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From YouTube: City Council Work Session 2/28/22
Description
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Agenda can be found here: http://bit.ly/ClearwaterCityCouncilMeetings
A
Good
morning,
everyone
we
will
call
the
february
28
2022
meeting
to
order.
I
am
very
casual
today.
Everybody
has
already
mentioned
that.
Thank
you
for
noticing.
I
am
playing
in
a
golf
tournament
following
this
meeting
for
the
salvation
army.
So
that
is
my
excuse.
Item
2.1.
C
Good
morning,
council
mike
lavery
in
the
city
manager's
office
last
february,
council
selected
the
florida
institute
of
government
to
perform
a
strategic
planning
process.
The
intention
was
to
complete
this
process
prior
to
the
coming
election
next
month.
Unfortunately,
the
process
is
not
complete.
If
you
think
of
everything,
that's
happened
in
the
past
12
months,
there
have
been
a
lot
of
delays
that
have
set
back
the
timeline.
A
C
D
D
So
yes,
as
you
heard
michael
mentioned,
there
obviously
were
some
challenges
along
the
way,
unfortunately,
obviously
with
the
with
the
passing
of
your
former
city
manager,
omicron
and
some
other
things,
but
I
feel
like
we
got
to
a
really
great
place
in
terms
of
data
collection,
and
so
that's
really
what
I
want
to
share
with
you.
The
process
was
inclusive
of
two
phases.
The
first
phase
was
really
data
collection
and
then
the
next
phase
was
really
what
I
like
to
say.
D
But
I
just
wanted
to
kind
of
briefly
share
with
you
what
we
were
able
to
accomplish
and
then
some
of
our
recommendations
for
going
forward
and
happy
to
answer
any
questions.
So,
let's
see
is
it
so
we
can.
I
just
want
to
make
sure
okay.
So
during
phase
one,
as
you
can
see
here,
there
were
nine
different
steps
and
all
of
them
have
been
completed,
except
for
1.8
and
I'll
talk
about
that
when
we
get
to
the
employee
survey.
D
In
terms
of
why,
and
so
we
worked
very
closely
with
communications,
conducting
communications
outreach,
I'm
going
to
go
through
some
of
the
stakeholder
interviews
and
the
high-level
data
that
came
about.
D
D
But
I'll
talk
to
you
a
little
bit
about
some
of
the
other
data
that
came
about
through
our
resident
survey,
our
community
focus
group
and
then
as
well
as
the
employee
survey,
and
then
this
is
the
report
to
council.
So
all
of
these
have
been
completed.
So
just
really
quickly.
I
just
wanted
to
kind
of
bring
to
your
attention
as
we
met
with
key
stakeholders,
and
I
think
I
had
the
opportunity
to
speak
to
all
of
you
as
well
included
in
there.
D
Obviously,
some
strengths
that
came
out
were
your
natural
environment,
your
location,
the
diversity
of
the
community
community
engagement,
some
of
the
challenges
that
we
heard
over
and
over
traffic
congestion
transportation,
some
of
the
lack
of
commercial
development,
jobs
and
workforce
development,
lack
of
consensus
on
the
future
of
clearwater.
D
In
addition
to
that
now
remember,
this
was
before
your
city,
new
city
manager
came
on
board,
but
we
heard
a
lot
about
it's
really
a
great
transition,
a
really
a
great
opportunity
that,
hopefully,
will
drive
change.
Imagine
clearwater
was
at
the
very
top
of
the
list
when
it
came
to
looking
at
opportunities
attracting
new
businesses.
D
Looking
at
one
of
the
things
that
we
heard
over
and
over
again
was
this
inclusiveness
of
all
neighborhoods
between
downtown
and
the
beaches.
How
do
you
connect
those
and
there's
a
lot
more
than
just
downtown
and
the
beaches,
so
we
heard
that
over
and
over
again
and
then
again
threats
things
that
we
really
can't
control.
D
We
all
know
you
know
economic
recession,
natural
disaster,
unplanned
growth,
those
types
of
things,
and
so
this
information
we
use
to
drive
the
next
phase
of
our
process,
and
so
when
we
were
looking
at
doing
our
resonance
survey
out
to
your
residence,
you
were
also
in
the
middle
of
doing
clearwater,
2045
and
the
national
citizen
survey.
So
there
was
a
little
bit
of
survey
fatigue.
D
D
D
However,
I
just
did
want
to
mention
it
and
say
that
dr
neely
did
do
an
analysis
of
some
of
the
data,
and
so
one
of
the
things,
as
you
can
see
up
here,
is
that
residents
69
of
the
residents
rate,
the
quality,
the
overall
quality
of
the
natural
environment
as
excellent
as
well
as
79
percent
in
terms
of
parks
and
rec,
and
then
path,
paths
and
walking
trails
is
78.
D
So
again,
I
think
the
other
thing
that
we
would
just
like
to
draw
out
here,
as
you
saw
in
the
stakeholder
interviews,
was
in
terms
of
a
small
majority
but
53
percent
rated
civic
and
community
pride
as
either
fair
or
poor.
So
again,
there's
an
opportunity
there.
D
We
just
wanted
to
call
that
out
to
you
and
so,
and
there
is
a
full
report
as
well,
so
we
also
we
worked
with
st
petersburg
college
collaborative
labs
and
we
conducted
a
community
forum
session,
and
so
we
conducted
a
swot
analysis
with
your
community
members
and,
as
you
can
see
here
again
going
back
to
what
you
heard
in
the
citizen
survey
as
well
as
what
you
heard
in
the
stakeholder
interviews
again
beaches
at
the
top
traffic
congestion,
perceptions
of
the
church
of
scientology
and
lack
of
affordable
housing
are
the
top
three
weaknesses
that
came
out
of
that
again.
D
A
lot
of
consensus,
if
you
will
here
on
the
opportunities
the
new
city
manager,
imagine
clearwater
unifying
residents
and
then
having
this
developed,
shared
community
identity
for
clearwater,
and
so
one
of
the
questions
we
asked
was
what
top
three
things?
Do
you
value
about?
The
city
of
clearwater
and
you
can
see
obviously
the
natural
environment,
the
trees,
the
parks,
the
trails,
the
lifestyle
was
very
high
and
again
I
just
want
to
emphasize
the
promise
of
the
shared
vision.
D
I
think
that's
really
important
that
keeps
coming
up
over
and
over
and
so
a
quarter
of
the
people
who
attended
said
that
that
they
really
value
that
about
the
city,
and
so
I
think
one
of
the
things
as
you
move
into
this
next
phase.
As
you
begin
to
look
at,
you
know
things
that
residents
said
hey.
D
We
don't
want
this
to
change
as
the
city
moves
into
the
future,
obviously
providing
those
high
quality
services,
maintaining
the
green
space,
but
something
else
that
kind
of
stuck
out
here
was
public
safety
and
so
really
looking
at
the
police
department.
That's
something
that
the
residents
said
hey.
We
want
to
make
sure
that
we're
continuing
to
support
and
fund
that
we
thought
that's
an
important
part.
Excuse
me
of
the
community.
D
Okay,
so
again,
working
with
spc
collaborative
labs,
and
we
talked
a
little
bit
about
kind
of
the
visions
for
what
your
residents
would
be
interested
in
seeing
in
the
next
five
years-
and
I
just
want
to
clarify-
remember
this-
isn't
just
on
planning
this
is
this.
This
was
really
overall
everything
for
the
city
of
clearwater,
and
so
we
heard
a
lot
about
this
kind
of
holistic
approach.
D
You
know
work
live
play
right
and
that's
really
what
this
first
bullet
is
about,
which
is
about
a
place
where
people
can
live,
where
they
can
raise
their
families
and
where
businesses
can
thrive.
So
we
heard
that
we
heard
that
over
and
over
very
very
strong
a
lot
about
the
environment.
Again,
if
you
go
back,
you
can
see
the
correlation
between
what
they
said
the
strengths
were
and
what
the
opportunities
were,
which
was
on
green
space,
the
natural
environment,
the
parks,
the
trails
and
then
again
to
me,
this
is
the
the
third
again
correlation.
D
If
you
look
the
diverse
neighborhoods
again
embracing
that
diversity
and
connecting
the
neighborhoods
downtown
beaches,
et
cetera,
and
so
the
other
thing
that
we
did
was,
we
did
an
activity
with
them
around
really
those
kind
of
core
values
or
guiding
principles
right.
Those
are
those
those
are
those
behaviors
that
are
non-negotiable,
that
as
residents
as
employees
as
leaders
of
the
organization
that
you
say
this
is
the
way
that
we
want
to
behave.
This
is
what
how
we
want
to
engage
with
one
another,
and
so
we
heard
a
lot
about
unity.
D
D
So
one
of
the
other
things
that
we
did
so
in
our
process
that
we
like
to
do
again.
We
try
to
be
holistic
in
looking
at
all
facets
of
the
organization
from
the
employees
to
the
residents
to
you
as
leaders,
key
stakeholders,
including
businesses,
and
so
we
with
dr
steven
neely
and
dr
john
daly.
We
conducted
an
employee
survey
and
so
one
of
the
things
I
just
wanted
to
share
some
highlights
and
just
kind
of
give
you
an
overview.
D
We
also
did
an
analysis,
and
so
here
are
a
couple
of
the
items
that
kind
of
wrote
rose
to
the
top
and
I'll
explain
to
you
why
we
haven't
done
the
forum
yet
because
I
know
there
are
some
things
that
are
also
happening
through
hr
here.
So
just
really
quickly,
as
you
can
see,
overall
employees
have
a
very
positive
view
of
the
city.
D
D
One
of
the
things
that
we
did
here
they,
the
survey,
showed
really
high
levels
of
public
service
motivation,
so
85
percent
of
your
employees
feel
like
there's
meaning
in
their
job
right
that
they're
contributing
to
to
the
to
the
to
the
greater
good
and
that
they
feel
like
they
are
contributing
also
to
as
individuals
to
the
mission
of
the
city.
So
that's
that
is
a
really
high
number
92
percent
and
then
78
percent,
which
is
still
extremely
high,
agreed
that
their
values
align
with
the
city's
values.
D
So
there's
a
great
connection
there
and
then
again,
this
really
positive
perception
of
their
direct
supervisors.
D
A
lot
of
them
felt
that
their
immediate
supervisors
were
well
trained,
really
had
that
on
the
job
experience
that
they
listen
to
their
ideas
and
that
employees
feel
praised
for
a
job.
