On the agenda

1. 1Call to Order - Roll Call▶ 0:00
2. 2

   ↳You arrived here from a search for “Marine Parkway and U.S. Highway 19” — transcript expanded below

   Strategic Plan Update

   discussed

   Staff presented a comprehensive update on the City's Strategic Plan, reviewing progress on 12 strategic objectives including increasing the tax base, improving the city's image, annexation efforts, housing programs, and community engagement. Council discussed various items including millage rates, park programming expansion, the Bridge newsletter, voting precinct confusion, and early voting policy. The session was a review/discussion with council direction provided on several topics.

   • direction:Council directed staff to consider expanding park programming and partnerships to parks beyond Sims Park, such as Francis Park and James E. Gray Preserve. (none)
   • direction:Council requested staff include precinct voting clarification (Precinct 50 voting at the rec center for municipal elections) in the Bridge newsletter or a separate mailer. (none)
   • direction:Council requested follow-up on the city's policy regarding early voting and absentee voting at City Hall. (none)
   • direction:Staff to provide cost figures for the Bridge newsletter circulation. (none)

   📍5332 Acorn Street📍Grand Boulevard, south of Maine to Marine Parkway📍Leisure Lane-Vandoren area📍Main and Bank Streets📍Marine Parkway and U.S. Highway 19📍US Highway 19 between Trouble Creek and the bridge🏢Chamber of Commerce🏢Davis Plaza / Dollar General Plaza🏢Golf Middle School🏢HCA🏢Hacienda Hotel🏢International Association of Shopping Centers🏢James E. Gray Preserve🏢Magnuson Hotel🏢Main Street Organization🏢Meadows Dog Park🏢PEDC🏢River Road Church👤Councilman Butler👤Driscoll👤Greg Orovec👤Matt👤Robert Rivera#Alley improvement program#Annexation needs assessment#Brownfield sites#CRA facade improvements#Certificate of compliance program#Doggy Paddle Day#Five-year CIP#Foreclosure program on non-homestead lien properties#Grand Boulevard multi-use path#Grand Boulevard streetscape improvement project#Housing rehabilitation program#Kids to Parks Day#Mason's Lodge polling location#Montemayor property#Neighborhood signage project#Precinct 25#Precinct 50#Railroad Square Phase 1#Railroad Square Phase 2#Rental inspection program#Schwetman Education School property acquisition#South Gateway Inundation Park project#Story Walk#Strategic Plan#The Bridge (city newsletter)#Truest property RFP

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   [00:00:26] As you know, the purpose of tonight's work session is to review our strategic plan, and [00:00:33] the strategic plan is truly one of our most vital planning resources, and in addition [00:00:43] to defining the direction of the city, it is also relied upon as a resource to determine [00:00:52] how to make decisions to allocate resources to pursue the direction of the city. [00:01:05] And that's why it typically falls this time of year in advance of the budget of the city [00:01:13] so that we can make sure that we advance projects that support the direction that you set forward [00:01:22] for us in the strategic plan. [00:01:27] So this plan, in addition to serving as a process to move forward a vision for the city, [00:01:37] also gives us an opportunity to talk about a mission, organizational values, and organizational [00:01:50] goals and strategic objectives. [00:01:53] I'm going to go ahead and try this. [00:01:56] The strategic plan itself is the document that outlines the systemic process for moving [00:02:05] the vision in a manner that involves development and prioritization of the objectives and goals [00:02:14] that you established for us, along with measurable action items. [00:02:19] It also is a means by which we ensure that the most appropriate and effective use of [00:02:26] the city's resources are dedicated to focus on your organizational priorities. [00:02:32] So the assessment, or so the proposed objectives for this work session are to conduct an assessment [00:02:43] of what's been accomplished since we last visited the plan in 2023, to provide an opportunity [00:02:52] to adapt the plan as a result of either organizational or environmental changes that have occurred [00:02:59] since that time, and to consider what goals or actions need to be made to reflect the [00:03:06] current needs of the city, as well as to identify which resources can be relied upon [00:03:14] over the next fiscal years to make progress over our strategic goals. [00:03:22] The plan, just so you're aware, was created in 2016, and we have used it since that time [00:03:28] as a tool during our budget process. [00:03:33] I'm going to review for purposes of formality the mission of the city, which is a commitment [00:03:46] to provide outstanding city services that enhance the quality of place for residents, [00:03:52] to provide opportunities for the business community, and to maximize the visitor experience [00:03:58] to the city. [00:04:00] And the vision, in case you haven't had a chance to memorize it this year by way of [00:04:06] hearing the mantra from Assistant City Manager Greg Orovec, is the city of New Port Richey [00:04:13] shall be the best walkable waterfront historic downtown in Florida. [00:04:18] Yes, we've got it. [00:04:26] Fiscal values have been defined as to provide quality public services, to seek continuous [00:04:33] improvement, to demonstrate respect, compassion, and integrity in decision-making, to always [00:04:39] ensure fiscal responsibility, and to foster an innovative culture-driven workforce. [00:04:47] The objectives that have been established in previous year's strategies are, as noted, [00:04:57] to increase the tax base, to improve the image of the city, to strengthen relationships, [00:05:05] to communicate effectively, to continue community policing improvements, to invest in infrastructure, [00:05:15] to promote environmental stewardship, cultivate human resources, to maintain a dynamic and [00:05:22] connected downtown area, to advance emerging technologies, to improve customer experience, [00:05:31] and lastly, to optimize the city's emergency management, preparedness, response, and recovery [00:05:36] services and resiliency. [00:05:41] In terms of objectives, we have a lot to cover. [00:05:47] There are actually 12 strategies that we identify for the city. [00:05:54] They're different enough that it's hard to combine them, and as we go through and review [00:06:05] them, you may find that there are some that you might say we have already achieved, and [00:06:17] there may be some that you find that we need to add to the list, but we're certainly prepared [00:06:25] to take on whatever challenges you set forward for us as you see fit in finishing or continuing [00:06:36] our work on the strategic plan and objectives, and I'm prepared to report to you on the action [00:06:45] items and the goals in terms of our status of implementation for the review of our previous [00:06:55] year strategies, which are a little hard to see, so if I could, do I need to blow this [00:07:02] up, or can you help me out? [00:07:10] I did, and the very, very top button is actually clicking pages. [00:07:22] Now don't you come down here and show me something different, because that would be awfully embarrassing. [00:07:34] That's what I did. [00:07:35] Hold it down. [00:07:36] Oh, hold it. [00:07:37] You did that. [00:07:38] I said hold it down. [00:07:39] You said press it. [00:07:40] Okay, I will hold it down this time. [00:07:45] Be more specific. [00:07:46] Okay. [00:07:47] He goes in the doghouse for help. [00:07:54] So thank you so much for your help. [00:07:59] So in terms of increasing the tax base, we have objectives that we have set forward and [00:08:17] in terms of increasing the tax base, we actually have identified key projects as an objective, [00:08:29] implementing key projects within the five-year CIP is an ongoing activity. [00:08:39] Parking study as first step to parking solution is something that has been implemented, and [00:08:46] we use green as done, yellow as it's in progress, and red as, I don't even know if we have any [00:08:59] red in this plan. [00:09:08] Red is a bad color, so we don't have any red. [00:09:13] Red means it's a trouble area. [00:09:18] The pedestrian overpass at Marine Parkway and U.S. Highway 19 is something that we've [00:09:24] studied. [00:09:25] The Grand Boulevard multi-use path project design south of Maine to Marine Parkway is [00:09:32] a project that we have a goal of, maximize development of vacant lots in downtown area. [00:09:40] That is meant to refer to the Grady Pigeon property, which is located immediately adjacent [00:09:47] to the Hacienda Hotel. [00:09:50] Redevelopment of the corner of River Road and Main Street, which is the parcel where [00:09:59] the Chamber of Commerce is currently located, and Railroad Square Phase 1, all of which [00:10:05] are in process. [00:10:07] Railroad Square Phase 2, which is a future project. [00:10:13] Release RFP on the truest property, River Road Church, 5332 Acorn Street Assemblage, [00:10:20] which is a little closer than not in progress. [00:10:25] We probably could have given that a little hue of yellow. [00:10:29] Acquire the former Schwetman Education School property. [00:10:34] We do have a purchase agreement in place, and as I reported earlier today to Councilman [00:10:43] Butler, we did send him, Driscoll and I did send some language over to the school board [00:10:51] administration last week, which we hope will bring us, or bring them a little closer to [00:10:57] establishing a closing date. [00:11:01] We are in the process of implementing an alley improvement program. [00:11:07] We need to do a little bit more work on it before we have a fully baked program, but [00:11:15] Robert Rivera and his staff have completed the survey work and a good amount of the vegetative [00:11:21] clearance. [00:11:23] In terms of the action items related to that item, we have implemented the parking study [00:11:31] recommendations. [00:11:34] We are in discussion with property owners about infill opportunities, and we are also [00:11:41] in the planning stages for phases one through five of the Grand Boulevard multi-use path. [00:11:50] We are near construction of the Railroad Square project phase one. [00:11:56] We have purchased and will be closing after the onset of the fiscal year on the Montemayor [00:12:03] property, and the Grand Boulevard streetscape improvement project phase one, and phase two [00:12:12] are in design. [00:12:16] Another important element of increasing the tax base is the ability to partner with development [00:12:24] developers in order to catalyze investment. [00:12:29] In that respect, we have actively sought development partners to expand the focus beyond the downtown [00:12:37] area, and we have devoted greater attention to the current business community to increase [00:12:46] retention, and we maintain communication channels with other local units of government to include [00:12:57] the county and also the city of New Port Richey. [00:13:04] We work with the Chamber of Commerce and the PEDC. [00:13:11] We work with the International Association of Shopping Centers, and we have a relationship [00:13:18] with