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   Strategic Planning Session

   discussed

   The Council held its annual strategic planning session led by City Manager Debbie Vance, reviewing proposed mission, vision, organizational values, and six organizational goals, plus updates to the eight strategic objectives adopted in 2016. Council provided direction including changing 'solid community' to 'vibrant community' in the vision statement, keeping the three communication/image/community-mindset objectives separate rather than merging them, adding a new strategic objective on improving organizational performance, and developing a separate mission/vision for the CRA. Discussion also covered key projects (Hacienda Hotel, Grand Boulevard multi-use path, Grady Pridgen's downtown townhome project) and concerns about homelessness and lighting at city properties.

   • direction:Change vision statement language from 'solid community' to 'vibrant community'. (none)
   • direction:Keep the three strategic objectives (develop community mindset, improve image of the city, communicate effectively) as separate items rather than merging them. (none)
   • direction:Add a new strategic objective on improving organizational performance, with staff to build it out and bring back to Council. (none)
   • direction:Develop a separate mission and vision statement for the CRA, to be addressed at an upcoming CRA planning meeting. (none)

   📍Grand Boulevard📍Marine Parkway and US-19📍River Road📍Sarazen Overlook📍across from Hacienda Hotel🏢Hacienda Hotel🏢River Road Church🏢SunTrust👤Andy👤Bill Phillips👤Charles👤Chopper Davis👤Debbie Vance👤Grady Pridgen👤Jeff Starkey👤Judy DeBella Thomas👤Kaiser👤Leonard Berry👤Mario👤Peter Altman👤Rob Marlowe#'On Great Service' by Leonard Berry#CRA (Community Redevelopment Agency)#Customer Plus / customer service program#DPS wage adjustment#Grand Boulevard multi-use path#Hacienda Hotel project#Marine Parkway/US-19 pedestrian overpass#Strategic Plan (adopted June 2016)#employee suggestion award program#parking study

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   [00:00:12] We've only got a couple of items on the agenda, the first being the strategic planning session. Mrs. Vance. [00:00:18] Thank you very much, Mr. Mayor, members of the Council. This is an important time of year for us [00:00:24] as we annually assess our strategic plan. [00:00:30] The process this evening will include an assessment of what has been accomplished [00:00:36] since we last sat around the table, which was about a year ago. [00:00:42] We will have an opportunity to adapt the plan to reflect either organizational or environmental changes. [00:00:48] We will additionally identify goals or action items that need to be taken to reflect [00:00:54] the current needs of the city. The strategic planning process [00:01:00] is very helpful to the staff in terms of understanding [00:01:06] your goals and objectives so that we guide the organization [00:01:12] towards program implementation and management of your objectives. [00:01:18] And it also helps to assure that the city is responsive [00:01:24] and relevant as it relates to the needs of the community. [00:01:30] And as I indicated, it contributes to organizational strength. Just to provide a brief history, [00:01:36] you first adopted a strategic plan in June of 2016. [00:01:42] We did work with a consultant at that time and the City Council, [00:01:48] department heads, and all developed objectives for the strategic plan. [00:01:54] We've met in May of 2017 and February of 2018 and April of 2019 to update the plan. [00:02:01] We're a little bit ahead of schedule this year, but I wanted to make sure that we were through the process [00:02:07] before the onset of the budget season so that the goals and objectives [00:02:13] would be reflected appropriately in the way we appropriate funding sources. [00:02:19] The parts of the plan that are new this year are a mission statement, [00:02:26] a vision statement, organizational values and goals, and strategic objectives. [00:02:32] In that respect, the staff and I took time to develop these items for your consideration. [00:02:43] We're not at all territorial about them and welcome your editorial changes. [00:02:50] If you determine that it's appropriate, but without them, the plan just wasn't balanced. [00:02:59] So we really needed to incorporate these additional elements. [00:03:05] The mission statement really defines why we exist as an organization, and it's supposed to describe an organization. [00:03:11] From the staff's perspective, we thought we should say that we are committed to providing outstanding city services [00:03:25] that enhance the quality of life for residents, to provide opportunities for the business community, [00:03:31] and to maximize the experience for visitors to the city. [00:03:37] In respect to the vision statement, that is more accurately predictive in nature. [00:03:46] It is what we want to become over time, and the vision statement that we have drafted for your consideration [00:03:54] is the city of New Port Richey shall ensure a solid community through use of responsible, transparent, and innovative local government. [00:04:00] These are very general statements, but I think that they capture the sentiment of you as it has been expressed to me over time. [00:04:19] Some organizations are leaning towards merging their mission and vision statements. [00:04:25] I think that they should be independent of each other, but I'll go through the full presentation and take your comments at any time [00:04:34] of any suggested changes or modifications that you'd like to see. [00:04:39] In respect to organizational values, we identified five, and they are to provide quality public service, [00:04:45] to seek continuous improvements in the efficiencies of time or money, to demonstrate respect, compassion, and integrity in decision-making, [00:05:03] and to coordinate internal and external resources when appropriate, and also to always ensure fiscal responsibility. [00:05:15] The organizational goals, of which there are six, are effective governance and professional administration. [00:05:24] The city effectively plans and prioritizes in a transparent manner to efficiently move the city forward [00:05:32] through sound leadership and effective business practices. [00:05:38] We will clearly communicate and professionally implement the services that our residents need, want, and are willing to support. [00:05:44] We also thought that it was important to identify a goal of safe, healthy, and welcoming neighborhoods. [00:05:53] In that regard, we have advanced a statement that the city believes that it is important to foster healthy neighborhoods [00:06:01] through the city by offering residents an opportunity to lead active lifestyles through neighborhood design, [00:06:07] which includes improvements to parks, sidewalks, and streetscapes. [00:06:12] And additionally, that the city believes that it is a principal responsibility to provide a range of attractive and affordable housing, [00:06:22] along with access to services that help residents meet their needs. [00:06:28] The next goal is a commitment to core services, reinforcing the primacy of community-based housing, [00:06:36] and the promise that the city is committed to meet the safety and welfare needs of the populace [00:06:41] while consistently adjusting service levels to reflect the needs and expectations of the community. [00:06:50] The next goal is responsible infrastructure and asset management, [00:06:57] and the premise is that the city will continue to invest in its infrastructure, facilities, and assets, [00:07:03] and support the principles of environmental sensitivity and historical preservation in that respect. [00:07:12] Sound fiscal stewardship, and the city shall provide and maintain relevant and accurate data in budgeting and decision-making. [00:07:20] The city shall make fiscal decisions based on needs, available resources, fiscal policies, and industry-wide best practices. [00:07:25] And lastly, as an organizational goal, we advance the idea of economic security and growth, [00:07:40] reinforcing a principle that the city shall foster an environment that provides individuals and businesses the opportunity for economic security. [00:07:50] The goal of economic growth shall be retained as a priority, [00:07:55] and a continued advancement of the city. [00:08:01] Are there any changes on any of those items, or do you want me to jump into the strategic plan update? [00:08:06] I'd add one on the vision. [00:08:11] I'm not exactly sure what a solid community is. May I humbly suggest maybe vibrant? [00:08:16] Yes, absolutely. Thank you. [00:08:21] I think vibrant is better as well. [00:08:27] I'd just add one. [00:08:35] I don't know if that's a value. [00:08:41] Okay. [00:08:46] Thank you. [00:08:51] And from my perspective, to coin a phrase of Mario, in the mission, the mission is committed to providing outstanding city services that enhance quality, [00:09:10] provide opportunities, maximize experience for visitors of the city. [00:09:16] That mission to provide outstanding city services is a laudable and a great goal for the strategic plan. [00:09:29] And so I guess my question is, will we have a mission statement for the CRA, which has a different mission? [00:09:35] It doesn't provide city services. [00:09:41] And I'm always trying to divide this up in a way that we can make sure that we're focused on that substantial resource and how we're going to operate it. [00:09:50] So CRA is getting the, it's hit with one of your goals, your organizational goals, but it really kind of becomes a separated organizational goal, [00:10:04] because the general fund doesn't have the revenues to get involved in economic development. [00:10:11] So it may seem like a picky thing, but to me, I've always struggled to try to make sure that the residents of the city recognize the difference [00:10:25] between our CRA fund, which is half funded by the county, and our general fund, which handles all of our city services. [00:10:32] So I don't know that we've really even in any of this acknowledged or recognized that role. [00:10:38] Now the city is supporting the CRA by loaning it money, which it has done, which is due to come back. [00:10:46] And so maybe when you get into that goal through the economic support, the goal of economic support should be to support the city's CRA in its