On the agenda

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

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   Strategic Plan Update

   discussed

   City Manager led a work session reviewing five remaining strategies in the city's strategic plan: maintaining a dynamic downtown, advancing emerging technologies, improving customer service, optimizing emergency preparedness, and (final strategy truncated). Council discussed status of action items including the Railroad Square project, Grand Boulevard bump-outs, golf cart crossings on US 19 (Marine Parkway and Main Street pending FDOT conditions), DART route improvements, IT modernization, and emergency management. A council member raised concerns from Axels business owners about planter placement near their entrance, and the City Manager agreed to review.

   • direction:City Manager directed to review planter placement at Railroad Square in response to Axels business owner concerns and provide drawings to council. (none)
   • direction:City Manager directed to investigate signage directing people to the parking structure from Main Street. (none)
   • direction:City Manager directed to review pricing differences between Peace Hall and the rec center for private events. (none)

   📍Grand Boulevard📍Main Street and U.S. Highway 19📍Marine Parkway📍Railroad Square📍U.S. Highway 19🏢Axels🏢Forerunner🏢HQ🏢Kangaroo🏢Rights🏢Tyler👤Robert#American Disabilities Act transition plan#Annual Hurricane Expo#Community Redevelopment Agency plan update#DART route / DART tracking system#Forerunner program#Government Delivery email system#Grand Boulevard bump-outs#NIMS training#Pasco County All Hazards Comprehensive Emergency Management Plan#Railroad Square project#Storm-Ready designation#Strategic Plan#Touch-A-Truck event#Tyler ERP / Tyler Munis / Tyler Citizen self-service module#Wayfinding project

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   [00:00:21] Mayor. The purpose of tonight's work session is to continue our discussion on the city's [00:00:30] strategic plan. We have five strategies left to discuss and we'll talk about the specific [00:00:38] goals and action items that are attached to each of the strategies and the status of implementation [00:00:50] of those items. And the staff has worked with me to develop the action items and to report to you [00:01:09] on the status of the action items and we'll look to you for any additional goals that you would [00:01:16] like us to advance during the upcoming year or any additional action items that you determine [00:01:26] are appropriate for us to add to our items for the coming year as well. So the first [00:01:40] strategy that we have to discuss this evening is a very important one, they're all important, [00:01:50] but maintain a dynamic and a connected downtown area. Some of the goals that we talk about [00:01:58] are supporting the growth and retention of businesses, offering services that complement [00:02:04] the existing business community, encouraging activities in the downtown area that create [00:02:10] a sense of place, and offer a destination for residents and visitors, maintaining and [00:02:17] enhancing quality public spaces, and expanding public transportation opportunities. And from [00:02:25] our perspective, we thought that those were all goals that were currently in the process. [00:02:30] I don't think they're ever going to go away. I don't think they are either and I don't [00:02:35] think we could ever really give them a full flush green because they're always in process [00:02:40] and we'll always be improving our methodologies of implementation of those goals. Some of [00:02:49] the specific action items that have come to fruition over the course of the last year [00:02:59] is we are tailoring city incentives to achieve maximum impact on some of our growth efforts. [00:03:06] And I think you'll see a continuation of that as we propose to you the update of our community [00:03:14] redevelopment agency plan in the coming months. And some of our incentives will be better [00:03:23] tailored for the type of growth that will fill some of the gaps that we have in the [00:03:33] downtown area. And we are currently working on a marketing plan that will increase awareness [00:03:43] of opportunities to do business with the city. We are always targeting incentives to catalyze [00:03:51] business startup and growth in the city and we do promote a range of special events that [00:03:59] highlight and celebrate not only the city but the cultural diversity and outdoor recreation [00:04:07] in the city. We are enhancing the quality of public space in the downtown area to projects [00:04:18] that are currently being considered and implemented. The first is the Railroad Square project which [00:04:27] on July 7th we will start marking the utilities and the following week we will actually start [00:04:40] movement so that we can get those utilities out of the way of the construction project. [00:04:47] While we're right there, did you get that email from Axels? I did get the email from the [00:04:58] business owners and I responded to the email and I am looking at the matter. [00:05:06] Well I did a walk down the street and there