our local real estate community as well as national realtors. [00:13:24] We work with the Main Street Organization and with developers on the reuse of the former [00:13:32] HCA property, and we have also developed along with a developer the former HCA property and [00:13:42] surrounding area, and we have facilitated the redevelopment of the former Magnuson Hotel [00:13:50] property. [00:13:51] What we haven't done yet is we have to work with the owners of the Davis Plaza, Dollar [00:13:59] General Plaza, on a redevelopment plan for the site, although they're fully occupied [00:14:04] at this point, so that may be to you less of a priority than it was a few years ago. [00:14:12] We need to seek a development partner to construct resiliency improvements for the South Gateway [00:14:19] Inundation Park project, and we need to release an RFP for the former county building located [00:14:26] at Main and Bank Streets. [00:14:31] Another important part of increasing the tax base is to expand the tax base, and a natural [00:14:38] part of that is to conduct an annexation needs assessment strategy, and that has been completed, [00:14:47] and to articulate the value of annexation. [00:14:50] That largely means we need to promote annexation to neighborhoods that are eligible for annexation [00:14:57] and where a vote would be required. [00:15:00] required to achieve annexation. In that respect, we need to develop a long-term [00:15:05] annexation plan. We do have a semi-developed plan, one in which [00:15:15] involves the annexation of enclaves first, and then the annexation which [00:15:26] would even out our boundaries around the perimeter of the city. Unfortunately [00:15:34] though, the annexation of Leisure Lane-Vandoren area has taken so much time [00:15:45] that it really has stalled the annexation of the remaining enclaves and [00:15:49] then in turn the delay is on the part of the county. We do not have a [00:16:04] signed agreement at this point. There are some changes that have been made to the [00:16:15] interlocal agreements that occurred after we had made an agreement that we [00:16:25] are now talking to their legal staff about so that we can get appropriate [00:16:34] language inserted into the interlocal agreements so that we can determine if [00:16:41] they need to go back to their board or if we need to bring amended language [00:16:46] back to you. And I'm due to have a conversation with a county administrator [00:16:53] before the end of this week to decide how we're going to handle that because [00:16:59] it certainly needs to be brought to closure because we need to have this [00:17:04] matter tended to before the end of the fiscal year so that we're prepared to [00:17:09] accept the property into our jurisdiction before the onset of the tax [00:17:14] year. The next item would be to increase taxable value of residential properties [00:17:25] and a big part of that is being able to upgrade our residential housing stock by [00:17:30] implementing programs to support citizens and neighborhoods and we're [00:17:35] working very hard in a myriad of different ways to upgrade the [00:17:40] residential housing stock and to provide property owners with enough [00:17:45] confidence to invest themselves in their properties and also to infill properties [00:17:58] with appropriate housing and to provide housing programs and inspection [00:18:09] services that ensure that appropriate housing upgrades are made in [00:18:15] neighborhoods. We are still working on considering a certificate of compliance [00:18:27] program, adopting a rental inspection program. [00:18:41] We have initiated a foreclosure program on non-homestead lien properties. We [00:18:56] continue to administer a housing, well, a housing inspection program and we are [00:19:07] beginning to implement a housing rehabilitation program. We have started [00:19:16] to draft design guidelines and establishing a plan for neighborhood [00:19:21] improvements and we have started to identify and prioritize neighborhood [00:19:26] areas that are in need of redevelopment and that will yield the largest gain by [00:19:34] making some public improvements. [00:19:40] A renter situation where they're not up on taxes. Areas? [00:19:48] You mentioned that there was, you know, areas that we would [00:19:55] repo at these particular, you know, landlord's property, not people where [00:19:59] they own the property, but a landlord. You said something about that just now. [00:20:03] It's not a significant number now. No. The other element and it actually is the last element that we [00:20:16] currently have in this category is to increase the taxable value of commercial [00:20:21] properties and in terms of goals we want to be able to address substandard [00:20:31] business currently in operation and to diversify the business mix within the [00:20:38] city as well as to attract additional businesses into the city. The [00:20:47] in-progress things that we are doing is to develop a recruitment strategy, [00:20:54] produce marketing package, develop a plan for the US Highway 19 corridor, [00:21:01] promote facade improvements that comply with CRA recommendations to property [00:21:07] owners. We have not identified potential brownfield sites and sought grants to [00:21:13] remediate for redevelopment. We have already developed a business mix [00:21:20] strategy for the downtown area and proactively communicated ordinances to [00:21:26] new businesses and submit ordinances to council as appropriate to reduce blight. [00:21:34] We continue to participate in property assemblage as is appropriate. We fund [00:21:42] incentives that promote improved stewardship of properties located on US [00:21:48] Highway 19 and we are looking to enter into an interlocal agreement with the [00:21:54] county for their jurisdictional properties that are located on 19 which [00:22:00] are in substandard condition that warrant address for ordinance related [00:22:05] deficiencies that they are unable to address and that we are willing to [00:22:14] address on their behalf because those properties, although they are located in [00:22:20] the county, do reflect on us because no one knows that those properties that are [00:22:28] located on US Highway 19 between Trouble Creek and the bridge are actually [00:22:37] county properties. Everyone thinks they're located in the city. [00:22:42] You keep mentioning trying to increase the property values, but if we increase the property values, there are ad valorems going up. Are we going to counter this to try to lower the ad valorem? [00:22:52] We will continue to reduce the millage rate as we increase the property value [00:23:00] as we have every year and that is very much a part of the budget work that [00:23:07] the department heads and I have been working on already this year. [00:23:14] Does it mean if it becomes a watch and you increase the value, we increase the ad valorem and they feel the same number in their pocket? [00:23:20] That's what I'm asking. They feel that way. [00:23:28] They're looking at us like we didn't get our taxes lowered. But they did get their taxes lowered. [00:23:33] But if their value is higher than if they go to sell their business, they're going to have a higher value. [00:23:40] It's just like a home. Well, you're in the real estate, you're not selling right now because you've got to go buy something else because of the interest rates that are going on. [00:23:46] Right, but it's our goal to be as prudent as we can with the dollar and to [00:23:53] bring the millage rate down as low as we can because we do recognize that our [00:23:59] rate is still higher than what the collective conscience of this council would like it to be. [00:24:05] Or neighbors. Well, our neighbors don't provide the level of service that we do either. [00:24:14] But we are mindful of what you would like us to do and we will work very hard to achieve that. [00:24:22] So, improve the image of the city comes with a good number of objectives by which we are able to plan some goals and some action items. [00:24:45] And there are three on page 11 of your plan and they are cultivate community ownership, [00:24:53] deliver high quality municipal services, and enhance the quality of place. It's a pretty green page. [00:25:02] I don't believe that we are done. I don't believe that we're ever done. [00:25:07] I think that there are a good number of things that we can do that haven't even been thought of yet. [00:25:15] There may be some audience participation at some point in this process and maybe there'll [00:25:22] be some suggestions of things that we can do as action items that we haven't done yet. [00:25:29] But in terms of cultivating community ownership, the types of things that are being suggested [00:25:40] is for action items are that we continue publication of the city newsletter. And I do think the bridge has been an effective piece of work. [00:25:53] I think establishing a neighborhood signage project is a good idea and we have given it some thought, [00:26:01] but we have not implemented a neighborhood signage project yet. [00:26:07] We have done much to upgrade and set a municipal standard for our facilities. [00:26:15] We have prioritized and conducted city-sponsored family-friendly events. [00:26:20] We continue to promote quality library and recreational programming. [00:26:26] We have established a neighborhood improvement program. [00:26:31] We should have been yellow. [00:26:32] The two in the green, we're doing an excellent job at Sims Park, but we have like 13 parks. [00:26:38] Is there a way we could expand some of the activities that we have to Francis Park, let's say? [00:26:47] You've got, I don't even know how many kids at Golf Middle that are walking home every day [00:26:52] that there could be a program, instead of a hanging out program at Francis Park, [00:26:56] there could be programs there that would attract the kids. [00:26:58] I'll just jump in if you don't mind. [00:26:59] Yeah, please do. [00:27:01] I can't speak for Francis, but on the other end of that, the James E. Gray Preserve, [00:27:05] we just did the, I mean the Story Walk is there and Kids to Parks Day goes out of there with [00:27:10] the partnership with libraries. So those have been very attractive events and maybe if we could [00:27:15] partner and move one of those to Francis Park next year, if you're looking to get more traction in [00:27:20] some of the other parks too. [00:27:21] And even they have a Doggy Paddle Day with the Rec Center. [00:27:25] I don't know if we can partner up with Meadows Dog Park to do a dog-based event at the park [00:27:30] to then market doing the, I don't know the exact wording, but the dogs at the end of the summer [00:27:36] get to jump in the pool or something. [00:27:38] Yes, doggy paddles. [00:27:39] To start forming those partnerships with the other parks that are right there. [00:27:43] Also, there was, I mean it wasn't supposed to happen, but I know there's been some organizing [00:27:48] interest over at the Grand Boulevard Park to do some things related to the bridge and [00:27:52] those did not fall under ordinance, but perhaps that can be restructured and we can partner with [00:27:56] that group to find a better use of that space that