effort to foster economic development. [00:10:58] If you can, if that makes any sense to you all, it helps to at least identify that component of the city. [00:11:04] As we wear that hat, it was separate meetings, and I don't know how you try, I know we don't like to differentiate it up here, and we say we're just cousins or brothers, [00:11:15] but one brother's got a lot of money, and the other one is borrowing it all the time. [00:11:21] And it's the one that's going to make the investments and take a little more risk and get a return to keep that other brother happy. [00:11:27] So I'm thinking a bit bipolar on that maybe, but my thoughts. [00:11:34] No, from my perspective in response to Councilman Altman's very good points, I think the CRA deserves to have its own mission and vision statement. [00:11:45] And I do plan to conduct a CRA meeting with you in the near future where we do a little bit of planning forward of projects. [00:11:50] And I think that might be an appropriate time for us to spend. [00:11:59] Good answer, I'm happy with that. [00:12:04] All right, good. [00:12:09] It could also be, in that effect of governments and professional administration, that's kind of where the CRA is, I think, a little bit, too. [00:12:14] Because it says, you know, it's, you know, implement service that our residents need and are willing to support. [00:12:20] Kind of somewhere where the CRA is. [00:12:25] Yeah, we could borrow that, too. [00:12:30] The other point made by Councilman Altman relates to customer service and improving organizational performance, really. [00:12:40] And that is actually something that I'm going to ask you to consider adding to your strategic objectives this year. [00:12:50] It isn't something that we've ever specifically identified in the plan, but it certainly is something that you have all been mindful of and supportive of as well. [00:13:04] When you ask, when I asked you, you know, if we could implement a wage adjustment for DPS workers because they weren't, their salaries weren't reflecting market data. [00:13:20] Or when I asked you to support an employee suggestion, award board programs. [00:13:26] You've always supported those things, but we've never really advanced it as an organizational priority. [00:13:32] And so I will be asking you to do that tonight. [00:13:37] Thank you, I'm happy with your answers, thank you. [00:13:42] All right, good, thank you. [00:13:47] We are going to be, as I've indicated to you, determining whether or not the strategies are consistent with our organizational mission values and operating principles, meaning are they appropriate. [00:14:05] Additionally, will the action items that are identified contribute to the agreed upon goals? [00:14:11] And then there's the feasibility element of things, which determines whether for personnel or financial reasons, whether or not the goal is attainable. [00:14:28] When we first set out to identify strategic objectives, you came up with eight. [00:14:41] And I will review them for you. [00:14:46] They are to mobilize reinvestment, to increase real property tax revenue, to develop a community mindset, to improve the image of the city, to develop partnerships, to improve the quality of life for the community. [00:15:00] communicate effectively and continue community policing improvements and invest in infrastructure. [00:15:09] As time has gone on, I think the differences in develop a community mindset, improve the [00:15:22] image of the city, and communicate effectively could actually be blended into one strategic [00:15:29] objective. Although I think originally they meant very different things, I think as a [00:15:35] result of some of the accomplishments which we'll highlight as we go through the plan, [00:15:43] the distinction between them is less distinct. Which four of those again? Develop a community [00:15:49] mindset, communicate effectively, and improve the image of the city. I think they're one [00:15:57] rather than three. But I'm going to let you determine whether or not you think that's [00:16:03] appropriate and we'll go forward with your direction in that respect. And this is where [00:16:12] I come to the point where I ask you for an either ninth or a sixth objective of improving [00:16:22] the organizational performance of the city. And if you agree that that should be advanced [00:16:30] as an organizational priority, then I have some suggested and perhaps some department [00:16:37] heads have some suggested objectives in that respect. [00:16:45] What are you titling it again? Improving organizational performance. [00:16:57] And I don't think by telling you at least some of the things that I think would be objectives [00:17:09] are new to any of you. You've demonstrated it to me in many ways, but certainly you want [00:17:14] to attract and retain a knowledgeable and a customer-driven workforce. You also expect [00:17:24] that we deliver services that exceed customer expectations. You recognize our need organizationally [00:17:34] to evaluate processes to determine if the outcomes are appropriate. We as an organization, [00:17:44] the department heads, believe in employee engagement and empowerment. And lastly, we [00:17:55] want to make sure that we are providing appropriate equipment and technologies to assure efficiency [00:18:01] and customer-driven service. And if you don't like that idea, then we'll leave it out of [00:18:14] the plan. But I think it's important enough to us in reaching our other goals and objectives [00:18:22] that we need to identify our biggest asset, our human asset, and set some objectives [00:18:29] for the staff. [00:18:32] I think, if you don't mind, I think that you've taken a step forward the last couple of years [00:18:40] with your customer service classes and stuff for your staff. And so to recognize it in [00:18:48] this document, I think, is real important. Because you started it, and now let's go ahead [00:18:55] and make it part of what we believe in from this desk, through what you've already been doing. [00:19:06] That's what the customer plus thing, the evaluation, the processes, having the right equipment [00:19:11] and stuff, that's all the things that you need to provide that for the... [00:19:16] All right, well, the department heads and I will build that out a little bit better and then [00:19:22] bring it back to you if there isn't any objection to it. [00:19:28] Okay. [00:19:29] I think Chopper's just pretty well nailed it. [00:19:32] What? Can you say that again? I want to record it. [00:19:35] Yeah, record it, please. [00:19:38] You might have to use that again. [00:19:39] It's going to be the next campaign. [00:19:41] Yeah, it is not another one. [00:19:43] The only thing that I'm uncertain of at this time is whether it would be your preference to leave [00:19:51] the three strategies, develop a community mindset, improve the image of the city, [00:19:57] and communicate effectively, blend those into one, or whether you still believe they need to be [00:20:02] independent of each other. [00:20:04] You know, right now, I think just, it doesn't hurt to leave them there. [00:20:09] Because when you put them in, then they mix together and one person might see one appear, [00:20:14] might see one a little stronger than the other. [00:20:16] And so if we leave them all, leave them that. [00:20:18] Let's do it. [00:20:19] I'd be inclined to leave them separate as well. [00:20:21] Yeah. [00:20:22] Okay. [00:20:23] Because I think you might lose something. [00:20:24] It could be good. [00:20:25] You're right. [00:20:26] Debbie, if I may. [00:20:27] Sure. [00:20:28] Write down the name of a book if you want to read it regarding service. [00:20:32] I read it in college and it just completely... [00:20:34] Okay, great. [00:20:35] Minor in hospitality, majored in business administration, On Great Service. [00:20:40] If you were your department head, it's not a homework assignment, [00:20:44] but it's an incredible book that talks about different businesses [00:20:47] and organizations throughout the state and how they differentiate themselves from their competition. [00:20:52] And I read that book in college and it's kind of what I model my current business on. [00:20:57] Thanks for suggesting it. [00:20:58] Andy typically will get books for us to read. [00:21:02] And I'm thinking that that's a great one for the next reading assignments for department heads. [00:21:09] Leonard Berry is the author. [00:21:12] You might add the other four since Jeff already has got it memorized. [00:21:19] Yeah, add four. [00:21:22] On the improve the image, as we're leaving it in, [00:21:27] the image of the city through branding or imagery or good services or tucked in uniforms [00:21:35] or whatever it is that you're thinking from a standpoint of the staff, [00:21:39] to me improving the image of the city, which does a lot of things to help, [00:21:45] is literally cleaning up our part of the city. [00:21:50] We have cleanup days. [00:21:53] I noticed the other day the old church we have on River Road, which is now a dog walking train for me. [00:22:01] But at the back end of that, on the back end, [00:22:05] there's a bunch of homeless folks that are regularly living back there [00:22:11] and they get flushed out when you come in at like 6, 7 in the morning. [00:22:14] And that would be the backside of the nation's bank building or the security. [00:22:21] River Road Church. [00:22:22] Yeah, the River Road Church. [00:22:23] It's a beautiful lot with trees. [00:22:26] It's a great place to walk dogs right now. [00:22:29] And yet my girlfriend is afraid to go there early in the morning [00:22:33] because she's always flushing out people with somebody's bicycle. [00:22:36] They're running in and out of there. [00:22:38] So improving the image of the city does factor into a comment I heard coming in, [00:22:43] which is the hanging out and smoking by the library, [00:22:49] the folks hanging out at the Sarazen Overlook, [00:22:53] which got so bad at one time the chief was ready to ask us to take it out [00:22:56] because it was just a hangout. [00:22:58] Now you've got some cameras up there. [00:23:00] It's relatively functional. [00:23:03] But improving the city means eliminating places to hide [00:23:07] because people are hiding in our alleys and in bushes that have grown. [00:23:14] And they just slip right over the fence and go back out through the backside of the bank [00:23:20] if somebody