isn't a set yardage between each one of those. [00:05:13] There is? No, there's not. Not a set. Sometimes it's large. There's a pattern. [00:05:20] No, no. The ones that are marked there now, there's not. There's a large space and then [00:05:25] there's a small space and then a medium space between the one and the next one. [00:05:30] I'm just saying where they are marked right now. Okay. So I'm just saying that there's not a set [00:05:37] order at least with the ones that are marked there now. [00:05:41] Just, you know, so that's why I say it should be able to move it without. [00:05:45] I'd like to propose a new location, an amended location, but I'll at least say that the neighbor's [00:05:56] tables that are abutting his building and on his property impact [00:06:04] the site more than anything. Right, I understand that, but it's like right in front of their door [00:06:11] and it's to do with the chairs and tables. I mean where that proposal, where it's marked right now, [00:06:16] it's right in front of his front door. Okay. You know what I'm saying? Yeah, you're right. [00:06:22] Between one and the next one, like there was a large space going to the east to the next one [00:06:27] and then there's a smaller space and then a medium space between the way they're marked right now. [00:06:33] Because I marked it out. I had to try to remember. Yeah, I will look at it further. [00:06:40] I went out today to look at it after a meeting I had this morning, but there was a beer truck [00:06:45] parked right on it, so I couldn't take a good look, but I will. To me, I didn't think there [00:06:52] was consistency in where those were placed. Okay. How high is this planer going to be? [00:06:59] I'm sorry, I don't recall the specific dimension. It's not really that high, [00:07:05] but there is an element where there is a sidewall on it, but it doesn't block a door. [00:07:14] I think it's more you could use it as a seat. Right. [00:07:19] But I'll provide a drawing to you all. It looks like they're shaped like this. [00:07:25] I'll provide a drawing for you to see. That's what's marked on the ground. [00:07:31] Okay, that's the footprint. Yeah, it's like this wide and then it goes a yard and a half wide and [00:07:38] then it goes down the bottom. It's a foot, but it's like this. That's what's marked on the ground. [00:07:43] Okay, I'll provide a drawing. Thank you. I mean, if it was, you know, with dimension further down [00:07:53] further down towards, you know, between, you know, where some of the chairs and tables are [00:07:58] in front of rights or in front of kangaroo, I don't really think it affects their business like [00:08:03] it does axles. Yeah. Yeah, I suggest that something which is really maybe 15 feet away from [00:08:16] their door isn't really an impediment, but let's look at it and look at the drawings. [00:08:22] It's a little bit east or west and, you know, like I said, there's no pattern to the, [00:08:25] at least I couldn't figure out a pattern to where they're laid. [00:08:28] All right, well, I'll give you a copy of the drawing and we'll look at the dimensions [00:08:33] as well as review in the field and then we'll decide what's appropriate for sure. [00:08:38] I mean, it's coming up this week, next week. I mean, it's coming up pretty quick. [00:08:42] We're not installing it this week or the next week. All we're doing is moving the [00:08:49] utilities, starting that. The other project is the Grand Boulevard bump outs, which [00:08:58] will is something that's being planned so that we can provide more pedestrian space and more [00:09:06] space for our businesses on Grand Boulevard to create seating areas. [00:09:18] We have established a golf crossing at U.S. Highway 19 and we're in the process [00:09:26] of establishing a second at this time. What is holding that up? The Marine Parkway [00:09:33] road project. I mean, coming back from, you say it's FDOT, but what is, why is FDOT taking? [00:09:40] FDOT has approved it with conditions which have to be implemented. And Robert, can you [00:09:47] respond to that for me? Which one? Marine Parkway. Okay, and what's holding up? [00:09:53] The roadway project and they're moving to Marine Parkway, [00:09:59] I think Grand Boulevard and then Marine Parkway next with this year's project. [00:10:05] Okay, I'm just saying, is it us not, is that us delaying or is it? It's us. FDOT's already approved it [00:10:12] with conditions. Okay, Main Street too? Which we have to implement. No, they have not approved Main Street. [00:10:17] What, why, what's the hold up on Main Street then? They want the crossings at Gulf and at Marine to [00:10:26] be in place for a couple of years incident-free before they even consider it was the last word [00:10:32] they communicated to us because the conditions are so different and they do believe that it is [00:10:39] a safety hazard. It seems like Grand is moving along faster than us. Grand? Yeah, Grand and 19th. [00:10:51] Port Richard, you don't know? I don't know anything about an approval at Grand and 19th. [00:11:00] I think FDOT's approved it, now they've got to like do something. Well, I think there's more [00:11:04] movement is what DOT