing like this. I couldn't connect to him, you know. So, I'm just telling you, you know, if if if we're going to pull this together and we're going to move forward as a team, I'm going to have to be very transparent, very real with you. And that's and
that's what I'm trying to do right now. I'm not trying to I'm not trying to to be dis disrespectful to you, Don, at all, but I'm saying that this is this is a very small community, you know, and and as far as the council sitting here, this is a great council. It's best council I've seen since I've been here,
you know, council's, you know, the council's on the same page and we just want to make sure you're on the same page. That's all. >> I'm on the same page. That's why I show up early like I do and I stay late like I do. I try not to burden you you guys with with with the immense amount of
tasks that I'm trying to accomplish. I do apologize for the communication piece. Maybe we just need to spend more time together. We really haven't got to know each other. That's that's both of us. So that's that's us thing that we own. Um and I and I would say that across council, you know, get to know
me. It it it breaks down those walls. But understand every day, you know, I am that's your number one best interest at heart. I'm doing everything I can to make this place better and I come here every day with that single goal in mind. You can ask any of the directors. I do
apologize for the communication piece, but ask anyone. I'm not I'm charging for it every day for you and and and I just hope that you realize that I don't I I don't because of this communication gap thing. I don't want that to be lost in
the 90 days that I put in because I've worked hard and and what I will tell you is I I I I match managers worked as hard in the first 90 days >> and I can appreciate that but what I really don't want is a defense. What I
want is a what I want is a humility approach. >> You I answer the call for 3,500 dealers in the state of Virginia every day. They're at 911. They they just got something crazy happened. They're like, "What do I do? Answer, man. I've got to do I answer all their calls. I answer them all the time. Every single day. If
I can answer the call for 3,500 people in Virginia, you can answer the call for four city council people and return their calls real quick." You know, does that make sense? >> Okay. >> I'm just from my perspective, I try not to burden you with things that that I'm responsible for. >> You are not burdening me, sir. You're not
>> that I I'm not reaching out to you because I can't handle it. I can handle it. I just don't want >> I don't want you to feel that way. I don't want you to feel like you're you're you're like you're you're burdening us or bothering us because we just want to make sure that we're touching you organically so that we know you're real so that our city is safe so
we're not setting our city up or these residents up for a fall from a guy that we're not really connected to or don't connect to here. You know, that's what I want. I want a real person. Somebody I can actually talk to. Hey Don, what's up buddy? I want somebody who answers the phone. You know what I'm saying? Not somebody who ignores my call and doesn't
call me back. >> I can't do it all the time. Bob, I'm not talking to you. I'm talking to the city manager. Give me a second, please. >> I was talking about what you talking about. >> I'm trying to communicate with Don. I'm not Do you want to talk? We can talk. But I'm trying to communicate with Don.
I'm trying to let him see my heart. Not that I'm trying to bully him. I'm trying to connect with him. >> But you might have cost a guy a job. I'm just saying I would have >> I didn't say one thing about Adam. Sir, >> hold on. Hold on. >> I didn't say one thing about Adam. So So Bob, from from what I've heard, and I've heard it all night. been sitting here
moderating the meeting house. Um, you have more access than the rest of council. So, I understand you have a different opinion, but Chris has his own opinion because his interactions are much much less than yours. I can tell you >> and I'm not telling you he don't and I'm not telling he's wrong. >> But, but the problem is is he's got to fix that, >> right? >> You don't have a problem, so you don't
need to fix it. >> But I would talk to him in his office about my personal problem. If he if I had a problem that he had with him, I would corn him, get him in his office, said, "Hey, what the hell, dude?" And I'd talk to him about it. That's all. I've just done it different. That's all. >> Yeah.
