City Commission Meetings - Regular Meeting

Welcome to the Panama City Special Meeting on August 19th. We will start with a opening prayer by Nevin Zimmerman, the founder of the First Presbyterian Church. Continued with a faithful prayer by Brian Granger. Please stand up.

Let's pray. Father, we are very grateful for today and we are grateful for whatever weather you give, which has its use and purpose, and we pray for safety throughout this night.

Thank you for the opportunity to be involved in the affairs of the people and important decisions such as recruitment.

Thank you for today and this commission in the name of Jesus.

Thank you, Mr. President. If you want to join me in this meeting.

Let's start with the audience participation.

If you want to talk, please go ahead. You have three minutes. Please say your name and address. I don't expect anything less. Thank you for coming. I'm happy.

I hope you're here.

No, you don't have to. You don't want me to be here. I want you to be here and the time should not have started yet. I ask you to come back.

I don't know who you are in love with. Setting my time. No, I ask you to come back. You must get the time permit.

Make sure you get the time for three minutes. Thank you. This time is not turned back. Thank you very much. All right.

My name and address for registration.

Brenda. Lewis Williams, 2348 Organic Drive. My concern is the position of the new governor. Does the individual meet the requirements? I don't know what you think of meeting the requirements, but as part of the city government, it should be more than just doing what's called typing or whatever. And my other concern is because I just found out that in the SDM department, and if I'm wrong, please correct me, we have two assistants who, in my opinion, don't need to remember the budget cuts that have to be made, namely the wife of the head of the police and the logistics director, Sean Self. So, I'm angry with that, especially because that's what is called nepotism, and we shouldn't be operating like that. And I think the two women here are the two women I mean. Maybe I'm wrong. But I think we need to overcome this, and if they are a wife or a director, they must be disqualified.

Thank you. Is there anyone else who wants to speak today?

Yes, sir.

Behind you, sir. An additional point, because you came too close during the rain. Good evening, Director Thomas, 1100 West Street. Um, a few things. Years ago, there was a project called Sweetbay, where the city was borrowed for Rp150 million. From what I could find, the city was borrowed for Rp150 million, and then they paid back the rent of the houses in the development of Sweetbay to the Sweetbay company for 60 years. Now, this looks quite simple. The total number of houses when it is fully completed, how much the price of selling those houses. about $1,000 to $100,000 for 60 years. How much will it be? That information has never really been given to the public. The public is not allowed to know how many numbers were actually made before. And that's not a complicated number. Only how many houses, how much it costs, and how many years. But that is not given to the public. The same thing with the marina. I have asked many times over the years, how many farms are there, how big are the farms, and how many are closed. With that information, you can compare it with what you get in return. And you can see which one is more valuable. And that has never been done. I have never received that information. I have asked again and again, and the city does not know. And if the city does not know, how will they make the right financial decisions? What will you do about this? Abuse of public funds by asking city employees to do work on private property that I have removed. If the city does not keep a record, then how will we know what the results will be? And if you will balance the budget by lowering the facilities for people and so on, how will you do it if you do not record the money when it is spent? And in the future, if there is a comeback, Sand Hill is closed. Every time you talk about Moving millions of cubic meters to one place, now you may have to drive twice as far and pay twice as much. So what is the future plan related to that? How will you be more efficient than the last time there was a badai because the badai will come again? So what is the future plan? Ali only said that everything is fine and we all do great work and everyone works in the same team, how will it really be implemented? Because if you wait until it really happens, it's too late. And for those who apply, how will you provide the public with something that was not provided by the city in the past? Because this is not about how many people get SWIFT. I'm calculating the average of 489 million in exchange for 150. I don't think that's right, but I actually need numbers to know the actual number and what it gives. I hope you do it because the people really don't get much information from the city. And we really need that information. And if it's about numbers, it's quite simple. Just give us the numbers. Thank you. Thank you, sir.

Is there anyone else who wants to talk today about the agenda of the event? One thing, Jonathan, I don't see the watch. So I don't know the question.

Yes, it's behind you.

Oh, is that behind?

Oh, okay.

Well, that's it.

Thank God. I don't want to study in Palusida.

We made a computer campaign worth $1 million. We couldn't find it.

Amazing. We closed the public comment. The previous discussion was how to balance fairly who was the first to advance in this situation. And we decided to make a name for the cap or box.

Sorry. So I took a name. Look over there. Hey, here he is. Leslie was the first. Amazing.

And we have also discussed, we cannot force anyone to leave the meeting, but previously we had discussed so that one of the plumber would join with the city staff only to maintain, you know, I don't call it privacy, but the explanation of the conversation. And then we will start with 10 minutes or a time limit of 10 minutes. You don't have to use all the time, but you are welcome if you want. You are welcome to sit right in front of us.

In the interview with Mr. Erick Nassar. I move towards the camera.

We start with a little play where we ... This has been going better than the last interview process we went through. You know I like this arrangement because Jonathan is placed in the corner.

I thought it was this one.

Awesome. Where are you going, Brian?

Where are you going, Brian? I'm happy to be able to meet you there.

There's a bit of a T.I. issue there. The Apple issue. No, no, don't say that, Brian.

Don't say that.

Thank you very much for being here. And you're welcome to talk as long as you want. Not as long as you want, up to 10 minutes or as short as you want. And after that, we will continue to the Javanese session.

Please let me know if you can hear me.