has expressed to us. There's a whole lot more conflicting movements between [00:11:09] vehicles and pedestrians at Main Street and U.S. Highway 19 than there is at the other two locations [00:11:17] that they gave us a permit for and different than New Port Richey as well. They've got to do [00:11:25] another whole lane there, I think, in New Port Richey, but they at least know what they've got to do. [00:11:31] Right, well, we know what we have to do at Marine Parkway. We're not delaying that. Actually, what [00:11:37] we ended up doing was when we went out to bid for the street project, we've got to do some construction [00:11:43] and some lane reductions there. It's not just striping, so instead of going out and doing a [00:11:49] design and taking and having engineers work on it and then having to go out on a bid and stuff like [00:11:54] that, we took the opportunity to piggyback on to the street project. So the street project is going [00:12:01] to be the contractor's movement over there and they're going to start that work, I would say, [00:12:06] sooner than later. The public is, I don't know about these two, but the public's inundating me [00:12:11] with when, when, when, when, when, and I'm like, I don't know, I don't know, I don't know, and then I hear New Port Richey's [00:12:16] moving along with Grand. I'm like... Well, New Port Richey still has their do not cross signs up, [00:12:23] so they haven't got their permit yet. Yeah, from what I understand, they're moving along [00:12:28] of what they've got to do and I'm not hearing anything. Now I hear today that they're, you know, [00:12:33] we've got to prove we just got to do it at Marine Parkway, but if we've got to wait two years, the [00:12:38] quicker we get Marine Parkway, the quicker two years will be up down the road so we can do Main [00:12:42] Street. That's my thought, anyhow. Did you want to address what those specific conditions were [00:12:52] that we have to implement? Lane reductions, we have to take the westbound lane and reduce that [00:12:58] and do some work there to where we can reconfigure the turn lane. So, [00:13:07] you know, it's not going to be something as simple as just striping. Turn to the north, you mean? [00:13:12] Yes. Thank you, Robert. Yeah, I'm not quite, I'm just, you know, I'm getting asked a lot, [00:13:21] I don't know how many answers, that's why I'm asking. Thank you so much. Thanks, Robert. [00:13:29] The other action item relates to the DART route and we are always considering making more stops [00:13:40] at local businesses and improving the DART tracking system and advertising differently [00:13:51] the DART program. And we have established a public court project, public courtyard project [00:14:00] at the southeast corner of Main Street and 19. And we have not implemented a managed parking [00:14:09] space system in the downtown area or implemented any communications through the DART system. [00:14:18] Or implemented any communication strategy for downtown at this time. [00:14:25] There's a sign when you first turn off of 19 on Main Street that tells people there's a parking [00:14:29] right here. Is there a sign there, parking, directing people to the structure? No. Can we [00:14:37] do something to investigate that? Yeah, we can look at that for sure. I think we're going to [00:14:43] try to sell people to park there. We've got to sell it somehow. [00:14:52] Is there, I haven't been there, but is there information in the building or on the building [00:14:57] that says... [00:15:00] you know, go to this site and you can follow where the DART is. [00:15:04] There is information on the DART, yes. [00:15:07] On the building? [00:15:08] On the structure building. [00:15:12] There's a kiosk with informational flyers. [00:15:18] I mean, I was thinking of a website where you punch the website in, [00:15:21] you can see where the DART is and when it will be. [00:15:25] That will be part of the wayfinding project that we're working on now, [00:15:30] and there'll be information on the inside of the structure with the QR code. [00:15:39] Yeah, I was just wondering if we're moving that direction. [00:15:41] Okay. [00:15:43] Because we've got to sell it if we're going to have the program. [00:15:47] Right, definitely. [00:15:50] What we're working on is to advance emerging technologies, [00:15:55] and this is a strategy where we have come a good distance, [00:16:05] particularly in recent months, [00:16:12] all to the credit of our director of the Information Technologies Department [00:16:24] and her staff. [00:16:26] But we have conducted a technology needs assessment [00:16:30] and expanded our technology strategy. [00:16:36] We do have a master plan for information technology. [00:16:41] We are remaining current with our changing technologies, [00:16:47] and we are currently modernizing [00:16:51] and securing accessible and resilient infrastructure that's supporting our services, [00:16:58] providing data analytics to support that our decisions for staff are data-informed. [00:17:08] We have completed a project to extend facility door access controls. [00:17:16] We have added security cameras where it's appropriate to do so within city