Well
done.
D
So
all
that
being
said,
one
of
the
things
that
there
were
some
other
things
that
came
up
but
as
we
were
doing
this,
the
reason
why
we
did
not
bark
embark
on
a
focus
group
yet
is
because
at
the
same
time
it
is
my
understanding
that
you
guys
will
be
doing
a
cultural
assessment
and
so
that
cultural
assessment
really
needs
to
be
done
first
and
then
once
that
is
done-
and
you
have
this
information
from
our
survey
and
you
have
the
cultural
assessment,
then
our
recommendation
would
be
that
you
are
able
to
bring
together
kind
of
a
core
group
of
employees
and
kind
of
go
through
it
at
that
time,
and
so
I
believe
that
the
cultural
assessment
was
approved
in
december
of
2021.
D
So
all
that
being
said,
we
begin
to
see
these
kind
of
high
level
what
we
would
call
key,
emerging,
strategic
themes
where
you
really.
We
would
recommend
that
you
focus
and
again
these
are.
These
are
drafts.
They're
they're.
This
hasn't
been
vetted
or
really
any
discussion,
obviously
with
you
and
or
your
new
city
manager.
D
But
we
did
want
to
provide
these
to
you
and
just
say
that
these
are
really
our
recommendations
from
our
team
at
usf.
As
you
begin
to
move
forward
kind
of
looking
at
these,
you
know
we
we
put
economic
vitality,
I
mean
you
can
call
it.
You
know
growth
and
development,
just
economic
development,
but
the
reason
why
we
chose
the
vitality
was
we
heard
a
lot
through
all
of
the
data
about
the
economic
health
of
the
city
of
clearwater,
and
so
it's
that
sustainability
piece,
not
just
economic
development
right.
D
It's
not
just
imagine
clearwater,
but
it's
all
the
support
services
that
go
along
with
providing
businesses
with
what
they
need,
as
well
as
residents
with
what
they
need
to
thrive,
infrastructure,
quality
of
life,
and
then
I
just
wanted
to
mention
that.
We
also
felt
that
again,
you
can
change
the
name
to
whatever
you
want,
but
we
really
liked
the
term
connected
community.
Our
team
did
because
we
felt
that
that
really
encompassed
the
whole
diversity.
D
Inclusion
piece
that
we
heard
a
lot
about
as
well
as
communications
in
terms
of
kind
of
this
two-way
feedback
between
residents
and
and
leadership,
and
then
obviously
operational
excellence.
So
those
are
what
have
emerged
through
all
the
data
for
us
and
so,
as
we
close
out
phase
one
of
this
and
you
kind
of
move
into
that
next
step
with
your
city
manager.
D
I
just
we
just
wanted
to
throw
out
a
couple
of
items
that
we
really
think
you
know
we
weren't
able
to
get
to
this,
but
we
think
it's
important
as
you
move
forward
and
you'll
see.
The
next
two
slides
are
divided
really
with
kind
of
some
strategic
items
that
you
should
consider
and
some
operational
items,
and
so
strategically
you
really
need
to
look
at
clearwater
2045.
There's
always
this
confusion
between
a
strategic
plan
and
a
comprehensive
plan
and
a
copper
they're,
two
different
things.
D
The
comprehensive
plan
should
be
a
part
of
the
strategic
plan,
not
all
of
it,
but
there
should
be.
There
should
be
some
goals
and
objectives
about
making
sure
that
that
comprehensive
plan
is
followed
and
is
part
of
it.
So
I
think
there
really
needs
to
be
some
synergy
between
the
two
one
of
the
other
things
that
we
also
you
know
to
consider
as
you
move
forward.
I
know
you
guys
are
going
to
be
going
through
an
election
and
there
will
probably
need
to
be
some
orientation
for
your
newly
elected
officials
around
this
process.
D
You
know-
and
this
is
just
an
example,
but
I
think
one
of
the
like
imagine
clearwater
is
a
great
brand
identity
when
you
say
it,
people
get
it,
and
so,
if
you're
truly
going
to
do
strategic
planning
as
you
move
forward,
you
do
need
some
type
of
brand
identity
that
when
you
say
it
that
there's
buy-in
right,
that
the
train
is
moving
and
that
everyone
is
on
it.
Citizens,
businesses,
you
as
leaders,
your
employees
and
then
there's
just
a
couple
of
operational
things.
I
won't
go
too
much
in
depth
on
those.
D
But
again
I
already
mentioned
the
cultural
assessment
through
hr
really
need
to
discuss
the
city
manager
and
you,
as
leaders
with
council,
in
terms
of
kind
of
what
your
project
timeline
is,
and
then
one
of
the
key
things
to
also
consider
is
what
the
implementation
action
plan
is,
and
so
that's
really
more
of
an
operational,
but
that's
really
the
people,
the
tools,
the
resources
and
how
you're
going
to
really
hold
each
other
accountable
and
then,
lastly,
again
some
just
some
strategic
things
moving
forward.
I
already
talked
about
some
of
these
as
well
as
some
operational.
D
So
you
know
there
needs
to
be
some
discussions.
The
whole
dashboard
scorecard
tool
for
reporting
and
accountability,
some
type
of
a
community
report
that
goes
out
that
lists
your
goals
and
objectives
again
that
everybody
can
agree
on.
So
I
just
wanted
to
share
that
with
you
and
I'm
sure.
D
As
I
mentioned,
you
know
we
really
enjoyed
working
with
you,
even
though
there
was
a
lot
of
hiccups
along
the
way,
but
we
appreciated
it
and
I'm
happy
to
answer
any
questions,
and
I
know
you're
going
to
hear
from
mr
jennings,
I
believe
on
you
know
his
philosophy
and
and
kind
of
the
next
steps
in
his
mind.
So.
E
Add
at
this
time,
yes
well.
First
of
all,
I
want
to
thank
angela
and
her
entire
team
for
what
I
think
has
been
a
very
good
process
of
gathering
the
kind
of
data
that
we
will
need
in
order
to
be
able
to
move
forward
to
finalize
a
strategic
plan.
So
angela,
please
convey
our
appreciation
to
your
entire
entire
team.
Thank.
D
E
The
next
step,
because
we
have
an
election
coming
up,
is
what
I
would
like
to
recommend
to
the
city
council
is
to
have
a
facilitated
goal,
setting
process,
which
we
can
really
kind
of
dive
deep
into
some
of
the
information
that
angela
and
our
team
have
provided,
and
then
that,
of
course,
once
we
have
defined
set
of
goals
that
leads
to
the
strategic
plan,
we'd
recommend
we
do
that
fairly
quickly
after
the
election
say
early
april,
and
then
I
think
we
can
wrap
up
this
entire
process
shortly
thereafter,.
F
Okay,
so
my
questions
deal
with
the
respondents,
because
I
just
want
to
make
sure
we
have
a
an
even
you
know
view
of
really
what
we
need
to
do
with
the
city.
I
I
love
collaborative
labs.
I
I've
been
through
that
of
several
times
on
different
boards
and
they
do
a
good
job.
How
many
people
took
part
in
that.
D
No
because
we
did
that's
what
I
was
trying
to
explain
to
you
we
built,
so
we
did
the
stakeholder
interviews
and
there
was
over
like
25
of
those
done,
then
from
there
we
took
that
information
to
try
to
do
the
resident
survey.
So
we
used
some
of
the
data
as
well
from
the
ncs
survey,
which
is
statistically
sound,
plus
the
employee
survey
which
we
had
over.
D
F
D
Was
there
it
was
a
little
bit
over
700
we
had
650
approximately
that
were
online
and
then
dr
neely
inputted
a
little
bit
over
a
hundred
more
so
probably
closer
to
800.
a
rat
is
somewhere
between
probably
750
to
800.
I
have
to
look
at
the
data,
but
it's
around
that
so,
okay,
no,
it's
no
higher
than
800
of
the
employees
that
that
completed
it.
A
G
Mayor
well-
and
I
guess
my
my
question
is-
and
your
team
has
done
these
for
multiple
cities-
obviously
how
many
of
the
ones
that
you've
done
previously
involved
a
city
that
you
would
relate
to
clearwater
in
that
we
are
bound
our
boundary.
We
are
built
developed
out
to
our
boundaries
in
all
directions.
G
I
know
it's
affordable,
housing
is
always
going
to
be
something,
people
are,
are
screaming
for
and
want,
and
we
would
love
to
develop.
We
would
love
to
be
able
to
provide
that,
but
is
it.
G
G
Now
we're
we're
addressing
it
to
the
extent
we're
capable
of
you
know
we
can't
the
city.
What
people
don't
understand
is
the
city
cannot
buy
a
piece
of
property
for
more
than
its
appraised
value,
so
we
have
to
find
sellers
who
are
willing
to
sell
it
for
what
it's
appraised
for
number
one.
We
also
need
to
be
able
to
assemble
a
large
track
to
be
able
to
do
a
significant
number
of
affordable
housing,
which
is
a
formula
that
is
almost
unattainable
in
today's
economy.
G
So
how
do
you
get
that
message?
How
would
you
recommend
we
get
that
message
out,
because
you
know
when
you
try
to
assemble
individual
parcels
to
make
a
big
assemblage,
the
more
you
acquire
the
higher
the
price
goes
on.
The
remaining
parcels
and
appraised
value
goes
out
the
window
and
we
can't
buy
it.
G
So
you
know-
and
I
know
we
had
a
forum
in
our
cra
last
week
and
and
I
was
told
that
at
one
of
the
tables
they
were
talking
about
affordable
housing
and
they
were
like
well,
the
only
way
to
build,
affordable
housing
is
going
to
be
to
go
vertical
and
they're
like
what
do
you
mean
well
we're
going
to
have
to
go
more
than
a
single
story
more
than
two
or
three
it's
going
to
have
to
go
multiple
stories,
they're
like
oh
gosh,
no,
not
in
my
backyard.
G
D
So
I'll
answer
your
first
question,
which
was
in
regards
to
similar
cities,
we're
actually
just
finishing
up
with
the
city
of
cape
coral,
their
strategic
plan,
and
so
one
of
the
interesting
things
about
them
is
that
they're
pre-platted
communities,
so
they
don't
have
any
more
land
right,
and
so
they
do
not
have
the
infrastructure
to
build.
And
so
one
of
the
things
that
we
did
in
their
strategic
plan
was
a
lot
of.