Good evening, city officials, commissioners, city managers, city councilors, temporary office workers, city officials, and residents of Panama City. Thank you for the opportunity to discuss my application for this role. I'm here tonight because I have a deep desire for public service and a clear vision to be responsible for city officials and city residents. In my career, I have spent 20 years managing the government and state government financial programs that are complex at the federal, state, and local level, as well as developing successful private-private partnerships. I have navigated a massive federal security system that monitors the crucial allocation of state capital and manages state funding at a high level with private investors. The last two decades have taught me a fundamental truth. Although the federal program, the state, and Nirlaba Besar set a broad policy, the local government is the one who really carries out the program. The local government is the most important because they directly shape the daily lives of our citizens. The federal policy is just a concept, but the local government is our drinking water, the road we walk every day, and the vital utility infrastructure that keeps our community going. Local management is a place where our city's intentions meet the reality of the budget. Without strict financial supervision, the best idea for our community cannot be implemented. Right here at Panhandle, the regional government is the first line of defense we face. Through the management of emergency funds and FDM as well as every dollar, the city has the resources to protect our families in times of crisis. The joint role of the Penitentiary Department is vital because it connects operational transparency with financial health. The Penitentiary Department is the backbone of the open government, ensuring that public records are maintained in accordance with the law of openness, managing non-tulency, election coordination, and enforcing law enforcement. The Penitentiary Department protects the public. When combined, this position becomes the guardian of city justice and fiscal responsibility, providing data for the Commission to lead with confidence. So, in my first 100 days, if I am shown, I have proposed the previous plan and I will discuss some of the main points. Accurate and pure money is the foundation of public trust. Citizens, auditors, and volunteers rely on the organized Panitera office and the discipline of the municipality to ensure that the city operates legally and responsibly. If indicated, I will immediately carry out a 100-day plan to address our most pressing operational issues. My first priority is to complete the 2025 audit. I will work to provide all the documentation needed to the auditor so that we can submit an audit to the Auditor General of Florida, Federal Florida, and Federal Audit Clearinghouse. Next, I will use the Auditor's findings to permanently repair and prevent accrual errors in the future. Next, we want to ensure that our utility storage system is always accurate. For that, I will work directly with the storage team to update our way of detecting errors and marking unlawful storage, such as usage thresholds or zero usage before being sent to the public. At the same time, we can coordinate with the Public Works Team to inspect damaged, old, and non-functional meters when the city carries out its replacement plan. We can also scan and verify complex accounts or be manually secured when a problem arises. The purpose of Kota Sederhana is simple. We will improve the system to inspect hard equipment and ensure that residents only pay for the water they use, Third, in order to protect and increase our welfare funds, we will create a centralized registry for all state and federal welfare prices in all departments. By summarizing this information, we ensure that our welfare data is accurate and real-time, making financial reports smooth and transparent. During the second month, I will try to build internal control in order to protect our citizens. I will start by ensuring that there is strict financial separation so that no one handles financial transactions without supervision. Next, we will ensure that all accounts are reconciled within 30 days at the end of the month, following the best practices of the government and what is required by the work of the Florida Department of Finance. These accounts cover cash and investments, debt and debt, paid liabilities, and balance between funds. Still holding on to the 30-day window to ensure absolute transparency for taxpayers to prevent fraud and protect the name of Siti remains true to national law. Next, the 30-day reconciliation cycle. Helping the financial future of Panama City in three ways. Better reporting, better planning, better audits, and increased savings. If you know the exact cash visibility, you can detect the exit earlier, find real savings, and strategically include cash in emergency funds. And in the end, we can't protect or develop funds if we don't know exactly our position at all times. Next, I will try to rebuild the city's reserve funds. Rebuilding our reserve funds is an absolute priority. At this time, our public funds savings must be strengthened to meet the recommended security margins. I will work with the city manager and staff to arrange an aggressive plan that is sustainable and useful to restore financial stability. After that, I will bring the comprehensive blue sheet to the Commission to get the guidance and your consent. Protecting the financial foundation, Panama City today protects us from the crisis in the future. On behalf of Jurutulis, we will include our public records. We will implement a tracking and training system to ensure efficient completion time, but done as soon as possible. Last month, the final month, will set these changes to ensure that they are permanent. So, we will launch a common planning dashboard for all Hibah projects in all departments. This will ensure that all achievements are completed at the right time according to the regulations. And actually, if that is fulfilled, it will be easier to comply with the request of the public record, because we have the data there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, 24 of them there, This will position Panama City to be ready to be audited permanently. The preparation of audits and notes is the main positive signal for the credibility of the city. This is an absolute prerequisite for obtaining a large amount of federal and institutional infrastructure that our city needs, which is developing, both for economic development and sustainability. Next, the vital role of the City Councilor is to translate financial information. So I will achieve it by ensuring that I give a clear report to the Commission, outline the main trend, explain the financial variance in everyday language, sorry, everyday language, and risk analysis from now on. When you really understand the story behind the data, you are empowered to make proactive and self-confident management decisions. Finally, we have never operated the office separately or isolated. Panitra Bendahara must be a collaborative bridge between our residents, the city government, and this Commission. Taking advantage of my background, in private and administrative partnership, I will help Panama City manage agreements, protect public records, and ensure the growth of infrastructure in line with the actual cash flow. By prioritizing the work of this team, we will eliminate any financial shock that can wipe out public trust and also build a transparent government that can be trusted by our community. As city councilors, it's not about firm bureaucracy. It's about building trust. This means giving confidence to our citizens that all public records are open, all meetings are documented accurately, and their tax money is managed with complete integrity, knowing that every dollar we optimize directly improves their environment, strengthens infrastructure, and makes their daily lives safer. This means to give confidence to federal, state, and private partners that Panama City is a low-income, responsible, and resilient investment. This means to give you, the mayor and commissioner of the city, city manager, city councilor, city staff, and citizens of Panama City, confidence that your vision for the city is supported by operational and financial reality.

Thank you. Amazing. Yes, a 100-day plan that is very cool. That's very cool. We will move on to the Q&A session, and who from the committee wants to start our Q&A session? Do you want to change the question? Mr. Adil, do you want to go first? I've done this before. Okay, we're going to change the question. You get one question, one answer. I want to go first. Okay, sir. No problem. For me, what gave you the idea was the first time. We will give you the easy one. What gave you the idea to make the suralit plan? It's very smart.

When I started at Elektrik Kola, I'm sure everyone knows that we have a lot of problems. The border and the state will take water and sewage. So there are a lot of things that are thrown at me at the same time, a lot. I made a plan just because I wanted to manage it. And I know coming here to a bigger city, it will be the same. There are a lot of things that are thrown at you. There are always a lot of things that have to be done in the city government. We work and continue. So having a plan is like a blueprint so that I can check my progress, you can check your progress, and the citizens can check our progress. I think it's very transparent, so they know exactly what we're doing.

Very smart, very smart to do this. He works and increases by 30 days. I like that. I like that. Get fired.

Try to make him get fired. I have a question related to the 100-day plan. How did your plan come about in Apalachicola? Did you make the plan? Did you achieve it in 100 days? Did you exceed it? Tell me about that experience.

So, in my opinion, in Apala Cikola, there are many aspects that I must be tired of in 100 days. But there are some things where, you know, when you are working on a project, maybe you don't realize the level of the problem and it takes a little longer. So I will deal with it. I started by holding a routine meeting for two weeks for the citizens because they said it was less transparent. So if I come in and say I'm working on this, I hope I can finish it. There are X, Y, and Z things that come up, but this is what we are doing. We are transparent and tell everyone what we are doing. But we try to stick to the plan as much as possible, knowing that you must always have flexibility because, I mean, you never know what will happen. But I do like to work with a kind of blueprint. In my daily life. Thank you.

First of all, about the 100-day plan, I feel very heard because it is very clear that you have heard some of the things that we have experienced and followed them very closely. So I really appreciate it from the perspective that you can really give an image of how you will handle some of these things. There are a few things that I would like to ask specifically about the CFA side. So you are not a full CFA. So my question is, what do you think gives you the financial expertise needed to handle the side of the financial supervisor or CFO from this position?