>> It's because everybody sees this and he has been working his butt off and it makes it look like he's not. >> Well, I I can tell you as the mayor of this city, um, and and I want to want to try to make this abundantly clear, you
know, a good reason that Don is here is because I I've monitored his his availability and as we had these openings, I reached out, >> right? Uh Don is and I I mean this at all sincere. You are a very talented individual. Uh when we when we when we
vetted you the last time. Um I can tell you I was I was torn when we hired Matt. Um because I really wanted to hire you and I had to make a decision between one or the other. And so I always regretted not phrase that Matt was great. Um but I
always regretted not being able to see how you would be in that position. So, um, as these things had evolved and you were available, um, it was difficult. Like I said, you were available one time, then you changed your mind and came back and and and your situation is is unique. Um, you're retired from
military and you don't have to work, but you you have a drive. And so there's there's so many positive things about you that that that I just love in in an employee. And I know that you can you can you can really excel. And so I hope that you see as as this has
transpired um because I I feel like I have less access to you than anybody else. I mean sounds like Linda has more access to you than I do. Um um Bob obviously has more access. You made that perfectly clear. Um I hear from staff and it is very intriguing. So it sounds
like staff has a good relationship. That's that's that's 90% of them for sure. Um, but we and as I told you that the relationship hard, we have to all develop that with you, not just you and Bob. We have to have it and and we kind of I felt like we had
that, but I like I said, I don't I don't really have that access to you. And I I mean, I know you're working hard. Um, it's just like I said, there's just I think there's I think there's a path to success. I think there is. My only concern is that
that you aren't able to take this constructive criticism and hold a grudge. I would hope that would not be the case. Um because I I check it out. You know, I I I know that you can succeed here. Um and I want you to be successful and I want to give you the tools. I think we all want that to give
you the tools to be successful. Um but we we've got to we've got to have that understanding that um another aspect of this is is is why I trust you Linda because it's sound like a hanging. It's not the intent at all. Um we have a we have a contra contractual obligation
that once we get to 6 months there's a severance that kicks in 25% of that 28 weeks or something like that. So we don't want to if if we've got a bad fit for the community we've got to address it. And so I think this was a very um while it was grueling, I think it was
beneficial. And so if if if my colleagues are willing to continue that, um we do have another almost 3 months before severance will kick in. Um I'm not opposed to doing that. My like I said, my only fear is is that as a result of
this that you are resentful or anything like that. So, I guess if you could let us know your feelings on tonight and if you are willing to to work on these issues that we've identified. I think I think there's a remedy there if you're willing. I'm willing.
>> I'm willing. >> I'm calling you tomorrow morning. >> You call me >> I expect you to call me on your way home tonight. >> You to show up when you call me. But but here in lies truth. Let's let's lay it
all on the table. Okay. There's a communication issue. I think we all own it. I own it. We all own it. There's a certain degree. I I think that that time and space, time and events has kind of been that moment in time where I'm trying to do the best I can for you
these first nine days to to show you where I really excel. Maybe maybe I should have slowed down a bit and had more communication. Probably would have been best. But for me, it was I came into something. There was a lot of targets and I got I got massively engaged because why? Because I
wanted the best for the city. Um the engagement piece I I I can be humbled all day long and we can have those conversations and we can have that community. We can have like Bob Bob just comes into my office. He just hey you in there? Yeah. Come on in. And that's and that's my policy. If you guys are out
there, bring them in because I want I do want to speak to you guys. Unfortunately, when you come in, I'm stacked. I'm because it's not not a moment a day goes by they're not trying to do something. I apologize those moments that you do poke your head in like this morning it was director I was
like okay we're getting ready to visit >> if I if I could let me I wanted to bring that up um just let you know how I felt about that support >> I apologize for that I was just like >> so getting ready to start it >> and I'm believe I'm respectful I
normally I wouldn't even interrupted that the reason I did and and I want staff to understand this too because I I don't know how it would have went down if I would forgot about the meeting or whatever, but I had a meeting with at 9:00 with um uh Jean Cash and his can't
remember his name, but his CEO um he um is going to do a a dollhouse. He builds dollhouse for vets. Um and he's going to donate one of those for our mayor's ball. Um and so I had a meeting with him at 9:00. Um I got here 5 to 9. I was on the phone. When I came in right at 9:00,
they were already there. And so I I told him we're going to meet in the in the conference room. And uh but I first asked them, did you guys talk to staff first? And they said yes. So I thinking from a customer perspective, I want to make sure u thinking from a staff's perspective, I want to make sure that
whoever they talk to from a staff perspective uh knew that I would had had arrived and that I did have them so they didn't have to worry about those customers anymore. Now, I would hope that whoever they talked to um that uh they would have checked on them every five minutes or something just to make
sure they're taken care of, but that's that was my concern. I wanted to let whoever that they were involved with to know that I am here and I'm with them so you can not have to worry about that because I'm assuming that's what would happen. So, when I went in, I noticed that S was not his office and Ashley was
not her office. Um and your door was closed. So, I'm assuming everybody was in there. So, I knocked. I open the door and I said what I said, you know, just let you guys know I'm with the customers. I've got this good. >> Okay. >> Can I I interacted with them? >> Okay.
