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   Review of Proposed Departmental Budgets for FY21-22

   discussed

   The Council reviewed proposed FY21-22 departmental budgets, focusing primarily on the Police Department budget across its six divisions (supervision, support services, criminal investigations, patrol, etc.). The Police Chief explained line-item changes including reclassified software expenditures, computer/equipment replacements, vehicle leasing savings, fuel costs, $100,000 for communications equipment, and approximately $50,000 to replace ~50 outdated tasers. The Chief also requested two new community policing officer positions and a civilian social worker (to be funded via American Rescue Plan funds) to form a 'B-Hit Squad' addressing repeat calls involving homelessness and mental health issues.

   📍Railroad Square🏢Adobe Pro🏢City of St. Petersburg🏢Cross Match🏢FileOnQ🏢Guardian Tracking🏢Pasco County Sheriff's Office🏢Southern Software🏢TransUnion👤Ms. Smith👤Peter👤Robert#Account 43499 contractual services#Account 45211 fuel#Account 45225#Account 45243#Account 45289#American Rescue Plan funds#B-Hit Squad / community policing initiative#Crisis Intervention Training (CIT)#Development Services Budget#FY21-22 Budget#Finance Budget#Library Budget#Police Department Budget#Technology Solutions Budget

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   [00:00:13] We're in our ongoing review of departmental budgets, so Ms. Smith, take it away. [00:00:17] Certainly, Mr. Mayor. Tonight we are here to review for our first time the police budget, the finance budget, [00:00:29] the development services budget, technology solutions, and we've added the library budget to the presentation roundup for tonight. [00:00:38] And as you can see from our guests, we're going to start with the police department budget, [00:00:43] which is divided into six divisions, and the chief will kick it off with supervision. [00:00:51] Thank you for this opportunity to talk to you about my budget that I'm hoping you approve. [00:00:59] I'm going to do like the other department heads have done, the things that I think are significant, [00:01:04] I'll point out, and then you zero in with me on anything else that you would like to hear about. [00:01:12] Go down to the very first... [00:01:15] So we'll start on page five? [00:01:17] Yes. [00:01:21] And if you look at, for me, under personal services, I'm sorry, under 43499, [00:01:31] you're going to see a significant drop in contractual services, and probably that jumped out at you, [00:01:39] but then I would ask you to go down to 45225, and you'll see that they complement one another. [00:01:48] That funding that was planned for there ended up in another category. [00:01:57] You reclassed that, it was a computer... [00:01:59] I'm sorry? [00:01:59] It was a computer expenditure... [00:02:01] Yes, it ended up going, it was Guardian tracking, which is an evaluation software, [00:02:08] Southern software, which encompasses actually quite a bit of our dispatch, patrol, field reporting, [00:02:17] and transunion, and our postage meter. [00:02:24] So that's why it was moved into the other category, it fit more appropriately there. [00:02:35] And well, on that page, on page five, the only other one that jumps out to me is that 45225, and I just explained that. [00:02:46] Is it going to be harder to get a hold of you guys now? [00:02:48] Yes. [00:02:49] I figured so, because the price of phones are going from $75 to $66. [00:02:59] The next division, if you will, is support services. [00:03:05] This encompasses communications, records... [00:03:13] Crunching... [00:03:14] Wait a minute, I just jumped. [00:03:16] Nope, I didn't. [00:03:16] Here. [00:03:17] Nope, I'm in the right place. [00:03:19] Of course, it's communications, records, crime scene technicians, and the victim advocate. [00:03:35] If you'll turn to page eight... [00:03:45] You'll see that there was a significant jump in 45225. [00:03:54] That is that portion of Southern software, and our cross-match fingerprinting system, [00:04:03] FileOnCue, which is our evidence storage software, and Adobe Pro, but also LeftOn. [00:04:12] FTO. [00:04:13] I'm sorry? [00:04:14] FTO software. [00:04:15] Oh, I'm missing that. [00:04:16] Oh, okay. [00:04:17] And our field training officer software. [00:04:20] That's what that's all about. [00:04:21] It's all that software's bundled into there. [00:04:26] That's what... [00:04:28] It got moved from some other areas in the budget to that spot. [00:04:36] The one that jumps out is 45243. [00:04:42] That's going to involve... [00:04:44] And it jumped from $4,250, which was our amended budget, to $16,450. [00:04:50] And that's because it involves computer replacement. [00:04:53] There's going to be two in dispatch. [00:04:57] And believe it or not, we use a huge amount of thumb drives now for public records requests. [00:05:04] That's what everything goes on. [00:05:06] And we're looking at an event laptop for dispatch. [00:05:12] So every time we have an event, we actually have... [00:05:15] They have their own laptop to where they can work in the field or in another location. [00:05:19] Like if we have a disaster, they have that ability to relocate. [00:05:26] So that's what that money change is. [00:05:34] And with that, I'm done with page eight, unless you have any questions. [00:05:47] The next category, it should be titled Criminal Investigations Division. [00:05:55] That is our detective division. [00:05:57] It's where they conduct all the follow-up investigations [00:06:00] when patrol can't complete an investigation, it gets referred to them. [00:06:15] Candidly, I could find nothing that was significant in the prior years. [00:06:24] And we are just getting back into the steam of things for both the detectives [00:06:30] and especially patrol because of what happened as a result of COVID. [00:06:35] COVID, we had to pull back on some of our enforcement efforts. [00:06:39] One, because the jail was refusing prisoners for a while. [00:06:43] They had a huge outbreak of COVID. [00:06:46] They carried over from last year into this year. [00:06:48] And we were also, during that same period of time, [00:06:53] we were dealing with disturbances with the demonstrations that were going on. [00:07:00] It carried over not just from the last budget year, but this budget year as well. [00:07:04] So I just wanted to make that comment so that... [00:07:08] I think we did pretty darn good staying within the ranges that we needed to [00:07:13] in like in the Criminal Investigations Division. [00:07:16] But there's going to be an uptick now. [00:07:18] We're getting back into our rhythm. [00:07:21] Jail's accepting prisoners. [00:07:23] Court systems has... [00:07:24] The court system has reopened. [00:07:26] It had closed down too. [00:07:30] It was virtually nearly impossible to get a case through [00:07:34] unless it was something very, very serious. [00:07:38] The next category is patrol. [00:07:40] And with that, I'm going to ask you to look at page 13 to start with. [00:07:51] And if you'll notice at the bottom, [00:07:54] it's got the totals for the number of positions in there. [00:07:58] It's got 38.77 going across up until 21-22. [00:08:03] And the reason for that is because I'm asking for actually two community policing officers [00:08:10] and there will be a request a little later, I think. [00:08:15] And a civilian because I'd like to do what's called a B-Hit Squad. [00:08:20] I'd like to take some officers and I can't do it with regular patrol [00:08:26] because they are so busy with calls for service. [00:08:31] But here's the issue and here's what I know we can help to fix, [00:08:35] reduce the number of these calls. [00:08:37] We have a number of calls that are repeat calls for service. [00:08:40] Same place, same problem, and patrol responds out there, [00:08:43] deals with the immediate problem, but they have other calls waiting. [00:08:47] So they've got to go. [00:08:48] They don't solve the problem. [00:08:51] And it involves the homeless, people with psychological problems, [00:08:57] mental health issues, and things like that. [00:09:00] So I want to assign two officers and a civilian with special training to be able to, [00:09:07] we will identify those repeat problem areas and apply community policing tactics [00:09:15] as well as look for wraparound services that are available. [00:09:20] We only have one person in my entire department that really fully has their mind [00:09:25] around the wraparound services that are available and knows how to connect people to those. [00:09:31] And that's what I think is going to overall reduce our calls for service over time, [00:09:37] at least back at the same locations. [00:09:39] So... [00:09:41] Just a question before you start looking down, so just a question there. [00:09:48] Two of them are badge carrying, I guess, and one isn't. [00:09:51] My question is, are the badge carrying getting that education that that civilian [00:09:57] and that other service person we already have, you know, that social worker we already have? [00:10:04] That's a great question. [00:10:05] I'm glad you asked it. [00:10:06] And that is that there's a lot of training available, and our officers, you don't hear about it, [00:10:13] but we actually have a lot of training that we send our officers to. [00:10:17] One of those is crisis intervention training. [00:10:20] And I'm trying to, but it's a week-long class. [00:10:23] I'm trying to get every one of my patrol officers to CIT training. [00:10:27] And it's taken us a while. [00:10:28] When COVID hit, darn it, we had to put everything on hold. [00:10:31] There were no classes around the state. [00:10:33] We couldn't send anybody anywhere to get that training. [00:10:36] We've had training that involved dealing with different groups of people [00:10:46] and being able to handle them better and be able to interact better. [00:10:52] Give me some of the titles. [00:10:54] Well, yeah, and some things, well, there's those, too. [00:10:58] That's operational, but that was kind of going with your topic, handling these types of things. [00:11:03] It just seems to me that, you know, it would almost be a four-year degree in social work [00:11:09] with the background of police academy. [00:11:12] You know, in an ideal world, I'd agree with you. [00:11:15] That would be helpful. [00:11:16] But we have an incredible amount of talent in the department. [00:11:20] And we have some officers that have untapped talents. [00:11:24] Some are better at certain things. [00:11:26] But we send them to crisis intervention training. [00:11:29] What was the second one we did? [00:11:30] De-escalation. [00:11:31] De-escalation. [00:11:32] We did that even during this COVID, you know. [00:11:35] And just, it seems to me that, you know, nine months with an academy isn't really the social work thing, you know. [00:11:43] And one thing that the chief didn't fully describe yet, [00:11:46] and I think he might be working his way up to it, [00:11:48] is that the civilian employee will be a social worker. [00:11:51] Yeah, that's what I figured that person would be. [00:11:53] I'm sorry, I missed that one. [00:11:55] I mean, in my mind, I thought I said it, but I didn't. [00:11:57] No, I figured that person would have been it. [00:11:59] It's just getting the right person or the right training into a badge-carrying officer. [00:12:03] Sheriff's office has formed one of these things, and it's been in a year or two now, hasn't it? [00:12:10] And I think it's very successful. [00:12:13] It's needed in our profession. [00:12:16] The city of St. Petersburg's got a variation on this where they're trying to, [00:12:21] when they've got some of these issues, chronic homeless individuals being an example, [00:12:28] to basically dispatch the social worker to help get them connected with what they need to get back on their feet. [00:12:37] There are a lot of resources out there, [00:12:40] but it takes the special knowledge to know how to get that to these individuals. [00:12:46] And I think sometimes the older person is more apt to take that social worker help, [00:12:53] but the younger person's apt to get out of here, you know, type attitude, [00:12:58] because a lot of times maybe it's drug-related or whatever else. [00:13:06] No comment on that. [00:13:08] No, because I don't agree, Chopra. [00:13:10] A lot of these younger people, they're looking for help. [00:13:13] Oh, really? [00:13:13] And I think you'd be surprised. [00:13:15] I would be surprised. [00:13:16] And it's knowing the right help to get for them, [00:13:19] and our regular patrol officer can't devote the time, so I think it's a much needed thing. [00:13:23] Oh, okay, that's fair. [00:13:25] I mean, you can tell me the truth. [00:13:27] I'm disagreeing with you. [00:13:28] I just don't want to ever do it in public. [00:13:31] I can handle it. I can handle it. [00:13:34] Well, the next page, page 14. [00:13:37] Let me look at 13 for a second. [00:13:41] Just on my way of commentary as to the personnel and your full-time equivalents, [00:13:45] you're adding two from your 2021 budget. [00:13:52] But that aside, because you talked about that, I think, right? [00:13:59] Is that the community? [00:14:02] Well, in any case, separating in the top three tiers of lieutenant, operation sergeant, and corporal, [00:14:10] you're up two there. [00:14:13] But in that whole middle batch from patrol officer two, the master patrol officer two, [00:14:20] you're down six officers in that group in your matrix there. [00:14:27] So in the patrol officer one probationary part-time in general, you're up five and a half. [00:14:37] So it works out, but my point is you've got a lot of young entry-level probationary officer ones. [00:14:48] You've got a little more management, high, higher level corporal sergeant numbers. [00:14:59] So. [00:15:00] Could you just speak about this young team you have? I mean, the way I'm looking at it, that's what I've seen. [00:15:05] And I think I have the answer for you. If you look at these numbers, these steps over here, a patrol officer, one, two, three, four, and so on, [00:15:13] you know, it starts with probationary officer. Because these are new positions, the position, the count is what's new. [00:15:24] I have two more officers, but it would absolutely not, under any circumstances, be a brand new officer. [00:15:31] But when I come to you and I want to add something to my budget, an officer, it's a probationary officer. Then