So, I've just completed my X-ray course. I've just completed all of them. I've been waiting for the certification to be sent by post. However, I've been working in the field of government finance and financial programs for more than 20 years. Right now, I'm managing a project worth 150 million. Almost alone because we lack staff. I work with all civil servants. I work with everything. I worked on all the regulations. I have passed four successful audits. I don't have any friends. This is an amazing year. I mean, I work with strategy, I work with planning. I keep following the professional development and training. I went back to school to get an administrative certificate. Public after my degree in specialization in accounting and so on. And I mean, I think I've been working in this field for a long time.

Where we deliberately do not require CPA in our advertisement so that we can get a more religious candidate. If you may ask, the action continues. So how do you work with what you are doing right now? Do you have an external CPA who works with you? How do you get a certified financial report in your current situation?

So we have an external company, an auditor company that comes and helps us with audits and anything that needs to be certified by the CPA, they will take care of it. As much as we work, I can say 95% of all other financial work, like we prepare all the reports and everything, but they have to give their stamp there. How many people work with you? You say.

in total in your department. In my department, I mean. Oh, we only have four people. What do you think?

I mean, once again, we don't require a CPA there, but what do you think is given by the CPA license to other candidates that you don't have? I mean, I'm just asking from the front.

I mean, I think with CPA, they may spend more careers, they enter the accounting channel that you actually know and do your debits and credits. And while I'm doing that, I'm sorry, I'm doing more planning, strategic planning, financial planning. But I also have a balanced budget, a budget to find money, secure funds, and make sure we spend it right for the last 20 years. I also participate in all the audits and everything I do. I make sure that we fully comply with whether it is federal money, state money, whatever the parameters are there. So I think in this role, it's not really about entering data numbers throughout the day. You make sure that internal control, that everything is like a different level compared to just the number of accoutances. That's how I see it when I work. So as part of this,

Can you give us a little bit more about the background? You work with financial institutions, whether it's looking for debt or looking for benefits.

Of course. So, oh my God, I'm back with the Defense Department. I'm sorry. I am a resource manager for the Army's intelligence agency in Panama, in Puerto Rico, and I am responsible for finding money and making contracts, as well as doing all the accounting and accounting for all of our units. After that, when we returned to America, I worked in development. I worked for the city of Jackson, sorry, I worked with the city of Memphis. I worked with the city of Houston in the Department of Education, and our goal was to raise money to keep schools open, to maintain programs and activities after school. Then, let's see, I moved and worked with Hood, and we found money. And my job actually was to do all the financial management to go to the remote areas in Jackson, and we took it. We rebuilt it into an apartment for veterans where they can live and, you know, receive case management services. I have my own consulting company, Hibah, where I have all kinds of clients and I do everything. I know all their financial reports, everything that is needed, except what you can't find as a CPA. Before I came to Apalachicola, I worked in Alaska, and I worked for the government's advisory organization, which is the Indian Federal Health Service, and with the city of Juneau. And we built a hospital and a treatment center for patients for 22 indigenous people, and I am responsible for all the money for that. We do have a public accountant at the office, but I'm in charge of all the financial program management. Then I came to Apalachicola and they provided everything for me to work.

Are there any structural changes that you made at Apalachicola? Such as the workflow, or the processing of documents, or just

So when I arrived there, there were a lot of policies and procedures that were a bit out of date because there were always a few staff. So we were there for a while. Maybe it was my second week, I knew we were going to run a GAC audit. So I rewrote all the policies and procedures for everything in the city. Then we just finished the JLSC audit. And you know I had to go back to 10 years before my time to look for all the financial records and all the benefits and so on, but everything was fine. Then we conducted a CDBG audit and we passed it very successfully. I was once with Floridabon, no problem. And then I have one with Floridabon.

So about Hiba, you once mentioned that you have a kind of dashboard so that everyone can see what is happening. I used to wonder if every department has to make their own targets. For example, if they have a target of $1 million, then they write a grant proposal. When you talk about that, it's for now. Like the projects that are going on so that the department can see their position there. But that will end in September next year. All this funding will be lost, related to all these FEMA matters. How do you think in the future to replace, maybe not all of them, but through Hibah, do you need a team of people to write it? I think you and I have talked, I have this book, I have this idea, my daughter writes and let's look for 10 more. What kind of idea do you have to make money like that? And your experience so far, in my opinion, shows that.

So, if you want to start from scratch, because the situation has changed, I recommend you to form a private department in the city. And they will routinely meet with all other departments to get their input, what they need, why they need it. The Commission agrees, the City Manager agrees, and after you get the green light to start looking for funds, in Florida, we have a lot of funds that can be obtained. And I mean, They have a lot of programs that are very good. Good. They really want to help. They want to help the city government. In addition, the federal government also has a lot of different programs. If you join, you can get assistance almost 100% for any project you want. Sometimes you have to be creative. Sometimes you have to attract personal friendship. So, yes, in my opinion, if you have a special department, you will be more flexible in getting benefits. I recommend that the department also handle all your reports, because if the report is centralized in one department, you can monitor all the timelines and they can work on the program report. They can also work on a number of financial reports. I myself work on all the reports now, but in several places, the tasks are divided. If everything is done internally, you can also monitor the achievement of the target. Every favor requires you to ensure that the results of the work are fulfilled. So if the results are not fulfilled, you cannot legally agree to any payment. You have to make sure that the contractor or vendor does what they should do before you pay them.

So one of the other areas of this position is investment. Can you tell us a little bit about your experience in managing, securing, or monitoring portfolio management investments or cash management?

In Appalachia, we have one investment in Florida Prime and one more with Florida League of Cities. I just from Florida League of Cities discussed another way to invest, our capital recovery fund. I have to get authorization. Are you a speaker there? No, I'm not a speaker. I think...

They're all there. We're all there.

But I'm only there for one thing. My city manager is there as well. But we have quite a large budget for a small city. And on the first day, I thought we needed it. I think we have to invest in this in a different way. We really need to increase our income base in Apalachicola, especially because we don't know what will happen in the fall season. So I've actually been working on that for a year.

So I have a question and I appreciate the focus on what I call the change management side of what can be done by the CFO and the editor-in-chief. So in connection with that, what do you think the editor-in-chief should have to question, delay, or stop the expansion in the city?

Do you mean a position like now or what position will it be later if the citizens choose that policy?

I say, what if both of them... So, will I have it?

Anyone who is in this position, I will say, can only say, can't move forward at all. Excuse me, I have a question. So what I'm asking is an exit.