facilities [00:17:24] and added access control systems and increased usage of our current technology [00:17:33] where we've already made investments [00:17:36] and weren't using all of the programming capabilities that were available to us. [00:17:44] In respect to the action items, [00:17:48] we have implemented dedicated fiber network between most city facilities. [00:17:54] I think we have one left, [00:17:56] and we have appropriated funding if you are to approve it in next year's budget [00:18:04] to support that action. [00:18:11] We have increased our cybersecurity education, training, and process controls, [00:18:18] and we have elevated our backup and disaster recovery services for emergencies. [00:18:26] We've elevated community engagement by providing quality tools for communication. [00:18:38] We're working on providing some interactive maps for citizens to use [00:18:44] to be able to access information such as zoning, flood zone, debris pickup, [00:18:52] and development information on our website. [00:18:59] We are expanding what city services can be accessed online [00:19:07] and advancing solutions based on department needs and city objectives, [00:19:14] expanding technologies as new features become available, [00:19:21] and we're doing third-party testing on our securities and IT resources. [00:19:31] We have implemented testing of our incident response plan [00:19:38] and process improvement with Tyler ERP software solutions [00:19:44] so that we can collect and provide analytics of staff [00:19:48] and collect data analytics using internal and external tools. [00:19:57] We have improved our park security cameras and expansion. [00:20:03] We do not have park security cameras in all of our parks, though, at this time. [00:20:13] We are migrating our existing system to cloud-based technology solutions, [00:20:21] and we are trying to conduct analysis of current systems [00:20:28] so that we can improve workflow processes, [00:20:32] and we are updating current Tyler Munis ERP HRIS system [00:20:38] for reporting, usage, and efficiency purposes. [00:20:45] So the next strategy is to improve customer service. [00:20:54] That has been a goal of ours for the last three years, [00:21:01] and one of the principal goals is to eliminate unnecessary regulatory processes [00:21:09] and revise those that are suboptimal to streamline access to licenses, [00:21:15] permits, and approval processes related to development applications [00:21:21] to increase the access of information on property development [00:21:27] and business-related processes that are available to the public. [00:21:32] And we're doing pretty good on those things, and we've given them a yellow [00:21:38] because they're all in process. [00:21:42] We have the goal of providing regular training and education opportunities [00:21:47] to help users navigate the development and approval process, [00:21:52] and we haven't taken any real action on that. [00:21:57] We do, though, I think have a system that we can be proud of [00:22:02] because we do steward property owners and contractors through the process [00:22:12] when they don't have the knowledge to know how to navigate their way on their own [00:22:21] through the process. [00:22:22] I think we can be very proud of our development staff for taking the initiative to do that, [00:22:29] and we also work with people in economic development and in my office [00:22:36] to make sure that they make their way through the system [00:22:40] in as trouble-free of a manner as possible. [00:22:45] That's a big, important thing because of Matt. [00:22:48] He can get anything to plug into electricity, get the electricity, [00:22:52] but all the processes to be able to do that. [00:22:55] A lot of times you don't know that, and that's real important. [00:22:58] We are crutches for those people to get through. [00:23:01] Absolutely. [00:23:03] But we're also reviewing our internal processes for improvements, [00:23:08] and we are finding that our special event permitting process is always in need of improvement, [00:23:20] and we learn through every special event something that we could have done better, [00:23:24] and so we're always refining that process. [00:23:28] Somebody came to me and said they had a family party at the rec center, [00:23:34] and the reason they had it at the rec center over Peace Hall was the price. [00:23:38] The price at Peace Hall was way higher than it was at the rec center. [00:23:47] It was the same party, but they just had it at the rec center instead of the Peace Hall. [00:23:53] Yeah. [00:23:54] It could have had to do with when they maybe had the party, but I will look at it. [00:24:03] They said they were offered to use the kitchen if they wanted to, which they really didn't need. [00:24:08] They did to some degree, but there's no kitchen at Peace Hall, so that was kind of weird. [00:24:14] You got more at the rec center with the access to the kitchen than you do at Peace Hall. [00:24:20] It doesn't have a kitchen. [00:24:23] But for them to say, no, we didn't go to Peace Hall because of the price. [00:24:31] I will look at it and give you a report. [00:24:34] Thank you. [00:24:36] The action