it's step one. [00:15:38] The people that would be selected for this are going to be people that qualify. We're going to have specific qualifications. [00:15:48] It's a very good question. You'll notice that those numbers, we have people that have retired, that have left, and so on. [00:15:57] But we would be selecting from the very experienced people with the credentials or criteria or personalities that we want for that position. [00:16:09] Ground peg, ground holes. But what I'm asking you for is to prove at the bottom end, so that I can have the positions, [00:16:16] then I'm laterally moving these people into this assignment. It's not a promotion, it's an assignment. [00:16:23] Well, my comment, and you might not have gotten the gist of it, is that it would appear that in your officers two, through master patrolman, [00:16:34] in that large batch that's there from the fourth one down to everything above the fourth one at the bottom, those folks have been working through the system. [00:16:43] There are less of them now, and I'm not making, this is not a criticism, I'm just thinking it would appear from looking at this that you've got a lot of new officers [00:16:52] and they're coming in at that more entry level here. It doesn't mean they haven't had experience, because I know you've talked about how much they've come in. [00:16:59] So I'm trying to make a positive point that maybe you've got some good experience and some young policemen that you're bringing in, [00:17:08] and it's kind of like a new team, I guess is what I'm saying, unlike the next season of the Rays or whatever. You've got your draft down here, right? [00:17:17] Do you ever bring anybody in and put them into a higher patrol position because of their background? They all start at one and work through with the city? [00:17:25] We have a guideline that we generally follow, that if someone has five or more years prior experience, they get up a step. Isn't it five? [00:17:36] They're brought in as probationary, and then they get brought up to a different level depending on... [00:17:42] Okay, so you've got three probationary, so one of them may find their way up into that middle category when you get them through the probation. [00:17:55] This one, the first thing that jumps out... [00:18:09] You want $99,000 for communication equipment? [00:18:15] Sorry, let me get back to that. [00:18:17] I think we're on the previous page first. [00:18:22] Oh, okay. I thought we were on... Okay, I thought we just got to talk about patrol. [00:18:26] I just had a heads up. [00:18:28] Just amend the chart first. [00:18:30] Oh, okay, okay, okay. [00:18:33] I'm on page 14. [00:18:35] We don't have numbers. [00:18:38] It's page number 15. [00:18:40] It's based on police patrol. It's not... [00:18:42] It's a full page. [00:18:45] The first thing that jumps out to me is on... [00:18:50] It said 43499, contractual services. [00:18:55] And the reason for this expenditure, you'll see that last year there was nothing, and this year there is $10,000. [00:19:07] That is for the installation, and we contract to do this. [00:19:10] It's for the installations of our modems, our printers, our mounts for the printers in the vehicles, [00:19:16] and the installation of our in-car camera systems in the vehicles. [00:19:20] That's a contractual thing, and we hadn't bought any in the past. [00:19:24] So this is a new expenditure, and it costs to put those things in the vehicles. [00:19:29] That's what the $10,000 is, just for the installation. [00:19:35] Down just a little bit on 4463, vehicles. [00:19:42] You'll see that there is a significant jump in that category, and that is our vehicle lease expense. [00:19:54] This thing... [00:20:01] The next thing I'm going to mention is the fuel, which is 45211. [00:20:08] You'll see that last year, it looks like it rolled... [00:20:12] End of the year, we were at 85,000, and we're asking for 120,000 allocation. [00:20:19] If you look in the previous years, 18-19 and 19-20, you'll see that it was 141,000 in 18-19, [00:20:30] and it was 118,000 in 19-20, and we all know what's going on with the fuel prices right now. [00:20:35] It's up there. [00:20:37] So it's not that these new cars are that significantly less expensive to operate, [00:20:42] but COVID slowed us down this last year on how much driving around we did, [00:20:48] and that's the difference. [00:20:50] That's why I needed that. [00:20:52] I feel it's safe for us to go with similar to what we had in previous years. [00:20:58] Parts are down 20,000, though, so that's good. [00:21:01] I'm sorry? [00:21:02] Your parts are down 20,000, so that helps. [00:21:04] There's that, too. [00:21:05] Yeah, that's one of the big benefits of these new vehicles. [00:21:07] We're leasing some, though, too, and they're newer. [00:21:11] You won't have as many old machines. [00:21:14] Doing this leasing, it looks like it has just been a great idea for us in a lot of respects. [00:21:23] 45243, that category is for in-car printers. [00:21:31] These new vehicles will need these printers in them. [00:21:34] We'll each need printers, and that's to buy them supplies that they use. [00:21:45] I guess, Peter, this is what you were talking about. [00:21:50] The 45289 wears down 20 grand, so that's absolutely the case. [00:21:58] I don't even hear about our cars going to the garage now. [00:22:02] It's a whole different environment. [00:22:05] Robert was telling me last week he couldn't recall any of the Leafs going into the garage at all. [00:22:13] It's really nice. [00:22:15] Not getting the maintenance where some of your old ones were pretty well. [00:22:22] Now, if you go to the next page, page 15, there's communications equipment. [00:22:35] These are for handheld radios, to purchase those, and also in-car radios, which are significantly pricier. [00:22:52] That's where that 99, well, actually, right at $100,000 for those expenses. [00:23:00] The special purpose equipment is to replace all of our tasers. [00:23:04] Our tasers are so outdated that not only do some of them not function, but there is no service available for them. [00:23:13] They can't repair them, so we need to repair the whole lot at one time, [00:23:18] so that everybody's on the same page and everything's brought up to new. [00:23:26] How many does that buy us? [00:23:28] At least 40. [00:23:29] I can tell you, it's going to be, there's 44 of us, so it'll be 46. [00:23:36] So there are $40,000 apiece, huh? [00:23:38] It's 50. [00:23:39] We need spares in case one goes bad. [00:23:42] But that's what it is. [00:23:43] That's the parentheses behind tasers. [00:23:45] We budgeted for 40. [00:23:47] Well, this is 50. [00:23:48] Didn't you and I, no, we didn't adjust that, did we? [00:23:51] It's 50 here. [00:23:53] Yeah, it's 50. [00:23:54] Okay, 50. [00:23:55] She's right, thank you. [00:23:57] So, yeah, we, yeah, and if someone jumps, okay, like someone jumps in the water and they happen to have their gear on, [00:24:04] that's one of the things that, or it gets just damaged, or it just fails to operate, so we have a couple of spares. [00:24:17] I have a question for you. [00:24:20] Yes, sir. [00:24:21] It just has to be said, I guess, but that, the budget for patrol is up $600,000 from the amended budget, [00:24:30] which was up from the original budget, so this is, you're, partly you're two extra people, [00:24:37] and you're, you're a social worker, or that was in the previous budget. [00:24:43] No, the social worker is not in this budget. [00:24:46] It'll be part of our recommendation to you next week when we discuss use of the, or the American Rescue Plan funds. [00:24:57] So, with the $600,000 increase that you're asking, and looking at your overtime budget, which is $255,000, [00:25:09] when you add extra people, and you're talking about overtime, for example, with downtown detail, or special events, [00:25:17] is it not possible to try to schedule accordingly to have, not have so much overtime? [00:25:25] That's a fair question. [00:25:27] Our overtime is a carryover, some of it, a portion of it is a carryover from last year, you know, [00:25:34] the demonstrations and everything didn't quit right at the end of our budget year. [00:25:38] You know, they carried over into this year, a significant part of the year, [00:25:41] but then we also had some bars open up downtown, and we had horrific crowds on Friday and Saturday nights. [00:25:49] We had Railroad Square that was very active, all the COVID stuff that affected our downtown, [00:25:55] and I boosted our police presence downtown to avoid any kind of incidents as a deterrent, [00:26:05] but also to handle something if it did get out of control. [00:26:09] And as that has wound down, and everything's kind of settled out, we've been able to readjust. [00:26:21] Only recently, within the last few months, we have readjusted those hours of when the officers report for duty downtown, [00:26:29] when we have that heavy presence. [00:26:32] There were times on Friday and Saturday nights, we had four officers working, and they're needed. [00:26:37] They were absolutely needed. [00:26:40] Now, we've trimmed back the amount of time that they're there. [00:26:46] So I think what you'll see going forward, Peter, is that those... [00:26:52] I want to be safe. [00:26:55] We don't know where everything's going ahead, but I think that we have been able to trim back now, [00:27:02] and we're careful with that. [00:27:04] You know, we started the beat patrol in the park and downtown, [00:27:08] and you'll notice we don't have the issues around City Hall and the park now that we used to have. [00:27:14] It's a process to get rid of the problems or to deal with the problems, and I think we've done that. [00:27:21] But I also have added to my auxiliary, which, in fact, we're working on a fourth officer to the auxiliary right now, [00:27:30] and I get nothing but compliments on their presence. [00:27:36] And the feeling, part of my job as chief is to have our department make people feel safe, [00:27:46] and you can't make them feel safe unless you're not there and being seen. [00:27:50] And these officers do a great job at that, and it costs us significantly less to have them do those beats. [00:27:58] Well, I agree 100% with what you just said and how you need to have that. [00:28:04] I think after a year or two of what seems to be a growing, and there's going to be another restaurant open, [00:28:10] there's going to be another bar. [00:28:12] This is not Ybor City, but some nights someone would say it might look like Ybor City, [00:28:17] and, you know, now that I'm married, I probably won't get quite as much of a look at it. [00:28:23] You don't want to go to Ybor City. [00:28:25] I know. [00:28:26] I mean, it's changed since COVID. [00:28:28] It's totally run down. [00:28:30] But my point is that you're aware of when you need to have those officers, [00:28:34] and so to the degree that they're scheduled for that time, [00:28:40] I brought this up in the recreation department years ago too, [00:28:44] when you staff according to trying to, and with respect to the employees, [00:28:49] they want a schedule that they can live with and not be bounced around with their internal clock and everything. [00:28:58] But, you know, services aligning with the need with in mind to try to hold down the overtime is my only comment, [00:29:11] and I see you brought it down, so I'm just bringing it up. [00:29:15] You're very right, Peter. [00:29:16] What you're saying, I 100% agree with, and we are really tuned in to what's going downtown. [00:29:22] Every Monday when I come to work, I talk to my guys. [00:29:25] Anybody that happened to work that extra duty detail, which is the downtown beach, [00:29:29] said, well, it's Friday night, well, it's Saturday night. [00:29:31] And then when we realized that we could back it down, we did, and that's what we will continue to do. [00:29:40] I'd love to have it to where we have two officers downtown. [00:29:43] We're not there yet. [00:29:45] I'd like to add that Crystal and I, on a regular basis, do assess whether or not it makes sense to hire additional staff versus pay overtime. [00:29:55] Right. [00:29:56] And so far, the analysis has always been. [00:30:00] that it's less expensive to pay overtime than to take on additional staff with pay-in benefits. [00:30:07] I think that to be true, but it is. [00:30:09] Yeah, I understand. You've got two more people now, but there's a happy medium in there, obviously, [00:30:15] where you try not to overdo it, and 10% may not be an enormous amount. [00:30:20] 10% of the overall salaries is overtime. That may not be even worth me bringing up, [00:30:25] because it's a large number, but with the $600,000 increase from the actuals, [00:30:32] that's where Crystal and Debbie have to come to us and say how they're going to help us drop the rate, [00:30:38] which you've told us you will, so just a comment. [00:30:43] Thank you. [00:30:54] I think we've covered page 16. [00:30:58] Obviously, it breaks down the equipment that I mentioned earlier, [00:31:02] so I'm going to go right to the next one, which is code enforcement. [00:31:11] In that budget, the only thing that jumped out at all to me was the 434- [00:31:20] I'm on page 19, 43499, contractual services, and you'll see that there was a $5,100 jump. [00:31:32] It went from $1,500 to $6,600, and that is because of Tyler Technologies and Intercov. [00:31:44] Automatic control. [00:31:58] The next category is going to be special traffic enforcement, [00:32:07] and you're going to see that staffing obviously has remained the same. [00:32:13] I think the numbers are relatively the same. [00:32:18] I found nothing that jumped out at me, unless you have questions. [00:32:32] Is the red camera key going up or something? [00:32:36] Is that what's going on? [00:32:37] Are we adding another camera or something? [00:32:40] State shared red light cameras. [00:32:43] That's $125,000. [00:32:46] We're going back to the 19 numbers. [00:32:49] We're trying to make it consistent with pre-COVID, [00:32:53] when they were more active in monitoring the red light camera. [00:32:58] Or more people were on the road, so we could- [00:33:00] On traffic. [00:33:01] Exactly. [00:33:03] On that topic, I just want to mention this. [00:33:07] Our traffic, there have been some changes since COVID, [00:33:14] in the types of calls for service and the demonstrations that have occurred [00:33:19] and the risks that are going on out there. [00:33:24] There's a lot of