D
So
I
know
that's
like
survey
fatigue,
but
it
was
specific
to
looking
at
their
different
areas
within
the
community
and
different
sections
of
the
community.
So
that's
how
we
did
it.
They
haven't
done
it
they're
finishing
up
their
strategic
plan,
but
it
is.
It
is
a
goal
within
their
strategic
plan.
Yes,.
H
Thank
you,
angela.
That
was
a
good
presentation.
If
we're
going
to
look
at
this
data
as
we
move
forward,
I
had
a
couple
questions
similar
to
councilman
member
albritton.
So
if
we
had
40
in
the
collaborative
labs
community
forum
did
that
include
zoom
people?
Yes,
it
was
virtual.
It
was
all
virtualized.
H
D
H
Great
and
then
the
stakeholder
interviews,
we
we
can
know
who
the
interviewees
were.
Who
absolutely
was
interviewed?
Yes,
absolutely
all
right,
and
then
I
had
I
hadn't.
You
know
no,
you
covered
a
whole
lot,
but.
H
D
I
think
it
was
around
five
five
questions,
so
it
was
mainly
looking
at
this
a
slot.
There
were
swat
questions.
I
think
it
was
four
or
five
that
we
added
okay.
I
Asked
what
characteristics
they
would
like
to
focus
on
the
next
two
years.
That
was
the
big
one.
D
J
Yes,
as
far
as
affordable
housing
goes
and
attainable
housing,
we
can't
just
say:
well
it's
it's
too
hard,
because
it
is
too
hard
for
every
city,
but
we've
we've
got
to
do
everything
we
can
to
help.
Folks
in
this
unfortunate
climate,
I
mean
I'm
stunned
by
red
prices
here
in
cleveland.
J
The
the
first
thing
you
list,
as
top
weaknesses,
is
presence
and
perception
of
the
church
of
scientology.
If
you
have
any
suggestions
as
to
how
to
tackle
that.
D
Boy,
if
I
did,
I
think
I'd
be
really
rich.
No,
I
have
no
idea,
I
mean
honestly.
I
think
that
is
just
open
communication,
two-way
communication
and
you
guys
working
towards
it
as
a
a
goal
or
an
objective
within
the
strategic
plan.
I
mean,
I
think
it's
been
a
long
history
here,
but
I
do
I
I
wish
I
did.
D
I
wish
I
had
a
crystal
ball
and
could
help
you
on
that,
but
it
definitely
came
up
over
and
over
again,
and
I
just
want
to
be
clear
that
it
was
the
perception
of
so
I
want
to.
I
want
to
like
put
that
on
record
it.
It
wasn't
the
church
of
scientology.
It
was
the
perception
of
the
church
of
scientology
and
the
challenges
related
related
to
that.
J
Well
that
that
perception
is
born
out
of
you
know
50
plus
years
of
scientology's
actions,
but
when
we're
dealing
with
the
perception
I
I
don't
think
we
can
coddle
them.
I
don't
think
we
can
try
to
improve
people's
perceptions
of
the
church
of
scientology.
J
Our
leadership
kind
of
behaving
like
the
the
leader
of
ukraine
right
now
saying
you
know
we're
going
to
fight
back.
So
I
think
that's
going
to
be
important
for
us
as
to
go
forward.
We
have
to
acknowledge
the
fact
that
yes,
they're
they're
fixing
up
three
buildings,
but
that
it's
clear
now
that
miscavige
could
wave
his
hand
and
get
parishioners
to
put
something
in
their
building,
so
he
needs
to
wave
the
other
hand
and
do
the
same
thing
with
all
of
the
other
buildings
here
in
pronto.
D
A
A
I
hope
we
don't
have
another
0809,
which
is
how
it
resolved
itself
last
time,
but
you
know
you're
going
to
start
to
see
interest
rates
go
up
that
tends
to
reduce
people
moving
around
and
I
mean
buying
homes,
because
mortgage
rates
are
going
to
go
up.
It's
also
going
to
add
to
cap
rates
which
are
going
to
be
more
difficult
for
affordable
housing.
That's
just
an
editorial
comment.
A
I
am
not
fully
satisfied
with
this
process
sure,
especially
having
gone
through
it
previously
with
the
city,
I
feel
as
though
we
still
need
to
take
another
trip
around
the
city
and
have
some
in-person
meetings,
because
I
don't
know
that
we've,
I
think
the
national
ser
survey
that
was
done
gets
at
some
things,
but
the
process
is
not
only
for
us
to
get
information
from
citizens,
but
it
is
this
past
week
and
I
would
like
to
go
around
to
the
rec
centers
and
litmus
test
some
of
these
findings
and
also
talk
about
you
know
some
of
our
goals
and
also
get
a
better
idea
of
what
some
of
the
goals
from
our
citizens
are,
and
I
think
if
we
do
that
after
the
election,
it
will
be
a
very
good
entree
for
the
new
council
members
or
whatever
the
outcome
will
be.
A
I
just
don't
think
we
should
rush
this
and
I
don't
think
enough
has
been
done
on
the
community
side.
We
really
had
robust
discussions
last
time.
We
did
this
and
made
certain
that
people
understood
what
the
city
was
doing.
What
was
in
our
purview
and
our
abilities
and
what
is
not,
and
so
I
just
don't
think
this
is
a
complete
project.
Yet
I
really
don't
and
if
we
have
to
pay
a
little
bit
more
for
some
facilitation
than
so
be
it,
but
I'm
just
not
comfortable
signing
off
on
this.
Yet.
D
When
we
started
this
process,
we
had
made
some
recommendations
at
the
very
beginning
about
doing
community
forums
and
different
sections
of
the
community
actually
going
into
the
community
into
the
community,
centers
and
picking
locations
in
the
different
geographic
areas,
because
we
heard
of
the
inclusivity
and
the
diversity,
and
we
were
not
able
to
do
that,
and
so
you
know-
and
maybe
we
weren't
the
right
people
to
do
it,
but
we
weren't
able
to
do
it.
D
There
were
too
many
extenuating
factors
as
it
related
to
transitions
happening
within
the
city,
and
so
I
would
just
say
that
I
agree
with
you.
I
think
you
need
more
citizen
input.
I
think
you
need
to
go
into
the
community
and
gather
more
data
before
you
begin
to
put
the
pen
to
paper
for
goals
and
objectives.
If
you
truly
want
to
make
it
a
robust
plan
that
has
gotten
input,
I
think
the
data
we've
collected
so
far
is
good.
However,
I
do
not
believe
that
you
have
really
gone
to
the
downtown
community.
D
A
The
strategic
plan
should
create
pillars
around
where
we're
going
to
spend
our
time
and
our
money,
and
I
just
don't
think
this-
is
I
don't
like
using
this
term,
but
it's
not
soup.
Yet.
A
A
I
The
survey
measures
the
livability
of
clearwater,
which
means
not
only
is
it
habitable,
but
is
it
also
a
desirable
place
to
live?
Not
only
where
people
live
but
where
they
want
to
live
communities
are
partnerships,
they
include
government,
private
sector,
community-based
organizations
and
residents.
This
survey
captures
residents
opinions
on
ten
facets
of
the
community
economy,
mobility,
community
design,
utilities,
safety,
natural
environment
parks
and
rec
health
and
wellness,
education,
arts,
culture
and
inclusivity,
and
engagement.
I
Residents
were
surveyed
from
july
to
september
of
2021
5
000,
randomly
selected
homes
received
the
mailing
and
531
surveys
were
re
returned,
the
margin
of
error
is
four
percent
and
the
response
rate
was
12
percent
survey.
Results
were
weighted
so
that
the
demographic
profile
of
the
respondents
was
representative
of
the
demographic
profile
of
adults
in
clearwater.
I
And
this
is
a
benchmark
and
a
comparison
survey,
so
one
of
the
benefits
of
this
tool
is
that
it
compares
us
to
other
cities
our
size,
and
I
like
to
say
that
you
know,
with
code
enforcement
being
a
regulatory
agency,
it's
naturally
going
to
rate
lower
than
our
public
safety
divisions.
But
when
we
compare
it
to
what
other
code
enforcement
departments
are
in
other
cities,
then
it's
a
more
valuable
number.
I
I
I
I
The
demographics
of
the
survey
respondents
were
compared
to
those
in
the
2010
census
and
the
2017
american
community
survey.
Estimates
for
adults
in
the
city
of
clearwater
and
the
primary
objective
of
weighing
the
survey
data
is
to
make
sure
that
the
survey
respondents
reflect
the
larger
population.
So
an
example
of
that
is.
We
had
less
of
the
25
year
olds
and
more
of
the
65
year
olds
that
actually
took
the
survey,
so
the
the
results
have
to
be
weighted
in
order
to
mirror
our
community.
I
About
8
and
10
respondents
positively
rated
the
city
as
a
place
to
live
in
the
overall
quality
of
life
in
the
community.
Similarly,
80
percent
of
the
residents
indicated
they
were
either
very
likely
or
somewhat
likely
to
recommend
living
in
clearwater
to
others
and
plan
to
remain
in
the
city
for
the
next
five
years
of
all,
the
items
were
on
par
with
the
national
and
custom
benchmarks
and
they
scored
similar
marks
to
our
2019
survey.
I
City
residents
appreciate
their
local
government
when
asked
questions
about
clearwater's
government
and
its
performance
about
half
of
the
residents
gave
us
positive
marks.
Most
survey,
items
relating
to
governance,
increased
from
the
2019
survey
scores
and
all
were
on
par
with
benchmark
communities.
I
One
thing
to
keep
in
mind
was
this
was
done
20
between
july
and
september
of
2020,
so
there
had
been
organizations
that
hadn't
been
physically
in
their
offices
for
a
year
and
a
half
two
years
and
one
constant
that
the
residents
saw
was
their
government
workers
were
continuously
working.
They
were
in
the
buildings,
they
were
still
picking
up
their
trash
for
the
overall
quality
of
city
services.
I
Strong
communication
preferences
were
asked,
so
we
asked
people.
How
do
you
want
to
receive
information,
and
how
do
you
most
receive
it?
Residents
were
asked
what
source
they
used
to
stay
informed
about
the
city
and
its
events.
Nearly
two-thirds
reported
using
local
tv
news
over
half
said
the
same
for
the
city's
website
and
local
newspaper
was
the
next
most
popular
with
45
next
door
in
city
newsletters
were
used
by
about
one-third
of
residents
and
less
than
a
quarter
of
the
respondents
said
that
they
used
cities,
facebook
and
my
clearwater
magazine.