comes in this way. [00:23:22] So I think improving the image means the actual image, I guess is what I'm saying, [00:23:27] whether it's curb appeal but our own curb appeal. [00:23:32] That's just a thought that it might fit in there. [00:23:35] I don't know what you all think. [00:23:37] Just to piggyback on that, I agree 100%. [00:23:39] I do bank at SunTrust. [00:23:41] I'll go through the drive-thru at 19 SunTrust. [00:23:43] And the exact area you're talking about, [00:23:45] they literally just homeless leave their sleeping bags and their blankets [00:23:48] right between the fence and the bushes. [00:23:50] I mean, when you leave the drive-thru, you go, you can just see them lined up. [00:23:53] And they come back, and it's literally on a property that the city owns. [00:23:57] It's our church property. [00:23:59] And as far as the Sarazen Lookout, it has drastically changed since we put cameras in there. [00:24:04] But this is something I meant to bring up last night and forgot as well. [00:24:07] It's very, very dark at night. [00:24:09] And as I'm driving by at nighttime now, I'm seeing seven, eight, nine people at a time on bicycles [00:24:15] just camped out there at nighttime. [00:24:17] It's very dark. [00:24:18] I don't know if we can look into maybe doing some more effective lighting at the Sarazen Lookout at nighttime [00:24:23] because they, I mean, I'm sure it's kind of tough for the cameras to pick up what they're doing. [00:24:27] It's so dark in there. [00:24:29] And this is not a criticism because I know how hard everybody works. [00:24:32] But I think sometimes you clean up those areas. [00:24:34] They can't hide there. [00:24:37] We keep chasing them. [00:24:39] Maybe they'll go to holiday. [00:24:41] Okay. [00:24:43] The first strategy is to mobilize reinvestment. [00:24:49] And in that regard, we've been working under the premise that there are three objectives. [00:24:55] The first, identifying key projects. [00:24:58] The second, facilitate permitting process to enable investment. [00:25:03] And lastly, partner to catalyze investment. [00:25:09] The last time we talked about it in respect to the key projects, [00:25:16] we identified the Hacienda Hotel, the parking study that had recently been completed. [00:25:28] And in terms of progress, we've noted through the text what we think are pretty much in progress as green. [00:25:40] Yellow, we've noted as it's sort of in a standstill pattern. [00:25:45] And red is it has stopped for one reason or another. [00:25:53] The third key project was a pedestrian overpass at Marine Parkway and US-19, [00:26:00] which we haven't had any recent activity on. [00:26:03] And so we marked it as yellow. [00:26:06] The Grand Boulevard multi-use path project of which there are really two. [00:26:12] There's one south of Main Street to the city limits. [00:26:15] And then there's a second north to New Port Richey, both of which are underway. [00:26:21] Staff resources have been dedicated to support the projects. [00:26:27] And the last one was to maximize development of vacant lots in the downtown area. [00:26:33] That really was referring to Grady Pridgen's property across the street from the Hacienda Hotel. [00:26:41] We have had a good number of discussions with him in that respect. [00:26:46] We are expecting some drawings for townhouses to be built there. [00:26:54] And so we marked that as yellow. [00:26:58] We're expecting it within the next few weeks or month. [00:27:04] In terms of action items. [00:27:06] Just one question. [00:27:07] Go ahead. [00:27:08] Is he going to do some retail like Main Street Lannings? [00:27:12] He has, in my last conversation with him, [00:27:14] indicated that he would like to put in 10-foot ceilings in the first floor of the townhome [00:27:22] so that it can accommodate retail. [00:27:25] But he thinks that the time is not right for retail at that location. [00:27:31] And so he will be building it for a residential purpose. [00:27:36] After he comes to us for the incentives that he wants. [00:27:39] There's that hook, without question. [00:27:42] And also probably since you've talked to him, there's been a lot of movement with Kaiser too. [00:27:48] And I've talked to him since then. [00:27:50] He's even more excited about the project. [00:27:53] It will be offered at a price point that is higher than what we typically see in the city. [00:28:01] And so it's a very ambitious project. [00:28:04] And I'll be excited to share plans with you once they're submitted. [00:28:07] I would suggest that we might ought to have Charles talk to him about the vacancy rate [00:28:15] or lack thereof of empty retail in the historic downtown. [00:28:20] Because that might change his way of thinking about first floor retail. [00:28:23] We'll try every angle we have, Mr. Mayor. [00:28:26] Because I do too think it should be retail space. [00:28:29] You're talking about across from the Hacienda? [00:28:31] Yes, we are. [00:28:33] Some of the action items that were identified, almost all are in green. [00:28:39] We are going forward with an implementation of the parking study recommendations. [00:28:44] We've adopted, updated, and extended our CRA plan. [00:28:50] We are under construction. [00:28:54] Who responded to an RFQ that the city let for the renovations and operation of the Hacienda Hotel. [00:29:04] We have designated the former Trinity Hospital site as an opportunity zone. [00:29:09] We'll be conducting a meeting tomorrow with their staff about some ideas we have for the redevelopment of the property. [00:29:19] We are in discussions with property owners about infill opportunities and improvements being made to the Gloria Swanson parking lot [00:29:26] and Nebraska Avenue parking lot, both this year specifically. [00:29:31] And we have started some design work on a road diet for Main Street, [00:29:37] basically from the egress driveway on Main Street from Walgreens to River Road. [00:29:48] The next objective is to facilitate permitting process to enable investment. [00:29:56] And we will continue to provide consultation. [00:30:00] assistance to property owners, both commercial and residential, desiring to [00:30:06] make improvements, and Earl, Han, and Charles, and I are all called on for [00:30:16] shepherding some property owners that need help mitigating their way through [00:30:22] our processes. The Development Department has developed written tools [00:30:30] to assist property owners through the permitting process, and again, we are [00:30:35] providing ombudsman services. And I guess at this point I should be asking you, are [00:30:41] there, I'll get through the page and then we can talk, Mr. Mayor, if it's all right, [00:30:46] about any additional goals or additional action items that you determine to be [00:30:51] appropriate? The final objective under mobilized reinvestment is to partner to [00:30:59] catalyze investment, and as goals we said that it's important to seek development [00:31:05] partners and focus beyond the downtown area, to devote greater attention to the [00:31:11] current business community, and to maintain communication channels with [00:31:16] other levels of government. We believe that's happening on all fronts. The city [00:31:24] has joined the International Association of Shopping Centers in an effort to link [00:31:29] directly with retailers that can be recruited for the city. We are working [00:31:36] with the Chamber, Pasco County, private developers on economic development. We [00:31:43] meet regularly with other government officials. We have hired a [00:31:49] lobbyist to advance on the city's behalf, and we have built and continue to [00:31:56] maintain relationships with the commercial real estate community and work [00:32:01] with Main Street Organization on programming downtown events. Are there [00:32:07] any additions to mobilized investment, either in terms of goals or action items, [00:32:14] that you would like us to include in the plan? Well, again, this goes back to the [00:32:20] plan being almost a different color because the funds for most of this are [00:32:24] going to come through the CRA funding. So, you know, those incentives and [00:32:32] partnerships are going to be funded through the CRA. So, I can only say it's [00:32:40] a great to have that as the city goal, and it does help to jive up with the CRA [00:32:45] goal when we see them, but you can merely take this and replicate it in your CRA [00:32:51] plan because these are the things that, as you mentioned again, Charles, main [00:32:57] effort is helping to work through you as the director of the CRA to accomplish [00:33:03] those things, and that's where those funding sources are. So, I would also ask [00:33:08] you to look at the partner, the first sentence, actively seek development [00:33:13] partners and focus beyond downtown. I would prefer that you use either to [00:33:20] expand the focus to areas beyond downtown or to say and incorporate [00:33:31] areas beyond downtown into that action because, you know, all of the [00:33:38] studies we've done up to this point have said, and we are focusing so much [00:33:42] on the downtown. There was a day when I was involved years ago when there was a [00:33:46] big debate that we're putting too much focus on the downtown. I think the [00:33:49] recognition now it's the downtown that's helping us to attract these other [00:33:53] things. So, I don't want to have and focus on areas outside that be [00:33:58] misinterpreted as moving the focus to the outside. So, I'd rather have you say [00:34:02] expand the focus or a different word. I'd like to expand. I do. I've written that as well. [00:34:09] Thank you. If I may, I'd just like to congratulate you, Ms. Manns, along with [00:34:15] your staff members that are present and that are no longer with us, i.e. Mario. [00:34:19] When I look at this and the goals we set, you know, years, four or five [00:34:23] years ago, six years ago, and it's easy to lose track of all the positive things. [00:34:28] I mean, the Hacienda opening, Main Street landing, which sat there for over a [00:34:32] decade, the Central and Orange Lake, engaging Frank Starkey to invest so much [00:34:37] money into our downtown, set the bar for quality, and, you know, he didn't wait. He [00:34:43] saw, it's what he does for a living, but he saw the potential here. He didn't wait [00:34:47] for someone else to set the bar. He's setting it himself. So, the fact