aggressive driving out on US 19. [00:33:28] The state has recognized it. [00:33:30] We've done some heavy-duty enforcement this last weekend, [00:33:33] mostly troopers on the interstate. [00:33:36] They had a huge push, I think it was last Saturday and Sunday, [00:33:40] or through the weekend. [00:33:43] If you go out, and when I notice this is when I'm in my personal vehicle, [00:33:48] and I'll be driving on 19, and it's like, [00:33:50] oh, my God, I wish I was in a patrol car, [00:33:52] because the aggressive driving, it's a lot. [00:33:58] People running the red lights, and I'm not talking about the controlled ones [00:34:01] where we have our red light cameras, [00:34:03] but I'm seeing it happening at other intersections where there's a delay, [00:34:06] and you can go one, two, the light changes, and then one, two, [00:34:10] then there's a car shooting through there. [00:34:13] We've had some huge fatalities. [00:34:15] I have a video that I won't show you, but we have one that was- [00:34:19] it took my breath away when I watched it. [00:34:22] A month ago or so. [00:34:25] And it is beyond description how awful it was. [00:34:29] I may be coming back to you and asking permission. [00:34:34] I'm probably speaking a little bit out of school, [00:34:36] but I feel sometimes I have an obligation to, [00:34:38] and that I may come back to you and say, [00:34:40] I came to you before and said, [00:34:43] I think we can go ahead and get rid of a couple of red light cameras. [00:34:46] Frankly, I need every tool I can get to deal with this traffic problem, [00:34:51] and I may come back and ask you, and you can say no, [00:34:54] but I'm looking at what's going on on 19, [00:34:57] and we need to fix it. [00:34:59] We need to do what we can to fix it. [00:35:01] People are driving like idiots. [00:35:02] I've seen the same thing. [00:35:03] Very aggressive. [00:35:04] The accident occurred despite the red light camera, [00:35:07] so you're not going to stop. [00:35:10] No, but we have plenty of others that are just peerless. [00:35:13] Your example was a one, two, [00:35:15] and one of the thoughts that has been expressed in regional discussions [00:35:20] has been that that just barely slipped over the line [00:35:24] and got through before the light turned green doesn't become a $200 ticket, [00:35:31] because there are circumstances with trucks and things that happen [00:35:35] where somebody does go through a red light. [00:35:37] That's different from the aggressive driver who doesn't care about the lights, [00:35:42] and those fines, we hear about them, [00:35:46] but I think that we don't see the revenue stream [00:35:50] to be able to express any opinions on this, [00:35:53] so when we do, I'm all for you enforcing the bad traffic. [00:36:03] The people that were cutting off coming back from North Carolina, [00:36:06] particularly through some of the Atlanta suburbs, [00:36:11] which is maybe the worst traffic in the southeast as far as I can tell, [00:36:15] but the interstate drivers that are cutting in and out of traffic [00:36:20] and they're doing it on 19, [00:36:22] the weavers slipping in and going around lanes, [00:36:29] the cameras aren't going to catch that, [00:36:31] but those people are out there, [00:36:33] and they should be able to find them before they kill somebody. [00:36:38] That's my point. [00:36:39] I saw one last week up just north of New Port Richey. [00:36:42] It was presumably a kid. [00:36:44] He was on one of the little motorcycles, [00:36:48] and if you've ever watched Motor Week where they do the road test [00:36:54] and they do the slaloms, that's basically what he was doing, [00:36:59] only he was using cars instead of cones. [00:37:02] It was just frightening to watch. [00:37:07] Pardon me for cutting you off. [00:37:10] Your cameras aren't allowed to be used to get bad behavior driving? [00:37:14] So that's kind of an oddball thing. [00:37:17] But those cameras, what's nice about those, [00:37:21] and I invite you when you have an opportunity to come [00:37:25] and just sit with the person that I have assigned to that. [00:37:29] He has decades of experience with Tampa Police Department [00:37:34] running their red light camera program, [00:37:36] and we've always had someone that was very experienced. [00:37:39] But this guy is exceptional, and he doesn't cut the line, [00:37:43] oh, boy, you know, I got him. [00:37:45] It's not that. [00:37:46] It's was there a reasonable? [00:37:48] You can tell when you see all the information he's got, [00:37:51] and he slows it down, and you piece it together going, [00:37:54] that person deserves a ticket. [00:37:57] You're not giving herd mentality tickets anyhow? [00:38:00] Absolutely not. [00:38:01] Because that would cause an accident. [00:38:03] No, we just want to change behavior. [00:38:06] Anyway, I don't want to take up more time. [00:38:08] Well, I wish that he was working in New Port Richey [00:38:10] when I got stuck behind a Wal-Mart truck and couldn't see the light, [00:38:14] and then I was like this over the line. [00:38:17] Likely story. [00:38:20] Tell it to the judge. [00:38:23] You have a 30% increase in the animal control services? [00:38:27] No, I should have marked that for myself. [00:38:31] I'm curious what mark that was. [00:38:33] We've been pretty steady around it, about 104 or so. [00:38:37] I have no control over that. [00:38:39] It's something where we contract with the county, [00:38:42] and they supply the services for us. [00:38:45] So our agreement, when we did it years ago, [00:38:48] and we finally let that go, I'd have been willing. [00:38:53] I mean, it was such a nightmare for our department to deal with that problem. [00:38:57] I was very happy to see the county agree to take it on. [00:39:03] It would cost us way more than that, and I don't want to go crazy about this. [00:39:10] I just pointed out that it was a pretty significant percentage basis. [00:39:14] We questioned it. [00:39:16] And we've confirmed with other cities that have that service through the county, [00:39:20] and theirs increased the same percentage. [00:39:24] Our contract, do they monitor their activities within the city, [00:39:29] or how do they make adjustments on that? [00:39:32] Because I would think that, you know. [00:39:34] We've looked at that, and we've asked for that. [00:39:36] How many times have you responded into the city, and that sort of thing. [00:39:39] And it stays at a pretty regular level. [00:39:43] We really don't have a choice, right? [00:39:45] We either do it ourselves, or we have to contract it out, [00:39:47] and whatever price they charge us. [00:39:50] We did it ourselves, and it was ugly. [00:39:52] Unfortunately, it's one of those necessary evils. [00:39:56] Unless they bring in shifts. [00:39:58] We didn't have shifts. [00:40:02] It's just kind of locked in there. [00:40:05] Silly, but why didn't you have postage and patent enforcement? [00:40:13] Then you're asking for, it's only $500, but you had $200. [00:40:18] I'm sorry, what page are you on, sir? [00:40:20] I'm sorry, you're up to $500 again. [00:40:22] What page? [00:40:23] This is the last of your traffic enforcement. [00:40:25] I just saw that number there. [00:40:27] Jumped out at me. [00:40:28] 22. [00:40:29] Line 211, 44211. [00:40:39] That number's all over. [00:40:41] We notified violators based on the notifications, [00:40:47] that we sent out mail changed, especially during COVID. [00:40:53] We had to make an adjustment on that. [00:40:56] I don't recall the exact nature of why we had to do it, [00:40:59] but we had to do that, or we weren't proper. [00:41:05] But your estimate was nothing, but your budget went up to $1,880, [00:41:11] but it was $244, and now you think it's going to be $500. [00:41:15] So I'm just splitting the difference to see what happens, [00:41:19] or we got some theory there? [00:41:24] All right. [00:41:27] Not going to do much, so never mind. [00:41:30] Going to break us? [00:41:32] I don't know. [00:41:33] I just don't understand. [00:41:36] Are we mailing them or are we not is the question. [00:41:42] Maybe it's coming in a different line item. [00:41:44] Maybe it's coming out of a different fund or something. [00:41:47] You're paying it out of your detective budget or something. [00:41:52] We can double check that. [00:41:53] Don't worry about it. [00:41:55] I hate to even bring up things that aren't material, but it just jumped at me. [00:41:59] It all counts. [00:42:03] Thank you very much, Chief. [00:42:04] Thank you. [00:42:05] Thank you. [00:42:06] Appreciate your time. [00:42:08] Matthew, Chief. [00:42:23] Okay, thank you. [00:42:26] All right. [00:42:27] Finance Department is next up in order, Mr. Mayor. [00:42:31] Good evening. [00:42:34] As you know, the Finance Department is split into two divisions. [00:42:37] So the first division I will start with is the accounting and budgeting. [00:42:47] All right. [00:42:48] So I'm not proposing any staffing changes from last year, [00:42:54] other than because of the effects of COVID, one of our positions, [00:43:01] the accounts receivable clerk position, [00:43:03] even though we left that position in the budget, we didn't fund it for last year. [00:43:09] Myself and the Assistant Finance Director took on the responsibilities of that position, [00:43:14] and so what's being proposed this year is just that we refund that position. [00:43:19] So I'll start with the personnel services, that category. [00:43:23] There is an increase when you compare the totals of what's being proposed to the amended fiscal year 2021. [00:43:32] The total increase is $62,620. [00:43:37] And, again, that is directly related to the refunding of that accounts receivable clerk position. [00:43:44] It's a full-time position. [00:43:46] So you'll see that in expenditure code 41299, regular full-time wages, there's a $34,000 increase. [00:43:55] That is a result of that. [00:43:57] And then refunding that position, you would also have to add Social Security, Florida retirement, [00:44:03] health insurance, and all of the other benefits that come along with it. [00:44:07] That was really the only significant change compared to the last fiscal year 21's budget. [00:44:16] On that page, the professional services miscellaneous, there was a year back in 19 when it was $122,000, [00:44:26] and now you're cutting it to $25,000 from what you expected to be $40,000. [00:44:35] So down in operating, the first line item, professional services, [00:44:39] this expenditure account really fluctuates from year to year based on the needs of the department. [00:44:44] So if there's some type of study we need done, consulting services, [00:44:50] we work with Tyler Technologies with some implementation, some training, that would go in there. [00:44:56] So it does fluctuate from year to year. [00:45:00] Twenty-five thousand that we're proposing this year only includes our general billing [00:45:04] implementation into Tyler. Last year, that dollar amount, the forty thousand, included [00:45:11] an update to our purchasing policy and the investment policy update, which we're closing [00:45:16] out on and we will have done by the end of this fiscal year. So that's the difference [00:45:20] between the two fiscal years. [00:45:25] Moving on in operating, the next item or expenditure that has a significant change from last year [00:45:33] is travel and training. We would like to reinstate attending conferences, myself and the assistant [00:45:44] finance director, and then some other more detailed training for some of our staff, payroll [00:45:50] related training, accounts payable training that we typically do. So that would, we would [00:45:58] budget $5,400 for those types of trainings. In the past, even though we've budgeted them, [00:46:04] you'll see that we really haven't attended many conferences, but we would like to attempt [00:46:11] to do that next fiscal year. And that's something that's important to the city manager as well. [00:46:18] Scrolling down, the next significant item that changed from last year is 45243, which [00:46:24] is computer and operating supplies. Last year's amount, the $10,350, I'm sorry, not last year, [00:46:31] fiscal year 21, we upgraded four office computers, and so what's being proposed for next year, [00:46:38] the $3,000, there's only one computer that needs upgrading. So that's the reason for [00:46:42] the decrease. And there's no capital purchases being requested, so that's it for this division. [00:46:50] If the audit time period, you go out for new auditors, or you're required to go out every [00:46:57] two, three years, are we in a period of looking for audit services this year? [00:47:03] Yes, that is correct. We're going out for RFP relatively soon. That's something that [00:47:08] we're working on preparing, hoping that the number stays about the same. [00:47:16] I didn't increase it just for that very reason. We don't want to say, oh, they have $75,000 [00:47:20] budgeted, so that's what we'll propose. So I kept it the same. [00:47:25] All right, moving on, the next division that's included in finances, our billing and collection [00:47:32] division. If you turn to page 27 with the org chart, you'll see that the staffing, [00:47:40] there are no new staffing requests being made. And then on the next page is our personnel [00:47:48] and operating budget. So starting with personnel, if I compare the total amount of what's being [00:47:56] proposed, the $414,230, to fiscal year 21's amended budget, there's an increase of about [00:48:03] $14,720, which is about 3.5%. And the reason for that is just the COLA from last year. [00:48:11] So there really aren't any significant items that we're requesting changes to. [00:48:18] In operating the next category, the first line item, professional services, did decrease [00:48:25] from last year by $10,300. The number from fiscal year 21, the $15,300, included additional [00:48:34] implementation and training that we had to pay for, for Tyler and InterGov. So this year, [00:48:41] we're not requesting any of that. So the $5,000 is just really the number that we're requesting [00:48:48] in case we have to reach out to InterGov and Tyler for some, you know, if they have software [00:48:53] updates and things that would require training. We have that in the account to pay for. [00:49:00] The next significant change would be outsource bills, which we're proposing $20,000. And [00:49:08] in fiscal year 21, it was $15,500. So that increase, well, first off, this