I
We
then
asked
them.
How
would
you
like
to
receive
your
communications
and
26
percent,
said
text
alerts,
24
set,
email
and
20
said
direct
mail,
and
it's
interesting
to
note
that
direct
mail,
because
that,
out
of
all
those
is
the
most
expensive.
I
Mobility
is
an
area
that
we
continuously
see
need
for
improvement,
moving
forward,
it's
an
area
of
opportunity.
At
least
half
of
the
respondents
positively
rated
the
city's
traffic
enforcement.
You
could
also
say
half
did
not
positively
rate
the
mobility
and
transportation
street
cleaning
street
lightning
lighting,
sidewalk
maintenance
and
bus
and
transit
was
also
about
half
a
majority
gave
excellent
or
good
marks
to
the
ease
of
travel
by
car,
bicycle
or
walking.
These
ratings
were
on
par
with
custom
and
national
benchmarks,
as
well
as
the
2019
survey.
I
Residents
feel
safe
in
the
clearwater
community
and
gave
positive
reviews
to
public
safety,
70
percent
of
the
community.
Sorry
members
rated
the
overall
feeling
of
safety
in
the
city
as
excellent
or
good.
The
majority
of
residents
reported
feeling
either
very
or
somewhat
safe
in
their
neighborhood
during
the
day
and
in
clearwater's
downtown
commercial
area.
During
the
day
at
least
three
quarters,
the
residents
felt
safe
from
both
property
crime
and
violent
crime,
and
about
seven
and
ten
said
the
same
for
natural
disasters.
I
Eighty
percent
gave
favorable
ratings
to
ambulance
and
emergency
medical
services,
70
favorably,
rated
police
services,
crime
prevention,
animal
control
and
fire
prevention,
and
those
were
also
similar
to
benchmarks.
And
since
this
is
a
national
survey,
we
ask
about
those
things
because
that's
all
part
of
the
community,
even
though
we
are
not
necessarily
the
service
provider
for
some
of
those
items.
I
I
This
sho,
this
slide
shows
community
characteristics
and
how
they
were
related
to
livability
as
a
whole,
so
64,
overall
economic,
health,
48
overall
quality
of
the
transportation
system,
58
overall
designer
layout
of
residential
commercial
areas,
65
overall
quality
of
the
utility
infrastructure
and
69
overall
feeling
of
safety
characteristics
as
a
whole
as
they
relate
to
clearwater
as
a
whole.
71
percent
said
natural
environment,
80,
overall,
quality
of
parks
and
recreation
opportunities,
75,
positive,
overall
health
and
wellness
opportunities,
58
overall
opportunities
for
education,
cultural
and
the
arts
and
42
percent
residents
connection
engagement
with
their
community.
I
I
I
This
it's
important
to
note
that
this
was
a
prompted
question,
so
we
said
here's
a
list
of
items
tell
us
how
important
you
think
the
following
are,
so
it
wasn't
a
fill
in
the
blank.
What
do
you
think
is
important,
82,
overall
quality
of
the
transportation
system,
80
overall
design
or
layout
of
residential
and
commercial
areas,
90
overall
quality
of
the
utility
infrastructure
and
91
overall
feeling
of
safety.
I
I
Every
community,
including
ours,
must
balance
performance
and
importance.
We
must
limit
resources,
we
must
balance
limited
resources
while
meeting
residents
needs
and
striving
to
maintain
a
high
level
of
community
livability.
It's
helpful
to
know
what
facets
are
most
important
to
our
residents
and
what
facets
are
perceived
as
higher
or
lower
quality
by
our
residents.
A
F
Okay,
so
here
we
go
with
the
percentages
and
you
know
I
keep
going
back
to
the
respondents
again
and
I
know
you
know
we
got
city
sent
out
5,
000
surveys,
you
got
back
500,
I
guess
4
500
resp,
where
500
didn't
get
to
the
who
they
were
sent
to
so
out
of
the
4
500.
You
got
500
respondents.
F
What
is
the
respondent
ratio
on
the
national
survey
because
I'm
coming
up
with
all
this
bad
data
you're?
Basing
the
clearwater
on
is
based
on
0.4
of
our
clearwater
population.
I
Well,
they
don't
send
out
like
a
national
survey.
They
compare
us
to
other
cities
that
send
out
similar
surveys,
so
they're
going
to
try
to
get
a
a
95
confidence
rate
in
each
of
those
communities.
F
To
making
a
comment,
basically
I'm
not
saying
I'm
rejecting
this,
but
we're
going.
I
mean
you
were
very
detailed
on
everything
that
you
know
based
on
point
four
percent
point
four
percent
of
our
respondents
in
clearwater
I
mean
I
mean
if
you
got,
if
you
had
more
respondents,
it
may
be
a
whole
different
thing.
So
well.
A
Set
of
results
yeah
with
a
margin
of
error
of
six
percent.
Now,
if
you
got,
you
know,
2
000
respondents
that
margin
of
error
starts
to
shrink.
It's
a
lot
more
expensive.
Obviously,
a
lot
of
people
got
the
survey
and
just
decided
they
didn't
want
to
take
the
time
to
send
it
back
to
you.
Oh,
I
really.
F
H
H
I
No,
but
the
the
savings
was
about
thirty
thousand
when
we
looked
at
using
a
different,
firm
back
in
probably
2014,
and
to
compare
our
previous
survey
results
to
like.
Let's
say
we
did
a
2023
survey,
the
the
price
was
just
astronomical
because
they
didn't
have
all
the
data
they
didn't
have
all
the
raw.
H
I
H
H
A
H
Way,
I
don't
think
we
got
enough.
I
don't
think
we
got
enough
and
number
two
is.
I
have
a
question
about
what
does
it
mean
that
we
have
if
we
have
categories
that
are
weighted,
so
we
didn't
get
enough
young
people
to
respond?
We
didn't
get
enough
minorities
to
respond
whatever
that
means.
Does
that
mean
if
we
had
four
people
that
were
under
25
that
responded,
those
guys
get
weighted
and
those
four
20
year
olds
carry
a
whole
lot
more
weight.
They're,
representing
that
demographic
out
of
four
people
that
may
have
responded
in
that
category.
H
Number,
you
know
whatever
the
number
is,
but
I
mean
I
find
that
troubling
too,
that
four
random
20
year
olds
who
completed
the
survey,
are
speaking
now
weighted
more
for
whatever
percentage
of
you
know,
people
under
25
or,
however
they're
grouped
so
you
know
that
that
and
then
yeah
I
mean
I
just.
I
think,
and
it's
it's
interesting,
that
I
look
at
some
of
the
the
slides
and
the
responses
and
the
you
know
the
satisfaction
rate
with
our
city
services
and
our
police
and
fire.
H
You
know
multiple
times
a
week,
not
every
day
and
that's
part
of
the
feedback
I
get.
But
you
know
some
of
the
responses
about
traffic
and
bike
lanes
and
and
that
at
50
percent
of
the
people
are
okay.
With
all
that
I
mean
you
know
some
of
that
stuff.
It's
like
that's
not
what
I'm
hearing
and
I
had
I
you
know
I
can
take
a
pause
here
and
go
through,
but
but
I
think
you
know
as
we
use
this
data,
we
use
angela's
data
that
she
brought
forward.
H
I
mean,
if
we're
going
to
be
looking
at
this
stuff.
I
want
to
feel
real
confident
in
it,
and-
and
you
know
I
and
I
agree
with
you-
we
need
to
get
out
in
the
communities
and
really
hear
more
from
people
and
invite
them
to
join
in
and
have
candid,
more
relaxed
conversations.
H
I
So
that's
something
that
will
work
with
the
city
manager
to
go
over
that
data
and
see
if
we
need
to
if
we
use
that
you
know,
for
example,
to
do
some
customer
service
training
in
an
area
if
we
can
see
where
their
issues
were,
where
there
were
problems
like
that,
we
know
we've
seen
sidewalks
and
transportation
as
an
issue,
and
mr
jennings
has
already
addressed
sidewalks
and
started
that
repair
process.
So.
H
A
Areas
that
we
knew
we
were
strong
and
we
wanted
to
make
certain
that
we
kept
them
strong
parks
and
recreation.
Solid
waste
was
always
an
area
that
we
were
really
strong,
and
then
there
were
other
areas
that
we
weren't
as
good
in
and
one
of
the
things
that
I
find
interesting
in
this
when
you
go
into
the
actual
survey
and
the
results,
which
is
where
the
meat
of
everything
is,
I.
A
I'm
sure
you
did
not
questioning
that.
A
So
if
everybody
says
well,
you
know
which
now
that
I've
announced
I'm
not
running
again,
I'm
gonna
really
be
outspoken,
so
get
ready.
Folks,
it's
gonna
be
a
wild
ride.
The
next
two
years.
When
people
say
we
don't
care
about
neighborhoods,
but
we
have
the
best
libraries,
the
best
best
parks
and
recreation.
A
You
know
very
safe
communities,
we
have,
you
know,
an
incredible
fire
department
and
how
they
react
to
any
emergency.
The
question,
then
is:
are
we
communicating
what
we
have
in
our
neighborhoods
now?
I
know
people
are
upset
about
sidewalks
and
that
will
get
resolved
over
time.
But
are
we
communicating
what
we're
actually
giving
people
as
a
service
in
comparison
to
what
they
would
get?
A
If
they
live
somewhere
else,
we
have
more
square
footage
of
libraries
and
parts
of
rec
and
everything
else,
and
that,
I
think,
is
what
I'm
trying
to
get
a
hold
of
is:
how
do
we
communicate
with
people
better
so
that
they
know
the
services
and
they
can
avail
themselves
of
those
services.
A
I
think
that's
our
main
challenge,
but
we
always
looked
at
trends
to
find
out
if
there's
an
area
that
we're
starting
to
show
weakness,
and
if
we
are,
why
is
it
actually
delivery
of
services,
or
is
it
perception
either?
One
of
them
is
a
problem.
You
just
have
to
figure
out
how
you're
going
to
deal
with
it,
but
I
mean
these
are.
A
If
anyone
ever
took
statistics
on
any
level,
these
are
statistically
good
results
from
the
sample
sizes
that
we
are
using.
The
only
thing
you
could
do
is
reduce
the
standard
deviation
by
having
a
lot
more
inputs.
H
H
What
is
a
good
result?