items. [00:24:38] By the way, they were real happy at the rec center. [00:24:40] I'm glad they were. [00:24:41] Thank you. [00:24:45] Is the purchase of CRM software, which we have not done at this time. [00:24:51] We have redesigned our website. [00:24:55] We have engaged HQ for community transparency. [00:25:00] And the first project that we'll be launching from HQ will be the Railroad Square project. [00:25:09] And we are using or we will be activating also the government delivery, which is email blasts from the website, [00:25:20] and developing written reference tools to assist property owners through the permitting process that's been done. [00:25:28] We do provide many ombudsmen to service and usher developers through required processes. [00:25:35] And we regularly review regulatory processes for improvement. [00:25:42] We are currently researching technology applications which facilitate online permitting and licenses [00:25:51] Implementing the Tyler Citizen self-service module. [00:25:58] We have developed customer-friendly communication protocols. [00:26:03] And we regularly implement checks to make sure that they're being followed. [00:26:12] Intentionally and regularly communicate processes to users of the system and services. [00:26:20] Conduct a self-service analysis to increase customer service options. [00:26:27] Provide applicable resources for grant and or loan programs available to residential property owners. [00:26:35] And streamline processes for special event applications and update funding support for cultural initiatives. [00:26:44] We're not as strong in that category, and we recognize we need to improve that. [00:26:49] And we have created an American Disabilities Act transition plan. [00:26:55] And have implemented annual programmatic evaluations for city departments in that respect. [00:27:02] Leaving us two strategies to talk about. [00:27:08] And the first is optimizing the city's emergency preparedness response and recovery service. [00:27:16] This is largely related to the services that many departments of the city work on. [00:27:30] And it is one that has been put to the test many times over the course of the last year. [00:27:41] With national weather-related incidents. [00:27:47] But the specific goals are to increase technology for emergency response. [00:27:54] To maintain plans and communication strategies for any major risk that the city might experience. [00:28:02] And to ensure that all city employees assigned an emergency operation role or cross-functional field work are trained to the appropriate level. [00:28:13] And the action items, I'm proud to report, are all either completed or in process. [00:28:25] The only ones that are in process are ones that either have just been purchased, which is the Forerunner program. [00:28:38] Which we still need to integrate with Tyler. [00:28:42] And some new laptops that we have purchased for mobile activations. [00:28:51] And we are always creating plans and communication strategies for major risks in the city. [00:28:58] As we come up with new ideas for a risk that we might experience. [00:29:04] But in terms of things that we've achieved, we operate within the statewide emergency response plan. [00:29:14] We operate with Pasco County All Hazards Comprehensive Emergency Management Plan. [00:29:20] And we have an interlocal agreement. [00:29:22] We conduct emergency management exercises with city leadership and essential staff. [00:29:29] We amend the city disaster plan as needed. [00:29:34] We ensure that public information is presented clearly and in a timely manner. [00:29:41] We also establish links with members of the business community. [00:29:45] All of whom can potentially play a role in responding to the city's needs. [00:29:53] We continually update employee NIMS training database. [00:30:00] And we develop workflow to maintain up-to-date employee information regarding either assignment on an emergency management committee or determining sheltering needs. [00:30:17] The fire chief provides weekly tropical reports to staff during storm season. [00:30:27] We have implemented improvements to our designated emergency operations center. [00:30:33] And we purchased a forerunner program, which is a tool that helps us assess damage to structures if the unthinkable occurs and we have to conduct that task for recovery services. [00:30:54] And we have completed a citywide vulnerability analysis and action plan. [00:31:00] And we are now conducting an annual assessment of building conditions so that we have them pre-incident. [00:31:14] And we have an annual hurricane expo, which we conduct in conjunction with the Touch-A-Truck event. [00:31:23] And we have found that the attendance at the hurricane expo is impacted significantly in a positive fashion as a result that it's connected with the Touch-A-Truck event, which is a huge event coordinated by the library staff. [00:31:45] And we have achieved a storm-ready designation by the National Weather Service. [00:31:51] And with that, that completes all of the action items, which deal with the emergency preparedness response and recovery service and optimizing some resiliency of the city as it stands currently, unless