Let's assume it's legal. Let's assume that. But of course there are some strong opinions in our parliament. So, what do you think? What do you think a Wawenang should have?

Okay, understood.

In trying to interpret what should be questioned, what should be stopped, what should come to us for the second opinion, such things.

So, I think in this role, my job is to bring financial data to you, to explain it. And when I say, in a simple term, so that you know everyone understands the data, the trend, where we will go to give my best opinion about what I think you should do. But I am one person. I bring what I have and what I think I need. I think I will represent the whole city and then finally it is up to the committee of elected officials to represent the taxpayer directly about how you will spend.

I asked her if she would say no. She said, everyone asks the same question. I thought, that's what you're looking for, you know. No, I don't. But you said, I will give you a reason why.

And that's what I like. I will give you, like this. If you do it, you will do it. But this is the reason why I don't know. And then, you know, in the end, you have a criminal record.

But yes, I will refuse, for sure. She didn't write her check.

But I will tell you if I really think about it. I will tell you that in five years, this will not be a good idea. I will not feel overwhelmed at all. Yes, I think, Leslie, my question is not only to us, but also to your colleagues.

So we only have three people who reported directly to us in the Commission. It is important for you to have a strong relationship with your colleagues. But it is also important, as it is, that we have a variety of governments elsewhere, There is a sense of physical independence between these things. So, at a time like this, hey, do you know, let's just assume that it is an exit that is in the interest of staff management, personal department, or these things. However, you may ask whether the validity of the exit is a kind of good management. How will you act in that situation?

So if I feel it's not a good management, I will find someone who thinks it's a good management. And I will, you know, explain my reasons and I will say, I will stay on this decision. And I think if we both have to face you and discuss it, I will stay on the reason why I rejected it. But after we talked about it and discussed the two perspectives, because you know there must be a collaboration. But I don't mind saying, no, if I really think it's not a good decision to take based on evidence, based on data, that's why I really value the law and know our position every time with the financial system. And regarding the point about the law, in my opinion, one process that we don't have yet is strategic planning.

And do you think it's a strategic plan? The process of having that plan will help overcome some of the concerns that my colleague just asked you about asking for an exit.

If we have, let's say, a five-year strategic plan, we have a five-year capital improvement plan. If everyone has chosen the plan, this is the plan that we have adopted, this is the plan that we want to implement, then all the decisions we make must reflect the plan, because that is a collective effort, isn't it? Then maybe there is one person who says, I really want to do this, but as a group. You want to continue that plan and there is a reason for that. So you have to keep that decision so that it can come true, because I know right now we are in the middle of a budget work and there are many opinions.

Every person has a way to spend money.

You know how to enter their budget. But we also have to build our savings account there. So that will not happen. So I have to reject many of these final projects that will not enter the budget framework, because it really can't.

So right now, every city is seeing a cut in the budget. You're planning, right? You're planning the worst, but you don't know what it is. What are you doing there? Do you see a simple cut in the budget? Do you see that it's very expensive there now? So you should have a higher income. How do you try to achieve a clean target? To plan for next year,

So I think in the past, or after Bade Michael, many city governments, especially in this area, the door will be opened and money will go down to the bank account. And they are not used to having money, as much as that. What I mean is, as you know, every money from the state or the central government has its conditions and there are so many rules and regulations. And if you are not ready for that and not ready to maintain those projects, then you should not take it from the beginning. So I often discuss that. So just because they offer it to us, maybe it's not a wise move for us to take that step now. There's another question.

I mean, I appreciate the additional documentation that you give so that we can see a little bit of how you handle various things.

So you know I did a lot of research about

So I've done a lot of research about Panama City, what's going on, you know, the problem you want to handle. And when I drove here, one of my big projects in Appalachia was to revive our marina again, because in my opinion, our biggest asset is water. And with the arrival of tourism, as well as the income of tourism, and what can be achieved, we tried to move from the coastline, which functions as a resort, There are many variations, you know, about that. And we try to use it as a potential and large future income project because we will have four marinas. So with your marina here, I just want to know what your plan is or whether you are looking for funds to develop it.

When you live in Wali Kota, you have a lot of postings, right? You can read it. We are in trouble. Please. You came here on the day of Selasa. I feel like I haven't read it. So now I feel like I haven't read it. I'm just left behind. I don't want to be left behind. All right. Three minutes ahead for that. Three minutes for that. Three minutes, right? Yes, that's a good perspective on what our marina is like. And you include various hybrid models, different and different. So, yes, we are still looking for what it should be like, and there will be a big discussion on the day of Selasa. From my point of view, and I mentioned it in the Facebook post, is to not subsidize the shipyard. You know, for people who don't have a ship, subsidize the place for them, who do have a ship. And then, have emergency funds for when the dam starts to be damaged in the next 20 years, so that we are not surprised. Things like that, and... But it has to happen, because the money from the shipyard must still be in the marina to succeed. And then I don't want that one voice. I don't want the government to run a business and compete with other businesses. In my opinion, that's not fair. And so the details of how we move forward will still be determined. But I'm happy to hear other people's input. Mr. Marina.

Now you see the size of your Marina here. The new one, when I say Marina, no. That's 27 sandals. 14 deep, 13 wide.

Is it?

That's the new one. That's the one when Michael and Andrew's son-in-law had a CDBG strike. It was a long strike, but I just showed two firms to carry out phase one and two. We will immediately hold an official ceremony and we will start working on it. Then the CPO, which is a working coastal area, especially fishermen. We get FEMA funds for revitalization, but some will be used for transit ships and Riverfront Park will become a transit ship. And Battery Park is a kind of place for transit ships. We will provide ship facilities and the people can also get accommodation there. But as you know, Avalanche has diversification and has to make money.

But most of it is in the river, right? Almost all of it.

How do you deal with that concern? I know you have been talking about 20 years of your experience, but how do you deal with the less credible concerns that we like in the proposal? How do you deal with that concern?

I mean, I think I can say, as you mentioned about 20 years, I have worked at all levels of government. I have worked in the public sector, private sector, and many different partnerships. I have been involved. Maybe hundreds of trainings. I just got a program certification. Finance from the National Government Accounting Association. I feel like I do a lot of work every day and I'm always in audit mode. Because of that, Hiba, you have to stick to everything you do. So I feel I have a legacy in building internal control to ensure that the project is effective, efficient, and we are still according to the budget. We make sure that the cash flow or the savings are maintained. You know, we want to increase our savings. In my opinion, I have done it right when I was working for many years.

I am also a person who is very important in planning. I am also not afraid to ask and ask for help. If there is a foreign company and there is something that I cannot do or ask, I will definitely ask for their help.

How is your relationship with the state institutions, the people in it that fund this? Of course you often talk to them.