So
if
I'm
looking
at
paige,
you
know
and
like
you
said,
you
read
through
the
meat
of
it.
So
if
and
I
don't
know
that
this
has
a
pain-
oh
it
is
it's
page
11..
Please
read
the
following
categories
of
clearwater
government
performance
and,
and
we've
got
you
know,
percentage
of
excellent
or
good
and
we're
all
at
you
know:
54
58,
53,
45,
49
53,
so
it
hovers
around
a
50th
percent.
H
A
H
H
One
of
the
slides
you
had
joelle,
I
had
a
question
about.
It
was
like
it
was
a
unappreciate
local
local
government.
If
we
have
50
positive
marks
for
that
first
bullet,
but
then
you
have
70
percent
excellent
or
good.
Was
it?
Oh,
it
was
50
positive
marks
that
increased
from
2019.
So
it's
a
subheading
there
is
that
right
and
then
excellent
or
good
on
overall
city
services
and
things
like
that.
But
it's
like
slide
14
of
34.,
but
but
I
think
the
bigger
question
is:
what
is
it
that
we?
H
What
target
percentage
are
we
looking
for?
Because
I
would
hope
we
have
at
least
80
percent
positives
in
the
respondents.
But
you
know
sometimes
people
who
are
crabby
about
stuff
are
the
ones
who
choose
to
fill
out
a
survey.
You
know
yeah.
I've
got
something
to
say
and
they
fill
it
out,
they're
not
happy,
but
I
I
just
think
in
looking
at
that
survey
and
how
tedious
it
was.
It's
like
man,
I
wonder
what
kind
of
person
is
going
to
sit
down
and
fill
out
this
survey.
H
I
Know
in
response
to
that
I
would
say
well
that
slide
the
seventy
percent.
Those
bullets
should
be
under
that.
Seventy
percent,
like
you
said
it's
a
header,
and
those
are
bullets
underneath
it.
One
reason
why
we
do
the
survey
is
to
get
the
scientific
data
from
the
people
who
aren't.
I
Attending
the
neighborhood
meetings
or
the
community
events,
you
know
sometimes
we'll
have
25
people
10
people
that
show
up
at
those
events,
and
I
would
tell
you
that
that
is
not
a
representative
sample
of
our
community
and
the
input.
So
the
people
who
are
at
home-
and
you
know
they
have
the
pta
meeting
where
they
have
the
soccer
game
tonight.
They
can
take
this
at
their
convenience
and
they
have
probably
three
weeks
to
take
it.
G
Vice
versa,
I
mean
we
got
a,
we
got,
12
response,
that's
pretty
good,
I
mean
normally
it's
single
digits.
I
mean
for
for
most
of
these
things
and
and
you're
exactly
right.
The
kathleen
about
a
lot
of
people
fill
this
out.
It's
very
much
like
yelp.
As
a
restaurant
owner,
I
can
tell
you
people
don't
go
on
yelp
to
say
wow.
What
a
great
experience
I
had.
G
Yelp
is
95
people
who
didn't
have
a
good
experience,
but,
and
and
you
know,
but
yet
they
represent
less
than
one
percent
of
my
customer
base
and
yet
they're
95
of
the
people
on
yelp.
So
it
is
that's
kind
of
how
it
works,
but
is
this
perfect?
No,
but
it
definitely
gives
us
a
a
road
map
to
work
from
and-
and
I
think
it's
been
doing
it
every
two
years-
I
think
it's
a
you-
know
valuable
tool
to
to
stay
on
top
of
the
information.
J
L
J
J
Probably
solid
not
surprising,
but
I
think
we
need
to
not
just
go
by
those
numbers
but
say
well
what
is
what
is
really
important
for
the
city?
You
know
that,
as
we
continue
to
talk
with
people
in
the
community,
we
need
to
address
the
things
that
will
make
the
city
better
and-
and
we
can
see
what
those
things
are.
H
Can
we
can
I
have,
or
can
we
have
information
about
the
demographic
responses
like
how
many
people
answered
that
were
18
to
24
years
old
versus
65
to
74
years
old?
Yes,
okay,
great.
A
Well,
I
think
you
know
looking
at
the
areas
that
we
were
way
under
or
way
above
the
national
trend.
I
think
all
of
these
are
important.
I
think
this
is
a
good
tool.
I
think
you
have
to
use
the
data
that
you
get,
but
I
would
highly
recommend
that
we
continue
to
do
this
as
a
city.
Mr
jennings,
do
you
have
anything
to
add
in
how
you,
as
the
daily
administrator,
will
use
some
of
these
numbers.
E
E
I
think
it
was
smart
for
the
for
the
city
to
begin
this
process
some
years
ago
in
order
to
be
able
to
take
a
look
at
the
data
over
time,
because
that
does
help
with
trends.
It
certainly
helps
with
if
we're
falling
below
what
the
expectations
are,
or
certainly
surpassing
what
the
expectations
are.
So
for
me,
this
is.
E
This
is
a
very
good
road
map
on
on
the
operational
side,
I
do
want
to
kind
of
dig
a
little
deeper
into
some
of
the
particular
areas
on
the
operational
side,
so
we
can
kind
of
get
to
the
heart
of
some
of
the
some
of
the
issues.
If
you
will,
which
is,
I
know
we
are
going
to
be
doing
anyway,
so
so
I
I
find
this
a
very
useful
tool.
M
Good
morning,
mayor
council,
kayleen
castle
budget
officer
at
the
last
work
session,
you
are
presented
a
conceptual
plan
for
the
relocation
and
construction
of
a
new
city
hall
next
to
the
municipal
services.
Building
current
construction
costs,
as
well
as
the
increased
facility
size,
result
in
the
need
to
allocate
additional
funding,
so
staff
can
begin
the
formal
planning
and
design
process.
M
The
item
before
you
is
to
approve
revisions
to
the
penny
for
pinellas
project
list
to
reallocate
funding
for
the
city
hall
replacement
project.
By
ordinance
we
are
required
to
hold
a
public
hearing
at
any
time
which
there
is
a
change
in
penny
for
pinellas
project
funding
greater
than
five
hundred
thousand
dollars.
These
changes
propose
meet
this
criterion.
M
The
city
hall
project
is
currently
funded
with
six
million
six
hundred
fifty
thousand
three
hundred
dollars
in
penny
for
pinellas
revenues.
An
increase
of
sixteen
million
is
proposed,
reallocating
funding
from
the
utilities
infrastructure
project
to
bring
the
total
penny
for
panelist
funding
to
twenty
two
million.
Six
hundred
fifty
thousand
three
hundred
dollars
for
city
hall
replacement,
the
utilities
infrastructure
project
is
proposed
to
be
eliminated
and
the
sixteen
million
planned
to
be
funded
in
fiscal
year.
M
2021
22
through
2829,
will
be
reallocated
to
the
city
hall
project
to
provide
additional
information
in
response
to
your
questions
and
comments
at
the
last
work
session,
mike
is
going
to
discuss
more
of
the
conceptual
plan
and
then
jay
will
be
speaking
to
the
impact
of
this
funding.
Change
on
the
utilities
fund.
K
Thank
you,
carolyn.
We
met
with
all
the
council
members
over
the
last
couple
weeks
to
talk
about
some
of
the
questions
you
had
previously
I'll
just
go
over
briefly.
Some
of
those
items
related
to
the
size
and
the
cost
and,
as
kaylene
said,
jay
I'll
talk
a
little
bit
about
the
funny
piece
on
the
size.
Our
focus
really
was
sort
of
twofold.
One
was
to
relieve
space
to
leave
space
issues
in
the
msv.
We
do
have
a
fairly
crowded
municipal
services
built
currently,
and
the
other
was
to
provide
adequate
space
in
city
hall.
K
To
try
to
achieve
as
many
efficiency
efficiencies
as
we
can,
as
we
do
that
we
used
to
to
get
to
the
space
level
that
we
got
to.
We
used
some
assumptions
for
the
work
space
for
the
common
space
with
circulation
areas
based
on
a
study
done
back
in
2009,
and
so
those
some
of
those
things
may
change
as
we
get
into
the
discussions
with
a
design
professional.
K
But
we
used
that
information
and
then
we
updated
it
with
with
other
other
variables,
such
as
the
size
of
the
departments,
some
of
the
changes
and
function
of
departments
to
make
sure
that
that
they
were
accurately
or
appropriately
sized
again
we'll
we'll
plug
that
information
in
and
provide
that
to
the
design
professionals.
When
we
get
to
that
stage
as
it
really
relates
to
cost.
K
We
have
a
very
similar
square
footage
and
foot
square
footage
and
footprint
size
as
that
eden
city
hall,
and
so
we
we
utilized
them
as
sort
of
the
the
main
model
for
our
costing
they
had
a
construction
bid
approved
last
april.
So
it's
a
fairly
recent
bid
and
their
overall
project
cost
put
them
at
about
619
a
square
foot.
So
so
it
basically,
we
took
our
square
footage.
Multiplied
it
by
that
619
came
up
with
right
around
25
million
dollars
in
in
cost.
We.
L
K
So
and
that's
based
on,
if
we
had
done
the
project
in
april
2021
my
view,
you
know
we
also
added
in
a
couple
escalators
one
for
escalation
over
time
and
then
also
for
some
unknowns
related
to
construction
and
and
supply
chain
issues.
So
those
were
ten
percentage,
so
total
twenty
percent
buffer
to
create
a
private,
a
budget
of
thirty
million
dollars.
K
At
this
point,
our
intent
is
to
to
try
to
refine
that
as
we
move
forward
with
the
design,
professional
and
and
with
other
professionals
and
and
that's
what
we
intend
to
do,
and
with
that
I'll
hand
it
over
to
jay
to
talk
a
little
bit
about
the
funding
piece.
O
Thank
you
micah
good
morning,
mayor
and
council
jay
ravens
finance
director
to
wrap
up
this
presentation.
We
wanted
to
provide
some
information
related
to
both
the
pro
related
to
the
proposed
financing
for
the
city
hall
project,
including
both
this
16
million
dollar,
requested
transfer
of
penny
for
pinellas
funding
from
the
utilities
infrastructure
project
to
the
city
hall
project
and
also
the
use
of
7.35
million
in
general
fund
reserves,
as
proposed.
O
Currently,
the
water
and
sewer
utility
fund
has
approximately
120
million
in
cash
reserves
available
available
for
capital
project
funding
due
to
capital
project
spending
in
recent
years.