>> Can may I suggest because myself and Maria are the ones who primarily handle that window style as well because we're there. If you do have a scheduled meeting here at city hall with someone, can you let somebody know so we're aware that you have that because I wasn't
aware. Yeah. No, none of the other staff was aware that you had a scheduled meeting. It was almost 9:00. I did provide them your business card so they could contact you directly to make sure you were on your way and she did and I did check on them and made sure that
they got in contact with you. You had texted them rapidly. So, as far as customer service goes, we are handling the customer base that does come in. But if you do have a scheduled meeting, if you could let CM know, myself, either way. So, we're aware that you are on
your way or if you're running late that we know that they're coming in because I was unaware. >> Yeah. Do you have access to my calendar? Maybe not. >> Okay. >> That's my fault, but I assume you had access to that calendar, but um so I can do that. Absolutely. Um
>> there was no intent to to to not support them in any >> Oh, no. Just >> I just meeting becomes very it it consumes a large portion of >> I didn't want to leave dry because we were going into our meeting. They had contacted you. They said you were on
your way and that's why we went ahead and went into the meeting because they knew that you were coming in. >> Okay. I just want to make sure that you guys knew that I was with them. So that's but when I when I did that it was like it was an alien when I open the door. Both mayor stepping in and looking
in. It's everybody's boss is looking in. It's like it's like when comes in and goes, >> "You're the boss." >> Yeah, but you're everybody's boss. That's See, that's that's that's the transparency because is he everybody's boss? >> They'll nod their head. Yes. >> No. You're the boss. >> But but to them, you're our boss.
>> Don't look at me like that. I just like I said, I was just I was just trying to be respectful you all. So, >> no pressure. You got to stop thinking and don't look at me that way because you have to understand your position. >> It's a level of respect. >> It's your It's a level of respect. It's your position. It's all your positions. That's that's what we're trying to explain to you.
>> You're the boss's boss. You're the boss's boss. >> That that level of respect should be >> it should be, "Oh, hey, mayor. How you doing?" >> While we're in >> That's what I mean. >> But but but meeting, we don't expect the mayor to just open the door and say, "Hey, I got it." >> When he does show it though, why would
you treat him like a third party? Why would you just say, >> "No, it was just a little weird." >> Yeah. >> It was like >> I just said, "Hey, I just let you know." He was like, >> and that was that's the exact look I got from you. >> I was like, >> mayor's here. I don't know about this. How come I don't know about this because everybody's in here?
>> Anyway, >> but it's but it's but it goes back to I just think we need to have engagements. If you got time, please come visit anytime you got >> these are growing pains that we have to go through to get better. Yeah. >> Because if we don't have these conversations, >> it's like the first >> It's like a good marriage, man. >> The first fight in a marriage. You know
what I'm saying? >> It's like you'll love you love. I I I equate to a good fist fight. You become best friends after a fist fight. So, it's just good. >> Well, it's it's good to get the transparency out. I just I just, you know, I just don't want I just don't
want to me at the end of the day, it's it's >> I'm there for you. I'm there for you 110%. And I apologize it doesn't look like it communication, but it's it's just it's like I said, it's been busy. I could have taken the 30 60 90 day stance like any other city manager and just
kind of let let the tide roll but for you guys and for what I saw with the city was like no this is we call it target rich environment. It's time to get busy because there's a lot of things that need to be done and so that's kind of the role I took and I will continue to take that for you but we'll we'll
we'll slow the pace down a bit. >> I can as a team we're going to get a lot more done. >> So so we'll we'll communicate >> and we need you here. Yeah, >> we do need the last thing we want to do is have to change. >> We really do. >> But you know something else? You need us. >> You need us.