I met with every project that we have. I want to at least hold a meeting for two weeks with the funders, because everything is now far apart. And you know, after you have passed a few weeks, I don't know, the relationship changes just like that, they forget you. You move on to something else. So I like to make checks to see our position to make sure the project is completed according to the schedule that should be. And I went to Tallahassee once a month to meet with everyone, so that we can discuss the project at this time, the funds that we want in the future, and get an idea of ​​what is happening in Tallahassee. So I try to be very proactive and kind of advocating for the community as well as what the community needs and keeping a face. Usually is the best way to do it.

One of the interesting things you talked about is the school water system, where you have to go through a large transition period by taking advantage of the utility of the state. I assume it plays a role in many things that you pay attention to regarding your export and where you try to find as much as you can. The district will start operating on December 1.

Are you a supporter or not from the water system and waste stream? Reginald, even though you are a bad example, but okay.

So when I started and this happened very quickly because of the water crisis, I thought, you know, regional autonomy, we can manage it ourselves. But I will say that Apalachia does have history and infrastructure. Its utility is quite damaged and this is a small place that is sometimes difficult to maintain. But it's also difficult to find a lot of facilities, wastewater treatment, and all pumping stations, and so on. So, I have often followed regionalization meetings, and I think it's clear that if you can collaborate with neighboring cities or one place in the area by combining our resources, we may be able to get more maximum results. But I think it's hard for the old town, which always has control over 100% of everything, to then take control over it. And in my opinion, maybe Port St. Joe and Appalachia must be combined. Both of them are small towns. Wide land, small people. Maybe you don't need to work. And Gulf County is building a new water treatment facility. The city is also building it. So maybe you don't need three in that area. You know. So, do you know?

Can you give more information about your experience with the Florida Sunshine Law and public transport?

Of course. Talk about money. So I feel very experienced with that. I know that almost everything you say must be public. When someone asks for a public record, everything you talk about work, if you write it, store it in a pencil or computer, it's a public record. And when someone asks for it, we have to give it as soon as possible. And that, you know, is applied for public transparency so that they know what we are doing. Thank you.

Any other questions? Great work. Good work. Yes, good work. Thank you very much for coming so far. Thank you. Thank you very much. Yes, he said, so I'm already at the end, are we going to have a discussion? At that point, my question is, will we ask them to leave during the commentary period as well? We will stay here, because maybe there is a question of progress. It is very challenging to present someone in front of them. This work is indeed a challenging experience. Maybe you have to go.

I think it's a normal thing if someone is not here.

I like that idea.

I don't mind if they go home. Weird. So we discuss.

Maybe we take a break or we discuss.

Call a doctor.

I think after the treatment, we might have to take a break.

I take a break, then we will not. In the public comment, I said to call both of them back if they want to come back as long as we have a discussion.

I think this work is a very public work. No, I think they should be there because we may have continuous questions.

If we discuss something and they say no, that's not true. So I want them to be in this room. Who has a good solution? Janatan has just celebrated his 2nd anniversary. Congratulations to Janatan and Ten. It's a great honor. It's a great honor.

It's a good job, Tami. I feel like I'm working.

Good job. Good job. You're a farmer. Yes, sir. Thank you for coming here. Let's start. Do you have time until 10? You can talk until 10. Don't waste all your time. I want to wait. We will continue. He just disappeared. Do you want to rest for a moment? Do you want to do it?

It's okay. I'm not sure.

I'm still, I'm still in a hurry. I'm still in a hurry. So I'm just waiting to continue. I entered and Donald said, is it raining? And I was like, even though it's raining, it's bad. It's very,

Are you going to be the head of the association?

No, I'm going to take care of it. Thank you, sir. Take care of the people. Oh, are you going to wait for him to come back? No. They will meet one another. Let's take a break for five minutes, sir. Then we will give everyone a break. Let's take five minutes. Five minutes. Okay, we'll start again in 10 minutes. You have 10 minutes to let us know.

I don't think we'll use all 10 minutes, but good afternoon, city officials, city leaders, and all of you. I would like to thank you for the opportunity to be here today. My name is Celeste Blesky, and I am a certified public prosecutor with more than 15 years of experience working with the Florida government. Throughout my career, I have had the privilege of auditing Kota Madia and cooperating with elected officials as well as management in financial reporting, internal control, accounting, regulation, and accountability. I understand that the role of the City Administrator is to take advantage of the infrastructure to better manage financial management. PANITERA is believed to be an important responsibility that involves general meetings, transparency, public records, and ensuring that the city process is carried out accurately, according to the law and conditions that apply. I see this role as the manager of the city's financial resources and its institutional records, as well as maintaining public trust. My experience has taught me that a strong government depends on accurate information, effective internal control, transparency, and accountability. I will bring the same thinking pattern to every aspect of this position. What makes me most excited about this opportunity is the opportunity to switch from giving advice to the local government to directly serving and impacting the community. If chosen to serve, my first priority is to listen and learn first. I will understand the purpose and hopes of the commission for this office through the right public processes. I will also meet with management members as necessary to understand their perspectives and responsibilities. In all my meetings, I will pay attention to Florida's laws and regulations and will not use individual conversations to discuss city affairs, discuss the position of commissioners, or build consensus outside the general meeting. I will spend time with the directors of each department and their staff to understand the current process of identifying strengths and looking for opportunities to increase efficiency. I will review financial reports, internal management, budget cycle, audit status, and capital timing so that I have a strong understanding of the current position. My goal is to build relationships, gain a comprehensive understanding of operational, and start to give value without making assumptions or hastily making changes. Panama City is at an interesting point in its growth and continued recovery after the Michael massacre. I will feel honored to use my experience in city finance, audit and accountability to help Panama City maintain a strong financial management system, support commission goals, and provide service to organizations and the public. I appreciate your consideration for this position and I hope to discuss how my experience and leadership style can contribute to the continued success of the city.

Let's start with the question and answer. I will start with a similar question. Other applicants do not have a CPA license. What do you get from a CPA license or license? What is given to you compared to what they receive?

Yes, a certified public accounting test is a variety of tests, which of course focuses on the field of accounting. And the path I took with my CPA license is to focus on auditing, not on taxes. So with that and the experience I have, I have spent a few years auditing financial reports that made it possible for me to get into business and become an expert in handling the local government. However, to come and see their financial reports, gain an understanding of their processes and procedures, talk to various management levels and staff to understand how everything is done in general. and then test the transaction to make sure that everything has been booked correctly. And then, to go further with the government, we also have to look at the regulations. They are against the law and regulations, as well as Hibah regulations, when there is Hibah involved. So, I have spent several years working to see everything from an internal point of view, which will be reported by Panitera Kota and Bendahara. I will come after the fact and see all that, as well as make sure that everything is done according to law, according to the government's standards of accountability.