there are some amendments that you would like to suggest we make to the plan. [00:32:19] I just have another question, and maybe Leanne will have to answer it because I'm a novice big time. [00:32:25] But I just saw an hour special on AI and how it's going to just change everything. [00:32:31] And I just wondered, are we jumping in along with it? [00:32:37] All right. [00:32:38] Leanne is best suited. [00:32:39] Come on up, Leanne, to respond to the question. [00:32:42] I mean, I don't even really know the question. [00:32:45] I got more confused because I watched this hour special on it. [00:32:48] Yeah. [00:32:49] And where it's going. [00:32:50] It just seems like it's going to go in everything. [00:32:52] Right. [00:32:53] Whether Tyler's, just giving an example, whether Tyler's in the middle of it or they're leading their cause down the road or somebody else is coming, should we be looking at? [00:33:04] I don't know. [00:33:05] I'm just naïve. [00:33:07] With Tyler, not yet. [00:33:09] With our Microsoft platform, my understanding is Copilot is the AI tool within Microsoft. [00:33:16] It's not available for the government platform where our data is stored at this point in time. [00:33:21] We'll look into it if it makes sense for the city at that time. [00:33:25] We are using AI and it's built into some of our security tools. [00:33:30] You know, the SOX, Security Operations Center, they have AI built in right outside of us to respond automatically to certain, I don't know, alerts that it will see. [00:33:41] We're also implementing some AI technology within our security awareness training that will be based upon, like, if you click, it will learn your behaviors and automatically assign training and different stuff like that to you. [00:33:57] In terms of everywhere around the city, I mean, as things come available, yes, we're looking at them. [00:34:03] And I say everything, for the police, for fire, et cetera. [00:34:08] So just as we learn about the technologies, like, what am I trying to say? [00:34:12] We're not implementing in our own AI, right? [00:34:14] But as the tools that we currently use offer AI within the platform, we'll take a look at, does it make sense for the city? [00:34:21] Can we afford it? [00:34:22] What makes sense? [00:34:23] I just was like, I was educated and lost at the same time by the time I got through this hour. [00:34:29] There's a lot to it. [00:34:32] It's like renovating the whole process. [00:34:37] And a big part around AI, too, is security. [00:34:40] And so for us, too, just implementing an AI tool may not necessarily be secure. [00:34:46] There's, anyways, things to consider around that as well. [00:34:52] As long as we're on top of it. [00:34:54] I thought I was learning, but I think I just got deeper in the ditch for lack of what I knew to start with. [00:35:01] Good, thank you. [00:35:03] Any other questions? [00:35:04] Thank you, Leanne. [00:35:06] So they're doing all the work. [00:35:07] We just utilize it. [00:35:09] That's cool. [00:35:12] Are there any questions? [00:35:14] Yes. [00:35:15] Anyone else? [00:35:16] You all heard in the beginning of it, so go first if you'd like. [00:35:20] Jump on in there, Peter. [00:35:22] Okay, I'm just, this packet here was what was covered today, I'm assuming. [00:35:29] That's all. [00:35:30] We just finished what was left. [00:35:32] I missed page one, but I would like to look at it just for a moment at the active and connected downtown area [00:35:40] and measurements and number of cultural and outdoor recreation unique events hosted. [00:35:45] I don't know that I had announced it formally, but I have resigned from the board of the Chasco Fiesta [00:35:53] in order to avoid any Sunshine Law issues related to that. [00:35:57] And one, two, because I've gotten involved in all of the sort of Schwetman Cultural Center Museum, [00:36:06] Children's Museum project, which Children's Museum, as I'd shared with you before, [00:36:12] started back in the early 90s, and we had it rolling [00:36:15] and got dead-ended at the tourism board for getting some funding for that. [00:36:22] But that being said, the idea of promoting a range of special events that highlight [00:36:28] and celebrate the city, cultural diversity and outdoor recreation, that's in green. [00:36:37] And then identifying and trying to measure them against some objectives, number of visitors, increased business, [00:36:46] those sort of things, and your goals, supporting the retention and growth, et cetera. [00:36:53] I brought it up before, and I think that what is my question is that you have read this document to us, [00:37:04] and now our chance to reply would be to make some changes to it. [00:37:09] And so I had brought up at the last discussion a few things about, you know, [00:37:18] when you have the goal and the measure, you have to have how you're going to do it. [00:37:22] And when we talk about the strategic plan and objectives of the city as a whole, [00:37:28] I've been the canary in the coal mine now for since 2014, 2015, [00:37:35] when I wrote in the city's financial documents, I think it was the budget, [00:37:41] the stress that we were going to have in figuring out