works with the ordinances. [00:28:04] Matt, you might be able to speak on that a little more. [00:28:08] While we're on the topic of voter turnout, and I agree with you, the bridge program is [00:28:16] phenomenal. [00:28:16] I mean, it really gets people talking about our city and do you know what the cost, or can you [00:28:22] just get back to us on what the cost of that program is to send out those letters? [00:28:26] I'm not expecting an answer now. [00:28:28] Yeah, I can tell you that it's less than $4,000. [00:28:33] Per circulation or per year or per issue? [00:28:37] Quarterly. [00:28:38] And then early voting. [00:28:39] I know our city does not participate in that. [00:28:41] Is that a cost factor or is there a specific reason? [00:28:45] I don't know that reason. [00:28:47] I would have to get back to you. [00:28:49] I would say that would lean more on the county because they're the ones that... [00:28:54] I'm being told by the city clerk that it is cost related. [00:28:57] It's cost related? [00:28:58] Okay. [00:28:59] Because I think every city, municipality, correct me if I'm wrong, gets to elect whether they are, [00:29:03] they participate in early voting. [00:29:05] Like, I think Dade City does, but we do not. [00:29:08] We choose not to. [00:29:09] That's correct. [00:29:10] That's a current policy decision. [00:29:12] And just to put it on your radar, since I think it would fall under this section, [00:29:16] there is a lot of confusion with the Precinct 50 and the Precinct 25. [00:29:22] And I know our county sends out a mailer to Precinct 50 residents to let them know [00:29:29] during municipal elections that they come to the rec center. [00:29:33] The problem we run into is the language they use, it makes it sound like their precinct is changing. [00:29:39] So I don't know if it's worth throwing it in the bridge article or maybe [00:29:42] sending out something of our own to be a little more aggressive to let them know, [00:29:45] whenever you are having a municipal election, you vote at the rec center. [00:29:48] Every other election, you are at the Mason's Lodge. [00:29:52] Because they think that every year their precinct is changing from the conversations I've had. [00:30:00] And it's across the board. [00:30:00] You knock on anyone's door in Precinct 50, [00:30:02] and they'll tell you, every year the city changes my precinct. [00:30:06] And I'm like, one, the city's not changing it. [00:30:08] And two, it's not a change. [00:30:10] It's just a routine. [00:30:11] Every time you're voting for mayor or council, [00:30:13] you should be going to the rec center. [00:30:15] And they don't realize that. [00:30:16] Maybe put that in the branch in July. [00:30:19] So if we can change the language, [00:30:20] because the county says they're changing, when in reality, [00:30:23] we could get ahead of that and say, nope. [00:30:25] You're always going at the rec center for mayor and council. [00:30:30] I'd like to follow up on that just a little bit. [00:30:33] I mean, if we're not going to do it, [00:30:34] then I guess we need to make up our mind whether we are [00:30:38] or we aren't going to have early voting or absentee voting [00:30:41] or whatever here. [00:30:43] I mean, I personally think we should have a poll here [00:30:47] where they can go to City Hall and be [00:30:49] able to vote if they need to for early voting or absentee. [00:30:52] There was confusion last time, because I [00:30:54] know several people that came to the city. [00:30:57] Some were told they couldn't vote absentee. [00:31:00] They had to go to the rec center and vote. [00:31:03] There's a lot of confusion of what they should do. [00:31:06] It was a lack of knowledge by staff and other departments [00:31:09] that are in this building. [00:31:10] Now, a lot of people use absentee [00:31:12] as a way to circumvent not being able to vote early. [00:31:15] But as I understood it, it's two different processes. [00:31:18] And it does, like you said, confuse people, [00:31:21] where can I vote early, can I not? [00:31:23] People also didn't realize they had to reapply for absentee. [00:31:27] Absentee voting, yeah. [00:31:28] Or the absentee, OK. [00:31:29] That's every two years. [00:31:30] Now you can put that in. [00:31:31] You didn't used to have to do that, and now you do. [00:31:34] I just think we just, I mean, I think we should do it. [00:31:36] But I just think we need to be a little more organized [00:31:39] and have a contact person, a sign we put up, [00:31:42] you know, try to be more visible and more accessible. [00:31:47] Thank you for that. [00:31:53] Moving on then, I took note of your comments. [00:31:56] Thank you very much. [00:31:58] I had a backup taking notes, too. [00:32:01] Several. [00:32:05] Delivering high quality municipal services [00:32:08] is also one of the objectives. [00:32:12] And we focus there on high quality customer [00:32:18] service across the city being friendly, responsive, [00:32:21] reliable, customer focused. [00:32:24] And setting high standards for municipal projects also. [00:32:30] And when we talk about action items, [00:32:34] we talk about the maintenance and upkeep [00:32:36] of municipal equipment and buildings, [00:32:39] providing an integrated system that [00:32:41] allows customer input on service performance, [00:32:45] creating visually attractive gateways into the downtown [00:32:48] and the city on major roads and avenues, [00:32:52] improving workflows, updated forms, and renewal processes, [00:33:01] adding functionality for utilities on our websites. [00:33:07] We wanted to implement a single trash hauler service program [00:33:13] and launch a just FOIA public records portal. [00:33:18] And all of those items have been implemented. [00:33:24] Just a little sidebar here. [00:33:27] Some of them, you can say, upkeep of municipal equipment [00:33:30] and buildings. [00:33:31] I mean, you know, it's green, but it's yellow, too, [00:33:34] because we're going to constantly do it. [00:33:36] Ongoing. [00:33:36] Yeah, as I'm saying, it's a color somewhere [00:33:39] between green and yellow. [00:33:40] Yeah. [00:33:41] OK, I just appreciate you brought that up. [00:33:43] Because when I looked at it, I'm like, man, [00:33:45] we have nothing new to work on with high end. [00:33:47] It's an ongoing maintenance. [00:33:49] Yeah. [00:33:49] It is, for sure. [00:33:50] How are you tracking high levels of citizen satisfaction? [00:33:53] Does that differ per department, or how does that? [00:33:57] It differs per department, but there [00:34:00] are a couple of obvious ways that we do it. [00:34:04] One is customer service cards that people can fill out. [00:34:09] Others are customers that are serviced [00:34:13] are sent letters and asked, how was your service? [00:34:17] So we both allow them to voluntarily provide responses, [00:34:23] and then we sort of secret shop them [00:34:27] and see how their service was. [00:34:31] Is there a way on the JustFOIA to add a feature where [00:34:35] when their request is done, kind of like when you're [00:34:37] doing a Walmart scan out, you get to rate it? [00:34:39] Is there a way to leave feedback on there? [00:34:41] I don't know that answer, but we can find out. [00:34:48] And to be clear, that was just an analogy, perhaps not [00:34:51] a rating system, but a way for them [00:34:54] to describe how their experience was. [00:34:56] Satisfaction survey. [00:34:57] Yeah. [00:35:02] I don't know. [00:35:02] Maybe it's in a later page, but as far as high levels [00:35:11] of citizen satisfaction, I'd like [00:35:13] to see also permitting process and flow in there also. [00:35:21] OK, that's a good thought. [00:35:24] Is that the customer service cards for permitting? [00:35:26] Yes. [00:35:36] Are there other comments, or may I move on? [00:35:40] Fine, I was just thinking of a joke from a long time ago. [00:35:43] You used to have a box in the building department [00:35:46] about this big where you could put in your comments, [00:35:49] and it was about the building department. [00:35:52] And of course, they had the key, and they could go get it. [00:35:54] There was only one card in, and they knew who put it in. [00:35:56] So did you really get an honest opinion, [00:36:00] or what kind of grief did that customer get after that? [00:36:03] You've evolved since then. [00:36:06] I know, that's why you went to the cards that mailed in. [00:36:12] I'm just saying, I've been around a long time. [00:36:15] In terms of the objective, enhance quality of place, [00:36:19] foster the revitalization and preservation [00:36:22] of older areas of the city, and develop and redevelop [00:36:25] new areas, amenities, and services. [00:36:28] Will we continue to work on that? [00:36:31] Do we have a project that identifies [00:36:33] the areas that we're trying to work on more [00:36:35] than the other areas? [00:36:37] Do we have a team, a personnel, an objective? [00:36:42] Do we have anything like that that says, we should do it? [00:36:45] We have several different plans. [00:36:46] We don't have anything culminated [00:36:48] into one specific plan. [00:36:49] I think the best. [00:36:50] Not really into one, but you can say, [00:36:52] you know, we've got to clean up Chopper's property [00:36:56] and the whole Florida Avenue. [00:36:58] No, and I think the best representation [00:37:00] that we're going to have is our updated CRA plan. [00:37:04] I'm going to make this. [00:37:05] I mean, there's a concentration talked [00:37:08] about like on the south side of Swetman, [00:37:10] that neighborhood there. [00:37:11] And I'm like, well, I don't notice that much different [00:37:14] than I notice some other. [00:37:15] But I guess if you're a code enforcement person, [00:37:18] you might notice more than another person. [00:37:20] So I didn't know if we had some kind of objective list [00:37:24] or priority list or whatever. [00:37:26] Not at this point. [00:37:27] We do not. [00:37:28] I see a lot of these things you're talking about are green. [00:37:30] So I'm just looking. [00:37:31] Maybe we need. [00:37:33] New things, yeah. [00:37:34] Maybe an additional thing that might [00:37:36] be yellow underneath one of them. [00:37:40] OK. [00:37:42] I mean, it's only five square miles. [00:37:43] I understand that. [00:37:44] But everybody tells me that we're only [00:37:52] working on River Road. [00:37:54] Well, yeah, that's where priority lists are coming. [00:37:56] I agree with you about the priority list. [00:37:58] Just so we can see in front of us, this is next. [00:38:01] We have this area, this area, this area [00:38:03] that are our top priorities. [00:38:04] Perhaps that goes back to the point [00:38:06] from earlier about the neighborhood signage. [00:38:09] Is there any way to rework that language, where [00:38:11] I know there's always this, well, we don't want [00:38:13] to litter our city with signs. [00:38:14] Rework that language where we're talking more about tapping [00:38:18] into our neighborhood. [00:38:20] Because we don't really talk about the specific sections [00:38:22] of our city in terms of the neighborhoods [00:38:24] that they were given, like North River, and South River, [00:38:28] and Grand. [00:38:30] And so is there a way for