This is my question, not someone else's.

So your last credential, your experience related to accounting, finance, and auditing is one of the reasons why I mean you both as candidates are two eyes on the same coin, so to speak. So what do you feel when you find out that you are fully capable of handling the city's finances? What do you think shows how you can succeed or maybe how you have succeeded in leading the change of major organizations in this city?

I believe that my previous experience in the first thing, understanding the entire operational process is the key to making any changes that need to be made. Because you have to understand the current situation and then evaluate what needs to be done to make the change. I also feel that my ability to talk to various management levels will be very helpful in that too. In addition, my ability to understand how law and regulations play a role in public administration and realize that all of that needs to be considered. I feel that the role of the city governor will be a position where all research need to be done to provide information to the commissioner and mayor so that policy decisions can be made that affect the city. In the end, I will not make the decision, but I can use my financial skills and my audit skills to ensure that I provide accurate information that you need to make the policy decision.

How do you balance transparency and operational efficiency?

I think to be transparent is one of the things that will be the basic principle in a role like this. It is very important to ensure that we follow the laws of open information and we give transparency to the citizens of Panama City who are required and what they want from us. As we heard from one of the previous citizens, that they want to get that information. Now, to build that thing and make sure we do it efficiently, one of them is to make sure we meet every demand on time. Verify that we provide the information according to legal permission and consider any exceptions that may need to be calculated. And I think that will help deal with various things in an efficient way. other things that can be seen after I have the opportunity to enter and see the operational condition and our efficiency goal is whether there is an area where we can improve the procedure. I know this city already has a foundation that is good with policy and there is a procedure, but it is always good to check it again for efficiency purposes to see if there is a place where we can make improvements. Thank you.

You know you have done more consultations on the budget, and one of the things you said is a respect to be a part of it and to create it. To continue Josh's question, I see many areas where we can consolidate or remove something through the budget. Do you have any experience from the beginning to the end and sit together and say, okay, friends, all these things I see can save money. This is Mubadir. This is good. What is your experience there? And is that something you want to do?

Of course, I have also worked in the industry, but in the private sector, where we do not have to go through the accounting process as you do in the government. But apart from the organization, in my opinion, to see through various things, the key is to make financial plans, organize multi-year financial strategies, and ensure that we prioritize essential services that are important to the citizens. Ensure that we pay attention to efficiency, consider budget savings, and in general, we want to ensure that we are able to maintain the stability of the city's finance. To do so, I can use my financial skills to help my team members and other departments facilitate the accounting process by arranging a multi-year financial plan and various scenarios. We can arrange different scenarios, for example, if we do this, what will happen? If the income this year is like this, we anticipate that there will be a decrease in income and make various different scenarios so that you can get the information to make decisions related to the budget.

Can you tell us about your experience working with financial institutions, either in looking for loans or working with government organizations?

I have never worked directly with the donation organization to get funds, because most of my experience is on the auditor's side. Of course, I have worked with the organization that receives the donation and I understand what is needed to report the donation. However, whenever I am asked to look for a loan application or to borrow funds, the first thing I will do is make sure I understand its needs, what its purpose is, and why we are trying to do it. We have to know what we want to achieve, the amount we need, and what options are available, whether it's financing options, if to borrow, or various opportunities that are available to meet the needs that we want to achieve. Then I will work with related officials, as it should be, to get information that will be conveyed to the Commission so that decisions can be made. Whether it's a financial advisor, an obligation consultant, of course a city councilor if needed, or other individuals who can contribute to the process of collecting information, so that I can provide the most accurate information to you. And regarding the obligation or loan, I will make sure to see more than just the interest rate and consider the entire loan amount, because there are many things that can affect how much the actual cost is for the city.

In your article, you refer to your experience in implementing, your extensive experience in implementing and optimizing the financial system, and that includes hiring, business loans, external management, process management, and increasing transparency reports. And in all of these roles, we always prioritize the development of collaborative and high-performance teams while ensuring accuracy and public trust. Can you give one or two stories that show or explain the statement?

Yes, when I worked at the bank as the bank's financial director, it was a relatively young bank and was a small community bank in Doton, Alabama. And when I worked there, one of the things we went through was to increase our loan equipment, our banking loan equipment, which forced us to go through a number of implementations for a year to update all the loan equipment systems. But at the end of the day, you know, you made us capable of, you know, arranging our processes, making us, you know, follow the development of technology, all that while trying to build the recruitment team. When I first started, you know, we had to bring in a few more people along with our growth. And while we were doing all that, I also built the personnel that was needed to be able to report bank finances. So that's one of the things I meant when I included it in my letter.

So, in the example where you found an exit, let's assume that the exit is correct. However, you may feel that it may be different from the opinion of the Commission.

Maybe it's still within the limit of the exit, but in your opinion it may not be a good management.

How do you handle that situation?

You said earlier that it might be something that is not in line with the Commission's opinion.

The Commission's opinion, but it's legal. And maybe you have concerns about whether it's a good resource management. So you don't pay, you don't pay the factory, that's what they say. How will you handle it?

What I will do is bring that information to the city management, including the commissioners, to explain what you know, what you are asked for, so that you can get guidance. Because in the end, in my opinion, I am not the one who makes the decision. Should I buy it or not? because I have to follow what the Commission orders. Especially if, as you know, it is not found to be illegal. But at the same time, part of my role is to be a good public fund manager. So if I have a question about that, then it is something that I think is worthy to be brought back to the Commission in order to get guidance on how things should be handled.

They demand from their city council that the area is not suitable for more than 7,000 reports that they write.

Speaking of strategic plans, do you think you have a strategic plan to overcome, if not alleviate, the situation that has just been presented with the legal release that was questioned? You know, in my opinion, it may help in that aspect.

I don't know if that will make things easier, because it depends on the nature of the output. Because when you talk about a strategic plan, you usually talk about a higher level. This is what we see and this is what you know, we anticipate it will be done for five years to come. While the situation he presented can be something that you know is quite detailed, which you will not see in the strategic plan. So it's very helpful to give guidance by having a strategic plan. In my opinion, it helps in the budgeting process to know what you think is important. direction that you want to bring to the city by having a strategic plan. I also think that a strategic plan is a document of life that needs to be changed and updated according to your needs, because your priorities may change depending on the reality of the actual situation. But in my opinion, it will not completely ease the problem.

Have you ever made structural changes related to the process of things in the organization and adjust yourself to it?

Give me an example of how you enter an organization and make changes to the structure.