That
was
less
than
forecasted
and
is
currently
not
in
need
of
this
subsidy.
From
penny
infrastructure
sales
tax
monies,
we
will
continue
to
complete
annual
rate
studies
for
the
utility
fund,
with
the
goal
of
maintaining
the
utility
fund
as
an
independent,
self-sustaining
enterprise
fund.
O
O
Are
our
base?
Reserve
requirement
is
14
million
approximately
14
million
dollars
after
this
7.35
million
we'd
have
42.6
million
remaining
versus
the
that's
after
I'm
sorry,
we'd
have
we
have
56
million
remaining
after
deducting
the
14
million
of
of
required
reserves
per
policy,
we
have
an
excess
of
42
million
over
and
above
our
minimum.
We
basically.
A
I
mean
I
understand
some
of
the
efficiencies
I
still
wish.
We
had
looked
at
an
architect
for
this
property,
and
you
know
I'm
going
to
move
forward
with
this,
as
mr
jennings
and
I
have
talked
about,
but
you
know
just
because
we
have
money
doesn't
always
mean
we
have
to
spend
money,
and
I
think
there
could
be
ways
that
we
could.
A
You
know,
solve
our
city
hall
issues
in
different
manners.
I
am
also
hearing
from
some
people
that
they'd
love
to
see
a
millage
decrease.
So
that's
something
that's
out
there.
We
were
very
fortunate
to
weather
covet
as
well
as
we
did.
I
know
that
everybody
was
very
cautious,
as
we
should
have
been
with
experiences
back
in
08
and
09,
which
were
you
cannot
compare
kovac
to
that
time
frame.
A
It
was
very,
very
difficult
and
much
more
difficult
on
our
citizens
back
then
so
I'll
leave
it
at
that,
but
fortunately
we
are
in
very
good
financial
shape.
We've
always
been
fiscally
reasonable
in
the
things
that
we've
done
in
this
city.
That's
one
of
the
reasons
our
bond
rating
went
up
in
09.
A
A
I
wish
that
we
had
at
least
looked
at
the
library
and
had
an
honest
god
architect,
look
at
ways
that
it
could
have
been
turned
into
half
library,
half
city
hall,
and
this
goes
back
a
long
ways.
But,
as
most
of
you
know,
this
library
was
built
well
beyond
what
the
consultants
recommended,
within
the
context
of
our
population
within
the
city,
to
the
tune
of
about
24
000
square
feet
and
since
2000.
I
still
believe
libraries
have
changed
with
the
onset
of
the
internet.
A
lot
of
people
do
research
at
home.
A
It
means
that
you
don't
need
to
have
as
many
volumes
as
you
used
to
have.
So
this
is
not
going
to
be
an
inexpensive
project,
it
will
add
synergies
with
the
location
being
by
pd
and
the
msb,
but
you
know
just
like
in
our
households
we
have
to
make
decisions
as
far
as
how
we
want
to
expend
our
dollars,
we're
not
expended
at
all.
A
A
H
More
little
things
number
one
just
for
the
public.
None
of
these
funds
we're
talking
about
are
any
arpa
funds,
correct
that
is
correct
and
then
your
statement
current
and
planned
future
revenue
sources
are
sufficient
to
fund
the
capital
needs
of
the
utilities
department.
And
that's
what
kaleen
said
and
you
said
to
right:
we.
O
N
Good
morning,
mayor
council,
jim
halliers,
director
of
parks
and
recreation,
as
we've
moved
through
the
planning,
design
and
construction
process
of
imagine
clearwater.
We've
come
to
the
realization
that
not
only
we're
going
to
have
an
iconic
public
place,
but
we
have
an
opportunity
to
offset
some
expenses
by
utilizing
some
revenue
within
the
park.
N
With
that
being
said,
staff
went
out
through
an
rfp
process
to
look
to
get
contract
with
a
professional
company
to
enhance
the
types
of
revenues
that
we
could
look
at
within
the
park.
So
we
sent
out
the
rfp
and
we've
selected
the
superlift
group
out
of
cleveland
ohio,
we'll
get
into
the
timeline
regarding
the
superlift
group
in
a
second,
I
have
their
senior
vice
president
of
strategy,
matthew
court
here
and
we'll
talk
to
you
about
that.
N
It's
going
to
be
a
short
timeline,
but
I
wanted
to
kind
of
go
into
the
the
progress
or
the
process.
We
have
it's
a
two-phase
process
with
a
phase
one
being
the
naming
rights
and
valuation
process
and
that's
approximately
thousand
dollars
with
a
fifteen
percent
contingency,
and
then
we
have
an
optional
phase
two
side
of
the
project,
which
is
a
sales
component.
So
my
intention
should
council
decide
to
do.
This
is
we'll
go
forward
with
the
phase
one
and
then
once
we
realize
what
that
phase.
N
One
valuation
is
then
we'd
come
back
for
a
discussion
regarding
phase
two
to
find
out
council's
level
of
comfort
with
that
sales
process.
N
So
I'd
be
happy
to
answer
any
questions
initially
and
then
I'll
turn
it
over
to
the
matt
quarter
of
the
superlative
group
to
walk
you
through
the
process
of
the
the
initial
methodology
and
time.
P
Good
morning
again,
my
name
is
matt
cordia,
I'm
the
vice
president's
perla
group,
headquartered
out
of
cleveland.
Thank
you
for
your
time
this
morning.
I
know
a
couple
things
we
wanted
to
touch
on.
One
was
the
initial
timeline
expected
timeline
for
our
phase.
One
valuation
work.
Typically,
that
process
is
around
a
90
day.
P
Window
of
time
can
be
a
little
quicker
or
longer
most
of
that
is
determined
upon
the
initial
research
and
evaluation
and
data
collection
that
we
do
in
conjunction
with
the
team
here
with
the
city
a
little
bit
from
a
process
standpoint
for
that,
once
we
jump
into
the
valuation,
it's
a
very
collaborative
process.
So
the
first
thing
that
we
do
is
set
on-site
meetings
and
meetings
with
key
stakeholders
that
are
part
of
the
process,
so
those
from
the
parks
and
rec
department
operations,
whoever
might
be
involved
in
the
planning
implementation
running
of
the
facility.
P
So
we
go
through
that
and
then
we
do
a
lot
of
our
own
research
and
that
can
cover
anything
from
information
from
the
dot
and
possible
traffic,
count,
visibility
to
demographics
and
other
aspects
of
the
city
and
what
the
property
would
look
like.
Our
phase
one
valuation,
this
proprietary
methodology
is
really
based
on
two
different
forms.
P
So
what
we
will
do
is
we
will
take
all
the
data
sets
and
it's
an
impressions-based
model
so
based
on
the
total
number
of
impressions
through
in-person
social
media
traffic,
whatever
those
inputs
are,
and
we
put
that
against
a
local
market
cpm,
which
is
a
cost
per
thousand.
So
I
heard
mentioned
earlier
from
tv
and
radio
if
an
organization
was
looking
to
purchase
a
billboard
in
a
given
market.
What
are
those
media
rates
and
we
put
those
impressions
up
against
those
media
rates?
P
We
then
benchmark
that
against
similar
properties,
and
that's
done
both
locally
regionally
super
regionally
and
nationally.
So
part
of
this
valuation
is
we'll
compare
the
naming
rights
and
other
partnership
opportunities
in
the
venue
to
other,
like
venues
across
the
country,
to
provide
a
solid
benchmark
again.
So
when
this
opportunity
goes
to
market,
you
are
understanding
exactly
why
it
is
we're
asking
for
what
we're
asking
for,
and
so
both
the
qualitative
and
qualitative
analysis
go
into
this
comprehensive
valuation
report.
That
also
includes
things
like
contract
analysis.
P
We
want
to
understand
what
types
of
partnerships
the
city
might
already
have
that
would
lend
themselves
to
new
partnerships
or
prevent
certain
types
of
partnerships,
so
that
contract
analysis
policy
analysis
and
then
culminating
in
that
industry
bench
marking.
That
report
is
then
brought
back
to
the
staff
brought
back
to
the
city.
We
go
through
that
draft
report,
all
of
the
inputs
to
it,
and
then
we
will
work
to
refine
that
through
a
final
draft.
So
again
it's
a
collaborative
process.
P
We
want
to
make
sure
that
everyone's
comfortable
with
the
data
and
the
numbers
and
the
outputs
from
it
happy
to
speak
towards
any
other
relevant
case
studies
in
the
state
of
florida.
We've
got
a
pretty
extensive
client
list.
We've
worked
with
miami-dade,
we
were
the
lead
on
the
new
ftx
naming
rights
deal
for
the
heat
arena.
We've
worked
with
the
city
of
doral
in
the
southeast.
P
We've
got
extensive
experience
also,
but
there
are
many
similar
projects
to
this
one
that
we've
worked
on
across
the
country,
city
of
irvine
and
their
great
park
in
california,
houston
first
in
texas,
which
runs
their
convention
and
theater
district
and
has
a
wonderful
outdoor
amphitheater
as
well.
We've
done
work
for
frisco
and
mckinney
suburbs
of
dallas.
We've
done
work
for
with
similar
venues
to
this.
So
I
wanted
to
get
through
that
as
quickly
as
possible
and
open
up
the
floor
for
any
questions.
H
Okay,
so
you
mentioned
so
this
is
part
one
where
you're
going
to
look
at
what
we
have
in
the
imagine
clearwater
area
and
what
might
be
of
value
and
give
us
an
inventory
for
things
for
naming
rights
and
part,
two
phase
aft
and
that's
69
000,
and
then,
after
that,
we
can
contract
with
you
to
have
you
market
it
and
get
the
best
bang
for
our
buck.
Yes,.
P
Ma'am
yeah,
so
the
way
that
the
contract
is
structured
is
that
once
we
deliver
that
report
and
everything
is
agreed
upon,
the
city
would
have
the
option
to
retain
us
for
sales
and
that
and
we
put
forward
a
couple
of
what
those
options
would
look
like.
I'm
happy
to
discuss
what
that
process
looks
like
as
well.
Okay,.
H
P
Okay,
this
category
of
partners
or
prospective
partners
is
off-limits,
so
one
of
that
aspect
of
that
contract
analysis
just
understanding
what's
in
place,
if
anything
before
we
go
into
that,
because
that's
going
to
affect
what
the
outputs
would
look
like.
The
second
part
of
that
would
then
be
yes,
we're
always
working
with
clients
on
sponsorship
policy.