that [00:34:50] we're able to partner with people like that to give the investment and [00:34:53] reinvestment in our city, it's just the Kaiser University, these huge, huge [00:35:00] projects that we've been able to almost finalize most of them and to engage [00:35:05] over the last four, five, six years, to me, it's just absolutely amazing. If I go back [00:35:10] and six years from now, you tell me all these things were going to happen over the next [00:35:13] five years, I'd be like, that's pretty ambitious goals, we'll work on it, but they have, so [00:35:17] you've done a phenomenal job. Thank you so much for your kind words, and I know the staff appreciates it as well. [00:35:21] The goal along with him is this square foot, he went from, you know, when we came aboard, like six dollars a square foot, and now it's [00:35:27] somewhere between 16 and 20 dollars a square foot. That's insane. You know, and I [00:35:31] did a walkabout, I don't know, within the last year before Mario left, and I walked [00:35:37] from, or he and I walked from City Hall here down to down Main Street to, and [00:35:45] then only picked up grand between the Circle and Delaware, and there was [00:35:52] a hundred and seventy units, and when we came aboard, there was only 80 [00:35:56] units being occupied, you know, and now there's over 140, and that [00:36:01] didn't count Main Street landings. And I think the quality is [00:36:06] really obvious. My eldest granddaughter had not been down around the lake until [00:36:13] last week in quite a while, and her comment when she saw the Central on [00:36:18] Orange Lake was how really classy and nice that looked, and how just the [00:36:26] appearance of it. My wife relayed that to Frank Starkey. I think he was almost [00:36:31] ready to hire her as a future architect. But it really looks nice, and [00:36:38] after what we had with the bombed-out building look for Main Street landing [00:36:46] for so many years, that has come out and looks amazingly nice, and it's [00:36:53] functional. I mean, when you go in there and look at it, it's just what [00:36:58] Dr. McGurn did there was just phenomenal. And it's that sort of quality that [00:37:04] people are seeing. They're seeing at the Central, they're seeing at Main [00:37:09] Street landing, they're seeing it with the projects that have been built up along [00:37:12] Main Street, and I'm positive that's why folks like Kaiser are saying, yeah, we [00:37:17] want to be part of this. It took a long while to get the Argus building, you know, [00:37:22] shape their bodies a little bit, wake them up, but now what [00:37:28] about the corner by Swetman and that south side there, south side of [00:37:33] Griffin? We're still finding them daily or whatever? [00:37:39] I don't know if it's daily, but I know we have cited them for several violations [00:37:44] on property maintenance. It's real weird, I mean, I don't need people to know the [00:37:48] history, but the building on the northwest corner sat empty forever, and [00:37:53] everybody was in the southeast corner, then, you know, and then they finally [00:37:57] fixed that one at the northeast corner, but it moves in there and the other one [00:38:00] goes to hell. Are you comfortable moving on, Council? Great. That whole area going [00:38:14] down, that going down grand, I mean, it's real, a lot of the offices, they're empty [00:38:20] there where the doctors used to be and stuff too, so keep an eye on that too. We [00:38:26] will do so, thank you. The next strategy that I'd like to address is to increase [00:38:32] the real property tax revenue of the city, and in that respect, I think there [00:38:40] were three, if I'm not mistaken, objectives set forth. The first was to expand the [00:38:48] tax base, the second was to increase taxable value of residential properties, [00:38:54] and the last one is to expand the taxable value of commercial properties. [00:39:03] The goals that were set forth to support that related specifically to an [00:39:12] annexation study and strategy that was developed. We have not developed a [00:39:21] long-term annexation plan, though, or started to put together promotional [00:39:27] materials that would articulate the value of annexation. We are still [00:39:32] somewhat in a holding pattern with Pasco County as it relates to enclaves. Part of [00:39:43] their hesitation to enter into an interlocal agreement in respect to that [00:39:50] item had very much to do with the boundaries of our CRA district, which [00:39:57] upon some analysis we've determined, as you've suggested to us, that there are [00:40:03] two neighborhoods in the city that could very easily be taken out of the [00:40:08] boundaries of the CRA, and I have presented that information along with [00:40:14] Charles Rudd to Commissioner Moore last week, and with that being done, it sounds [00:40:24] like some of the apprehension on the part of the county has started to [00:40:28] dissipate. So we'll be back with them on that. The action items were to continue [00:40:35] to work with a consultant, which we did, prepare a recommendation for council's [00:40:39] consideration, which was accomplished, again, in the yellow, entering into the [00:40:44] mutual consent agreement with Pasco County, and identified preliminary [00:40:50] enclaves, and we're moving forward. The last thing that we have in action item [00:40:57] is to amend the comprehensive plan to provide for greater densities. That [00:41:01] certainly would help, and we just recently added that to our list of [00:41:06] action items, so it's red at this time, but I'm sure Earl's going to get it up [00:41:11] and running for us. I particularly liked the discussion we had Tuesday night [00:41:19] on the changes in the zoning and land use that would allow [00:41:27] somebody that was interested in getting additional density near the downtown to [00:41:33] buy up some of those crappy duplexes and triplexes. I see the Deputy Mayor just [00:41:39] smiling. We've all got them near us because they're all over town, but buy [00:41:45] some of those things up, bulldoze them, and put some nice single-family [00:41:49] stuff in there, and then use the additional density where it would be [00:41:54] closer to the downtown core for walkability purposes. I think it's a [00:41:59] great idea. I have to credit Earl for that. That ties right back to this [00:42:05] increasing density. So Earl, thank you. When we started talking about it [00:42:10] Tuesday night, I thought it was just brilliant. Earl and Dr. Cato, right? Dr. Cato endorsed your plan, yeah? [00:42:18] That's correct. Dr. Cato also has a triplex right across the street from him. [00:42:26] I'm not opposed to someone owning multi-family properties, but [00:42:31] unfortunately in our city limits, the investors that have purchased them are [00:42:35] not, for the most part, they're, I could point out some in the North River, a [00:42:39] couple North River neighbor, that are quite nice actually, but for the most [00:42:42] part, these multi-unit duplexes and triplexes have been bought up by what I [00:42:47] like to refer to as slumlords, as a generous description, who, like I [00:42:52] said Tuesday, just completely turned a blind eye. That's why it may sound like [00:42:55] we're being cynical up here, but it is what it is. That's what they turned into. [00:43:00] When they were built like that 30, 40, 50 years ago, it was probably a different [00:43:03] story, but that's what they transpired into. You see the way they're around town, just [00:43:09] in different areas, it's just, you know, I think it was probably an economic [00:43:12] situation and somebody came in, bought the property and said, well, hey, I'll [00:43:15] build three units here. And they're like, somebody is sitting up here and said, yeah, let's go for it. [00:43:19] I think with the changing in density and one of the discussions we've had on [00:43:25] and off has been about the implementation of allowing for ADUs where [00:43:34] you've got an owner-occupied house and then a smaller accessory dwelling unit [00:43:38] on the same parcel. To my way of thinking, that's a lot more acceptable than just [00:43:45] these corporate duplexes, for lack of a better term. [00:43:51] You guys were in high school when some of these were built. Yes, sir. [00:43:56] Mr. Mayor, on this objective, because it's talking about increasing the taxable [00:44:03] value, which is an economic factor, it's an economic objective, I [00:44:09] think that building an economic tool that will allow us to quantify what [00:44:15] we're doing, too, and to be able to see that and demonstrate it is going to be [00:44:18] particularly important as we decide the priorities of where we want to put our [00:44:22] money. The other thing that it could be certainly an action item to try to go [00:44:27] after, and when we were at the last MAP meeting and the different mayors were [00:44:31] giving their reports of what they had done in their cities, and when I [00:44:37] heard former Mayor Black crowing about the three million plus in community [00:44:46] development block grant funds they got for a drainage project, I know that there [00:44:53] was a move by us at some point to wean ourselves from the annual allocation of [00:45:00] $250,000, $300,000 a year, whatever it was, which we had to wait for it to time out, but I think in terms of increasing taxable value, [00:45:09] if we select a good infrastructure project that can help to clean up and do some, [00:45:17] and particularly with some of these resilience issues that helps to clean the river. [00:45:22] I mean, these are kind of perfect for these urban drainage projects that we can come up with [00:45:28] that can give us the leverage to change the look and the density of some of the area downtown. [00:45:33] So if they can get $3.5 million, if we could get $3 or $4 million and add that to our trust fund capabilities [00:45:41] and our tax increment capabilities, we could be imagining some pretty good stuff. [00:45:46] So I don't know how you put that in the task or action items to be done, or that's something you're going to come up with. [00:45:55] Your points are duly noted, and we'll come up with something. [00:45:59] Thank you. [00:46:00] The second objective is to increase the taxable value of residential properties, [00:46:06] and the goals set forth in that respect were to upgrade residential housing stock [00:46:13] by