The only example I can give about the change in the structure and workflow is when I was at the bank, remembering my experience. Because as an auditor, we give recommendations to the management for the change in the structure and workflow, but I don't apply it personally. However, there are things that have not been done at the bank that need to be done, such as the reconciliation of some of our Meraca accounts. That's what I had to do when I started working there and checking financial reports, because they weren't able to get a reconciliation for some of the accounts. So that was one of the first things I did, which was to ask someone to start it, so that we know exactly what organized the accounts. So... I have one more question. Do you have any experience in customer service?

because part of this role is to manage the water department, which is related to email and how we treat people. So do you have experience in the customer service department?

I have never managed a department like the water department directly, which provides a lot of customer service to the community. However, I feel that my experience as an auditor is a role directly related to the public and the client. I have to take care of and work with various clients throughout my career, as well as interact with employees from the organization that we audit. So I think I have developed the communication skills needed to manage the customer service department. One more thing, as a project manager, I have to communicate with the client when installing the software and train them to use the software. So, of course, I have the basics to be able to talk to the public. Is there a question, Mike? Yes, there is a question.

Has the branch already delivered everything? We end with, do you have any questions for us?

I don't have any questions prepared for you all. I have asked a number of questions in our individual interviews. But I just want to say that I appreciate the opportunity to be here today. And that I believe that public trust must be achieved. And this position is an important position that I know you will discuss immediately. And if chosen, my commitment is to serve the Organizing Commission and the citizens of Panama City with professionalism, objectivity, and accountability. Thank you for your attention.

Thank you very much. Thank you. Tobi.

He's a ninja. This little guy is missing. It's my birthday today.

I don't want to be alone. I just want to watch a movie like that.

Are we going to take the chair? Let them sit there. I can take them to the front. We're still in the afternoon.

That's what I'm saying.

Are you watching what we're working on right now? This is much, much more comfortable and softer than what we're working on right now.

All of us are more comfortable and softer. The city manager is more comfortable and softer.

So, both of them are on my list.

So, I already feel like they are very fond of this discussion when we started. Only from their resume aspect.

In my opinion, what I learned about them during the last month when we had the second interview, and today they really have very different expertise. So in my opinion, we have to focus more strategically on the expertise, what we want to see in the future. Right now, we have, oh we already have, and we currently have a temporary secretary, as well as the previous one, who does not have a background in CPA. What we see as the result is a delay in reconciling our accounts, because we do not have CPA in the team. And so, until Jus entered as a representative of Bendahara, there are a number of significant things that have been discussed. So, in my opinion, in every decision, you have to face it with your eyes wide open and understand that if you are moving towards what has been done in this city without the background of CPA, you have to provide staff for that, both as an audit firm and internally. And that position becomes more crucial for that matter. On the other hand, for a CPA, usually people in that field are not too oriented towards change. The role is very reset, very much on the delivery of information and very much on the stability of the agreement. I mean, even in the conversation, I feel, oh, I don't have to worry about the report, you know, as presented by Patricia. And then with Leslie, the case is very clear that this person will come in and they will try to make some very immediate changes and we can even see it planned for 100 days. So that's my opinion on the two. I don't know if I've told you. Who chose me right now because I really want to hear your thoughts. I think so.

Then, in November, the citizens will decide what this position will be like. And in my opinion, we have been given two candidates that will be very suitable, one for one position, and one for the other. And that makes this job much more difficult. I feel that Nonah Glees may be an option for the current position. And I feel that Nonah Oleski will be an option if we switch to a CFO type position if the citizens decide to go there. I think I agree with what Josh said here. Once again, I don't agree with one side because once again I want to know your opinions.

Yes, I like the plan of 100 days, in my opinion. He came with a research and planned a mature play. He has studied what we have said and talked about. And in my opinion, it is very good. Until I hope I think about it or even make it a request in the application process. About what will be done at the beginning, which is usually part of the interview process. Yes, what will you do if you get that job? That is the question I asked in the interview.

You are clearly smarter than me.

Did you hear that? It's recorded. I am an ordinary student. He is an interesting person.

I accept it. For me, I don't prioritize the expertise of the CBA, because we already have the staff, and we already have the role of the secretary-general, even if the voice recognition is not successful. So I am more inclined to someone who has a little more experience with all the government funding mechanisms, CBDG, HUDE, UM, Hibah, background, which is interesting about Hibah as well. And that's where I tend to choose a somewhat non-traditional role.

That's what I've done. So the value of the process that we have proposed by looking at it numerically, looking at our small parts, how they fit each other, and that helps me to get to the recommendations. And then the interview allows us to complete the trial and interact with the candidates at another level. And because of that, the role that we know might change in November is one that requires money. The backline accountants are the strongest candidates to have experience from an external perspective. Candidates who have life experience, but are not credentialed as we like to have 20 years of experience in government. And the latest, life experience in a challenging government situation. So by looking at these two criteria, I will say that the experience that we need to start and work with a plan, with an understanding of the government is something that I really consider. And in the spirit of not saying what I say, someone will open the door. But we will come.

Thank you so much for your time.

And...

I am truly convinced of what you said just a few weeks ago, that you have been here for a long time and this budget process is not something you have experienced before. My thought about Balai Kota is that there has been a long change of culture, it is needed. As someone who has long been involved in and disrupting the current budget process, it seems that you know there are things that are going on like this. Looking behind the scenes, I feel that you are saying that I feel that this can happen to one of them. One of the candidates to bring that ability through the plan as well as the meeting and finding out the needs as well as the desires, as well as the desires. Remember, I want a list of desires regarding the needs of the departments. I like that idea. I have learned that auditing is very important. It makes us get a memo because I want it to be there. And so that is the strength of this work that I have learned, that we need to make sure we are on time with the number of audits or our audit documents, so that we can, and I feel embarrassed to see it like that, and they are used to being on time. Okay, that's it. But Elon Musk doesn't want to employ someone with the title of a master.

He wants to employ someone with the title of a sergeant.

The reason I brought it up is, 20 years of experience, you can, you write the title of a master. You know, and I see the work experience or the real world is very important. And I can't tell you how to become a General Estat in a country because I can't do it myself. They don't teach you how to act. So I want to work with people who want to move and work, not those who are too educated. You know, it may be different for my mother and sister-in-law. The other is a big teacher, but that's the way I see it. And these two women have that. I believe the CPA is a little more educated. It's not a disqualification, but I feel like I like it more. Maybe it can be. I'm not sure.

I'm a broker, bro.

Yes, I tend to choose Nona Glass, only because it seems that she has a very broad experience with all kinds of interesting entries, even the questions asked to us about Marina, in my opinion. The point of view is also interesting. I mean, I don't think it's wrong from them. I tend to prefer the answer of Mrs. Glass and her broad experience. An interesting point of view that we can take advantage of from someone who works directly for us. And I tried to explain that to them both that this position works for this committee and don't work, everyone works for Jonathan. So this is one of our three reports. So I really appreciate his experience and I think he can give an interesting point of view with his experience. Although he is not a CPA, because the CPA is not too high in my list and we already have the expertise of that department.