P
What
might
be
acceptable
and
clearwater
is
going
to
be
different
than
somewhere
else,
and
we
understand
that
so
we
have
a
lot
of
benchmarks
and
a
lot
of
internal
documents
that
we'd
be
happy
to
work
with
when
it
comes
to
finalizing
a
sponsorship
policy
for
the
city
and,
as
you
can
imagine,
that
could
go
forward
in
many
different
ways
from
accepted
categories
or
partnerships
to
things
like
signage
restrictions
and
everything
in
between.
So
that's
another
aspect
of
working
through
what
that
valuation
process
would
look
like
so.
H
P
P
We
aren't
going
to
make
any
outreach
before
we
provide
a
prospective
list
of
partners
before
that
list
is
vetted.
The
last
thing
we
want
to
do
is
spend
time
or
the
time
of
an
organization
getting
them
to
the
point
of
interest
agreement
in
principle
and
then
saying:
well,
that's
not
the
type
of
organization
we
would
partner
with.
So
it's
always
good
and
again
we
try
to
tackle
that
up
front
with
the
stakeholder
meetings
to
understand
either
certain
organizations
or
categories
that
would
either
be
key
or
preferred
versus
not
of
interest
at
all.
P
P
If
and
when
that
came
along
as
part
of
the
process,
it's
good
to
bring
those
people
into
the
fold
just
to
understand
what
type
of
programs
they
would
be
looking
at
hosting
there.
What
type
of
frequency
shows
things
like
that,
so
all
of
that
would
be
an
important
part
to
put
into
the
valuation,
and
so
we
really
try
to
cast
a
wide
net
early
on
in
that
process
to
take
in
as
many
opinions
as
we
can.
P
Does
does
not,
it
does
not
affect
the
valuation,
and
that's
something
that
you
know
honestly
a
lot
of
times.
A
lot
of
our
work
is
done
in
some
cases,
even
earlier
in
the
process
than
where
you
are.
Sometimes
our
work
is
put
into
a
feasibility
study
to
even
consider
building
something
so
having
an
operator
in
place
is
certainly
not
what
I
would
consider
a
critical
piece
of
this
whatsoever.
F
N
Looking
at
that,
the
contingency
could
be
anywhere
from
travel
if
there's
extra
travel
that
that
need
to
take
place
to
have
certain
members
of
the
team
come
down
here.
These
60
000
is
kind
of
a
a
base
template
on
how
they'll
go
forward
and
do
the
evaluation
study.
N
Now
there
there
could
be
types
for
a
another
visit
and
they
have
their
their
times
kind
of
mapped
out
again,
that's
how
they
come
to
the
prices
is
the
paid
for
time
of
what
they're
going
to
do,
so
it
just
would
depend
on
how
extensive
we'd
want
to
get
with
them
on
certain
things
and
again
going
back
to
you
know,
policy
development,
things
of
that
nature.
N
If
we
wanted
to
go
above
and
beyond
the
certain
criteria
that
were
supplied
to
us
in
the
initial
proposal,
then
that's
where
that
extra
15
percent
would
be
okay.
Thank
you.
E
Mr
jennings,
yes
thank
you
mayor
in
response
to
council
member
beckman's
question
about
the
management
contract,
so
I
did
want
to
let
the
council
know,
and
certainly
the
public
know
that
on
this
past
friday,
we
issued
a
request
for
qualifications
or
an
rfq
for
that
management
agreement.
We
have
a
30-day
turnaround,
and
so
frankly,
I
think
we
potentially
could
have
a
management
team
in
place.
That
would
also
help
inform
this
process.
So
I
just
wanted
to
update.
A
I
mean
this
is
a
large
opportunity.
I
have
enough
experience
in
this
to
be
dangerous.
Having
on
a
project,
so
I
mean
your
resume.
Is
wonderful,
I'm
really
happy
with
that.
A
P
So
that
that's
a
great
question
when
we
provide
values
for
things
like
naming
rights,
we
always
do
so
with
a
floor-to-ceiling
range,
and
we
understand
that,
throughout
the
the
data
collection
that
we
do
in
the
research
that
we
do,
there's
always
the
chance
of
certain
venues
underperforming
or
over
performing,
and
so
we
try
to
account
for
that
up
front
in
the
initial
part
of
of
the
research
and
the
development
of
the
report.
K
P
These
opportunities
to
market
operating
on
your
behalf
and
the
market
is
going
to
speak
for
itself,
and
so
as
as
we
get
out
in
the
market
with
this
opportunity,
we
always
are
going
to
represent
things
in
a
bullish
way,
and
a
lot
of
that
then
goes
to
the
long-term
structure
of
the
contract
of
that
naming
rights
agreement
and
putting
in
certain
caveats.
As
you
can
imagine,
over
the
past
couple
years
with
covid,
we've
had
to
get
very
creative
with
how
we've
structured
agreements.
A
So
I
appreciate
the
fact
that
you're
saying
the
market
will
determine
pricing,
because
it's
only
what
somebody
is
willing
to
pay,
but
tell
me
a
little
bit
about
then
corporate
sponsorship
and
gaming
versus
individuals.
Yeah.
P
We
will
end
up
very,
very
close
to
what
we've
put
forward
and
that's
also
in
determining
the
right
partner
for
a
given
municipality
as
well.
P
We
ended
up
taking
that
to
market
and
found
an
individual
who
wanted
to
support
that,
and
we
still
went
off
of
the
valuation
and
we
ended
up
basically
spot
on
to
where
we
were
so,
I
would
say
there
can
be
more
variance
in
an
individual
again,
just
because
there's
a
little
more
emotion
that
comes
into
it
where
most
of
the
time
corporation,
while
there
can
be
emotions
that
come
into
something
like
a
decision
on
naming
rights,
a
lot
of
times,
they're
going
to
look
at
it
from
an
roi
perspective.
P
A
But
when
you
talk
about
corporate
versus
an
individual
like
this
person,
that
is
naming
a
business
school,
some
of
those
are
in
perpetuity
or
until
the
structure
is
demolished
and
replaced.
Whereas
the
corporate
has
an
actual
term.
P
That's
finite,
yeah
certainly
can
be,
and
you
know
quite
frankly,
we
have
not
when,
when
we
are
leading
a
sales
effort,
we
do
not
end
up
in
many
situations
where
we're
talking
about
deals
in
perpetuity,
mostly
because
you're
you're
going
to
build
this
beautiful
facility
and
then
in
10
15
20
years,
something's
gonna
need
cosmetic
repair
or
a
new
roof
or
a
new
plumbing
or
whatever
it
would
be,
and
so
the
tr.
P
Why
we,
a
lot
of
times
advise
against
deals
in
perpetuity
is
because
the
naming
rights
of
a
particular
venue
aside
from
ongoing
ticket
sales,
is
the
largest
annuity
and
that's
what
we're
really
talking
about
here
is
creating
an
annuity
revenue
stream
for
you
through
corporate
partnership,
and
so,
if
you
grant
the
naming
rights
to
an
individual
or
business
in
perpetuity,
you've
kept
the
revenue
for
that
forever.
P
Whereas
if
we
did
a
20-year
deal,
then
when
you
need
to
renovate
the
project
again
in
15
or
20
years,
there's
another
opportunity
to
either
renew
or
extend
the
current
corporate
partner
or
take
that
opportunity
back
out
to
market
so
that
you
can
keep
that
revenue
stream
going.
So
I
would
say:
yes,
individuals
look
for
perpetuity
more
than
corporations,
sure,
but
that's
something
that
we
usually
advise
against
and
stay
away
from
it.
So.
P
P
It's
not
a
private
arena
or
anything
like
that.
We
do
not
take
as
much
as
I
enjoy
it.
We
don't
take
a
nascar
approach
to
our
work.
We
subscribe
to
a
more
of
a
less-is-more
approach,
so
at
the
end
of
the
day,
the
report
is
meant
to
show
you
all
the
possibilities
and
real
world
values
of
naming
rights
of
different
assets.
P
Category
partnerships,
programmatic
sponsorships,
like
a
a
weekend
series
or
summer
series,
or
something
like
that.
So
you
can
understand
exactly
what
all
those
things
are
worth
and
what
the
opportunities
are.
Now,
if
we
were
representing
you
taking
these
things
to
market,
we
always
want
to
start
with
the
very
top
high
end
piece
and
leverage
the
market
against
the
most
impactful
largest
opportunities.
P
We
always
try
to
bring
those
to
fruition
first,
but
at
the
end
of
the
day
it
would
fall
back
on
the
department
and
city
as
to
what
type
of
partnerships
you
would
want
to
bring
forward.
The
last
thing
you
want
to
do
in
pouring
money
into
a
venue
like
this,
then
is
degrade
the
the
aesthetics
by
having
27
different
corporate
partnerships
in
there.
So,
realistically,
if
we
were
working
on
this
project
from
a
sales
perspective,
I
wouldn't
sit
here
and
say
we're
going
to
bring
30
different
sponsors
forward.
P
The
goal
would
be
to
bring
several
high-end
top-flight
partners
so
that
it
also
provides
them
better
roi.
The
last
thing
a
corporate
partner
wants
to
be
is
one
of
40..
They
want
to
be
one
of
five,
and
so
that's
our
philosophy
and
most
of
the
time
that
pairs
with
the
philosophy
of
our
of
our,
in
particular
municipal
clients,.
A
Q
Nothing
major
mr
kohler,
and
I
have
talked
about
this
contract
relatively
extensively.
You
know
at
this
point.
Council
is
only
being
asked
to
approve
that
phase
one.
So
there
is
no
commitment
to
move
forward
with
phase
two.
Initially,
I
don't
have
any
concerns
about
phase
two
that
mr
polar
and
I
have
discussed,
but
it's
important
to
emphasize.
The
council
is
only
being
asked
to
approve
phase
one
at
this
point.
If
we're.
Q
Certainly,
I'm
sure
the
council
will
we'll
move
forward
with
naming
whether
superlative
is
the
best
partner,
for
that
is
a
question
for
council,
obviously
they're
here,
hoping
to
make
their
pitch
as
part
of
phase
one
that
in
fact,
they're
the
best
partner
for
phase
two,
but
from
what
I've
discussed
right
now
with
mr
kohler,
I
don't
have
any
concerns
over
how
that's
being
structured
relative
to
our
charter.
You.
A
R
Q
No,
no
of,
of
course,
but
but
but
the
council
is
not
locked
into
working
with
superlative
on
phase
two.