expenditure [00:49:15] is for our third-party vendor that we use to print and mail out our utility bills. The [00:49:24] vendor is called ENCO. And in the contract that we have with them, they did, there is [00:49:31] a small fee increase carved out for next year. So I've included that in what's being proposed. [00:49:39] Moving down, the next significant change would be fuel, which only increased by a couple [00:49:50] of thousand dollars. That is, one, because we'll have two vehicles fully functioning [00:49:58] for the whole fiscal year, and then fuel prices that have increased. And then the last expenditure [00:50:05] item that changed from last year would be our computer and operating supplies, which [00:50:10] decreased. And again, last year, our fiscal year 21, we updated four computers, and we're [00:50:17] only proposing to upgrade one next year. [00:50:21] Crystal, the two vehicles are used for? [00:50:26] We have two meter reader technician positions. They're not really readers anymore. They don't [00:50:31] really do much of that. They're really servicing our meters and doing shutoffs and shut-ons. [00:50:37] So that's what my question was, because I think our meters report directly, and so I'm [00:50:43] thinking reader, meter technicians, and two vehicles. Are they really driving around checking [00:50:48] meters? I don't think so. So that's why I brought that question up. So they're actually, [00:50:56] let's say, cutting people off, turn them back on. [00:51:00] People move. [00:51:01] Yes. [00:51:01] Let's look at that. People move. [00:51:03] They do, and even though we're trying to move toward fewer and fewer rental properties, [00:51:09] we do have a lot of in-and-out people who move in and out that keep them quite busy [00:51:13] throughout the week. We do shutoffs every week, Tuesday through Thursday, and they're [00:51:18] pretty much busy the whole day doing, because once you have a list to shut off, and by mid-morning [00:51:25] those people, you've shut them off, now they've paid, so then you have to go out and turn [00:51:30] them back on. So it's kind of a process, that process that they go through every day. [00:51:34] And they make money for us, right? [00:51:37] Yes, because they get people to pay immediately. [00:51:39] It's a fee to get it shut off and turned back on, is what I'm saying. [00:51:43] I think for so-and-so spoke, it's not that we're trying to move away from rental properties, [00:51:47] it's we're trying to assign a more permanent source of responsibility to the water obligation. [00:51:54] And I did pay my bill today, so you can take me off. [00:51:58] Yeah, but it was due the person who bought the property. [00:52:03] Does that reference back to the property owner as opposed to the occupant? [00:52:09] We're looking at a couple of different options, and we'll be prepared when we present the [00:52:13] water ordinance to you later this year to present some options for you to consider. [00:52:19] That was one of the suggestions, was to put it on the landlord, since they don't tend [00:52:24] to change quite as fast as some of the tenants. [00:52:26] And we've got some collateral involved there, too. [00:52:30] So that leads to my question, which is related to the software implementation that we had [00:52:35] scheduled. Is that occurring in the current fiscal year, or is that occurring next year? [00:52:41] And I guess the follow-up to that is, if we're doing another software implementation and [00:52:48] you need professional services, you mentioned that you had, I think, was it the billing [00:52:53] component that represented the $25,000 on the previous budget in your finance budget? [00:52:58] No. [00:52:59] No, the general billing. So that's not utility billing. [00:53:03] Okay. [00:53:04] Utility billing was implemented fiscal year 20, so we're done with that. [00:53:09] So the census, the census that allows someone to go in and that extra component that we [00:53:15] were putting in, or asked you to put in, and it leads right to the rental thing. Because [00:53:21] when the renter moves out and doesn't tell the landlord, and then the landlord, we try [00:53:26] to go to the landlord to get the bill for three months, because we've been sending the [00:53:30] bills and finally shut them off. [00:53:35] If we have that system, some of what's happening now is the data that cities create is becoming [00:53:42] finally valuable, like there's something called GovTech now. So for me to see less effort [00:53:49] on the financial side to better harvest our data to help in a lot of ways. If somebody [00:53:56] moves out, they don't use the water. If there's no water use for a week and there's a landlord [00:54:02] and we tell him he has to pay the water bill, then he can be signed up as the co- [00:54:07] Notifier. [00:54:08] As the guarantor or whatever, and get that notification. And so when he comes in to itch [00:54:17] and moan about it, you can say, look, all you have to do is put the alarm on your thing [00:54:23] and it'll tell you. And then you'll know when he moved out and you maybe don't live here. [00:54:28] So there's a tremendous amount of value in that data, I think. So my question is, are [00:54:35] we implementing it and is that recognized in the budget? [00:54:43] So yes, that census portal that was approved by council, we've been working with, and Brian [00:54:49] can probably speak better on this than I can, but we've been working with our merchant service [00:54:54] provider and Tyler Technologies to try to get that on board. We've hit some roadblocks [00:55:01] that have delayed the process. And so the reason why you don't see it in the proposed [00:55:06] budget is because we're unclear as to whether it will be completed by the end of this fiscal [00:55:10] year or next year. So before the first proposed budget is presented to you, we'll have a better [00:55:18] idea of where it would fit. But do you want to speak a little bit more on that? [00:55:25] Yeah, so the other part of that response is that yes to your question, it is part of what [00:55:32] Public Works delivered, the analytics portal, in their next fiscal year budget. To Crystal's [00:55:37] point, what we're trying to do is create ease of use for the citizen or customer and [00:55:43] create one access portal where you can get both sets of information from, and that's [00:55:48] the discovery part we're in the process in now. So ideally, we want one location where [00:55:53] you're going to instead of signing into this program to receive this data and Tyler to [00:55:59] get your billing data, bring those together so that there's one place that citizens can [00:56:04] access for their services. [00:56:05] So that was a question that was asked five years ago with a positive response that Tyler [00:56:11] is a Microsoft partner or some other sales pitch, and that it would be easy for all of [00:56:18] this stuff to happen. So is it going to happen, or will it happen, or can it happen? [00:56:24] Yeah, Census had, when we moved forward with the meters, there was a change in software [00:56:30] that they used. It was, I can't recall the name of the initial software, and that was [00:56:35] where there was a difference that kind of caused some of the delay there with respect [00:56:40] to getting the pathing together and then getting that solution in place. So ideally, yes. Where [00:56:46] it's going to happen, it's just a matter of how we're going to bring that data together [00:56:50] and how that's going to get offered up. [00:56:53] I think that'll be big for everybody. [00:56:55] If somebody signs up as a renter, would the landlord have access to that data if they [00:57:01] haven't paid their bill or have paid their bill? [00:57:04] That would be a question to be sorted out later on. [00:57:06] And that's why when that ordinance comes up to us, whether or not we make, if the renter [00:57:12] still paid, if they did get a copy and realize that there was a trouble, then we could try [00:57:18] to hold them responsible. But their argument is, I don't know anything and I don't get [00:57:22] access to it. So it's a good question. [00:57:24] That's a policy decision that we're going to have to make. [00:57:27] Part of the ordinance, yeah. [00:57:29] Thank you. [00:57:30] I think it's 6% rental. We need to let them know. [00:57:33] Yeah. [00:57:35] Crystal, not so much on your budget per se here from your department, but just a point [00:57:40] I've seen throughout other departments have already, I've seen a trend in all the departments [00:57:46] and I'm trying to look at it and can't piece it together quite, but I see some significant [00:57:52] changes in most departments as far as computer software. [00:57:56] We've got, we show computer software, we show computer supplies, we show computer equipment. [00:58:06] Obviously it's becoming more and more important to everyone in most all our departments. [00:58:14] It would just, it seems like there's a pretty sizable, you know, more than a typical percentage [00:58:22] increase in those, some of those areas in our departments. I don't know, do we lease [00:58:27] the software now or are we purchasing software, which I'm not sure is a good idea anymore [00:58:34] because it changes before it gets implemented. [00:58:37] Right. [00:58:38] But so, you know, and it was hard for me to, not all those line items were in every section. [00:58:47] They were different or different names. It was like, it just seemed, it was difficult [00:58:51] for me to follow that while I saw some numbers jump around. [00:58:54] Yeah. [00:58:55] It's just a, you know, I trust the process. I'm just saying it was a little bit tough [00:58:59] for me to see it. [00:59:01] Well recently, as far as the reclassing of the software license expenses, that was, I guess, [00:59:07] my call because we were calling it rent software, so software rent before. [00:59:16] And we had, I just thought it would be better categorized calling it computer license and support [00:59:22] because that's really what it is. We don't own the license. We're not really renting it. [00:59:26] We're purchasing the license or the use of that license. [00:59:29] So between last year and this year, we're working on reclassing those and moving them [00:59:34] so that it's more appropriately categorized. [00:59:40] As far as the computer supplies, you will see a fluctuation in that. [00:59:44] And I think it's year to year, but mainly over the past year or so, there has been increases [00:59:50] just because the city is trying to upgrade all of its equipment that maybe, [00:59:55] do some upgrades that hadn't been done historically. [00:59:58] We're trying to catch up with that and get everything. [01:00:00] everyone on board with newer technology. [01:00:02] Well, I know, for example, we purchased all the laptops [01:00:04] for the police department here not too long ago. [01:00:07] Now it's on here, now we have printers, [01:00:09] I guess, in patrol cars for those laptops. [01:00:12] And I'm thinking, computer supplies, [01:00:15] or is that, those printers are only for, [01:00:17] I don't, can they be used only in patrol cars, [01:00:19] or can they be movable out, or portable? [01:00:21] No, those printers specifically are for patrol cars. [01:00:24] But to follow Crystal, let me go in here. [01:00:28] To follow Crystal, yeah, what we've tried to do [01:00:31] is redistribute, from a line item perspective [01:00:36] in the budget, sort of where things go, [01:00:39] from a logical sense, in contractual service, [01:00:41] people were putting their regular software rents [01:00:43] and different things, so consolidate those [01:00:46] and put those in appropriate locations within the budget. [01:00:49] And then, to your comments, yes, we've done [01:00:52] some larger physical refreshes with respect [01:00:55] to specifically the printers you asked about. [01:00:59] Currently in the squad cars, we did a refresh [01:01:01] where we put in a good amount of new printers, [01:01:05] as we got with the new lease vehicles. [01:01:07] The new ones that we're moving for this year [01:01:10] replace a Bluetooth-based printer, [01:01:12] and the ideology behind that is that the printer's [01:01:15] a wireless printer, and it communicates [01:01:17] with the router within the vehicle, [01:01:19] allowing the officer to move the laptop [01:01:21] from vehicle to vehicle to vehicle, [01:01:23] and it doesn't impact their ability to print. [01:01:25] The Bluetooth printers were an older technology, [01:01:29] and you had to pair them with the laptop, [01:01:31] so every time an officer moves a laptop [01:01:33] from squad car to squad car, you have to go back [01:01:37] and re-service the printer and the laptop together [01:01:39] to make them connect. [01:01:42] I've got this, I've got eight feathers in my hat, [01:01:48] and I have one left to go, but I just, [01:01:51] you know, I mentioned a little bit about the chief, [01:01:56] you know, the fire chief talked about a little bit [01:01:58] about his technology and his department. [01:02:00] You know, he's touched every department, [01:02:03] and Crystal's brought up some. [01:02:05] I think even Kevin brought some up when he was here, [01:02:07] and if anything has happened, and Tyler, everybody, [01:02:10] you know, we mentioned Tyler. [01:02:12] We had that other son-something-or-other? [01:02:14] Sun Guard. [01:02:15] Sun Guard, and that didn't touch anybody [01:02:17] except maybe the finance department, [01:02:20] and so we've done this over this eight years. [01:02:22] We've just made a major change in a whole new direction, [01:02:25] so breaking down into departments, [01:02:27] increasing their cost for their computer and software, [01:02:32] and also just the way we've grown in every department [01:02:36] has been phenomenal in my mind. [01:02:39] Sun Guard was, you know, nobody knew what that did [01:02:43] for anybody, really, except maybe finance, so we're gonna, [01:02:46] and I think we'll still see, you know, I think Tyler, [01:02:49] we pretty much rolled it out, [01:02:51] but I think there's probably still some other spots [01:02:53] that we can use it, you know, that we'll be coming to, [01:02:55] and there'll be any expenses, but, you know, [01:02:59] we all were hesitant when it came, [01:03:01] but we, you know, we all like it now. [01:03:05] Well, to your point, now it's intuitive, [01:03:07] so you can make sense when you're doing something [01:03:10] that you can do it in your own mind. [01:03:12] The