us to work that in here? [00:38:32] I don't know what section it would fall under, [00:38:33] but start referring to the individual projects [00:38:36] we're working on within their neighborhoods. [00:38:41] There will be a way. [00:38:42] OK. [00:38:44] That way, it's also easier to present it back to the public. [00:38:48] Well, look, you're in this neighborhood. [00:38:49] This is what we're doing in that neighborhood. [00:38:51] This is where your neighborhood comes up on those. [00:38:53] All we did was pave River Road, and it was like, [00:38:56] we're only taking care of those people in town. [00:38:59] Well, that was our list of roads [00:39:00] that needed to be taken care of and prioritized years ago. [00:39:04] When we got around to that one, that's [00:39:05] the only one anybody moved. [00:39:06] For a very long time. [00:39:07] Right. [00:39:09] And I mean, the level of service we gave to River Road [00:39:12] was not just a repaving like in our pavement plan. [00:39:15] It was a road diet beautification. [00:39:18] And so I think there was enough concern that was warranted [00:39:22] that I'm glad we addressed it. [00:39:24] But at the same time, yeah, having that larger conversation [00:39:26] about, this is what we did for North River. [00:39:29] Now this is what we're doing for Jasmine Park. [00:39:31] And you got to start somewhere. [00:39:32] If it wasn't North River, it would have been somewhere else. [00:39:33] And somebody would have complained about that too. [00:39:36] So you still have to start somewhere. [00:39:37] But I think that we do have to add all these other communities [00:39:40] in there as well. [00:39:41] Absolutely. [00:39:42] You're on the list. [00:39:44] So in terms of the action items, we've [00:39:49] implemented phase one and phase two of the James E. Gray [00:39:53] Preserve Expansion Project. [00:39:55] We've completed the Meadows Park Improvement Project. [00:39:58] And we've increased opportunities [00:40:00] for community education via the library and the recreation [00:40:04] center. [00:40:06] Meadows Park's another prime example [00:40:08] because of where it's located. [00:40:09] It needs to be sold to the rest of the residents [00:40:12] that don't even know where it is. [00:40:14] Right. [00:40:16] And that neighborhood is a type of neighborhood [00:40:20] probably where you would have events there that would [00:40:23] draw that whole neighborhood to it. [00:40:26] Do some dog events there. [00:40:28] And we have to continue improvements to the skate park. [00:40:31] I have a question about the developed public arts master [00:40:34] plan. [00:40:35] Thank you for bringing that up. [00:40:36] OK, because that was not green on the last version of this. [00:40:40] And it's not green on this one. [00:40:41] And I just want to put it on everyone's radar [00:40:43] that there has been a lot of attention and interest [00:40:47] and demand to maybe even develop an art district. [00:40:50] I mean, people are throwing out all these ideas. [00:40:54] And I think maybe a workshop or a stakeholders group [00:40:57] or bringing those people into a room [00:40:59] and getting all their ideas on one piece of paper [00:41:01] and actually making that master plan. [00:41:04] That would, in my opinion, that would start out [00:41:06] with a culture affairs board. [00:41:08] Is this a type of master plan that you [00:41:09] would have to get a consultant on? [00:41:11] Or is that going to be in-house? [00:41:11] Yeah, it would be made by a consultant. [00:41:13] OK. [00:41:13] So then maybe in conjunction with the culture affairs. [00:41:16] Get the culture affairs people involved and then come in. [00:41:20] But yeah, big demand and a lot of ideas. [00:41:22] Get a consultant. [00:41:23] Sometimes they don't know the city as well as the people [00:41:26] that would be involved in culture affairs. [00:41:32] And I guess we could cheat and work backwards and talk [00:41:34] about all the stuff that's already being done that [00:41:36] was approved recently and throw that in there. [00:41:39] And I think we'll have a lot more coming [00:41:41] once we start doing something with Schwetman, too. [00:41:43] Because I think that's going to have a lot of that's [00:41:45] going to be in there. [00:41:46] So the master plan for that can't really [00:41:49] be developed until we know what we're going to do with that. [00:41:52] Because that's going to be a big part of that. [00:41:54] And so I would hate to see us put something [00:41:56] in a different location that really should be there. [00:41:58] So I think that we kind of have to don't [00:42:01] put the cart before the horse. [00:42:09] OK. [00:42:11] Strengthen relationships. [00:42:14] And in terms of goals, we have evaluate objectives. [00:42:21] You shouldn't have put me in charge of this. [00:42:28] With current partnerships and determine future direction [00:42:31] and appropriate action steps, build and maintain [00:42:34] relationships with key partners and expand relationships [00:42:38] with the business community. [00:42:39] All of which I've rated as green. [00:42:48] And we've partnered with the school board, the school [00:42:50] district officials, and principals of local schools [00:42:53] to share facilities and resources. [00:42:57] We conduct regular meetings and coordination [00:43:00] between city managers, county administrators, [00:43:03] assistant county administrators, and community leaders. [00:43:07] Assistant county administrators. [00:43:11] I conduct regular meetings in coordination [00:43:13] with the city of New Port Richey. [00:43:16] We work to strengthen relationships [00:43:18] with our county commissioners. [00:43:21] And conduct regular meetings with Morton Plant North Bay [00:43:24] Hospital staff and Tampa Bay Regional Planning [00:43:27] Council, the Florida Sports Coast, and MPO. [00:43:31] And conduct regular meetings with our Main Street [00:43:36] and our Ritchie Suncoast Theater. [00:43:38] We just probably need to add the Chamber of Commerce [00:43:41] to that list. [00:43:42] Because I think that moving forward, [00:43:44] we need to work a little bit closer [00:43:45] with what's going on with the Chamber of Commerce, too. [00:43:49] Great point. [00:43:52] Sure will. [00:43:53] We'll look forward to that. [00:43:56] Communicate effectively. [00:43:58] We need to expand our use of digital media. [00:44:01] And that should probably be a yellow, too. [00:44:03] Because that just changes all the time. [00:44:05] And we need to keep up with that. [00:44:08] And ensure that our city. [00:44:09] There's a color between green and yellow. [00:44:11] I'm getting that. [00:44:12] I'm not sure what it is yet. [00:44:14] You're doing a lot, but you're never going to get away from it. [00:44:17] Yeah. [00:44:21] And ensure that city communication platforms [00:44:23] are easily accessible and user friendly. [00:44:29] And we need to continue to increase electronic, social [00:44:33] media, and video content. [00:44:36] And enable city sites to be mobile friendly. [00:44:41] We have to update the website and maintain regularly. [00:44:47] Redesign and consolidate existing web presence [00:44:51] and develop new functionality. [00:44:54] Continuation of implementation of marketing and public [00:44:58] relations. [00:45:00] plan. We are expanding the city's GIS capabilities which will continue to do [00:45:07] with more layering, upgrade our digital signage as funding becomes available, and [00:45:14] expand online budgeting capacities to gain public input and provide improved [00:45:21] transparency. On the topic of GIS, do we have, you know, Zephyr Hills, PASCO GIS, they [00:45:31] have like a front-facing software that is accessible to the public. Do we have [00:45:36] that yet? Are we there or is that something for the future? I don't know [00:45:38] what that looks like. We're not there yet. We're still building it, but we will [00:45:44] be there. I think this group here that you mentioned, not to pick out any one of them, but I think that [00:45:49] sometimes we can, for newer residents, for residents that are getting more [00:45:56] computer savvy, that you might have something in the bridge that tells [00:46:01] these people where, and it's getting delivered to their door instead of them [00:46:06] trying to hunt and find it. Okay. Because there's a lot of media out there that's [00:46:12] new for Ritchie that it has nothing to do with the city. Okay. [00:46:24] Do we have, I don't know if it's possible to implement this in-house, but I know a [00:46:30] common concern during our cleanups and during memberships to the rec center, you [00:46:38] ask someone whether they're resident or not, and there's confusion there, and you [00:46:44] know, our staff can pull up Pasco PA, or if you're at the cleanup, they clearly [00:46:49] have a book that they look through. Is there a way for us to take Pasco PA's [00:46:53] feature and just develop like a dummy site that a resident can just go on and [00:46:57] quickly throw in their address? That way they're in control of it. They can see [00:47:01] that nobody's lying to them because they're looking at a staff member flip [00:47:05] through this big book, and they're like, no, my ID says New Port Richey, and it's [00:47:09] a very uncomfortable moment. Yeah. For folks when they realize they don't live [00:47:14] in the city. And I don't know if there's a way to just throw together where it [00:47:22] says it has our icon, it could even be like over top of Pasco PA's existing [00:47:27] features, where it's like they just put in their address, and then we on the [00:47:32] back end have some sort of code that, yes, you are a resident, no, you aren't a [00:47:36] resident. Yeah, we can look into that. Okay. [00:47:41] The next one is to continue community policing improvements, and Chief, you [00:47:50] want to talk about this one? They've got to be tired of hearing my voice, right? [00:47:56] Thanks for the preparation. I've been in Alaska. Thanks, Chief. How's everyone doing? [00:48:06] So one of the big things about... I'm sorry? Make sure it's on. Can you hear me? Okay. [00:48:14] Thank you. One of the big things about department is your delivery of service [00:48:18] and the things that we do really to enhance quality of place within a [00:48:22] community. So some of the things we do, we have anti-prostitution strategies, [00:48:28] we're promoting outreach assistance to individuals struggling with drug [00:48:32] addiction. As you know, our Lyft team has been very successful with that. And in [00:48:36] addition to the Lyft team, we're expanding that philosophy through the [00:48:39] whole police department by using the opioid funding to train all of our [00:48:44] officers in mental, what they call mental first aid health training. So all those [00:48:48] officers, to include myself, have received that training, and that training is going [00:48:53] to continue. So really it's an extension of the Lyft team throughout the whole [00:48:56] department, which is really powerful. Our presence in downtown Sims Park is very [00:49:02] obvious. We like to be down there. We like to be interacting with the business [00:49:06] community and all of our tourists and anyone else