implementing programs that support citizens and neighborhoods. [00:46:18] The first action item that we advanced was to continue the residential rental inspection program [00:46:26] that has turned out to be a very successful program for us. [00:46:32] We also, and I'm not, oh yeah, we do. [00:46:36] We have the housing rehabilitation program, which is also very helpful. [00:46:41] We are loaning money to property owners that would like to implement housing improvements [00:46:49] and doing so at 0% interest. [00:46:52] That money is repaid to the CRA at the time of title transfer, [00:46:59] so we will have a revolving fund then to make available to other property owners. [00:47:06] We have not fully assessed our existing housing programs [00:47:10] and inspection services to identify strengths and gaps. [00:47:15] Earl, Han, and I will be working on that. [00:47:19] Robert and I are working on an infill housing program. [00:47:25] We want to implement a neighborhood reinvestment program. [00:47:30] We are interested in implementing a certificate of compliance program, [00:47:35] and Earl and I will be bringing that back to you later this year. [00:47:39] We would additionally like to adopt a rental rehabilitation program [00:47:43] so that the owners of rental properties in the city can take advantage of loan opportunities [00:47:52] to implement improvements on their rental properties. [00:47:56] The source of funding I have in mind for that is the community development block grant program, [00:48:01] which we will be receiving an appropriation from this year. [00:48:06] That's a loan situation where they'll be paying it back? [00:48:09] Yes. [00:48:10] Cool. [00:48:12] On this item, it came to my attention earlier in the week or into last week, [00:48:20] I don't recall which at this point, [00:48:22] Pasco County has looked at the fact that we had a residential rental inspection program, [00:48:28] and they have created a registry, but they took it one step beyond where we have. [00:48:37] Not only are they registering rental units, but they're also registering vacant units [00:48:45] so that the police and the other emergency responders [00:48:50] have a way of getting in touch with whoever happens to belong to what may be a vacant property. [00:48:57] That's actually not a bad idea. [00:49:01] Chief Bogart, if you could help me out with this item, [00:49:05] I'm certain that we have a similar program to that in place through a third-party provider [00:49:13] who passes the information on to the ordinance department. [00:49:17] Is that correct? [00:49:19] What you're talking about is properties that the banks have taken back? [00:49:25] Yes. [00:49:27] All vacant properties. [00:49:30] Not just that, but if somebody, an elderly person, moves into an ALF [00:49:39] and their family is suddenly having to deal with a vacant house [00:49:44] before it ultimately goes on the market, that house is vacant. [00:49:51] In the county, the sheriff's department has a list of those [00:49:59] and also has to contact people as well as if there is anybody that may be living in it from time to time. [00:50:08] It basically provides a point of contact. [00:50:10] If you get a call to 123 Broad Street and it's nominally a vacant house for whatever reason, [00:50:23] you would have the ability to pull up a phone number to call somebody [00:50:27] that actually has some authority over the thing to let them know that there's been a break-in [00:50:34] or there's been an issue and to deal with potential trespass and other issues [00:50:40] so that we don't have people moving into these vacant houses and squatting [00:50:47] or creating other criminal-type activities in what is a non-occupied house. [00:50:58] I thought it was actually a pretty good idea. [00:51:02] I was just going to say a great example is that house just east of the post office, [00:51:06] the old frame home where they tore the home down and they put a fence up, [00:51:09] and that was just a vacant house. [00:51:11] No one really knew. [00:51:12] I mean, Catherine Starkey would call me on it, and I'm like, [00:51:14] well, that's in the county, not city limits. [00:51:16] But it turned into basically a hub for drug addicts, and I believe the person lived there had passed, [00:51:22] and the owner was up north and just didn't do anything with it. [00:51:26] And before you knew it, there was 15 people on bikes on a daily basis going in [00:51:30] and out, and they didn't know in there. [00:51:32] I mean, they were just drug addicts that found, like you said, [00:51:36] a vacant piece of property that wasn't looked after and made it their own. [00:51:41] So it sounds like a good enemy as well. [00:51:43] We routinely identify properties where no one is there because they're not maintained, [00:51:49] and code does do the homework and identifies the current one on the tax rolls [00:51:55] and then does their homework trying to get hold of those places. [00:51:59] Oftentimes they are going through foreclosure, [00:52:02] and there have been instances, like you're talking about, [00:52:06] where we found that it was someone that was now out of state, inherited the property, [00:52:12] and just let it get in a state of disrepair. [00:52:16] But I'm just going to say it would be quite challenging. [00:52:19] I'll check with the sheriff's office and see how they obtain that information [00:52:23] because our code people basically do an investigation. [00:52:28] I mean, they really have to keep digging to identify these out-of-state property owners. [00:52:33] That's the point is that the county, you can fill out a form online that says, [00:52:43] this is my property or my family's property. [00:52:47] Here's our contact information. [00:52:50] Mr. Mayor. [00:52:52] Go ahead. [00:52:54] I think it's important that we report back to you on our specific current practice [00:53:00] and also look at the county policy to see if there are some methods [00:53:05] by which we can improve our current system. [00:53:07] This one's apparently brand new. [00:53:09] I just saw something showed up on Facebook on it, [00:53:12] and that was why I investigated it, [00:53:15] and it looks like something that we might want to take a look at. [00:53:19] I should have taken an option when I had it. [00:53:22] So the Tyler Technology, when they first pushed their software system to us to handle this, [00:53:29] was really going to give us an opportunity to cross-reference a lot of stuff. [00:53:34] So, you know, in my old role and with the finance department and the billing, [00:53:39] it was always my belief that the water bills, if there's water running in a house, [00:53:44] there's somebody there. [00:53:45] If there's not water running in a house, it's probably vacant. [00:53:48] So we have all the capability, according to Tyler Technology, [00:53:53] to be able to run reports that will tell us where activity is occurring and isn't, [00:53:59] and if we cross-reference that with rentals, with homeownership, [00:54:04] then you have all the snowbirds that leave for six months of the year, [00:54:08] we can start reaching out to those property owners to encourage them to give us more information, [00:54:13] because if you're renting, you have to give, and you're an out-of-town renter. [00:54:17] We had this discussion up here months ago. [00:54:19] You have to fill out and have a local person. [00:54:21] If you're leaving and we put it in our newsletter, for example, [00:54:25] this might be a good place for something like that. [00:54:27] Hey, if you're a snowbird, if you, because, and probably too late, they're all headed back in a month, [00:54:32] but, you know, let us know, or as we get people access to their own water billing and putting on, you know, [00:54:43] I don't want any water coming out of my house for the next six months. [00:54:46] They'll get notified according to our billing software if we use all of our technology that we have. [00:54:53] So we have a lot of technology, and I just want to add one more thing to that. [00:54:56] This is the census coming up. [00:54:58] You know, our revenue stream is critical on being able to count everybody, [00:55:02] and I would really love to see an initiative that helps us to identify, you know, [00:55:07] usage in residential properties in the city and match that up when we see that census document [00:55:14] that nobody lives in these five houses of what there happens to be 17 bicycles coming out of them [00:55:20] or whatever it is that the police knows. [00:55:24] And then one final thing I would add, that vacant city-owned property wouldn't be a bad thing to have on a list for code enforcement, [00:55:34] not to rat on the city or the departments, but to say, you know, as an example, [00:55:41] you all have extra service in the place we talked about earlier by the church property [00:55:46] because you've been adding extra detail in that area because of some of what's going on. [00:55:54] For you, you're not going to get out and clean it, [00:55:56] and maybe Public Works doesn't want to hear, hey, we'd like you to clean this area up, [00:56:02] but that's the kind of cross-referencing and excellent service I think that the Deputy Mayor was trying to promote [00:56:10] when he talked about picking up a cart if they see it or, you know, looking a little beyond the scope of the immediate duties. [00:56:20] So thank you for that. [00:56:22] I took a lot of time after waiting so long. [00:56:24] I couldn't help myself. [00:56:25] I filled up. [00:56:28] To complete the action items on this objective, we have started to foreclose on lien properties, [00:56:37] which is a new practice that we are doing on slum and blighted and other code violations. [00:56:46] We are working on implementing the ULI residential housing program recommendations. [00:56:53] We've established and implemented a municipal civil infraction program, which is yielding great results. [00:57:00] It, in short, provides for fines for violations of code enforcement items, [00:57:11] and we have found that to be an effective way to earn compliance on those items. [00:57:18] We also have placed or will be placing code enforcement fines on tax bills. [00:57:25] We're working on the urban core residential study, [00:57:28] and we need to continue code enforcement sweeps for areas with high call volume [00:57:34] and continue the housing rehabilitation program. [00:57:41] The final objective