Sun Guard had the capability, [01:03:15] but you had to be a rocket scientist to use it, [01:03:17] so it was, a lot of it ended up with garbage in, [01:03:20] garbage out. [01:03:21] I thought you had to have no sense, [01:03:22] because we didn't know what it did for us. [01:03:23] Well, yeah, it would do things, [01:03:24] but nobody knew how to use it, [01:03:25] because you needed to have this, you know, [01:03:28] close this, open that, and then shut that first [01:03:31] before you could screw up with something else. [01:03:34] Hopefully, it is working, but you. [01:03:37] When I came aboard here, we had a department [01:03:40] that spent half their 20 hours a week [01:03:44] at the printer machine, printing out our agenda. [01:03:48] Right. [01:03:49] You know, and so now, you know, [01:03:51] it comes in our computer, and minutes notice, [01:03:53] you know, and each department puts it in, [01:03:55] and there we go, you know. [01:03:56] So, I mean, just that alone in the eight years, [01:03:58] and, you know, let alone, I mean, [01:04:00] everybody back there could stand up [01:04:02] and say what it's done for their department, you know, so. [01:04:06] A couple hundred dollars or a thousand dollars here, [01:04:09] a couple thousand dollars has been well, well worth it. [01:04:13] Anything else on finance? [01:04:15] No credit to Brian, I just, just want to be clear. [01:04:19] That's it, thank you. [01:04:20] Thank you. [01:04:21] Oh, definitely, all the credit to Brian, [01:04:23] who can see what the other departments needed. [01:04:25] Just to put it on record, too, though, [01:04:27] the billing and collection is billed, [01:04:30] I think, 100% to the utility department, [01:04:33] the services within that office. [01:04:35] So, when you go into that part of finance, [01:04:38] the general fund is not paying. [01:04:41] 95% is paid, by the way. [01:04:42] 95%, because somebody buys a permit or something, [01:04:45] and you cash it in, so. [01:04:47] So, it really is, back to Robert and utilities, [01:04:51] that's covering the costs of billing almost entirely. [01:04:55] So, luckily, that's a good revenue driver. [01:04:58] One of the few places we get to send a bill out every month. [01:05:03] Yes, ma'am? [01:05:04] The next budget that we are scheduled to present to you [01:05:10] for the first time tonight [01:05:11] is the development department's budget, [01:05:14] and I'm going to try my hand at presenting it to you, [01:05:17] and Crystal's going to back me up [01:05:20] in case I make any misstatements. [01:05:25] The planning and development department [01:05:32] organizational chart, as indicated, [01:05:37] provides for a good number of positions [01:05:44] that aren't currently occupied by staff, [01:05:49] by full-time employees, [01:05:51] which we hope to remedy in the coming months. [01:05:57] Currently, we're contracting out for a number of services, [01:06:01] which we hope will be taken on by full-time staff. [01:06:08] And we are also recommending that a part-time position, [01:06:17] and that is the position of a development technician, [01:06:21] be converted from part-time to full-time. [01:06:26] In last year's budget, [01:06:32] we had a building inspector position [01:06:36] that we intended to use for six months of the year [01:06:43] to launch a program which would be used [01:06:47] in conjunction with a certificate of occupancy program [01:06:51] or certificate of use program [01:06:54] where we would verify [01:06:56] that appropriate maintenance standards were being followed [01:07:02] as it relates to the exterior of houses that were sold. [01:07:07] That program did not get launched. [01:07:09] We're again recommending [01:07:11] that that position be maintained in the budget. [01:07:17] One of the areas where we're contracting out [01:07:21] is relates to the building official position [01:07:25] and the building inspector position. [01:07:29] It is very difficult to hire a building official. [01:07:33] Many municipalities are facing the same challenge we are [01:07:39] and are opting for contracted building official services. [01:07:45] I don't think that's the best service model for a community. [01:07:50] And what I'm trying to do at this time [01:07:55] is to share a building official with another community [01:08:00] so that we could have service on a three-day-a-week basis [01:08:07] and we would be sharing with New Port Richey [01:08:10] who needs services two days a week. [01:08:13] That way we could offer a full-time pay, [01:08:16] full-time benefits at market rate for a building official [01:08:22] and yet only be responsible [01:08:24] for a portion of their salary and benefits. [01:08:29] And I think that that might be key [01:08:31] to being able to pay a little bit more [01:08:33] because their market rate is much more [01:08:36] than what we could afford on a full-time basis. [01:08:39] You're gonna look at three-fifths [01:08:41] of the number you have here [01:08:42] or are you looking close to that number [01:08:44] and they pick up two-fifths? [01:08:47] They're picking up two-fifths. [01:08:49] But then I'm back to my question. [01:08:51] Is that 90,000 for lack of a better term? [01:08:54] Is that three-fifths? [01:08:56] The 90,000 for the department head [01:08:59] is not the building official. [01:09:01] The department head is the planning [01:09:03] and development director position [01:09:05] which is currently unoccupied. [01:09:09] So the building official, where is that in this? [01:09:11] Is that part of the 155? [01:09:13] The 76,520. [01:09:16] Oh, okay, okay. [01:09:18] So... [01:09:20] We would treat him as an employee of ours [01:09:22] and then we would invoice our bill, New Port Richey, [01:09:25] for the time that he uses there. [01:09:28] The problem is, is there enough money there? [01:09:30] That's what I'm saying. [01:09:31] Even for three days? [01:09:32] Yeah. [01:09:33] It's 76, is still that gonna be paying 76 for three days? [01:09:38] That's just a five-day number. [01:09:41] Yeah, see, and that's what I'm saying. [01:09:42] I don't think that there's gonna be enough money to find it. [01:09:45] Even if we're sharing it with New Port Richey, [01:09:47] you know, you might say that it may not be 76, [01:09:51] but it might be 65, you know? [01:09:54] Or attractive to someone. [01:09:56] Yeah, and then they pay, you know, [01:09:59] we'll just say 60 for easy figuring. [01:10:01] You're paying 60 and they're paying 40 [01:10:03] so we could get somebody of a quality product. [01:10:07] We've based our number on market data, [01:10:11] but we can verify that the number's good [01:10:13] before we come back to you with a second remand. [01:10:16] I mean, you know, we might be able to steal somebody [01:10:18] from a bigger city to come to these two municipalities [01:10:23] if we have, you know, and it still doesn't meet, [01:10:26] you know, the number we have here as a full-time employee. [01:10:30] I would back up what Chopra's saying for another reason, [01:10:33] which is that what we don't see, again, [01:10:36] is the revenue side of this. [01:10:37] And when a few years back you'd put an increase [01:10:40] in the building permits and we went through [01:10:42] the whole building and did a pretty substantial analysis [01:10:47] and new rates. [01:10:49] So unlike some of the other departments [01:10:53] that are health and safety services, [01:10:57] this one kind of self-funds itself [01:10:58] because you're trying to, you're charging people [01:11:01] for the inspection services and they're paying money for it. [01:11:04] So not like we want to make money on the position, [01:11:07] we just want to see people build [01:11:09] and build the right stuff in town. [01:11:10] So maybe a review back to those revenue side [01:11:15] to see what justifies that from your building permits. [01:11:19] Your permits help to support the entire division, [01:11:22] I guess, in theory, to some degree. [01:11:27] And it might not cover the whole thing, but. [01:11:29] Even at a higher number, it's far less [01:11:32] than we're paying for contracted services. [01:11:35] Oh yeah, and that was my, I was coming around [01:11:37] to say I like the business model [01:11:39] of having our own inspector rather than contracted. [01:11:41] I just want to know how the numbers compared [01:11:44] what sort of contracting costs [01:11:45] versus what you think a projected employee cost is. [01:11:48] And this is certainly less is what you're saying. [01:11:52] I would think it would be. [01:11:55] And those are, that represents all of the changes [01:12:00] that we're proposing in personnel. [01:12:03] Back to your comment, Debbie, on market rate though again. [01:12:07] The fact that you've commented [01:12:09] that it's hard to find those people [01:12:11] only adds to, I guess, support Chopper's comment [01:12:15] of maybe we ought to be paying a premium [01:12:17] so that we make sure we have those services. [01:12:20] I mean, any other city our size [01:12:22] is going to have the same problem we have. [01:12:24] So we've got to pay a little more for that pitcher [01:12:28] to get on the team, I guess, maybe then what you might. [01:12:31] I know it's important for you [01:12:32] to control budget at all levels, [01:12:34] but this is one where we get a lot of flack in the city [01:12:40] because it's the outreach, [01:12:41] it's the connection with the new construction. [01:12:43] It definitely is. [01:12:44] And we may have to pay more [01:12:45] because we're sharing it with two people. [01:12:47] Because think about it, if you're that person, right? [01:12:50] And you got three days, you got two bosses, [01:12:54] you got a little bit different maybe philosophies [01:12:57] and rules you have to apply and codes and so forth. [01:13:00] So it could be a little bit of a headache. [01:13:03] But I agree, your point is we need to have good people. [01:13:11] You do. [01:13:13] I don't think you have any issues with raising the pay [01:13:16] because you got to have a starting point somewhere [01:13:18] and you see if you can find anybody [01:13:19] and you just have to keep going up from there. [01:13:23] Yes, I want to make a good offer though [01:13:26] so that we gain the interest of qualified candidates. [01:13:32] That's an excellent way of saying it. [01:13:36] We could probably get a lot of applications. [01:13:38] Right, and I'm anxious for that to occur. [01:13:43] So we're behind you. [01:13:45] Okay, thank you. [01:13:48] And so there is an adjustment in regular full-time wages [01:13:54] to reflect the transition of one part-time [01:14:01] development technician converting to a full-time status [01:14:07] to support the other development technician in the office. [01:14:12] There's only one who handles all of the responsibility [01:14:16] for permit processing and administration. [01:14:21] And that has proven to be a difficult task [01:14:28] for even 1.5 FTEs to handle the full responsibility for. [01:14:35] Moving on to operating for the department, [01:14:44] the city engineer services. [01:14:47] I'm not really certain why, [01:14:52] and I'm going to ask Crystal to check, [01:14:54] we're not showing more, [01:15:00] of the previous years, or why we're showing the previous year's figures so much lower [01:15:10] than what was the contracted amount for engineer services, because that's been fairly consistent [01:15:16] in past years. And it has been in the $35,000 to $40,000 range. So we're going to need to [01:15:26] check previous years, so it's not a bump. It's been consistently $40,000. The professional [01:15:36] services planning, it is consistent with the current budget. That's money that we appropriate [01:15:52] for planning services outside of the city services when we take on special projects. [01:16:04] Professional services miscellaneous, we think that there will be less need for that in the [01:16:11] oncoming fiscal year. Contractual services miscellaneous, at this point we are keeping [01:16:25] that consistent with the current year. And we have a reduction in fuel costs, in large [01:16:49] part due to the fact that the vehicle is much more fuel efficient. In the extreme, [01:16:58] I've seen the one that's marked development services, I want to see you put $500 worth [01:17:03] of gasoline in it. Got to allocate those charging stations to that. And the rest of the operating [01:17:18] expenses are consistent with previous years' budgeted amounts. And I and Crystal are prepared [01:17:26] to respond to any questions that you have related to the personnel or the operating [01:17:32] budget for the development services department. [01:17:39] What hits me, as I see Charles out there from the economic development side, is that the [01:17:47] marriage between those two divisions really has to occur for us to successfully have our [01:17:52] economic development. So if somebody asks what can be done, he's got to come downstairs. [01:17:56] And so that back and forth. And I believe at one point we did an allocation where the [01:18:01] CRA paid a good substantial amount of the consulting or the things that related to construction [01:18:12] and commercial development as an economic development process. And so everything that [01:18:20] generates the CRA's budget is bringing more buildings into town or whatever it is, improvements [01:18:29] that will increase our value. And I'm not really sure, but when we asked the auditor [01:18:38] about the allocation methodology and when I learned that we have this like 10% of the [01:18:43] general fund, if I'm saying it right, or 10% of something that's going into a charge to [01:18:50] the CRA, that it really isn't as well analyzed. [01:18:56] So as an example, if the police budget goes up $600,000 and police services are not allowed [01:19:04] to be part of redevelopment expenditures, and these other budgets stay the same, as [01:19:12] the general fund increases, 10% of that means we're charging more expenses off than we did [01:19:19] the year before and those that are not really identified. So when it's back to the consulting, [01:19:25] I think we would be well advised to do some analytical work to make sure we have a defendable [01:19:32] position on the allocation methods that we're doing. So city engineering services, I always [01:19:40] circle and I always make a futile attempt to suggest that these are not city engineering [01:19:49] services, they're engineering services for the development department. So this is