how we were going to grow the city internally [00:37:47] with restricted boundaries to the point where we can enhance our non-property tax revenues [00:37:56] in order to be able to continue to fund the general fund. [00:38:00] Because, again, when the spigot is turned off on the general fund by the property values, [00:38:05] everything else has got to grow or we find ourselves in difficulties. [00:38:11] And we have been able to use initially the transfer of $6 million from utilities [00:38:17] to let the general fund loan that to the CRA. [00:38:20] That's, I think, nearly being paid back. [00:38:23] We had the American Rescue Plan, and those dollars have been pretty much absorbed, [00:38:30] which is why we're borrowing money to do some of the capital projects. [00:38:33] And I'm not complaining, but I am saying from an overall big covered area, [00:38:40] we had this discussion, I had the opportunity to look at some of the revenue streams. [00:38:47] And I also have the knowledge of the one related to this, special events, [00:38:53] that was city law all the way through the last downturn in 2007, [00:39:01] whenever it happened, when Scott McPherson was the mayor here in town. [00:39:05] And the city was really stressed with having to take on the debt of the CRA [00:39:09] because the CRA ran out of money. [00:39:12] So that was the big problem. [00:39:14] The city manager came and left. [00:39:16] We were in interim. [00:39:18] Debbie was almost here. [00:39:20] That whole time period when that happened, we had the opportunity. [00:39:28] And I'd like to pull back and see that original ordinance, [00:39:31] but that ordinance said that for the betterment of our business community, [00:39:37] any civic association or nonprofit would not be charged for crowd control. [00:39:46] So when we look at the invoice that was given, [00:39:51] and I'm not going to meet with them and I'm in public now, so I'm going to say it now. [00:39:54] When we look at the invoice that was given to CHASCO for the last several years, [00:39:58] if a $20,000 fee is being assigned for crowd control for the parade, [00:40:05] which is basically what that's all about, [00:40:07] then that's because the law changed to allow the city to create this process [00:40:17] it goes through to come up with bills. [00:40:19] And I think we have to decide, do we want these events or not? [00:40:24] Because when Railroad Square opens up, we're going to have these events all the time. [00:40:27] And we have St. Paddy's Day. [00:40:29] We have the doggie thing. [00:40:30] We've got the Main Street group having events. [00:40:33] And we have this understanding. [00:40:34] We want all this stuff to happen downtown. [00:40:37] And yet we're still grasping for money, not because the real estate market went down, [00:40:45] but because we've stripped the general fund of money. [00:40:48] So I think it's up to us as city commission and as CRA directors to say, [00:40:58] how are we going to pay for all this stuff? [00:41:01] And, you know, what things can we do to help to enhance that business? [00:41:08] Because one of the things the auditor said, I think, at the time was, in our review, [00:41:14] was that our percentage of sales tax is much higher for our population than the average city [00:41:19] because we do have those draws. [00:41:21] And those numbers have got to be much better now than they were before. [00:41:24] So sales tax and some of those penny dollars that come back to us are based on our population, [00:41:30] and they're based on our business activity. [00:41:33] And the businesses pay our property taxes at the tax millage rate, [00:41:39] and those millage rates we've been committed to trying to lower every year, [00:41:43] while we still have to say, where are we going to get all this additional money? [00:41:47] That all being said, I think the rental of Peace Hall is a conversation that you brought up. [00:41:58] When I looked at the rentals, I saw resident, non-resident, maybe, I don't know, [00:42:07] I don't think there's a non-profit element. [00:42:13] So that may be part of this discussion when we have it about what are you going to charge people [00:42:18] and how much are you going to charge them? [00:42:21] But our fees that we've put in, the building fire fee that you brought up the last year, [00:42:29] we made an attempt to try to get some relief that we had some pushback on. [00:42:34] Using our fees to increase and to reduce our deficit has an impact on the relationship we have with our business community. [00:42:45] So all that being said, I'm going to reiterate that I think the CRA could look at this issue right here [00:42:54] and say, let the CRA take that on. [00:42:57] And that doesn't just mean more policemen, but it means a new look. [00:43:02] And that I saw, like you did, watching some TV, Bradenton on the news last week, [00:43:08] because they have an agreement with the business community [00:43:12] that they're tying in all of their security cameras so that the police have in their vehicles the ability, [00:43:21] when an accident or an incident occurs, to be part of a live stream video of what's going on in their city. [00:43:32] So