under that strategy is to increase the taxable value of commercial properties, [00:57:50] and the goals are to address the substandard businesses currently in operation, [00:57:57] to diversify the business mix in the city, and to attract additional businesses to the city. [00:58:03] In terms of action items, we have started to address deficient standards. [00:58:09] We have done so for motels and used car dealerships on U.S. Highway 19. [00:58:15] We are offering incentives as appropriate. [00:58:18] We're implementing many development agreements, [00:58:21] and we have developed a recruitment strategy and produced some marketing materials. [00:58:28] Is some of the CRA money available to those hotels and car dealerships? [00:58:33] Is there a program? [00:58:34] Yes. [00:58:35] Okay. [00:58:36] It will be. [00:58:38] So it doesn't say we're not just thumbing them, we're offering them? [00:58:40] No, we're not, and we're working on a program to provide assistance specifically at this point [00:58:47] to used car dealerships who will be implementing some landscape improvements [00:58:53] over the course of the next eight months. [00:58:57] And Julian's Auto Service has agreed to be the first one to implement the new standards, [00:59:05] and we're working with them to figure out what the parameters of a grant program should be [00:59:11] so that they're fair to everyone. [00:59:15] We are working on the development of a plan for the U.S. Highway 19 corridor, [00:59:21] develop a business mix strategy for the downtown area, [00:59:26] and we are proactively communicating new ordinances to new businesses, [00:59:31] although we see some room for improvement on our part [00:59:35] and the manner in which that information is being disseminated. [00:59:42] We are regularly submitting ordinance to the council to address blight conditions. [00:59:50] We have participated in property assemblage, a retail analysis, and a shopability study, [00:59:58] and we are now working. [01:00:00] on, as Councilman Davis pointed out, ways to fund incentives that promote improved [01:00:09] stewardships of properties located on US Highway 19 and work with the county [01:00:14] additionally on substandard properties under their jurisdiction which are [01:00:20] situated on US Highway 19. With that being said, if there isn't anything [01:00:28] additional, I'll move on to the next strategy which was to develop a community mindset. [01:00:34] As I remember it, the objective of that was that you wanted to instill pride and [01:00:43] ownership of residents of the community. The goals that were identified were [01:00:52] clear messaging about pride in community, clear roles and contributions for [01:00:58] community groups, and set the tone for community pride by investing in our own [01:01:04] infrastructure and delivering high quality customer service. The action [01:01:11] items which are all green at this point are the publication of the city [01:01:16] newsletter, the implementation of the wayfinding signage project, continued [01:01:22] program to upgrade and maintain the municipal facilities, we distribute [01:01:27] minutes from all boards and commissions to the City Council, engage the public by [01:01:33] establishing citizen groups when it's appropriate, we have activated the [01:01:40] Jasmine Park Neighborhood Board to build relationships there surrounding some [01:01:46] improvements that occurred at Jasmine Park, we've activated a preservation [01:01:52] board, a historic preservation board, we prioritize and conduct city-sponsored [01:01:59] family-friendly events, we have established special event standards, and [01:02:05] we work with permitted events to encourage a family-friendly atmosphere. [01:02:10] We're building and developing a plan to celebrate the library's 100th [01:02:17] anniversary and he's very busy on that. We've established customer service [01:02:22] standards for the city staff and implemented a customer service program [01:02:27] for them as well, and we continue to promote quality library and recreational [01:02:33] programming. Not directly associated with the adding an action item or anything, but given Tuesday night's [01:02:43] discussion regarding Chasco and some of the changes they've put into place, I [01:02:51] would like us to sit down at some point sooner than rather than later after [01:02:57] Chasco is completed and let's chat about some of the things they're doing for the [01:03:04] first time this year. Certainly, Mr. Mayor. I do have an action item that you could [01:03:10] add to that, which I think, which you've done, which you've completed, that [01:03:16] you could crow about, which is one of your measures was increased [01:03:21] participation in this whole community mindset. It's certainly that Christmas [01:03:28] golf cart parade that was supported by police, finished by the police coming out, [01:03:35] all the friendliness, the positive PR out of that. I don't know what you can say, [01:03:40] but it really is positive reaction to citizen initiated, citizen initiatives. [01:03:49] This wasn't something we designed up here, it wasn't a recreation plan, it was [01:03:54] a sort of just grew from SIPP, I guess, and today is the day, isn't it, that [01:04:00] there's some ownership change there. But I think that, you know, that was kind of [01:04:11] a surprise to everybody to see that, and I've got to say it's been a major topic [01:04:16] of excitement for people to live in a golf cart friendly community when you [01:04:20] talk to them and say, boy, you guys have a kind of a lifestyle thing going here. [01:04:24] I would never have expected 150 golf carts to do a Christmas parade. But there was a city [01:04:30] support for that, and it didn't have to say we can't do it, we don't have enough [01:04:34] police for it, or we have to get approvals. I thought that was a, and I [01:04:41] think you made the comments, Dr. After it was over related to that, but I think the [01:04:46] same thing applied to the Halloween trick-or-treat downtown, and having some [01:04:54] of us that were in the patio area of the Hacienda, and Jim Gunderson happened [01:05:07] to be in town, and he came in and saw that, and was just blown away by the [01:05:12] cohesiveness, the community, and how neat it was. So I think, you know, that's [01:05:23] again, we had some police help with it, fortunately, this year, because it was a [01:05:29] lot bigger than the previous year, which was, I think, a surprise how big that was. [01:05:35] But where the city has come in and basically augmented and helped with some [01:05:42] of these ground-up type projects and events that have just sprung up, and golf [01:05:52] cart parades, one, and the trick-or-treat. That could be an added action item that [01:05:59] will support community-initiated events. [01:06:12] Yeah, I just have a kind of comment, and this kind of encompasses the whole [01:06:16] thing to develop a community mindset. We have such a high rate of renters in the [01:06:20] community, and I think that's a huge factor in increasing all this, you know, [01:06:26] in the community mindset. And I just, you know, we want them to be homeowners. We [01:06:31] all know that if you're a homeowner, you have more ownership and pride in the [01:06:35] community than, say, you know, a renter would. Not to say there aren't renters [01:06:40] that do, but maybe there's a way to reach out and try to engage the rental [01:06:45] community, and taking pride in their community, and, you know, working through [01:06:50] their landlords, maybe. Something to get them engaged, because, I mean, basically [01:06:54] that you could, you know, double your participation just there. So maybe [01:07:00] there's some way of engaging them somehow to bring them into the fold. [01:07:04] Brainstorm that. Maybe something for Brian. You have to dwell down a little [01:07:11] bit to get to the events that are on their calendar. I was wondering if it [01:07:16] might be something brought up to the surface of the, you know, our main page [01:07:21] where you would click and you would have the week's events. Sure, we can do that. [01:07:26] You know, because then if it keeps rotating, or maybe, you know, maybe [01:07:30] regularly, you know, I don't know, somehow you work on it, but anyhow, it just, you [01:07:35] don't have to dwell down as far. You can pay your electric bill pretty quickly, [01:07:39] but you can't find out what's going on. Piggybacking on Mr. Murphy's, [01:07:48] Councilman Murphy's comment on the renters. I don't know what study had said [01:07:54] it, but that the population of the city was changing every five years, or 50% [01:08:00] changed in every five years. So not only converting renters into homeowners, but I [01:08:07] think maybe what you were getting at too, which was getting renters to feel [01:08:15] like homeowners, staying here. The schools suffer because we have this quick [01:08:19] turnover, that people are coming and going so quickly. We want to have a [01:08:25] stable rental community of folks who are renting, because that's, with the cost of [01:08:30] homes and all that stuff, it is an option that a lot of people are looking [01:08:33] at now. But we want renters who are going to stay, not people that are just running [01:08:37] from one cheap place to another, getting chased out by the neighborhood or [01:08:41] whatever it is that's causing them to move. And just a public service [01:08:45] announcement. If you are a landlord, put it this way, property values are increasing. [01:08:55] Like I said, I have good friends that are flipping homes, and when they flip, [01:08:59] they're not just flipping to flip. They're Ryan Rapp, Alan Sofran, and people [01:09:03] that I know are taking dilapidated homes and putting a lot of money into them, [01:09:09] and they're making a lot of money off of them when they sell in the city limits. [01:09:14] So if you're a landlord, if you would take the initiative to put some money [01:09:18] into your property, maybe some landscaping, spruce it up, do an upgrade [01:09:23] to the kitchen, you can charge and you will get more rent for an initial [01:09:29] investment of, you know, depending on how much you want to put in. I won't put a [01:09:33] dollar figure on it, but instead of just being used to the status quo, I got this [01:09:39] little, you know, not-so-nice house, but I got tenants in there I'm getting 600 [01:09:43] bucks a