that comes to enjoy our [00:49:09] parks. We collaborate with other provider agencies, provide necessary services, [00:49:14] address quality of life issues. We enhance culture and operational [00:49:17] efficiencies throughout the department. You know, as you know, we're doing a cat [00:49:21] RMS integration project right now at the county, which is going to greatly [00:49:25] increase our technology and our ability to serve the public. One of the things we [00:49:30] implemented when I first got here was a night eyes program in downtown. So the [00:49:34] officers, well it's not only downtown, it's citywide, but they're required on the night [00:49:38] shifts to check buildings and then leave a card in the door to let the owner know [00:49:42] that we were there. And if there's any issues, like a lights out, or you know, [00:49:46] they observe anything from a security perspective, they'll write it on the card. [00:49:49] That's been very successful. We have a lot of good compliments on that. Some of the [00:49:54] other things I talked about, cat RMS, we added, city manager and I discussed this [00:49:59] with the command staff, we added a fourth canine, which is really important, really [00:50:04] for, you know, for drug interdiction and eradication, especially with [00:50:07] methamphetamine and fentanyl. We work with the Sheriff's Office, FDOA, and all [00:50:12] of our partners, and we've really increased those relationships because [00:50:16] everybody's in this together. We can't do it alone, so really you're pooling all [00:50:20] these resources to, you know, better the efficiencies of our department and our [00:50:25] delivery of service. As you know, we've probably gotten close to $400,000 in [00:50:31] grants through the federal government and the state, and a lot of this is geared [00:50:35] towards, again, you know, fentanyl eradication, dealing with methamphetamine, [00:50:39] enhancing our equipment and technology to investigate serious crimes, to get a [00:50:44] better resolution, to basically, if a crime is committed and it's a serious [00:50:48] offense, we want to get that person off the street as soon as possible from a [00:50:52] public safety perspective. Do you want me to flip the page? Well, you didn't hit on [00:50:57] the anti-prostitution efforts, and I think they're important. Okay, anti- [00:51:02] prostitution, a lot of this is really starting to occur online now, where you [00:51:07] see... Okay, anti-prostitution, okay. So we continue mailing information, warning [00:51:19] notices to registered vehicle owners when drivers of their vehicles are observed, [00:51:22] interaction with known prostitutes, we do that. We collaborate with business owners [00:51:26] to curtail prostitution by incurring business owners and management to report [00:51:30] prostitution activity immediately, you know, if you see something, say something. [00:51:34] We continue prostitution suppression, enforcement strategies, undercover [00:51:38] operations, we do this both on the street and online, and I think pretty much [00:51:43] covered that all on how we hit that. But online is also big too, and we've [00:51:49] been doing that and engaging with our partners with the Sheriff's Department [00:51:52] and FDLE to work on that. And I think that it's been a very effective [00:51:56] mechanism. I think particularly the letters that we're sending out to people [00:52:04] that are being observed, interacting in prostitution-related activities, they get [00:52:11] sent to their homes and their notices that they've been observed in an area [00:52:18] where prostitution is occurring, they don't come back. And maybe somebody at [00:52:24] home is telling them not to, I don't know. But it has proved to be a great deterrent [00:52:30] and we're not seeing the numbers anymore that we did four or five years [00:52:35] ago, and I'm really crediting the Police Department for that initiative. And you [00:52:42] can see everything except one item is green on the continued community [00:52:49] policing improvements. [00:52:52] A few years back we addressed homelessness by mowing, they were just outside the city, like behind a [00:52:57] harbor freight. And so we mowed back there, and of course they didn't hang out [00:53:01] anymore because they couldn't hide in the woods anymore. We did it also behind [00:53:04] Dollar General up on Massachusetts in Congress. You know, is that a [00:53:11] concern too, if you nab the prostitution, are they moving just outside the city or [00:53:15] finding other spots where there are little plazas just outside the city? Do you notice that, or is that something that we're going to work with the county on or something? [00:53:25] We always work with the Sheriff's Office, we work with their BEHIT unit, we work with the [00:53:30] deputies on the street. So, you know, crime is shifting, right? It comes in the city, [00:53:33] goes out of the city. So we work with, so if we do something like that, to your [00:53:36] point, we'll work with Pasco County, especially their BEHIT team, so hey, we [00:53:40] we move some people and they're in the county now, and then they'll deal with it [00:53:44] or vice versa. They'll let us know if things are coming our way. [00:53:47] Absolutely. That was ineffective. I mean, it truly was, and that's why we said we [00:53:59] have to have a lift team. Right. And we have to address the problem and not just [00:54:05] try to move people because they're in our way. [00:54:09] You're always going to have those that don't, but we need to be able to have [00:54:14] services and be able to offer to those that want it. Right, and you're always [00:54:17] going to have that, but I think if we can provide the services to those that [00:54:20] need it. Too many folks. Yeah, to the city manager's point, too many agencies [00:54:27] throughout the country play this game where they don't really get into [00:54:29] problem-solving initiatives like working with addiction, working with drug abuse, [00:54:33] building trust with these folks, getting them into wraparound services. That is [00:54:37] where you solve the problem or make the most impact on the problem, instead of [00:54:40] moving people around. And I think we're lucky enough to have a lot of [00:54:44] organizations right here in this side of the county that do that. The Hope [00:54:48] Shots opening their Resource Center, you've got the Alliance for Healthy [00:54:52] Communities, the ASAP, we've got a lot of different organizations that are able to [00:54:56] help with that, and I think that we have a lot of communities don't have. And the [00:55:01] county has recently been able to acquire some property where they will be [00:55:04] building some more housing, so we're very fortunate that they've been able to [00:55:09] finally secure some land to do it, their big project. [00:55:14] I have a friend who is a social worker for the VA, and they were, you know, setting people up first and last in [00:55:20] electricity. They stay there a month or two and leave. They didn't want the responsibility, they didn't want the home, so you can, you know, we can try as hard, but sometimes it's just, you know, I don't know how far can we go for, you know, sometimes. [00:55:34] Well, I mean, one of the biggest things, we just approved the contract with BayCare for our [00:55:37] social worker. That's going to be, again, you know, adding to the resources that our [00:55:42] lift team has, working with our stakeholders, working with our community [00:55:45] partners. So this is, this is real stuff. This is, this is problem-solving. This is, [00:55:50] without a doubt, when I watch what that lift team does and the impact that they [00:55:54] have, it's incredible. I mean, they're really saving lives. I mean, it doesn't get more [00:55:58] powerful than that, you know, so. Thank you. If I, if I may, I know there's a second page [00:56:06] here. It does say that one of the measurements we have for tracking these [00:56:12] action items is a reduction in the key, the key crime statistics. So how is that [00:56:18] internally managed? What do you, what is being looked for? How is that being [00:56:23] documented? How is that being relayed back to the public or to the council or [00:56:26] to city manager? We don't do a good job of tying it back. And, and when we [00:56:36] originally drafted this plan, we assumed that, well, you say that, and I think that [00:56:49] you're saying that homelessness might be associated with it, and it's not. It really [00:56:55] means prostitution as a crime, and that we can track as a crime, but homelessness, [00:57:02] not so much. Well, when we talk about, and I think we had this conversation earlier, [00:57:06] when we talk about wellness checks or making contact with someone who's [00:57:10] potentially loitering, does that count towards our crimes, our key crimes, and [00:57:16] thank you, to segue here, when we talk about measuring the, the successfulness [00:57:21] of the LIFT program, is it being included in the key crime statistics [00:57:25] measurement, or how are we going to go about measuring the success of the [00:57:28] program? So homelessness is not a crime. So all the LIFT teams activity, they [00:57:33] document, you know, basically they try and keep tabs on what they do and [00:57:37] document on a monthly basis to us, which goes to the city manager. But one of the [00:57:41] things that's going to be really important for us is our new CAD RMS [00:57:44] system is a whole nother level of technology for us, and it's going to be [00:57:49] much better able to, we're going to be much better able to extrapolate [00:57:53] information in this new system to better track what we're doing. So that is a big [00:57:59] step for us, a whole new CAD system and RMS system tied to the county, because we [00:58:04] could see all the crimes that are happening in the county too. So that's [00:58:07] going to be a whole nother level for us. So, and to the city manager's point, some [00:58:11] of the reason that we are not as effective as we could be is because our [00:58:14] system is outdated, and that's why we're doing this big upgrade. With this upgrade, [00:58:18] does that, is that retroactive, like former data can, or are we just talking moving forward? [00:58:23] We have to work on all that because there's, you know, when you're, and I'm [00:58:27] not going to get technical with IT, but so you might have, we might have to build [00:58:30] interfaces so the old system can communicate with the new system. So we're [00:58:34] going to be working on all those logistics as we go through the budgeting [00:58:36] process, but the goal would be to be able to extrapolate the information we've [00:58:41] always had into the new system, because historical data is also important. So I [00:58:46] see here for measurements, you just said homelessness is not a crime, which I [00:58:49] agree with. I see for measurements we have reducing crime, attendance at events, [00:58:53] enhancing security. Can we somehow put some sort of language there that I can [00:58:58] refer back to that talks about how we're measuring lift, or measuring our, yeah, [00:59:04] specifically the lift program, how, because prostitution would be tied