>> So let's let's build that relationship and really >> and as far as as far as you you can that's kind of the antenna rug is when you guys call you guys show up. It spikes everybody here because everybody knows. I do >> cuz you're the boss's boss. >> Do you guys see it that way? >> They don't care. They do.
>> They be like, "Hey, you got to hot dog." And do you >> I will say that Daryl doesn't. He just like We're just >> Well, these guys, they just they walk away from me. They just they could care less what I say. Except for Frank. >> Frank and I are buddies. But >> but I want them to be respectful of your
time when you're here. >> So when you come here, you have access. >> Your whole staff is always respectful to me. There's not one person on your staff that's never been not one time as a resident or a city council person. They've always been respectful. >> Good. >> That's always just want to be real brief
before I before we're done here. I just want I've dealt with a lot of people that Rick Scott years ago starting my business and working with them and working with Pasco County working with a lot of commissioners different mayors in the city of Newport Richie and council people and a lot of officials in Newport Richie few people here in Newport
Richie. I've dealt with a lot of city since 83. I've dealt with a lot of different managers in the city and I've grown to have patience because when you call them you're not their priority. They may have another priority. It may be it is their priority at time but it may not be. You got to understand it. He
may be doing something and he's human and if you have a difference with him I I've we don't always get along even though we see each other >> but we work it out. >> Are you hanging up? Are you hanging out here every day? >> No, I'm not. >> He said he was here every day.
>> Nope. >> I see I see I see him come in before he was here. I've come in city hall and I've sitting that hallway for half an hour and no one was here. Ring the bell. Ring the bell. Ring the bell. No one was here. And sometimes I come in at lunchtime. Shame on me. But sometimes I
come in to No one's Everybody's busy doing something. That was before he was here. So everybody's got stuff to do. Everybody has priorities. And if he has something important to do, he's on the call. He has to get out and do something. And he may not make it to you. There's a reason. If you ask him
what it is, he'll tell you. He's not going to lie to you. He's not going to crap on you. He's going to make it up to you. >> He's going to tell us he's in a meeting with Bund. Don't you got Don't you got anywhere else to hang out? >> Well, >> we got to start taking B. >> We got a couple shots waiting for us
probably somewhere. Last calls at four, right? >> We've I think we've been good. >> But yeah, I just just Yeah, I he's done a great job as far as I'm concerned and I'm really sorry that you guys had that experience because I didn't see it. But uh
>> talk to him, please. was very good for all of us and I think it got us out in the open and and it allowed us to communicate. I think something like this is sometimes necessary to open things up to where they need to be. >> And I would like to say that we didn't you know obviously it's what 10 after 11
now. So there's not ample time to go over the good things that you've done and in any evaluation you should hear the good and the bad. And hopefully you know there would be more good than bad. And I'm sure in this case there are more good things than bad, but we're in >> Well, can everybody agree that there is
more good things? >> Yes. I would say that >> we don't know yet. It's time to go now. It's bedtime. I I don't want it to say is that you have worked on a lot of projects and a lot of things are coming to fruition fruition around here. Um people are going to
start noticing some noticeable change. Y >> and >> and the good things obviously we didn't touch the strategic planning stuff that was put out here. It's I mean there's there's there's work being done there. >> I I have no qualm with what work is being done. Like I said the only thing
that the big thing was the communication. Obviously I want you to make sure that um you're you're involving legal appropriately and sound like there's some issues there that been worked out. So I think again this we we'll touch base in another another 30 days or whatever and I think we'll uh we'll find a whole different scenario.
>> Matt is in the back office. I talked to you a little bit about it but I mean we went headtohead. This face was red and he was shaking. They were not getting along but now we're good friends. >> Real good friends. >> D and I are going to be just fine. >> Just got to be I'm just at the same time
I'm respectful about their ideas and listen to them. But you're going to listen to me too one way or the other. And then you get your point across. Get your point across. Bank still feels that way. >> I'm just playing. That's my wife. >> All right. I think I think we're good
here. So, Don, appreciate you. We're going to continue to work with you. Let's build those relationships and let's let's move this city forward like we uh like we want. >> Motion. Is there motion to adjurnn? >> Second. >> Motion. Second. Any further discussion? I'm just kidding.