month for, put some money into it. You'll get a thousand a month because [01:09:47] the demand is there. People are wanting to move to our downtown, and you're [01:09:51] missing the boat by not sprucing up your properties and [01:09:54] putting that initial investment in that's going to pay you back over the [01:09:59] months and years to come. [01:10:07] Next strategy is to improve the image of the city. The objectives set forth were [01:10:12] to develop a brand image that reflects the city, to deliver high-quality [01:10:16] municipal services, and to enhance the quality of life. In respect to the brand [01:10:24] image, the goals were to scope and size a branding campaign, to understand [01:10:31] resources, and develop a time frame. And we have contracted with a marketing [01:10:37] company to develop that brand image and campaign strategy. We have [01:10:43] added a marketing position to the city workforce, and we have upgraded the city [01:10:49] website and improved our social media presence, although we have plans to [01:10:55] further improve both of those items. In terms of delivering high-quality service, [01:11:04] our goal was to deliver consistent good service, high standards for municipal [01:11:10] projects, to recruit and retain the most qualified individuals, and implement [01:11:17] projects in a more sustainable fashion when possible. We've indicated all green [01:11:28] for the action items included in that objective. Maintenance and upkeep of [01:11:36] municipal equipment and buildings continues to improve. We have provided an [01:11:41] integrated system that allows customer input on service performance. We solicit [01:11:48] them to provide comments. We respond to their communications. We are creating [01:11:57] visually attractive gateways into the downtown and the city on major roads and [01:12:02] avenues. We have improved the business tax receipt process, and we are working [01:12:09] to even improve it further. The functionalities for utilities has been [01:12:16] added to the web. And sustainability-minded projects, we have a [01:12:21] solar-powered LED crosswalk station. We have installed eBay stations at several [01:12:30] locations in the city. We have LED conversion of our street lights, and we [01:12:35] are now installing solar panels at the library. In regard to the enhanced [01:12:44] quality of life objective, we have fostered the revitalization and [01:12:50] preservation of older areas of the city, and to develop and redevelop new areas, [01:12:56] amenities, and services. In terms of public improvements, we've conducted a [01:13:04] library space analysis, which has allowed us to go forward with an [01:13:10] improvement project, which we are currently designing and developing. And [01:13:17] we have implemented phase one of the James E. Gray Preserve Expansion Project, [01:13:22] and working on phase two of the project. And we have included a story walk, which [01:13:30] will be premiered this weekend, Saturday at 10 a.m. is it? At the Gray Preserve. [01:13:37] And you're all invited to be there for that occasion. [01:13:41] Surprise, I just want to say a little plus here for Andy. The program, the [01:13:47] programs that she's having at the library are not what I ever expected out [01:13:52] of a library. You know, they're just, you know, great programs, music, this [01:13:56] storytelling, I mean it's just, it's just thinking out of a box. Thank you. [01:14:01] The other action items noted are we're increasing opportunities for community [01:14:07] education, both at the library and the Recreation Center. We're targeting older [01:14:12] areas of the city with redevelopment projects, established parks and [01:14:17] maintenance, I'm sorry, park maintenance standards, and we've [01:14:22] implemented the LED dark spots project and completed the construction of the [01:14:27] boardwalks at Orange Lake. [01:14:37] Develop partnerships was the next strategy that was identified, and there [01:14:45] were three goals established. The first was to evaluate objectives with current [01:14:52] partnerships and determine future directions and appropriate action steps. [01:14:57] Build and maintain relationships with... [01:15:00] partners and expand relationships with the business community. In that regard, we have [01:15:06] conducted an inventory of current relationships and performed a needs and opportunities analysis. [01:15:13] We partner with the school board, the school district officials, and principals of local [01:15:18] schools to share facilities and resources. I conduct regular meetings with the county [01:15:25] administrator and several assistant county administrators. I think we all collectively [01:15:30] work to strengthen our relationships with the county commissioners. And we conduct regular [01:15:37] meetings with Morton Plant North Bay Hospital staff and the Tampa Bay Regional Planning [01:15:42] Council. I would add to that regular meetings in coordination [01:15:49] with the city of New Port Richey. We've now got, New Port Richey's government I think is in a position [01:15:58] to actually be a partner with us. Great. I agree with that. I will add that. Anything [01:16:05] else on partnerships? I just think that the tourism board and the MPO might deserve mention [01:16:14] as well because you're working behind the scenes in both cases. I know Joppa himself [01:16:19] developed a partnership by bringing all these things in and some of these visits that came [01:16:25] in that I got lucky enough to be right in the midst of. And I know that the chairman [01:16:31] of the MPO has the opportunity to have this partnership not only with them but the DOT [01:16:39] and develop a better commitment to our city. And I've been trying to get, well not, regional [01:16:45] planning to, not killing myself, but I'd like to have a staff member from the Pasco [01:16:51] MPO come do a presentation for us. Just kind of maybe go list a priority projects. But [01:16:55] for whatever reason they've been on the MPO board for what, six years now? It's like I [01:17:01] can't tell you how many directors we've gone through. One was only there two weeks. And [01:17:06] right now Manny is the current director and he doesn't want the job. He's just filling [01:17:10] in. So I'm kind of waiting on that to try to get somebody in there that's going to be [01:17:13] there for a little while. But it's, yeah the turnover has just been really, really [01:17:19] crazy to be honest with you. That probably explains a lot on some of the difficulty we've [01:17:25] had getting the MPO staff to understand where the needs are over here on the west side if [01:17:32] they're not staying around for very long. The decisions are made by the elected officials [01:17:39] so I'll leave it at that. We've always, we're battling, we all battle together for dollars [01:17:46] and we all see where the majority of money has been going. We can talk about it until [01:17:51] the... On behalf of your other colleagues, let me say we appreciate what you're trying [01:17:56] to do out there. Trying, but I mean honestly there's a sidewalk that's up by the, I think [01:18:02] an elementary school up in Hudson that's been on the priority list for like 12 years. It's [01:18:06] just, it's craziness. I'll remind you of a saying, the cows may come and the cows may [01:18:12] go but the bull stays forever. [01:18:19] All right, with that we'll come up on our final three goals. One is to communicate effectively. [01:18:32] And when you identified communicate effectively as a strategy, the way the staff understood [01:18:41] it was you wanted efficient, up-to-date, integrated communication about community services and [01:18:47] programs. So the goals that were established to accomplish that objective was to expand [01:18:55] the use of digital media and to ensure that, ensure, pardon me, that city communication [01:19:02] platforms are easily accessible and user-friendly. And we have improved by providing more use [01:19:14] of electronic social media and video content. We've integrated web presence and communication [01:19:21] look and feel. We've enabled city sites to be mobile-friendly. We update the website [01:19:28] and maintain regularly. We've implemented a city mobile app and we've redesigned the [01:19:34] web presence to redesign and consolidate the existing and develop new functionality. [01:19:42] The item that will help us that we haven't done yet and it should be marked in red is [01:19:47] to expand the city's GIS capabilities. [01:19:54] No, but ironically I was just at the county's GIS. They have a whole department at Pasco [01:20:02] County. It's pretty amazing some of the things they do there. [01:20:04] Oh, it is amazing. [01:20:05] You may want to reach out to them and it's suite number 351 on the third floor of the [01:20:10] county. I met with someone today getting some information I needed and just going over some [01:20:16] of the capabilities they've had. They've done a really good job with the department. [01:20:20] Great, good to know. [01:20:22] Let's get somebody from USF. Let's get some interns like Paul Meadow has done and they [01:20:28] crow about all the work that they're getting out of these folks for very little money. [01:20:32] They have to work for a while before interns. Let's get them out of college. [01:20:37] Oh, college, okay. [01:20:39] University of South Florida. [01:20:40] They probably even have one at Pasco, Orlando. [01:20:47] It's a four-year school now, so. [01:20:49] Well, they need it at their master's level. They need it before they can get through, [01:20:54] so. [01:20:55] I'll just give you an idea of how GIS helped me today with the county. [01:20:59] Sure. [01:21:00] I have a permit on my own that had the old address, the old numeric address on Astro [01:21:06] Drive. It was 5525, and that turned into 7328, my current address, and I had to correlate [01:21:12] the two to prove that it was the same house. [01:21:14] So, first I came to our building department here, and we were brainstorming. We just couldn't [01:21:17] figure out how to do it. We were pulling old permits, but it just had either the old address [01:21:21] or the new address, and then I went to the post office, and they couldn't figure out [01:21:26] how to do it either. [01:21:27] So, I called my good friend, Johnny Gray, who's lived here forever. I'm like, why did [01:21:32] they change the addresses, and, you know, who's