into, [00:59:08] okay, we see prostitution is going down in the city, that's immeasurable. How, how, [00:59:12] can we as a council go back to constituents and say, this is how we know [00:59:16] lift is working? We have this report that says that our occurrences are being, [00:59:20] like, is it referrals? Is it, like, how can we go about communicating it back to [00:59:24] the public? If, and maybe that's a larger conversation, but if we can include a [00:59:27] fourth bullet here that touches on that, since lift is a new, [00:59:32] maybe it's tied to the report that you do, even if that's CAD integration, or [00:59:37] points in CAD, or some way to include that in the measurement section. [00:59:43] Our program right now has three links, this probably has six links, you know, of information too, so we'll have more information. [00:59:52] Which, love that the CAD program's coming about. [01:00:00] advantage to us in many respects. Thank you Chief. You want me to keep talking or [01:00:08] am I done? Did you touch on the accreditation? I don't know if you [01:00:21] touched on that. If you want me to. We can give you an update for sure. Okay. I just [01:00:28] see it listed there and it's not on the. It's yellow. Oh, it's yellow? Well, it says we [01:00:34] applied so it's green. And it's not even on last year's strategy so that's how quick you're [01:00:39] moving that it's already green and already on here which I think is awesome that the [01:00:42] accreditation is moving so quickly. No, it's just that only that we've applied for it. [01:00:48] That's what I'm saying. Did we want to throw a bullet in there saying you're pursuing it [01:00:53] or continuing to work on it? Because I mean when you read this, it's a lot of green. We [01:00:58] don't have a lot of stuff for. I like to look at what we did last year. Yeah. And try [01:01:02] to see what we've done. It's the next step. Right. So can we throw that on there as a [01:01:07] strategy? Yeah, certainly. Just remember accreditation never stops. It's always a moving target. [01:01:12] There's never a finish line to being better. So because we applied for CFA accreditation, [01:01:16] we have to get it and then maintain it. That's the harder thing to do. You have to prove [01:01:20] that you're following all these standards. So it never ends, you know, trying to better [01:01:24] yourself. So permanently yellow. Color between green and yellow. Yeah. Well, I have to get [01:01:32] a purple or something going up on there. No, I mean it's a... I don't know my... I teach [01:01:38] math, not art. A lighter green which makes it a little more yellow, right? Blue. Thank [01:01:49] you, Chief. Okay. So invest in infrastructure is our next strategy. And the objectives that [01:02:13] we've set forth under this objective is really something that falls under Mr. Rivera's area. [01:02:24] And it continued to make long-term and sustainable investments in roads, water, sewer, and storm [01:02:30] systems. Continued the development and maintenance of facilities, parks, and public lands. Continued [01:02:36] to develop, perform utility studies, interlocal agreements, audits, and permit renewals. Continued [01:02:43] to make investments in critical city facilities. In respect to goals, continue to perform needs [01:02:52] assessments and studies as needed. Robert, did you want to come up? Come on up. In case [01:03:01] we have questions. Maintain a prioritized plan for investment, including a five-year [01:03:13] CIP. We've been working really hard on that already this year, so that it'll be prepared [01:03:18] for a presentation to you in the near future. Continue to address deficiencies in street [01:03:27] lights and sidewalks. Continue to create an approach to assess development impacts [01:03:34] on existing infrastructure. And we continue to consider the relocation of overhead utilities [01:03:42] to underground whenever it's economically feasible. Continue to move forward on the [01:03:48] replacement of facility improvements. Continue to consider the opportunities for multimodal [01:03:57] transportation and upgrade the utility with innovative smart technology when it's possible. [01:04:04] And all of the goals, with the exception of the last two, are something that we consistently [01:04:15] do. The last two are something that we consider but haven't really been able to mobilize too [01:04:20] much. In terms of action items, Robert always employs a proactive approach to necessary [01:04:31] upgrades in water, stormwater, and sewer. We consistently seek grants to support investment [01:04:39] in our parks and our public lands. And always continue to complete sidewalks, alleys, and [01:04:48] portions of, alley portions of improvement plans. We pursue state resources to implement [01:04:58] septic to sewer conversions. We are trying to complete the construction of fire station [01:05:07] number two. I put it green, what did you think? Was that close enough? [01:05:11] It was close. I wouldn't have thought, I wouldn't have stayed in there yet. [01:05:15] Not yet? No. [01:05:22] We put yellow, complete the construction of the fleet purchasing warehouse. We might be a little premature [01:05:29] on our yellow, but we're going to ask you to consider a bid award of sorts tonight. [01:05:36] Complete the water, sewer and reclaimed water utility master plan, which is something that [01:05:43] Robert is working on. Complete the 2024 stormwater utility 10-year update master plan, also something [01:05:52] that Robert is working on. Complete the utility revenue sufficiency analysis, also something [01:06:01] that we're working on. Robert successfully got our wastewater treatment plant operating [01:06:09] renewal permit this year. And complete the fire station number one hardening project, [01:06:17] is something that we will be working on this year. [01:06:22] Hey, welcome Councilman. Complete an impact fee analysis. Complete a meter change-out program, [01:06:34] we're still working on that. Implement the East Grand Neighborhood sidewalk infill improvements. [01:06:42] I think it will be a project that we're working on into the coming year to update the sidewalk [01:06:50] deficiency analysis, if I'm right, Robert. And complete the design and construction of the [01:06:57] Grand Boulevard bridge replacement project. [01:07:02] If I may add, I think what you're going to see is a lot of these yellow items that you see here, [01:07:07] your action items, they're going to be completed over the summer. We're going to bring them to you. [01:07:12] That whole group that has the water sewer reclaim water master plan, the storm water utility 10-year [01:07:20] master plan, the revenue sufficiency analysis, the vulnerability studies not on here, you're going to [01:07:30] see those probably coming to you in the next six weeks. We'll start presenting those items to you [01:07:38] to where we can start talking about things. When we talk about the upgrades to the utility system itself, [01:07:44] we have one more project that will bring all of our lift stations up to what we would call modern standards. [01:07:51] Debbie had mentioned that the smart meter program, those meters will be installed and be completed this year. [01:07:59] And so what we're trying to do now as we're moving forward, we'll be adding our lead and copper [01:08:05] requirements that we have to do with the utility that will identify those types of pipes and organize a plan to [01:08:13] where we can take and remove and upgrade those types of facilities. But I think what we're going to see this [01:08:20] summer coming to you is now that we've done a pretty good job upgrading the standards to all of those types of [01:08:29] utilities, the next item that we will be prioritizing and talking about will be the wastewater treatment plant. [01:08:37] Our water plant is this coming year completing most of their upgrades. So when we look at it from a standpoint, [01:08:46] our next generation of upgrades and priorities would be over at the wastewater treatment plant. [01:08:53] So you'll see a lot of these that are going to turn green. [01:09:00] We're going to talk about that this summer. We'll have all our data collected to where when we sit down and talk about it, [01:09:06] we can give you the information that you need to have an informed decision on all of those topics. [01:09:13] But we really want to talk about that once we have all of our deficiency analysis, our vulnerability analysis, [01:09:21] those types of things that everybody can look at and make an informed decision. [01:09:31] Well, the county's in the middle. We're having discussions with their staff. They're doing their vulnerability studies as well as the city, [01:09:38] those types of things. So they're well aware of where we're at in the process. And then we'll go from there. [01:09:45] Yeah. If we move, whether we do or not, though, you'll need to be prepared that when we go into our budget talks this year, [01:09:59] we will be talking about some sizable investment, though, at our wastewater treatment plant. [01:10:05] Just because of the age of the plant, there's a considerable amount of reinvestment that needs to occur just to be on top of that. [01:10:14] Be on top of maintenance related responsibilities. [01:10:18] Your last major upgrades to that plant was in 1990. So you used full life on a lot of the major components. [01:10:29] They're coming towards the end and we've got to make those decisions. [01:10:33] The next strategy is promote environmental stewardship. And the objectives that are set forth are to renew our natural environment, [01:10:48] to ensure sustainability for future generations, and to implement projects in a more sustainable fashion whenever possible. [01:10:57] And the action items that have been identified are to develop more sustainability minded projects and solar powered LED crosswalk systems, [01:11:14] which we've been able to implement a good number of them. [01:11:18] And to Robert's credit, a good number of them have been implemented by way of grant resources that have been made available through FDOT. [01:11:32] EV stations at select locations to the city, also to the credit of Robert, many of which have been funded through Duke. [01:11:44] We have implemented LED conversions of streetlights. [01:11:50] We continue every year to add EVs and hybrids to our city vehicle fleet. [01:11:57] We are researching further any carbon reduction measures that we can implement. [01:12:04] And we have assessed the feasibility and cost of offsetting electricity with renewable sources. [01:12:15] We have researched but have not implemented any water conservation strategies within city buildings or operations. [01:12:25] We have established a single waste hauler program. [01:12:29] It is a goal of ours to expand the adopt-a-tree program and increase the city's reforestation program. [01:12:38] We would like to continue to follow the stormwater best management practices and offer community education programs on water quality. [01:12:51] And this year we are advancing with your approval as an action item to designate a central source of information and program services and initiatives that support environmental and food systems within the city. [01:13:13] I would say