That
was
the
big
issue.
The
legal
team
would
discuss
to
make
sure
that
once
council
approves
the
phase
one
that
you're
not
forced
into
phase
two
depending
on
what
work
product
we
get
out
of
them
in
phase
one,
and
that
was
something
that
was
important,
but
on
the
charter
side
of
it,
I
don't
have
any
concerns
right
now
with
how
it's
being
structured
as
part
of
phase
one.
Q
If
council
approves
this
item,
the
city
attorney's
office
will
stay
involved,
working
with
superlative
to
talk
about
some
of
our
charter
issues,
kind
of
like
they
were
talking
about
issues
where
different
cities
have
you
know
different
corporate
partners
or
different
institutional
partners,
and
things
like
that.
Our
city
charter
has
some
unique
provisions
relative
to
land
use
and
things
like
that.
Those
are
things
that
we
can
talk
about
throughout
phase
one.
So
definitely
aware
of
the
issue.
Mr.
E
Jennings
thank
you
mayor.
I
did
have
a
just
a
general
question
on
the
current
valuation
of
voting
rights
for
a
venue
of
this
size.
I
I
negotiated
boring
rights
agreements
well
15
years
ago,
I'm
curious
from
because
you
know
really
what
we've
been
talking
about
is
naming
rights,
but
pouring
rights
is
a
very
different
thing
and
this
gives
exclusivity,
and
so
I
was
wondering
if
you
could
just
brief
us
on
kind
of
the
story.
The
current
valuation
of
that
type
of
agreement.
P
Yeah,
so
pouring
rights
is
an
aspect
of
what
would
be
included
included
as
part
of
this
overall
valuation.
Pouring
rights
is
something
that
is
a
firm
we're
very
familiar
with.
I
think
we've
done
over
160
of
them
to
date.
Do
you
want
to
explain
it
for
everybody
sure
so
so
pouring
rights-
and
this
speaks
specifically
to
non-alcoholic
beverages
and
realistically
in
this
category
you
have
two
main
players
in
the
space
red
and
blue
pepsi
and
coke.
P
What
even,
though,
carry
dr
pepper
sometimes
does
get
involved
with
it,
but
most
of
the
time
these
are
category
exclusive
opportunities.
You're
only
going
to
have
one
one
of
those
beverage
companies
as
a
part
of
the
venue
and
most
of
the
time.
These
are
agreements
in
about
10
years
in
length
is
a
standard
term
for
work
for
a
porn
rights.
P
P
Most
of
the
time
when
you're
operating
a
venue,
things
like
anything
as
granular
as
ice
machines
to
fountain
machines
to
the
soda
guns
or
anything
in
between
are
usually
outgoing
expenses
for
the
venue
operator,
and
these
are
things
that
we
would
usually
wrap
into
a
pouring
rates
agreement
to
have
that
that
beverage
company
provide
for.
So
not
only
are
you
getting
revenue
in
but
you're
having
some
cost
savings
as
as
part
of
that
as
well?
P
So
it's
a
really
great
opportunity
to
seize
new
revenue.
It's
a
great
opportunity
to
build
a
corporate
partnership
with
a
larger
entity
and,
most
of
the
time
there's
other
things
at
stake
that
they're
looking
to
improve.
In
now
now
coke
and
pepsi,
a
lot
of
them
have
different
interests
in
terms
of
culture
and
arts.
So
there'll
be
overlaps
with
a
project
like
this
to
where,
whether
it's
pouring
rights
or
naming
rights
aside
from
the
dollars
and
cents
roi
that
you
would
be
looking
for,
there's
always
an
roi
in
how
do
we
elevate
the
venue?
P
H
H
Have
you
ever
worked
with
municipalities
that
have
environmental
policies
that
restrict
what
types
of
products
are
used
on
city
property
as
in
we're
not
going
to
have
single-use
plastic
or
we're
going
to
have
only
recyclable
items?
And
how
does
that
affect
coke
pepsi
and
any
other
person
that
contracts
on
that
product.
P
P
As
an
example,
we
did
a
porn
rights
deal
on
the
other
side
of
the
state
down
in
miami
beach
and
there
the
all
of
the
recycling
elements
were
then
handled
as
part
of
that
contract
and
put
forward.
We
have
another
agreement
with
a
symphony
orchestra
in
california,
and
that's
where
you
know
most
of
the
recyclable
elements
they're
going
away
from
like
aluminum
can
distribution,
so
if
not
glass,
they're
doing
all
providing
recyclable
cups,
and
things
like
that.
P
So
those
are
all
elements
that
can
intertwine
themselves
into
your
final
agreement,
and
I
would
say
that
where
several
years
ago
some
of
those
things
became
a
little
more
restrictive
or
a
hindrance
in
terms
of
bringing
corporate
partnerships
forward.
Now
those
have
kind
of
flipped
and
done
180
and
now
actually
become
an
area
where
a
lot
of
corporate
partners
look
to
dive
in
and
so
whether
it's
something
like
pouring
rights
or
another
category
opportunity.
H
Great
and
then,
if
you,
if
we
signed
up
a
contract,
you
know
if
the
state
has
some
preemption
from
allowing
us
to
do
things
like
that
or
whatever
we're
dealing
with.
If
we
sign
a
contract
for
pouring
rights
for
10
years
and
the
law
changes
at
the
state
level,
we
want
to
come
and
change
things.
You
could
have
it
written
in
the
contract
that
you
know.
If
the
city
moves
forward
with
these
types
of
green
initiatives,
we
can,
they
can
be
flexible
in
that
area
or
something
like
that.
P
So
again,
from
our
perspective,
if
we
were
working
on
it
from
a
sales
campaign,
we
have
our
own
in-house
attorneys
who
work
on
these
types
of
things,
and
then
we
always
work
in
cooperation
with
the
city
attorney
and
sculpting,
an
agreement
that
you
know
makes
sense
for
both
parties.
Great.
Thank
you.
A
S
Good
morning
dan
slaughter
police,
chief
back
in
august
19th
of
2021,
we
started
our
next
phase
of
the
florida
department
of
transportation's
high
visibility
and
enforcement
program
dealing
pedestrian
bicycle
safety.
This
is
a
grant,
that's
coordinated
through
the
university
of
north
florida
training,
institute,
the
institute
of
police
technology
and
management.
What
has
happened
and
reoccurs
every
annual
any
every
time
we
do.
This
grant
is
additional
funds
become
available
midstream
within
the
grant
and
they
are
offering
an
additional
25
000..
S
The
initial
approval
was
for
four
and
fifty
five
dollars
and
one
cent
and
we're
seeking
to
accept
another
twenty
five
thousand,
giving
us
a
total
of
forty
six
thousand
four
hundred
fifty
five
dollars
in
one
cent,
and
we
will
use
that
to
do
details
on
overtime
to
address
pedestrian
bicycle
safety.
We
weren't
happy
answering
questions.
A
A
A
A
A
A
A
A
E
E
E
E
E
E
S
B
L
Good
morning,
mayor
council
members,
suzanne
kramer
real
estate
services
coordinator.
The
purpose
of
this
vacation
is
to
allow
for
space
for
concrete
patio
pavers
for
a
pool
deck
as
well
as
pool
equipment
inside
the
easements.
The
city
there
has
no
utilities
present
in
the
easement
and
city
staff,
have
reviewed
and
have
no
objection.
Any
questions.
R
Good
morning,
I'm
white
flanning
assistant,
director
of
public
utilities.
The
item
for
you
today
is
for
the
award
of
a
contract
for
chemicals
used
to
meet
regulatory
requirements
at
the
water
and
wastewater
facilities.
There
were
five
responses.
This
request
for
bids.
We
are
recommending
awarding
odyssey
manufacturing
the
amount
not
to
exceed
four
hundred
thousand
dollars.
This
will
be
a
one-year
contract
through
march
20th
2023,
with
the
option
of
two
one
year.
Renewals
at
this
time
are
there
any
questions.
B
Reappoint
gregory
byrd,
as
a
citizen
representative
and
brianne
roberts
as
the
clearwater
arts
alliance,
inc
representative
to
the
public,
art
and
design
board
with
terms
expired
march,
31st
2026,
council
members.
Both
of
these
individuals
were
appointed
last
year
to
fill
in
an
expired
term
and
are
interested
in
being
reappointed.
E
E
E
Just
as
an
aside,
I
wanted
to
thank
scott
burroughs,
who
has
been
who
has
worked
in
the
city
manager's
office
for
the
last
12
years.
Scott
went
and
got
his
mpa
masters
of
public
administration
over
the
last
couple
of
years
he
has
now
transitioned
to
our
finance
department
and
patty.
Demillo
has
joined
the
city
manager's
office
as
the
as
the
assistant
to
to
the
three
of
us.
So
I
want
to
wish
scott
all
the
best
and
I'm
so
happy
that
we
were
able
to
keep
him
within
the
family.
A
Scott
is
a
rock
star
and
congratulations
to
finance.
Mr
ravens,
I
look
forward
to
seeing
what
he's
gonna
do.
He
did
a
magnificent
job
when
he
was
handling
the
five
of
us
and
also
the
city
manager's
office.
It
was
quite
a
juggling
act.
So
congratulations
to
him,
mr
margolis.
Anything.
Q
I
want
to
say
I
agree
with
scott
burrows.
Congratulations
to
him.
I
think
he
is
an
incredible
asset
to
the
city
and
mr
ravens
looking
forward
to
seeing
what
he
does
in
finance
as
well.
A
All
right,
any
council
items
for
the
future
council
member
bachmann.
H
Yeah,
I
was
hoping
we
could
talk
about
a
tenant's
bill
of
rights
for
clearwater,
saint
pete
has
addressed
it.
Tampa
is
looking
at
it.
They
have
a
second
reading
of
it
like
march
5th,
or
something
and
it's
it's
just
as
I
understand
it,
it's
a
form
that
we
would
require
landlords
to
give
to
tenants
that
informs
them
of
all
of
their
rights,
and
I
think
it
would
be
a
nice
gesture
in
this.
H
A
Yeah
we
can
agenda
it.
I'd
like
to
hear
from
the
city
attorney
once
he
has
a
chance
to
digest
it,
what
the
ramifications
are
the
teeth
and
what
the
additional
costs,
if
any
there
are
with
actually
instituting
that,
but
that's
for
a
future
meeting
anything
else
all
right,
we're
thursday.
Thank
you
all.