the [01:19:53] guy who comes and helps you with your LDRB, who does some analysis and who helps to make [01:19:59] decisions within the building department. It's not the city engineer back in the old [01:20:06] days that sat up there with us and helped us to decide, you know, and track the project. [01:20:13] So I've suggested to Debbie, just to share with you, that when we look at the CRA budget, [01:20:18] Mr. Mayor, that we think more in terms of having substantial engineering services that [01:20:24] are not the engineer who's going to do the job, or that we're paying them for the job, [01:20:31] but that we're paying someone for the advice of coordinating public works, infrastructure, [01:20:40] incentives and development strategy. Because it is a different level, more of a consulting [01:20:49] and a level then. And when you look up the definition of a city engineer, that's kind [01:20:54] of the old definition of someone that gave advice. And they don't get to do the job, [01:21:03] because they're trying to help to give you that independent advice. With all the projects [01:21:07] we have going, so I'm looking that way, and I'm just saying I think that a good bit of [01:21:14] the expenditures are related to the new development and the economic development. So this is one [01:21:20] area where you could increase the amount of money that the CRA is paying. And I don't [01:21:26] know how it all comes out, but I think a more analytical department by department evaluation [01:21:32] is in order, and I don't know if you're going to do that. But I'm really pitching to get [01:21:36] some professional advice on that end. [01:21:39] And that is what we do. The methodology is to evaluate by department and see what percentage [01:21:45] of administrative services each department provides to the CRA. And water and sewer and [01:21:51] any of our other proprietary funds. The methodology we've been using, we've been using it for [01:21:59] about five years now, so we do have Stantec working on an update to that methodology. [01:22:06] So just to make sure it's current or to give us an update of what that allocation should [01:22:10] be. But it is by department. [01:22:12] So when I saw 10% operational costs that are being paid, what does that mean? [01:22:20] I'm not sure where you saw it. [01:22:22] The transfer of the funds from the general fund to the CRA and the CRA's budget. That's [01:22:29] not a 10% figure. That is a more complex methodology that comes up with that number. [01:22:37] Yeah, I'm not sure about the reference to 10%. [01:22:41] Maybe I'm just, so I'm kind of misinformed, so I'm happy to hear. [01:22:46] Yeah, the transfer from the CRA, yeah, it's definitely not just a flat 10%. It's done, [01:22:52] there is an evaluation process done during the budgeting process that we do by department [01:22:57] just to see what services they provide. I'm trying to think what that 10% could be and [01:23:03] off the top of my head, I'm not sure. [01:23:04] Well, that's all right. When we have the CRA budget and we see that money being paid out, [01:23:08] maybe there can be an explanation. [01:23:09] What you're talking about, Peter, is you're just interested in, I think you're going down [01:23:13] a road that you'd like to see us have an engineer on staff to help in all these different areas. [01:23:20] Well, I think that's something we can certainly talk about, but I think it's probably not [01:23:30] necessarily the right time now to look at that. [01:23:34] And I think it needs to come from the CRA because these big public projects that we [01:23:39] do, the infrastructure that fosters economic growth, we've got three or four potential [01:23:44] projects on the line. We've got the boat rent property, we've got the Kaiser property, [01:23:50] we've got the new housing project, and you have to have an analysis of how much money [01:23:59] is going to cost in utilities, water lines, sewer lines, and the overall effect. [01:24:03] Your point's well taken, but if we could drag this back to the subjects that we're supposed [01:24:07] to be covering tonight. [01:24:08] Well, so the subject we're supposed to be covering is that we've cut back, in some cases, [01:24:14] our planning and professional, and I just want to make the point that I'm acknowledging [01:24:18] that it probably needs to happen somewhere else, but we need to make sure that we don't [01:24:26] think that because we're managing this expense, that we have to look at the revenue side of [01:24:32] it. [01:24:33] And each department, some departments are totally dependent on the city, and when the [01:24:39] fire department gets in front of us, you know, we don't have much of a revenue source, [01:24:44] but we have some, so then I'll be waiting for the revenue sources, I guess, to have [01:24:50] that discussion, Mr. Mayor. [01:24:51] I think when we hit the CRA, it'll be a little easier to figure where it needs to come from. [01:24:57] When the whole budget comes together, we can look at that document. Thank you. [01:25:00] Got it. [01:25:01] Are we getting hungry? [01:25:02] So, if you're ready, technology solutions is next. [01:25:15] He's been sitting here patiently for the last 30 minutes waiting to cover his own. [01:25:20] This is a big, this is our main issue, Mr. Mayor. [01:25:23] No, no, no. [01:25:24] I don't want to feel guilty about it. [01:25:25] I'm giving Brian, Brian settled in quite a while ago. [01:25:30] Thank you very much. [01:25:31] I appreciate the opportunity to present the technology solutions budget. [01:25:35] In the 21-22 fiscal year, we are anticipating increases to the budget. [01:25:41] This, two main items driving that is the need for additional staffing and increasing, increases [01:25:48] in our licensing and support accounts. [01:25:52] So, with that, I will dive into personnel. [01:25:56] And in this fiscal year, we are proposing a new GIS specialist position. [01:26:03] The purpose of this position will to support the city's entire GIS, or to support the needs [01:26:10] throughout the city of GIS, working on incorporating additional functionality within our Tyler [01:26:17] and or other software, such as our fire reporting products and so forth. [01:26:24] Supporting the needs of staff with respect to creating maps or if needing to do project [01:26:32] planning with respect to parcels, doing regular GIS maintenance that has to occur, or making [01:26:39] changes to the GIS database as needed. [01:26:43] These are things that we don't have a position for today. [01:26:47] We do have a GIS representative that's in the public works budget that is primarily [01:26:53] focused on updating GIS with respect to utilities, but this is a position that we've not had [01:27:00] in some time, and as we continue to expand our capabilities, we find the need for this [01:27:06] more and more every day. [01:27:07] In addition, it will help reduce costs, expensive costs, with respect to $200 an hour service [01:27:16] fees, where we're doing work that could be done internally at a much lower rate. [01:27:23] With that position, we have increases in corresponding accounts, such as Social Security, Florida [01:27:31] Retirement System, health care. [01:27:33] Then, the other initiative we have in personal services is the addition of standby time. [01:27:41] That is so that we can advance the initiative of having my staff be on standby for after-hour [01:27:48] support. [01:27:49] We currently don't have anything in place for that today, and that's something that [01:27:53] I'd really like to move forward in the next fiscal year. [01:27:58] Not to go down the rabbit hole again, but the GIS is another one of the ones that some [01:28:03] portion of which probably should get charged to the CRA. [01:28:07] Yes. [01:28:08] Welcome to my rabbit hole. [01:28:12] Is there a portion of Robert's budget that's in the GIS system? [01:28:20] Samantha comes out of that. [01:28:21] Yes, Samantha. [01:28:22] Yes, she does. [01:28:23] We have a technician in public works that specifically works with GIS, and yes, she's [01:28:27] in Robert's budget. [01:28:28] Okay. [01:28:29] Now, would that change? [01:28:30] Would that change in his budget, or would that? [01:28:33] Okay. [01:28:34] Al? [01:28:36] The resiliency requirements, and the stormwater requirements, and the parallel flood requirements. [01:28:45] I don't know what department that comes under. [01:28:49] Well, I think it would be a mix of public works and IT with respect to building what [01:28:57] we need to do for GIS, and some contractual where it were needed. [01:29:02] I think this position helps stabilize that for the general uses of the city, general [01:29:06] GIS needs of the city, and will help advance us in those areas across the board. [01:29:13] In the existing position in public works, a big part of what that position does is mapping [01:29:18] and creating maps that the city uses throughout. [01:29:22] I think this would be a bit different from what's currently being done. [01:29:26] Do you think standby wages is two grand's enough? [01:29:29] Yes. [01:29:31] We have calculated it out, and it's consistent with what we pay for standby in other departments [01:29:37] of the city. [01:29:39] They can actually get called. [01:29:40] They're going to hit overtime wages, so that makes sense. [01:29:45] That's what I'm asking. [01:29:47] This didn't seem like very much. [01:29:49] I mean, we're walking on thin ice without having somebody ready to go. [01:29:54] I'm sorry, so you're just adding one employee then? [01:29:58] Correct. [01:29:59] It's a lot of money that they don't pay. [01:30:00] when they're having dinner, right? [01:30:01] I mean, basically, and that they don't leave town [01:30:04] or whatever. [01:30:05] Honestly, the main focus, I really want the opportunity [01:30:09] to have a designated employee who's officially on standby [01:30:13] and knows they're at any moment ready [01:30:17] to be called back into work. [01:30:19] Besides you. [01:30:22] Yes. [01:30:24] And weather's gonna be a big factor in a lot of that. [01:30:27] Yeah. [01:30:28] With the cybersecurity stuff too. [01:30:30] And if all hell breaks loose on a weekend, [01:30:34] and that's frequently when the hackers are at their busiest. [01:30:39] It would be nice for Brian if there's actually [01:30:41] somebody else that's on call that afternoon. [01:30:45] So back to my question, the one employee. [01:30:49] I mean, I know there's not much you can do for it, [01:30:51] but for one employee, basically the insurance [01:30:54] went up to $22,000. [01:30:55] Oh, no, I'm sorry, Matt. [01:30:56] You are correct. [01:30:57] The other thing that is not reflected clearly here [01:31:01] is that we, in the current fiscal year, [01:31:04] we added a technology support specialist, [01:31:08] and it was only funded for half the year. [01:31:10] So you're seeing that position continued, [01:31:13] funded for the full year. [01:31:15] So the insurance would be for a full year this year [01:31:18] versus only half of the year in 2021. [01:31:21] Plus the extra kick in the teeth that they're giving us [01:31:23] for the rate increases. [01:31:24] Yeah, I mean, nothing you can really do, [01:31:26] but yeah, it seems like a big jump for one person, basically. [01:31:29] Yeah, it's one and a half, the way that this is reflected. [01:31:34] Something that needs to be noted, though, too, [01:31:37] is that if you look back to actuals at 19, [01:31:40] he was in the million. [01:31:41] And then if you look this year, he's down to $900,000. [01:31:44] So when we have the discussion about the backfilling [01:31:49] of the austerity moves that you made over the last year [01:31:52] so that you helped us not to break the budget [01:31:55] over the loss of revenue, you know, [01:31:57] it's hard to look at a year for comparison [01:32:00] that wasn't a normal year and then call it an increase [01:32:05] if you don't look back a few years [01:32:07] and see that you're just trying to get back to where you were. [01:32:12] So I'm hopeful that when we get that backfill opportunity [01:32:17] that I'm imagining that you're going to use some [01:32:20] of that opportunity to assist your budget [01:32:25] in getting back to normal. [01:32:27] Right. [01:32:28] Loss of revenue. [01:32:29] Repair it. [01:32:30] Yeah. [01:32:33] Brian, you've got a huge jump on 4,429. [01:32:37] What is that? [01:32:38] Sure. [01:32:40] So moving into operational, and if you don't mind, Mr. Mayor, [01:32:43] I'll start off with the professional services. [01:32:46] Since we added that this fiscal year, [01:32:49] or in the coming fiscal year, [01:32:52] the purpose behind those funds are to perform, [01:32:56] to your point earlier with respect to cybersecurity, [01:32:59] penetration and vulnerability testing. [01:33:01] Excellent. [01:33:02] So that is the initiative behind those. [01:33:04] Contractual services stayed relatively the same, [01:33:07] some additional work that needed to happen there. [01:33:10] And then to your point again, [01:33:11] with respect to the software rent account, [01:33:14] there was about $100,000 increase [01:33:17] in our regular licensing and different softwares [01:33:20] that we've brought on over the last fiscal year. [01:33:23] So we saw a $20,000 increase in our Microsoft licensing, [01:33:28] based on servers and some additional licensing [01:33:31] that we've added across the board. [01:33:34] We saw a $28,000 increase, [01:33:39] which is to support our three, [01:33:42] it's to support three devices, [01:33:44] appliances that we added at the gateways [01:33:46] that do 24-7 monitoring of the traffic. [01:33:49] And the last fiscal year, that was capital item, [01:33:52] because we made that initial purchase. [01:33:54] Now you're seeing the recurring services for it [01:33:57] in the budget. [01:33:58] And we also had a small increase in our Esri license, [01:34:02] which is GIS on an annual basis. [01:34:05] We added a document imaging software. [01:34:09] So there's additional software licensing [01:34:11] and support fees for that. [01:34:14] And then we had another $25,000 increase [01:34:17] with respect to support and maintenance renewal [01:34:22] with our data storage arrays. [01:34:24] We had the three arrays, we made the purchase, [01:34:25] they were covered for three years. [01:34:28] Now they're coming back into, [01:34:29] they need to be recovered again [01:34:30] for warranty and maintenance. [01:34:32] And that's with four-hour response time [01:34:34] if there's a hardware failure on the controller. [01:34:38] You said gateway traffic, you're talking internet traffic? [01:34:41] Yeah, any kind of traffic coming to or from the city [01:34:44] that could be malicious in nature. [01:34:49] And, [01:34:53] I was thinking about how many cars were coming into town. [01:34:56] No, no, no, it's just internet traffic. [01:35:04] The remainder of the budget is pretty much the same [01:35:06] with a $2,500 reduction in maintenance [01:35:10] and repair equipment. [01:35:12] So if you guys are good, I'll move on into capital. [01:35:21] Under data processing, [01:35:22] we have an ELAN 1GIG fiber connection. [01:35:26] This is a new network connection I'm pursuing [01:35:30] with respect to all of our buildings. [01:35:32] It's a 1GIG fiber connection between facilities [01:35:36] that will operate as the backbone for the network. [01:35:38] It is underground, so it provides resiliency for the city, [01:35:42] whereas our current connection [01:35:44] goes through the air on telephone poles. [01:35:47] And we'll link our buildings together [01:35:51] in a way that we're not more of a peer-to-peer network, [01:35:54] and we'll be more of a mesh-based network [01:35:56] between the facilities. [01:35:58] It also provides me the ability to leverage resources [01:36:01] in different areas that will also increase [01:36:04] resiliency as a whole, [01:36:06] because if something goes offline here, [01:36:08] I can spin it up and bring it up in a different building. [01:36:14] The next item is inter-gov licensing. [01:36:17] Chopper, to your point earlier, [01:36:19] we continue to build on what we have [01:36:20] with Tyler Technologies. [01:36:22] So these licenses are for an additional license [01:36:27] in code enforcement. [01:36:29] Code enforcement now has the ability [01:36:30] to do all their enforcement out in the field. [01:36:32] They were doing it on paper two years ago, [01:36:35] and now they're out in the field on iPads [01:36:37] doing it day in, day out. [01:36:38] So we're saving on gas. [01:36:41] And now what we want to do is expand that [01:36:43] into the building and planning department, [01:36:47] where as part of the workflow process [01:36:50] and building inspections, again, [01:36:51] we'll have the licensing and they can go out on tablets [01:36:54] and do their inspections right there [01:36:56] and complete those workflow processes [01:36:58] and advance things forward from the tablet in the field. [01:37:03] Project software. [01:37:06] So what's the special event or special purpose equipment? [01:37:13] Hang on, I got it. [01:37:15] So the next item is Microsoft Projects. [01:37:20] That's a piece of software used [01:37:22] for internal project tracking, [01:37:24] something that my team will benefit greatly from, [01:37:27] and I think Public Works will benefit greatly from, [01:37:31] in addition to other departments, [01:37:32] but specifically in those two areas. [01:37:34] It allows us the ability to create projects internally [01:37:37] and then track their events [01:37:38] and link all the supporting documentation to that. [01:37:41] This is still under software. [01:37:43] This is still under software, yes. [01:37:44] Sorry, thank you. [01:37:46] And then the last item under software [01:37:48] is a public records management tool. [01:37:50] So a way to manage our public records requests [01:37:54] as they come into the city, [01:37:55] provide a portal for them to come into the city [01:37:58] and sort of track the workflow of those requests [01:38:01] as they currently were being processed. [01:38:04] We have processes in place today, [01:38:08] and each department sort of follows their own protocols [01:38:10] based on the department's needs, [01:38:12] but this would give us a way to centrally manage [01:38:15] all of those requests as they come in through the city. [01:38:21] That little package of software there is $48,000. [01:38:24] Is that a purchase? [01:38:26] Yes, sir, those are purchases. [01:38:27] Purchases as opposed to a lease. [01:38:29] Those are purchases. [01:38:30] So how often does that software need to be updated? [01:38:32] And does the purchase, does that like follow-up dates [01:38:35] for the next five years, or what does that do? [01:38:37] So there's the initial purchase, [01:38:39] and then what will come behind that is, [01:38:41] so for example, for the project management software, [01:38:45] you know, the initial purchase, [01:38:46] and then in my next budget, it'll get the licensing, [01:38:50] the reoccurring licensing fee will get put [01:38:52] into my regular software rent and operations. [01:38:55] Now that might be reduced from there. [01:38:57] In some cases, if it's a cloud-based service, [01:39:00] it may be the same, but this is the initial purchase. [01:39:04] Gets us in the door. [01:39:05] Yes, sir. [01:39:09] And then under special purpose equipment, [01:39:11] we have upgrades to the AV system and council chambers, [01:39:15] which is gonna be to the cameras and projectors. [01:39:20] The sound system as well. [01:39:21] The sound system is part of some things [01:39:24] we're gonna be doing this year, [01:39:25] and then the second half goes to the dais, so yes. [01:39:27] It'll be a little bit of both. [01:39:29] And then following that, we are gonna advance [01:39:33] the city's access control system, [01:39:35] which is a badge reader type entry, [01:39:38] into the city hall complex. [01:39:39] So we're not gonna do all the doors, [01:39:41] but we're gonna do some key doors throughout the city, [01:39:44] and that system has been expanding slowly [01:39:47] from our police department. [01:39:48] We've moved it into public works. [01:39:50] We're gonna move it over into the library, [01:39:52] and then now city hall as well. [01:39:55] It'll give us the ability to see [01:39:56] who's coming in and out of the building, [01:39:57] and the ability to turn off access if needed. [01:40:01] Very good. [01:40:03] Now we have Rob to understand a lot of this. [01:40:06] Your division handles the video boards at Sims Park? [01:40:13] Yes, sir. [01:40:13] And I know we own them, so I'm not gonna see them here, [01:40:15] but we have a contract with a third party [01:40:20] that does the, tell me more about our video board. [01:40:25] You manage it, someone else manages it? [01:40:28] Yeah, we had a change in direction there slightly, [01:40:32] where we've handed that off to marketing [01:40:34] with respect to the creation of content. [01:40:37] My department does handle the maintenance and repairs. [01:40:40] So if there's a tile that's bad, [01:40:42] that's under our maintenance agreement. [01:40:44] If there's a software update that needs to occur, [01:40:47] then we'll handle that. [01:40:48] And then marketing and development, [01:40:50] we'll either place something for us to post, [01:40:55] and we'll post the content, [01:40:57] or we can give them an ability to post content themselves. [01:41:00] But if there's a live event, [01:41:01] and somehow the event is projected up there, [01:41:04] there's a... [01:41:04] A live event, we'll contract out and bring somebody in [01:41:07] that connects directly to the board, [01:41:09] and we'll do videography and the live event at the same time. [01:41:12] And that's restricted only to the one party [01:41:15] you allow to do that, is that? [01:41:17] No, we have a protocol. [01:41:19] If there are other vendors who are interested, [01:41:20] they can reach out to us and, you know, we'll... [01:41:22] To have the qualifications. [01:41:23] Yes. [01:41:24] And you might check those tiles. [01:41:25] The last time I was out there, I think there were some. [01:41:28] There are two that actually are under repair now. [01:41:30] They arrived yesterday. [01:41:32] Good. [01:41:32] Is there fees when we bring in this third party? [01:41:35] I'm sorry, what? [01:41:36] Is there fees when we bring in this third party? [01:41:37] Yes, sir. [01:41:39] Yes, sir, and most of those are reflected [01:41:40] in the recreation and the park... [01:41:42] So like Chasco or whatever? [01:41:44] Yes. [01:41:47] The reason I ask is we've got the 100 year anniversary [01:41:51] of Chasco coming up next year. [01:41:53] And so one of the early discussions has been, [01:41:58] and particularly since the council had agreed [01:42:02] to allow for some minimal fee to get in [01:42:06] to provide some additional experiences. [01:42:10] And during the regular work week, [01:42:12] you don't have the big crowd, you know, too big a crowd. [01:42:16] But one of our thoughts was to hire a firm [01:42:19] that does some of these laser shows [01:42:22] and some of the production work [01:42:25] to do something special for the 100 year anniversary. [01:42:27] So I'm asking on that purpose, [01:42:30] but the expense of doing it would be [01:42:32] on the event provider. [01:42:36] Access to it was the question really. [01:42:39] If a professional firm came along, [01:42:41] they would work with IT to be qualified, [01:42:45] to be able to do it. [01:42:48] And if I can, just real quick in closing, [01:42:51] mostly for Councilman Peters' benefit. [01:42:54] With respect to some of the discussion that's occurred [01:42:56] with regards to IT, yes, there's been a huge thrust in IT [01:43:01] over the last eight years or so [01:43:03] since I've taken over the department. [01:43:06] You know, when Chief Bogart arrived, [01:43:08] we were doing police reports in Microsoft Word. [01:43:11] Now we're dispatching and we have our own CAD programs. [01:43:15] We're collecting evidence remote, body cams. [01:43:18] The Tyler software to, again, some of the comments tonight, [01:43:22] provides the ability for workflow processes [01:43:25] and ensuring documentation is uploaded [01:43:27] and completed as part of our financial process. [01:43:30] So it makes Crystal's life a little bit easier [01:43:33] when it comes to doing tasks for auditing and so forth [01:43:36] at the end of the year. [01:43:37] All those documents are already there and prepared [01:43:39] because they had to be there as part of the workflow process [01:43:43] to get things going. [01:43:45] The fact that the audit for fiscal 20 [01:43:52] did not have any notches for late correction [01:44:04] of previous year audit adjustments, et cetera, et cetera, [01:44:07] et cetera, is directly related to the fact [01:44:10] that now with the Tyler system, [01:44:12] we can actually get those things done on a timely basis. [01:44:15] It was a multi-year nightmare [01:44:19] is the best way I can describe it. [01:44:21] And Crystal and Brian both deserve a lot of credit [01:44:24] for getting us through that. [01:44:29] Thank you, everyone. [01:44:31] Thank you. [01:44:31] Thank you, Brian. [01:44:34] Lastly, we have the library this evening. [01:44:36] So we'll be asking Andy to join us. [01:44:42] Come on, guys. [01:44:43] Mr. Mayor. [01:44:47] Good evening. [01:44:48] Thank you, Andy. [01:44:49] Oh, thank you. [01:44:50] Good evening, Mayor and City Council. [01:44:53] We are officially rounding third and heading for home. [01:44:58] It's my pleasure to present. [01:45:00] and the proposed budget for the next fiscal year [01:45:03] for the library department. [01:45:09] I'll start with personnel. [01:45:11] First of all, you'll notice that personnel services [01:45:14] has increased overall, and this is due to several reasons. [01:45:19] The part-time marketing specialist position [01:45:21] was kept unfilled during the last, or this fiscal year. [01:45:25] However, within-person events and services [01:45:29] ramping up post-COVID, and in anticipation [01:45:33] of a fully functional new facility in the fall [01:45:38] or early winter, we're expecting a much higher [01:45:40] demand for promotions and marketing deliverables. [01:45:45] And the other increase you'll see in personnel [01:45:48] is due to the Cody and Associates Classification [01:45:51] and Compensation Study approved by council earlier this year. [01:45:57] This affected the salaries and benefits [01:46:00] of a total of five of our staff members. [01:46:07] And then moving on to the next section in operating funds, [01:46:15] if you do a quick comparison between this year's [01:46:17] request and the current fiscal year, [01:46:21] you'll see a minute decrease. [01:46:25] However, there are some changes that I do want to call out. [01:46:30] Keep in mind, of course, that the increased line items do not [01:46:34] require additional funding. [01:46:36] Rather, the funding was just allocated [01:46:38] to more appropriate line items. [01:46:42] So I'll start with 43499 contractual services. [01:46:48] You'll see an increase of 13,900, [01:46:52] and this funding was reallocated from 44621, [01:46:58] which is maintenance and repairs equipment. [01:47:04] It includes things like CAT Express, unique management, [01:47:08] and a contracted person to assist with the public access [01:47:14] technologies. [01:47:17] The next line item that I wanted to point out [01:47:20] is 44011, travel and training. [01:47:24] This was reinstated from pre-pandemic, [01:47:27] and you'll see there is a slight increase, [01:47:31] and it's due to including professional development [01:47:35] training opportunities for the additional librarian [01:47:38] that we now have on staff, as well as the marketing [01:47:41] specialist. [01:47:44] The next line item to point out is 4419, [01:47:48] and rent equipment and software. [01:47:50] You'll see a decrease in this category of $9,500. [01:47:56] This is because the library was obligated [01:47:58] to pay for the public access computers [01:48:00] through a leasing program. [01:48:02] It was much more cost effective and a benefit to the city [01:48:07] to pay out the remainder of the lease agreement [01:48:09] and own the computers outright, rather than [01:48:11] to continue the leasing. [01:48:13] The library will maintain a robust technologies [01:48:17] in the future by incorporating an annual replacement [01:48:21] plan, where a small portion of the oldest computers [01:48:25] are replaced each year. [01:48:26] And that would appear in 45243, computer and operating [01:48:31] supplies. [01:48:34] The next line item, 44611, maintenance and repairs, [01:48:39] building and grounds. [01:48:42] You'll see an increase of just over $10,000 here, [01:48:45] and this is for basically new installations [01:48:48] for items that may need to be replaced after renovation, [01:48:53] including