behind it? He said they did in the [01:21:36] late 80s, early 90s when they implemented the 911 dispatch unit, so they had to change [01:21:44] for whatever reason to make it easier for the dispatchers and first responders to change [01:21:49] the numbers. [01:21:50] So, at that point, I stopped back by the city hall, city hall, post office, back to city [01:21:55] hall. [01:21:56] Got with Jeff Holds, because his son Dan runs the 911 department. We called Dan, and he [01:22:00] knew exactly what I was talking about. He's like, go to GIS, the GIS department at the [01:22:05] county. [01:22:06] I went there, and they typed up a quick letter, and they were able to reference it all. [01:22:09] So, I finally got what I needed after about two and a half hours, but it just gives you [01:22:14] an example of one thing that that department handles that I wouldn't have known who to [01:22:18] call. [01:22:19] So, I called Tammy back at the building department and said, if you ever run into that again, [01:22:22] this is who you call. [01:22:23] Thank you for that. [01:22:24] And it was only 40 years ago they did that. [01:22:26] What? [01:22:27] I said it was only 40 years ago. [01:22:28] Right, exactly, but I mean, getting verification, finding proof in writing that my numeric number [01:22:33] was this, and now it's this, was not an easy task this morning. [01:22:37] We lived up in Shadow Ridge, up off of State Road 52 when that happened, and in the course [01:22:43] of a one-year period, we changed our street number, we changed the city, and we changed [01:22:48] the zip code. [01:22:49] So, we had three different address changes in a one-year period. [01:22:54] It's a miracle anybody could find this after that. [01:23:02] The next strategy is to continue community policing improvements. [01:23:08] The objectives were to reduce crime and to improve the public perception of the community. [01:23:17] The goals were to promote community-engaged-based policing, to partner with county and state [01:23:23] enforcement agencies, to continue anti-prostitution strategies, to address the proliferation of [01:23:31] drug activity in the community, to increase the police presence downtown and in Sims Park [01:23:37] during peak activity times, to promote a see something, say something culture throughout [01:23:44] the community, and to collaborate with provider agencies to reduce transient population issues. [01:23:51] How are we doing this see something, say something? [01:23:55] How are we trying to promote it? [01:23:57] Let the chief respond, if you would. [01:24:00] One of the main ways that we're doing that is encouraging people to use the tip line [01:24:05] and to... [01:24:07] We've built up so much trust now that people are telling us where criminal activity is going on. [01:24:14] Is there a possibility once in a while we could put those signs, that we have mobile [01:24:18] signs around, and just have that written on the sign? [01:24:22] You know? [01:24:23] Sure. [01:24:24] I'm just saying, you know, I don't regularly hear that term, you know, forget about it. [01:24:30] There's two philosophies on that. [01:24:32] One is, and you'll see this in some jurisdictions where they put up those signs and, you know, [01:24:38] be sure and lock your car and do all these safety tips there, and people drive by them [01:24:43] every day, and it can create an atmosphere where people think they're in an unsafe area. [01:24:49] You think you're doing good by putting that information out, but it can have a negative [01:24:54] effect, too. [01:24:55] So I have considered that. [01:24:58] We do have several signs, and we have access to public works signs, and you've seen some [01:25:03] of them out for various events. [01:25:06] I kind of want to stay in that direction and use our newsletter, where it's a one-time [01:25:11] thing, people get that information, and they're not just hit with it every day. [01:25:15] I see it sometimes out in our county, and as a county resident, it turns me off. [01:25:21] Yeah, I mean, that's why I'm asking. [01:25:23] I'm not familiar with that. [01:25:25] Then you're working on the prostitution thing right now. [01:25:30] Did you say me? [01:25:32] You're the one. [01:25:36] In some respects, yes. [01:25:38] I know. [01:25:39] You know. [01:25:40] That's enough said. [01:25:41] You're working hard. [01:25:42] We'll move on to the action items, and we are maintaining our presence in the downtown [01:25:51] area and Sims Park. [01:25:54] Code enforcement. [01:25:56] We're giving ourselves a yellow there, because as you know, InterGov is the last module of [01:26:05] the Tyler system to be implemented, and we are still in process on that. [01:26:11] We have increased staff by adding an additional code enforcement officer. [01:26:17] In terms of anti-prostitution, we continue mailing information and warning notices to [01:26:24] registered vehicles that are observed interacting either with prostitutes or in areas known [01:26:31] for prostitution. [01:26:34] We are collaborating with business owners to contain prostitution by encouraging business [01:26:39] owners to report that activity, and we are continuing our suppression enforcement efforts [01:26:47] through various undercover operations. [01:26:50] In respect to drug enforcement, we are implementing drug trafficking enforcement strategies through [01:26:59] surveillance operation and the use of canine dogs. [01:27:03] We have developed and regularly use confidential informants, and we maintain an investigative [01:27:10] fund so that we can pay the informants for drug-related information. [01:27:19] We have anti-drug programs presented in the local schools, and we do make presentations [01:27:25] to homeowners groups. [01:27:27] We use social media to inform the public on enforcement results and promote our confidential [01:27:33] tip line usage. [01:27:36] We do connect substance abusers with related services on an ongoing basis, and we address [01:27:45] homelessness, trespassing, panhandling, and other quality of life issues, collaborate [01:27:52] with homeowners to establish watch groups, collaborate with the Pasco County Homeless [01:27:58] Coalition of Care to make sure that indigent people get the right connections to appropriate [01:28:05] services, and maintain partnerships with the Juvenile Mobile Mental Health Response Team. [01:28:14] The final strategy, if you don't have any comments, on community policing... [01:28:22] Are we doing a lot as a city, or is it the schools that are doing this mobile mental [01:28:29] health for juveniles? [01:28:32] That's actually coordinated by the county. [01:28:38] I don't think that they have juvenile mental health counselors or things like that in the [01:28:46] school system, but there is a response team that's been formed that when there are issues [01:28:57] with kids with mental health issues, they get referred to that group. [01:29:05] That's as I understand it. [01:29:07] So more as a... [01:29:10] Instead of a positive movement, it's more reactive when they find something, and they're [01:29:15] kind of sent in that direction. [01:29:22] The final strategy is to continue making investments in our infrastructure, specifically roads, [01:29:31] water, storm, and sewer systems, and maintenance of our facilities, parks, and public lands. [01:29:38] The goals that you have set forth are all green. [01:29:42] They're all moving forward. [01:29:44] We have performed a needs assessment and updates as appropriate. [01:29:51] We have a prioritized plan for investment to include a five-year capital improvement [01:29:57] project budget. [01:30:00] to address deficiencies in street lights, sidewalks, and we're working on alleys. [01:30:07] We continue to create an approach to assess development impacts on existing infrastructure, [01:30:15] implementing on a case-by-case basis. [01:30:17] We consider the relocation of overhead utilities to underground, and we have moved forward [01:30:23] on the replacement of fire station number two project. [01:30:29] The action items, we have adopted a pavement management plan. [01:30:34] We have completed the annexation study. [01:30:37] We have employed a proactive approach to necessary upgrades for water, stormwater, and sewer [01:30:42] systems. [01:30:44] We seek grants on a regular basis to support continued investment in our parks and public [01:30:50] lands. [01:30:51] We continue to complete sidewalks and alley portions of improvement plans and pursue state [01:30:57] resources to implement septic to sewer conversions. [01:31:03] And we are working on, it should be yellow, implement a dedicated fiber network between [01:31:10] the city's facilities. [01:31:12] Are there any additions on the infrastructure? [01:31:19] Very interesting over the past, you know, three years now with the pavement management [01:31:23] program where people would quietly say, when's my street going to get fixed, but I know it's [01:31:29] going to cost me. [01:31:30] You know, now they just want their street fixed out loud, you know, because it's only [01:31:35] costing them $83 a year or something to get their street fixed. [01:31:39] It's very interesting how that program's been, you know, accepted by the community. [01:31:46] Yes, we're very fortunate that the program was adopted and Councilman Altman worked hard [01:31:53] on it, as did Mr. Rivera and Mrs. Feast. [01:31:59] I credit all of them for helping bring that project to implementation. [01:32:08] The final strategy that we've talked about is improving organizational performance. [01:32:17] I've already noted for you the objectives. [01:32:20] I will propose some measures and specific goals and action items before you get your [01:32:29] final plan, copy of the plan. [01:32:32] But if you have any additional comments for me or anything that I have not addressed, [01:32:37] please let me know so that we have an opportunity to include that before our final copy of the [01:32:44] plan, which I hope will be completed within the next week. [01:32:50] And with that, we'll be able to jump into our budgeting for next year. [01:32:59] Thank you for your time, and are there any questions for me? [01:33:04] Do we have any communications?

   This text was generated automatically from the meeting video. It is not a verbatim or official record. For exact wording, consult the video or the city clerk.

3. 3Communications▶ 1:33:05
4. 4Adjournment▶ 1:35:35