that all of your green, you'll see the research carbon reduction measures. [01:13:19] I believe that we're probably at a yellow or a yellow-green. [01:13:25] Debbie did mention the EVs and the hybrids. [01:13:28] We are looking at things like that to try to take care of those items. [01:13:33] The identify and implement water conservation strategies, we are fulfilling those every time that we do building improvements, PD rehab, we're changing out fixtures, those types of low-hanging fruit is what I would call it. [01:13:47] Expanding of the adopt-a-tree program. [01:13:50] I think what we're getting as far as action items here is we're taking care of the low-hanging fruit. [01:13:56] And so I think the next discussion that we're going to have in the next few years is how much do we want to invest, what do we want to invest in to make a lot of these programs expandable and sustainable. [01:14:11] I will say the environmental committee did just do a, partnered with the assistant, excuse me, assistant public works director to do those flyers for send out about the adopt-a-tree program and some of the environmental items. [01:14:27] So I guess that would count towards expanding as well. [01:14:30] Or at least marketing it. [01:14:33] In your proposed budget we did bump up the adopt-a-tree program budget so that we would have enough funding to sustain the program if we do get some additional participation this year as we're hoping we will. [01:14:47] The one thing that you want to add to that is when you look at that dollar amount, you'll say $5,000 is not a lot of money to invest in that type of program. [01:15:00] has expanded as well when it comes to the amount of fundings that you invest [01:15:05] in your CIP program because there's not a lot of the projects in that CIP [01:15:12] program that you approve that doesn't include some type of landscaping which [01:15:16] includes trees. Thank you Robert. Please. [01:15:26] Page 17, is that what we're still on? Yes. The top bullet point, renew our [01:15:32] natural environment to ensure sustainability for future generations. [01:15:37] You know that's a powerful highlight of what could be my mission [01:15:43] and my main mission here of having lived here and when we talk about our natural [01:15:50] environment, I kind of like to think local. I know that much of what you're [01:15:56] saying here is sort of, and not to diminish it at all, but sort of the [01:16:02] boilerplate across the country need to reduce carbon footprint, go to electric [01:16:06] vehicles, fix our pollution. All of those are very good goals, but when we talk [01:16:13] about our own natural environment, you know to me it's the estuaries, it is [01:16:19] the sea life, it is the river life, and it is our natural environment [01:16:25] that's been so much at risk because of a lot of development. A lot of that goes to [01:16:30] stormwater, a lot of it goes to the old days of Mr. Borda's plant next to [01:16:37] ours that had more releases of nutrients. And so when I'm looking at the action [01:16:45] items and I look at that bullet point, you know I think that much of what is [01:16:53] out there right now to try to address it that that doesn't get to the chopping [01:17:00] block because someone might say that it's just saying that this is a [01:17:05] man-made thing that's happening with the heat across the country or you know [01:17:11] that the storms really aren't going to come or the floods aren't going to hit [01:17:14] us. But the reality is there is money for fish and wildlife, there's money for [01:17:21] protecting our resources, and a lot of that has to do with seagrasses. I [01:17:25] understand that the county just a week ago hired the first IFAS person that is [01:17:33] in charge of I think seagrasses of all things. So there is a strong support in [01:17:40] the county for improving and renewing our natural environment. To me that [01:17:44] means clean springs, clean river, you know healthy environment. And so you know I [01:17:52] don't know where it comes or what action items may come but I know there's a lot [01:17:56] of potential. And you know and hopefully those comments about building [01:18:06] relationships that talk about the county and the Chamber of Commerce, the [01:18:09] relationships we need are the county, the state, the Regional Planning Council [01:18:14] who's in charge a lot of those, and with our new grant writer the ability to [01:18:20] start really focusing on our corner of the world a little bit too, not just [01:18:25] doing our part which I support. But I'd like to see that objective have a local [01:18:36] natural resource you know on it. Whether that's the sewer of whether it's again [01:18:45] sewer out on Trouble Creek or wherever we might have things or whether it's [01:18:50] embracing the University of St. Louis University or FSU or whoever and their [01:18:57] interest in our community because they bring researchers, students, attention and [01:19:06] I think the mayor was at the event and I probably missed seeing there were so [01:19:12] many at Josh McCart's father Craig McCart's funeral service at the Spartan [01:19:18] this weekend but there there is this sort of renewed interest in our city [01:19:28] and what it can become and now's the time I think we can get that support. A [01:19:33] new county commissioner and so working with the county and our new grant writer [01:19:39] and the grant writers that are all sort of converting together so I don't know [01:19:47] where that ends up but it's a laudable objective and I just wanted to underline [01:19:52] it. Well I think I think a lot of those things that you're talking about we can [01:19:57] add to the plan but I also think that a lot of these different categories overlap [01:20:04] one another and then some or broad language where you call out some call [01:20:08] out detailed projects like I'll give you an example the sheet prior to that when [01:20:13] we talk about sustainability and doing those types of environmental projects [01:20:18] technically could kind of fit right there on the page you're talking about [01:20:21] because we're in the middle of doing like the Beach Street project now that's [01:20:25] going to install water quality elements before that drainage system goes out [01:20:30] into the river we're doing our master plan stormwater master plan which is [01:20:35] specifically going to prioritize those projects that you're talking about and [01:20:39] they're going to tell us what we need to do to be able to improve that [01:20:43] environment and it starts off with the master plan so that once you've included [01:20:48] it in it you've called it out council's approved it then we can start getting [01:20:52] those grants and be eligible for like you're talking about when I think those [01:20:56] grants are also based on innovation and so the point being when you overlap [01:21:00] these different objectives stormwater environment recreation and you can [01:21:08] gather some of those together to make an interesting project that's good I worry [01:21:12] sometimes that it would we just complete and go through a five-year plan built by [01:21:20] an engineer that we don't always have the opportunity just keep going back and [01:21:24] looking and seeing how we can improve those projects the Beach Street project [01:21:28] is an example when that vulnerability study comes through and I don't know [01:21:33] what it will what the big picture is going to be but I don't know why the [01:21:38] county bought the 10 acres adjacent to our 80 acre 90 acre park but they bought [01:21:43] that 10 acres at the end of Warren and it must have a stormwater purpose I [01:21:50] can't imagine why the county would have acquired it and with all of that low [01:21:57] land that goes all the way out to what Rowan and Little Road and and out [01:22:03] through that whole area those larger systems that we tap into I don't know [01:22:10] but will the day ever come where our rainwater will be forced away from the [01:22:14] river instead of into it you know and and just just overlapping those [01:22:20] environmental questions as it goes but it's action items I'm not suggesting any [01:22:26] more objectives need to be added you know it's just a matter of combining [01:22:30] them and looking to see if you can get a buy one get one you know for the [01:22:35] projects thank you thank you Robert [01:22:49] the next strategy is to cultivate human resources and our objectives are to [01:23:00] provide respectful high quality service and assistance and to professionally [01:23:07] serve those who live in work in or visit the city the goals as we set forth are [01:23:19] to recruit and retain a workforce that is motivated to exceed customer service [01:23:23] expectations we wanted to offer competitive compensation compensation [01:23:29] and benefits that enhance employee recruitment and retention efforts to [01:23:37] incorporate technology and efficiency into daily HR functions and operations [01:23:43] to develop a workplace culture based on city values that improves employee [01:23:48] engagement empowerment to mobilize efforts of the Wellness Committee the [01:23:54] Safety Committee the Diversity and Inclusion Committee and empower [01:23:59] employees to optimize their roles and improve both city and department [01:24:05] operations and functions to develop mandatory employee training programs [01:24:11] specific to city department operations and to provide appropriate equipment and [01:24:16] technologies to ensure efficiency and customer driven standards and we [01:24:23] probably should have taken out the yellow highlighter a little bit more [01:24:28] than we did on the goals because we are we've done much to improve competitive [01:24:36] compensation and benefits to enhance employee recruitment and retention [01:24:41] effort efforts since you have permitted us to retain the services of a firm that [01:25:02] allows us to review salaries every three years for every employee group of the [01:25:08] city and that has allowed us to keep employees for a longer period of time [01:25:17] and it allows us to attract higher higher level talent incorporating [01:25:25] technology is something that we work on consistently and but we certainly have [01:25:34] room for improvement there. Arnie has been on the staff not long enough yet [01:25:43] for my tastes but he's doing a wonderful job in human resources and is working [01:25:54] along with Bernie and and Dana in mobilizing the Wellness and the Safety [01:26:04] Committee and we'll be working on other committees in the department in the in [01:26:14] the coming months and the action items are plentiful in the department and [01:26:24] there are hardly enough hands in the department to be able to address all of [01:26:31] the action items that we have assigned to this particular strategy to include [01:26:39] updating still city policies and incorporating trending practices to meet [01:26:45] the needs of today's workforce which are are evolving every day that goes by. [01:26:54] It is ongoing, no question about it, and the workforce has changed much [01:27:16] particularly since the great resignation and the the benefits that people want [01:27:25] are much different