blinds. [01:48:55] Thanks, Crystal. [01:48:57] Yes, blinds are a necessity to keep our materials [01:49:04] user-friendly and legible. [01:49:06] And then, 44621, under maintenance and repairs [01:49:19] for equipment. [01:49:20] This is our TBS, or basically our multifunctional device [01:49:26] that is used by the public. [01:49:30] You'll see a decrease of $23,400 due to moving $13,900 [01:49:40] to contractual services, which we discussed earlier [01:49:44] for additional contracted technology support. [01:49:48] And then, also moving $10,500 to a separate line item. [01:49:57] The next line item I want to point out [01:50:00] is 45225, which is a new line item for the library, [01:50:06] as well, this year. [01:50:07] It's reclassification for software and license support [01:50:11] for computer and tech software and hardware. [01:50:14] So this would be Apollo, our ILS, our integrated library [01:50:18] system, MeScan, which is our phone app that allows people [01:50:22] to check out things. [01:50:24] And the Mercat server that we have for our catalog system. [01:50:33] The next line item, 45243, computer and operating supply. [01:50:39] We would be moving $2,500 to 45299 in operating supplies. [01:50:48] In anticipation of replacing some equipment [01:50:52] with newer versions that appropriately fit [01:50:56] into our new facility that has a new floor [01:51:01] plan and new spatial needs. [01:51:05] This would also include things like the book drop, [01:51:08] cleaning supplies, cords, mice, wipeable keyboards [01:51:13] that you can disinfect or even put into your dishwasher [01:51:17] to make sure it's clean, receipt paper, earbuds, [01:51:21] and those type of items. [01:51:24] Finally, the last item in this category [01:51:27] is 45249, library supplies. [01:51:29] There's an increase of $3,000, and that's [01:51:33] to replace the old supplies. [01:51:37] So things like, for example, a computer, [01:51:41] so things that will be more fitting for a new facility. [01:51:47] So we will need to replace some scissors and some crayons [01:51:52] that may be melted that are sitting in the trailer [01:51:54] right now waiting to be added to the children's room. [01:51:58] Also things like Demco materials, book jackets, [01:52:01] labels, some paint and manipulatives [01:52:06] that will also go into the youth programming room, which [01:52:09] is a new room that will be added [01:52:11] into the interior of the building. [01:52:16] Now for capital expenditures, in line item 46612, [01:52:22] library materials. [01:52:24] You'll see an increase of $5,000, [01:52:26] and that's to assist with expanding the collection [01:52:31] and especially replacing those well-loved and worn-out books [01:52:35] for a more attractive and useful opening day collection, [01:52:38] especially in the children's and teen room, which [01:52:42] will be expanded with square footage. [01:52:45] So we really want a nice opening day collection [01:52:47] for the entire library. [01:52:51] And then finally, line item 46672, [01:52:54] that's state aid library materials. [01:52:58] This is a grant funding award from the Department [01:53:01] of State Division of Library and Information Services. [01:53:05] We apply for it each year. [01:53:07] This is combined through many, many years. [01:53:11] And a small portion of this may be [01:53:14] used to assist with hiring a contracted company [01:53:19] to help the library develop a strategic long-range plan [01:53:25] to take us into the next three to five years, [01:53:27] as required by the Department of State [01:53:29] and also as wanted by the city itself. [01:53:34] So this concludes the library department's budget request [01:53:38] for fiscal year 22. [01:53:41] And I'm prepared to offer more information if you [01:53:45] should have any questions. [01:53:47] Is there involvement or is it in here in the budget [01:53:50] when we work with our library cares? [01:53:55] I'm sorry, did you mean Alpers? [01:53:57] Alpers Cares, whatever. [01:53:59] At the Alpers Center. [01:54:00] What was the first portion of that? [01:54:02] Is any of the budget in that in here? [01:54:03] Is that included in this? [01:54:06] I mean, we're still manning that, or they're manning that, [01:54:09] but we're still participating with that. [01:54:11] We still partner with them, and we [01:54:14] assist with giving them materials [01:54:17] that are not as popular at this library [01:54:21] and do not have reserves. [01:54:24] So we do supply them with additional materials [01:54:28] as well as duplicate copies of items. [01:54:35] So we do assist with that. [01:54:36] So there really isn't anything in the budget [01:54:38] that is needed for them? [01:54:41] Not necessarily at this point. [01:54:44] And they just culled their collection, [01:54:47] which they received from the library, [01:54:51] and so they were getting packed as well. [01:54:55] And so we offer quite continuously [01:54:58] to allow the volunteer who is actually [01:55:02] on our Friends of the Library board [01:55:04] to come over and go through any of our materials [01:55:07] that we're reading and take back to CARES. [01:55:10] You have large letter books, large whatever. [01:55:16] Do we help them try to find those books? [01:55:19] Let me step it even to a bigger question. [01:55:22] Is there grants or something that we [01:55:29] can help them with because it's a senior center [01:55:32] to our library? [01:55:34] Absolutely. [01:55:35] I mean, that's something that we're open to that. [01:55:40] So yes. [01:55:42] We go look for it for them, or do they go look for it [01:55:45] and then come to us? [01:55:46] Or how does that work? [01:55:47] To my knowledge, I've never been approached by anyone [01:55:50] from CARES about any grant opportunities. [01:55:53] However, I'm always on the lookout for certain grant [01:55:57] opportunities, not just for CARES, [01:55:59] but also for the fire department. [01:56:02] When I run across anything of that nature, I share. [01:56:04] I just figured with seniors, there [01:56:06] must be something out there to help them. [01:56:09] Because you didn't mention them at all in here. [01:56:11] That's why I asked. [01:56:17] Thank you. [01:56:18] I've got a general comment. [01:56:20] I just have to make this comment. [01:56:21] Because again, looking at this holistically [01:56:26] in all of the departments, the one department [01:56:32] within the police department, you [01:56:35] have presented to us a $600,000 increase in the budget. [01:56:40] And that budget was up considerably [01:56:43] from what we budgeted last year. [01:56:46] When we looked in that department, [01:56:48] it was $4,070,000. [01:56:52] And now it is almost at $5 million in three years. [01:56:55] So we've got a 25% increase in police patrol in three years. [01:57:01] Now, granted, we have had protests. [01:57:07] And we've had this explosion of success [01:57:10] in our nightlife in the town, which has created [01:57:13] the need for police patrol. [01:57:15] But it just has to be said that culture, library, [01:57:20] and recreation are so critical to the mental health [01:57:24] of the residents of our city. [01:57:26] And we serve not only our city residents, [01:57:28] but our county residents. [01:57:30] And our city residents pay both in recreation and library [01:57:34] into a fund to the county, to which point [01:57:37] they are not only causing us to pay our share of those programs [01:57:43] countywide, but they're also causing [01:57:45] us to pay our share of the capital improvements [01:57:49] of those programs countywide. [01:57:50] And when I heard that the county is adding maker spaces [01:57:55] and doing cool things, and we go from having [01:57:58] the only library in the whole side of the county [01:58:02] to now being in a position where we're funding improvements [01:58:09] outside the county that we can't provide to our own residents [01:58:12] for the premium that they pay to live in the city, [01:58:17] I seriously believe that we need to make sure [01:58:22] that we forward these cultural programs in recreation [01:58:26] and library, because it's quality of life. [01:58:28] And that's what people want to move here for. [01:58:31] So I'm just hopeful that some of the incentives [01:58:38] and the direction we're getting from the federal government [01:58:42] on helping to do things like job training. [01:58:48] And I'm sorry, because I always wander off. [01:58:50] But I have to say, I would love to see the library take [01:58:55] more of an active role, as it has been doing, [01:59:00] in helping with the language issues, [01:59:02] and helping with the GEDs, and helping [01:59:07] to identify our own residents within our own city [01:59:10] and provide them the opportunity to bring themselves up in life. [01:59:14] And I was pleased to hear Debbie, and I guess [01:59:17] you'll talk to us down the road, about some of the incentives [01:59:20] that you're going to bring us with this rescue money. [01:59:22] But if you read what it's for, it's [01:59:24] for helping the underserved, and it's [01:59:26] for helping to improve the job opportunities, employment [01:59:32] opportunities. [01:59:33] And so to me, the library is part of the economic development [01:59:37] as well as recreation. [01:59:38] And it's pretty well, that's what people want when [01:59:42] they want to live into a city. [01:59:43] So the areas that were suffered in the budget, the maintenance, [01:59:50] and these cultural activities, which I had mentioned before, [01:59:55] saying we should identify how much of our budget [01:59:58] we allocate to this. [02:00:00] I'm not opposed to the budget you brought to us. [02:00:03] I'm happy to see that we can maybe control some of those issues, [02:00:08] where we have to keep spending more and more money for bad behavior. [02:00:12] But when you own, you know, when you put a million three, [02:00:16] a million two into the cultural amount, and, and [02:00:23] it's only twice as much as the increase in patrol [02:00:28] in a city that's having to not only serve in our libraries and recreation [02:00:32] departments, a substantial portion of the people are not city residents. [02:00:37] I don't know what it is, but if you look at your recreation and [02:00:41] your library membership, I'm betting it's at least half the people that go [02:00:46] into these facilities are not city residents. [02:00:51] So it's important that we do it, but I don't wanna be slacking with what [02:00:56] our services are compared to others that we're paying for. [02:01:00] So I'm hoping that we can see things like maker spaces and [02:01:04] see some really positive increase in our expenditures in these, in these areas. [02:01:10] And I think it works to our benefit to flush out some of the bad behavior, so. [02:01:15] Yeah, Pete, I'd, yeah, I would agree just real quickly on the, [02:01:17] on the point that I had an opportunity this week to sit on the, [02:01:21] on the library advisory board, and I think the library's done a great job, [02:01:26] and the programs they've created, they've probably out-programmed their facility. [02:01:29] Now, we just spent $2 million to create a facility to house those programs. [02:01:34] I'm sure it's gonna enhance those and make them more, more available. [02:01:38] So, you know, I think that we, we do spend a lot of money in the library, [02:01:41] and we can obviously look at the programs going forward. [02:01:44] But again, you know, if our citizens don't feel safe in the city, [02:01:49] they're not gonna come to the library. [02:01:50] So first things first, and we'll work on forwards. [02:01:53] But I think it's a great point. [02:01:54] We, we got a hope, we got a hope that we can turn that around, I guess, is the point. [02:01:57] And to have less protests, have more control, cameras, the technology, [02:02:03] the things that Chopper mentioned earlier, [02:02:04] that allow us to be more intelligent about what's happening. [02:02:08] Cities are, there's this whole term called smart cities. [02:02:11] And I would love to learn more about it, and make sure we try to line up with that. [02:02:16] Because there's a smart way to do things, and then there's the, the old way of doing things. [02:02:23] And I know we're moving that way. [02:02:25] I'm not asking for any change. [02:02:27] I just had to give my little speech. [02:02:28] But thank you for. [02:02:29] Okay. [02:02:30] Thank you. [02:02:31] And thank you. [02:02:34] That's the last department? [02:02:35] It is for this evening, Mr. Mayor. [02:02:37] Very good. [02:02:39] We've got communications. [02:02:40] I've got a couple of pieces I want to share with you. [02:02:43] As I told Miss Mads, it was a good news, bad news situation. [02:02:48] I got a letter from the Florida League of Mayors. [02:02:52] Thank you for your interest in the Florida League of Mayors [02:02:54] and Business Watch City Catalyst Grant Initiative, yada, yada, yada. [02:03:00] We're sorry, but you didn't get it. [02:03:03] I also got a second, and I'm not sure what the grant amount was that we had applied. [02:03:07] 750. [02:03:09] Eight with our match. [02:03:10] And then we also applied for a grant for the, [02:03:18] through the Florida Economic Somebody, the state, [02:03:25] for community development block grants. [02:03:27] And we got that one in the tune of $750,000. [02:03:32] That was by block grant. [02:03:34] No, that is the housing rehabilitation program. [02:03:39] They just sent us the formal notice. [02:03:41] Just got the notice in my mailbox today. [02:03:44] So I wanted to share that. [02:03:46] It was, okay, well, so much for that one. [02:03:49] But we got the big one. [02:03:51] So, pretty. [02:03:52] I didn't quite hear that though. [02:03:54] 750 was for the what? [02:03:58] It is in community development block grant funds, [02:04:01] and it is to support the housing rehabilitation program. [02:04:06] That's the one we had the 15 resolutions, one after the other, that you had to read. [02:04:10] That's the one. [02:04:11] That's correct. [02:04:12] Yes. [02:04:13] So we got it. [02:04:14] Congratulations. [02:04:17] That's good for the city. [02:04:18] It's going to help a lot of folks as we get that out. [02:04:22] And that speaks to a lot of the stuff that Peter's been talking about as well. [02:04:26] Spend it. [02:04:27] That it's going to go right where it's needed.

   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▶ 2:04:28
4. 4Adjournment▶ 2:08:48