we have to be innovative. [00:43:34] I don't know what it is, but, you know, reciting the plan and objective and approving it [00:43:40] and then putting it away until next year to see how well we've done is an important process. [00:43:46] But actually addressing these issues of cash flow analysis and our ability to keep growing. [00:43:56] I've heard some of the folks that have worked here before tell me, [00:43:59] there will come a time when we can't have the CRA anymore because we just can't hold it up [00:44:04] because of the amount of stress that it creates on the general fund. [00:44:08] And I don't want that to happen if we can, because we get that double money coming in on that property value. [00:44:15] So I think, for me, the strategic plan and objective is economic sustainability of the city's general fund [00:44:25] and how do we really make sure we're predicting what's going to happen. [00:44:29] Because two years ago, you know, I kind of made comment about how well we would be seated. [00:44:37] Then we had a hurricane, and now, you know, we have to watch where money goes and how it changes, [00:44:43] which is why I got involved in that. [00:44:45] So back to that point, and I'll try to keep moving, Chopper, [00:44:47] but I would say I would like to have a copy of that original ordinance. [00:44:51] I'd like for us to look at it because it was intended to support the business community by having these events. [00:44:57] It's a stated goal. [00:45:00] We have the Holiday Rotary Club, who puts on the Christmas parade, who is now suggesting [00:45:08] they might take on the Chasco parade. [00:45:13] And if they knew they had to pay $20,000 and all the port-a-potties and everything else, [00:45:17] I don't know that they would be able to pull it off. [00:45:22] And the Chasco makes no money on the parade, you know, it's a deficit for us. [00:45:30] So asking a non-profit volunteer to put something on that the city depends on every year, and [00:45:36] then that's an issue we've talked about having a work session on and we never have. [00:45:42] So that's something that really could be a broader topic. [00:45:47] It doesn't have to be, if you have a work session on every one of these little things, [00:45:51] we never get through them. [00:45:53] So maybe we can have work sessions on topical items that can have multiple, you know, conversations [00:46:00] in it so we can give some policy direction on that. [00:46:06] So the security improvement for the parks that you say is already in here, that could [00:46:11] be part of this program of, you know, a new program for a police department that can enhance [00:46:18] our abilities to act. [00:46:20] I think it was, if it was Bay News 9, I'm not sure what channel it was, but it was an [00:46:24] interesting story and it was narrated by a member of Bradenton's police department, public, [00:46:33] you know how we had the guy from the TV that worked for the sheriff's office that you would [00:46:37] see on stories. [00:46:40] It was that kind of a story, but I think it's worthwhile again to look and see how can we [00:46:47] manage that biggest department we have in the city to allow it to do its job without [00:46:56] growing the deficit. [00:46:57] Beyond that, let me just flip through here, security, emergency preparedness, I did see [00:47:07] where you got listed for that resiliency thing to come up. [00:47:15] So I'm going to leave it with all these other items that I'm not going to say. [00:47:20] I agree with Peter with the events, you know, we need to definitely hammer that down and [00:47:32] just get some more continuity with events and the city and just working together on [00:47:38] them instead of, we've got all these different entities doing their events but no continuity. [00:47:44] So I'd just like to see a little more continuity between everybody on doing those. [00:47:50] Any other questions? [00:47:54] I don't at this time. [00:47:57] What's the next step on this? [00:48:00] It gets presented, you sort of rework it and present it for approval or? [00:48:06] No, I usually, now that we have, I'll solidify it, we'll send it back out and then we'll [00:48:15] delegate tasks, I'll delegate tasks to the staff on the full plan so that we keep it [00:48:22] moving forward and anything that you've brought up that needs to be put in the budget, I make [00:48:32] sure that we do that and I'm not sure, I'll have to go back through the full plan to see [00:48:37] if there was anything brought up. [00:48:39] I don't recall that there was any budgetary items, but I need to go through my notes from [00:48:47] the larger review of the strategic plan to make sure that there wasn't. [00:48:52] You did have in the yellow the implementation of features of the DART tracking program. [00:48:58] I don't know what program it is or what that gets expanded or used or whatever, but I imagine [00:49:07] that there's a budget in that somewhere. [00:49:11] There is, and I did write about it in the city manager's report, but I'm going to pull [00:49:16] that back out again, make sure I account for that. [00:49:20] Thank you.

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3. 3Adjournment