than they once were as well. Fully utilizing our ERP system [01:27:32] and other supporting software to improve HR functions is something that Arnie's [01:27:37] working very hard on. We are publishing the employee newsletter on a quarterly [01:27:42] basis. We are working to align employee evaluation systems with organizational [01:27:49] priorities, practices, and individual performance. We're not quite there yet [01:27:55] because we've got so many different departments and so many different [01:28:00] priorities and practices to bring into alignment. We are developing a customer [01:28:09] service guest relations training program which will be part of our [01:28:13] onboarding process. We are working on developing a leadership training program [01:28:19] on positive interactions and when dealing with difficult situations. I'm [01:28:28] communicating regularly with employees. I hold quarterly meetings with employees [01:28:35] and I do meet regularly with my department heads. I meet with them [01:28:45] weekly as a group and I meet with them also depending on their level of [01:28:56] responsibility and their level of experience either weekly or bi-weekly [01:29:06] and listen and discuss the issues where they need assistance or support. We do [01:29:14] have a program where we acknowledge and reward exceptional service. The city [01:29:21] provides comprehensive benefits and support for employee well-being. Health [01:29:28] insurance continues to be the one area where employees want and seek additional [01:29:34] improvements. We continue to review and evaluate current benefit plans for [01:29:41] improvements. We do promote an employee suggestion and award board programs. I [01:29:48] also conduct a coffee with the city manager program where I go around every [01:29:53] department of the city and talk to each department individually. [01:30:00] because sometimes they don't feel comfortable [01:30:01] in a large group saying what they really wanna say [01:30:04] or what they really wanna ask. [01:30:10] We connect with school officials to determine possibilities [01:30:14] of establishing a link for students interested [01:30:17] in participating in either internships [01:30:19] or apprenticeships programs. [01:30:23] We want to do a lunch and learn series on programs [01:30:27] and services to assist employees [01:30:29] that haven't launched one. [01:30:31] We want to improve our anniversary program [01:30:34] for employees and expand employee events [01:30:37] but have not done so yet. [01:30:42] I'm trying to figure about, [01:30:44] maybe this is the place to put that, [01:30:46] but we have a Citizens Academy [01:30:48] and I think we lack recruiting them [01:30:51] to get them involved in the city. [01:30:53] Once they graduate- [01:30:54] Explain that to me. [01:30:55] Once they graduate, they're happy [01:30:57] and they walk out the door. [01:30:58] We need to find a way to get them involved. [01:31:02] Okay, that might not be the section [01:31:05] but it's a duly noted important point. [01:31:09] So let me figure out a place to put that. [01:31:13] I don't want them to walk out the door [01:31:14] thinking they graduated. [01:31:15] I think I want them to walk out the door [01:31:18] to some other department or some other committee [01:31:21] or some other something in the city to participate [01:31:26] after we spent the time teaching them [01:31:28] about the city to give it back. [01:31:38] Okay, so... [01:31:48] Maintain a dynamic and connect it down. [01:31:53] If I can, just for the measurables. [01:31:54] No, please do. [01:31:56] The measurables for the Cultivate Human Resources. [01:31:58] Yes. [01:31:59] The employee turnover trends by department. [01:32:01] Is that something we keep record of? [01:32:04] And the only reason I ask is full disclosure, [01:32:06] in the past I've asked for that type of data [01:32:09] in public records requests [01:32:11] and I was told that that data does not exist. [01:32:13] So do we keep it on hand [01:32:14] what our turnover rates are in departments? [01:32:19] I don't know, but I'll find out for you. [01:32:21] Thank you. [01:32:26] Thank you. [01:32:39] To maintain an active and connected downtown area, [01:32:46] our action items are to tailor city incentives [01:32:52] to achieve maximum impact on growth efforts, [01:32:58] to increase awareness of opportunities [01:33:01] to do business with the city, [01:33:02] which we try to spread the word on as much as we can. [01:33:08] We target incentives to catalyze [01:33:10] business startup and growth, which should be yellow. [01:33:16] We promote a range of special events [01:33:19] that highlight and celebrate the city, [01:33:21] cultural diversity and outdoor recreation. [01:33:25] That should be yellow also. [01:33:27] Enhance and evaluate the quality [01:33:31] of public space as appropriate. [01:33:35] Establish golf cart crossings at US Highway 19. [01:33:39] We have one and we'll have two before long. [01:33:43] Improve the efficiency of the DART route [01:33:46] and consider the addition of more stops [01:33:48] at local businesses. [01:33:50] And construct the public courtyard project [01:33:53] at the southeast corner of Main Street and US Highway 19. [01:33:59] Mike, you're new to it, but come on up. [01:34:04] Because the next one, if there aren't any comments [01:34:07] on maintaining a dynamic and connected downtown area, [01:34:11] you have something? [01:34:12] Yeah, I guess the only comment I have [01:34:13] is I know I brought it up to you, [01:34:15] is in the downtown downtown area, [01:34:18] especially on Grand Boulevard going north towards Main, [01:34:22] and the other way is changing the actual speed limit [01:34:26] to 15 instead of 25. [01:34:28] Thanks for bringing it up again, Nile. [01:34:30] Yeah, I think that would at least give us [01:34:33] law enforcement, too, an ability [01:34:35] to be able to crack down on that. [01:34:38] We'd love to haul butt heading out of town, [01:34:41] set it aside. [01:34:42] Yeah. [01:34:43] We will look at that. [01:34:44] Okay. [01:34:45] We'll wait for the clock and then sit on the department. [01:34:51] Yeah. [01:34:52] So, comment on the DART. [01:34:56] Some comment has to be made on that, [01:34:58] because it is such a great step forward, [01:35:02] but also such a regular topic of a sense [01:35:08] of it not being functional or workable [01:35:15] in the current time that we're in. [01:35:17] And I know when it started, [01:35:20] that you said add a few more stops to the route, [01:35:25] and it seems that the lack of regular use [01:35:30] of the garage now, and I think the garage [01:35:33] is a wonderful, important element [01:35:35] of getting street parking consolidated [01:35:41] as the city gets busy. [01:35:44] But the fact that it's riding around, [01:35:47] adding more stops is fine, [01:35:50] but there is such a good opportunity [01:35:52] for us to expand, and you have it in there, [01:35:55] expand public transportation opportunities. [01:35:59] I remember I asked when you first had the disability, [01:36:02] the big space in the DART for folks [01:36:06] with disabilities for a wheelchair, [01:36:09] that the requirements to serve that part of the community [01:36:16] offset the ability to get more people on a particular cart. [01:36:22] And we didn't have that many more all the time, [01:36:25] but the modernization of the, [01:36:33] on call sort of calls for service from the residents. [01:36:36] The DART is serving a particular group of people [01:36:39] who we hope come in and go to the parking lot [01:36:41] and or park offsite and come downtown. [01:36:45] I think the downtown businesses would be really helped [01:36:49] to have the ability to dispatch and get out [01:36:51] and bring residents downtown who are, [01:36:55] A, paying our taxes, and B, who are many elderly, [01:37:02] would come down for a quick stop, [01:37:04] but for finding a parking space, [01:37:06] walking, the heat, whatever else. [01:37:09] So I don't know if we got more, another vehicle, [01:37:13] if we kept the route and got people used to jumping on [01:37:16] and moving around, because it's great, [01:37:19] but there's another element, I think, [01:37:21] that could be used with those stops, [01:37:24] which could be a call for service at a stop. [01:37:28] If you have like ambulances sit [01:37:31] and they go to find when there's a need, [01:37:33] and if you had an ability to dispatch somebody [01:37:38] or to have an app to see where it is, [01:37:41] or something that could enhance and be really, [01:37:46] really get more well-received by the community at large, [01:37:48] because I don't know for the rest of you all, [01:37:50] but occasionally you'll hear somebody that will complain [01:37:54] that, you know, we don't know when it's going to be there. [01:37:57] And I think, I don't want to get that great asset [01:38:03] sort of undermined, but rather we have to figure out [01:38:06] how to build it into something more workable. [01:38:09] Well, I used to drive the Dart, [01:38:11] and I just wanted to piggyback off of that, [01:38:13] that that is the principal concern is, [01:38:17] when you're driving it, people don't, [01:38:20] for people visiting or even for residents, [01:38:22] and I'd say even business owners that are right there, [01:38:25] they're not familiar with it, [01:38:26] and I'm just speaking generally here, [01:38:28] there is a user base now, but for the majority of the public [01:38:32] that, you know, uses our downtown, [01:38:33] they're not familiar what it is. [01:38:35] They don't know it's free. [01:38:36] It says courtesy, it doesn't say free, [01:38:38] and so they get a little confused that it's a free service, [01:38:41] and the main one is, well, I'm not really trying to go there [01:38:45] or I'm trying to go here or I'm not going to get on [01:38:48] because it's not going where I need to go, [01:38:49] so an app would be ideal, but I don't know [01:38:53] what the long-term effects of that are. [01:38:54] And more stops would help that as well, right, [01:38:56] if you find it closer to their point of exit. [01:39:00] Anyway. [01:39:01] And some of the stops, they're punched out, [01:39:04] the map's not there anymore, [01:39:06] and so maybe just a little bit more maintenance [01:39:08] of those stops, because you go by, [01:39:10] and they used to all have these pretty maps, [01:39:12] and they were filled with flyers, and now they're not, [01:39:15] and so people don't even know there used to be a Dart. [01:39:17] I used to see people interacting with those stops [01:39:18] and going, oh, what's this, taking a flyer, [01:39:20] and it just seems like some of them [01:39:21] have fallen below maintenance. [01:39:25] Anyway. [01:39:26] I just want to mention that our lunch [01:39:27] has been ready for half an hour. [01:39:29] Our dinner. [01:39:30] 4.30 lunch? [01:39:30] For dinner, and we're supposed to have a meeting [01:39:33] in 20 minutes, so do you want to stop here? [01:39:37] We can, indeed. [01:39:41] Sorry, Mike. [01:39:41] I need to take a, yeah. [01:39:43] Or would you, we got, we'll pick it up.

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3. 4Adjournment▶ 1:39:45
4. 3Communications