I have a question based on that. You said they want to meet with the departments and everything. How can that be done, even though I like that idea? I want them to meet in person, they can talk to them. Everyone is very honest and open. How can that be done when everyone works for the city manager and the person asking is, is that allowed? Yes, the manager can't come and check. So everyone has to go through the writer at some point.

You know, the city manager is in charge of the accounting office, so there are many outputs that are agreed upon and follow the policy, it is indeed part of it. But the writer is our fiduciary person who is outside the system, and it is very important for them to understand the nuance, perhaps not stubborn about various things, but at the same time become a very good manager and give us information. And I think one of the things that I pay attention to, and what I'm looking for, which may not really have a question to be asked, is that the person must be someone who we can invite to work together. Without collaboration between the governor, the secretary of state, and the commission, it makes every decision difficult. You ask for the information you get, you may not know as much as you want. So we have to have someone who we feel we can invite to work with individually or collectively, because we will each be a person.

And then together we have to make decisions.

So for me, if there is a problem, I want to know if Jonathan has a problem in his apartment, I want to see it in the news. What do you mean? I don't want to see it after I get the permission. Do you understand what I mean? I want to be called. You know, I want to know something before I get to that stage. And my expectations are the same as that of Ani Terang. You will definitely face problems. You will definitely face problems. You will find people who make mistakes. And that must be handled. And that must be handled openly. But there is also the aspect of collaboration with us, that is, by providing information so that we are not surprised. You want to talk about how difficult it is in society when someone asks and you don't know the answer because there are people who don't share it with you. So in my opinion, that relationship is also an important component for us to evaluate. What can we do together? Who will collaborate with us? Because there will always be challenges. The challenges are now. There are challenges in the future.

I thought he was talking.

I thought it was him. I just wanted to say, I think what I heard was, I actually heard that we seem to have a little consensus about what I ... Yes, I mean, I think from our position today, and you know, I think when we move forward, if we make a decision tonight, that there must be understanding. that Piagam can significantly change this position and the candidate we choose and hopefully, you know, move forward with the final agreement, they must understand that their role can change, I mean, and they must be comfortable with it. Because in the end, it's not a decision we're going to make, it's a decision that will be made by the citizens.

But the financial part doesn't change. I mean, it's a bookkeeping job, right? I mean, it doesn't change significantly. We lost the administrative side of it.

I am responsible for the panitera. But the good news is that we have two candidates. I don't think any of them have the main background as a panitera. In my opinion, for the position of CFO, and I can only talk from my own personal experience, I am a greedy financial person. I've done a lot of things, experienced a lot of situations, but I didn't go to school to be a CPA. What should I have? I have to have someone with a CPA. I have to have that. You have to have it. But the question is, where is our position right now, and what is the best way to move forward with the decisions we have to make today? And in my opinion,

Looking at the experience, and that is the main factor for me, and today's interview helped me to explain that. And as I said before, experience, to be able to say I have done this, I have done that, and from within, is a key. And that is one of the reasons why I gave the experience question to one of the candidates, because we need Maintain momentum. Oh, the momentum is still going. And the fact that Leslie has been chasing, is chasing certification in that field is added with his experience, his knowledge. And I have never heard of it. And I will not, I want to remember the statement he said about living with audits. You know, it really lives with audits every day. It still sounds scary to me. I've never heard that. However, in this context, for what we're looking for, you know someone who is stubborn, using your words. In my opinion, that's the term I use for you, Skar. Stubborn. Why, Bidu? Sked.

The Scooby-Doo department makes a good change there. I think it is important for us to know, if we move forward in this direction, that both Jennis and I have communicated that we are doing an evaluation when a crisis occurs, about which structure will work best. That has to be part of the 100-day plan, which if a religious change occurs, it means we need to have a CPI in the team at all times. And you know, we need to have maybe a few, maybe a little more from the auditor. I don't think so. I don't think it's a must. In my opinion, they actually bring expertise that can do some things internally, but for the use of physical resources and investment portfolios, which are actually some of the things that you are concerned about, Brian. That is something that we have to ask the staff to look for input from outside or maybe send someone for training.

So today's staff asked Mosi to move forward with one of his initiatives. So with that, our budget is running. We have a voiceover that will take place in November. I agree that having someone faster than later in the team to help do that. I asked the two of them about reading the budget, investigating and helping us with it. Yes, I think we are in a good position here because these two candidates are very hot. That's the hard part.

Because I mean you both have a good resume. You both look very good here today.

I want to talk to you too.

Of course we have to move forward with one of you. So for others, please don't think of this as a bad assessment of yourself at all. Actually it will be fun. If we can work together. But we can't. So I... I'm a bit more inclined to Leslie because of the 100-day plan and the long-term vision in looking at the city and what we are facing at the moment. So, with that, I am happy to propose a motion so that we can proceed with Leslie Glass to negotiate the contract.

Second, discussion. And is that the right motion for this, Navin? Yes, it is. Okay, hit.

Ask my motion.

I just want to make sure that we don't like him. He is a young question. Okay. Discussion about Leslie and the way forward. Discussion about that. I think that's a quick decision for Hari. And I just emphasize again that we need to do an evaluation that will be an evaluation for about 90 days at the end of April. So that's a good point to do an evaluation. At what point do we do this process? Working with a contract, and we are talking about the contract, we want to discuss the compensation money at one point and have that right.

Who is negotiating it? Who is the judge? How does it all work?

The city manager will recommend that you give permission to the city councilor to do it in your name and give him a few thoughts and put it in an individual way that you want to see in the contract, then he will work with the candidate in the contract, then he will work with the candidate and then maybe place it on the first meeting in September. I will recommend before going too far in negotiating is that Nevin sign the current contract for us to check and say things that we might want to change. I like that. That would be very good. Do you appreciate that?

Evian, do you need to change my opinion? Do you agree? No. Okay. All right.

There are other discussions. Don't be so impulsive.

Commissioner Tritt. Commissioner Yugus. Yes. Commissioner Lukas. Commissioner Granger. Yes. Oelko Tebriang. The decision is 5-0. Thank you.

Congratulations. Congratulations to the very unexpected individual. Congratulations. I need a motion to wait for approval. Do you agree?

There is a discussion. I will call for a motion.

Commissioner Strip. Commissioner Yugos.

Yes.

Commissioner Lukas. Yes. Commissioner Granger. Polikota Brand. Yes. A motion to approve 5-0. Yes.