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A
A
And
welcome
to
the
June
12th
city
council
meeting
sitting
in
as
the
community
redevelopment
agency
to
start
the
meeting.
Anyone
who
wishes
to
speak
in
this
meeting
please
come
out
and
card
with
a
clerk
and
hand
it
to
the
clerk
when
you
come
up,
and
you
have
three
minutes
to
have
an
approval
of
the
minutes
of
the
last
meeting.
April
17th.
B
A
C
D
Good
afternoon,
how
is
everyone
so
as
part
of
our
financial
statement
audit,
we
issue
five
reports,
I'm
going
to
just
run
through
each
of
them
real
quick
for
you,
the
first
one
is
going
to
be
the
independent
Auditors
report.
We
issued
an
unmodified
opinion.
That's
a
clean
report,
that's
the
highest
level
of
assurance.
We
can
provide.
D
We
say
things
are
materially
correct,
not
100
or
absolutely
correct,
but
they're
materially
correct.
The
next
one
is
going
to
be
the
government
auditing
standards
report.
This
we
had
no
instances
of
non-compliance,
material
weaknesses
or
significant
deficiencies,
so
again
a
clean
report.
The
last
one
is
the
management
letter.
This
one
had
no
findings
on
it.
D
The
last
two
is
the
local
government
investment
policies
report.
The
CRA
participates
in
the
pooled
funds
with
the
city.
Those
funds
are
in
accordance
with
Florida
statute,
218
415,
there's
no
non-compliance
node
in
the
again
the
clean
report.
The
last
one
is
the
compliance
on
the
Redevelopment
trust
fund.
This
is
but
the
expenditures
are
in
line
with
for
the
CRA.
Again
we
had
no
non-compliance,
noted
other
Communications.
Significant
accounting
policies
can
be
found.
In
note
one
of
the
financial
statements
accounting
estimates
are
used
to
prepare
your
financial
statements.
D
We
did
not
encounter
any
significant
difficulties
during
our
audit.
We
had
no
disagreements
with
management.
Your
accounting
team
is
amazing,
Jay
and
Monica
doing
a
wonderful
job
of
doing
the
accounting
for
the
both
the
city
and
the
CRA,
so
wonderful
to
work
with.
We
had
no
other
findings
or
issues
to
note
no
uncorrected
misstatements.
In
the
event
we
found
something,
but
it
was
below
trivial.
We
might
propose
them
to
adjust
it.
We
had
no
instances
of
that.
No
items
were
discussed
prior
to
our
retention
and
no
internal
control
deficiencies
noted
as
well.
G
In
this
area
there
will
be
11
circular
planners
in
the
area
as
well.
In
addition
to
the
mosaic
art
that
will
be
installed
collectively,
these
surfaces
in
the
Mercado
can
be
transformed
to
create
an
immersive
art
experience
that
can
be
enjoyed
for
all
and
applies
a
space.
So
looking
for
approval
for
the
65
000
for
that
project,.
G
G
Okay,
so
Jay
Matthew
CRA
director
status
again
approval
to
allocate
500
000
to
fund
the
downtown
Gateway
business
economic
recovery
grant
program.
This
is
a
new
program
that
I
have
created.
The
purpose
of
this
program
is
to
provide
a
one-time
economic
recovery
Grant
up
to
twenty
five
thousand
dollars
to
assist
businesses,
business
owners
or
tenants
located
in
the
downtown
Gateway,
specifically
on
Gulf
to
Bay
Boulevard
that
have
suffered
economic
loss
directly
related
to
the
Cleveland
Street
streetscape
program
or
phase
three
project.
G
If
approved,
these
grants
will
be
available
for
up
to
twenty
five
thousand
dollars
to
be
used
toward
a
rent
and
or
mortgage
and
or
public
utility
payments.
On
behalf
of
the
business,
France
will
be
awarded
to
business
owners
and
tenants
of
commercial
property
within
a
downtown
Gateway
District
on
Gulf
to
Bay
Boulevard,
and
if
at
the
max
it
could
serve
up
to
20
businesses.
I
G
I
G
That's
not
why
I
wrote
how
I
wrote
it,
because
we
we
have
promised
a
staff
getting
out.
They
have
to
climb
over
mountains
to
get
to
that
area
and
I
come
to
work
using
Cleveland
Street.
So
it's
not
closed.
Okay
and
there's
really
no
I'm
not
going
to
say
there
isn't
an
impact,
but
when
you
have
you
can't
even
get
to
the
business
and
those
businesses
are
the
ones
that
are
calling
letting
us
know
the
impacts.
G
G
G
G
G
G
I
will
say
that
I've
gotten
a
lot
of
calls
about
small
things
about
you
know
that
could
be
a
quick
fist
or
also
still
a
stretch
for
some
restaurant
owners.
We
didn't
have
anything
in
place
for
that
and
I've
seen
over
the
country.
I've
looked
at
several
states
and
cities
that
have
this
type
of
quick
program,
for
instance,
or
freezer
door.
You
know
broken
ready
to
replace
you
know
or
freezer
or
refrigerator.
Something
like
that,
and
so
that's
why
I
created
this
program
again.
I
I
am
so
pleased
to
see
the
direction
that
the
CRA
is
taking
and
having
very
responsive
grants,
responsive
to
the
specific
needs
that
we
have,
rather
than
generic
grants
that
not
that
might
not
be
what
are
needed
and
then
they
just
sit
there
and
are
not
granted
so
kudos
to
you.
I
really
appreciate
this.
Thank
you.
G
E
And
I
want
to
say
same
thing
thanks
because
I
know
originally,
we
didn't
set
it
up
that
way,
because
we
didn't
want
to
have
anybody
on
a
grant
if
they
moved
out
taking
equipment
with
them,
but
I
know
there's
a
lot
of
restaurants
that
need
repairs
to
their
equipment
and
this
will
really
help.
So
thank
you.
Anyone.
A
G
Okay,
Steph
is
James
Matthew
CRA,
director,
sorry
about
respiratory
issue,
but
staff
is
seeking
to
allocate
a
million
dollars
to
fund
facade
and
exterior
interior
I'm
sorry
Improvement
grant
program,
and
the
purpose
of
this
program
is
to
provide
grants
up
to
fifty
thousand
dollars
to
assist
business
owners
and
tenants
in
improving
the
exterior
or
interior
of
their
commercial
establishments.
Grants
are
available
for
up
to
twenty
five
thousand
dollars
for
interior
work,
as
well
as
exterior
work
to
improve
commercial
ground
floor
spaces.
G
We've
had
facade
Improvement,
but
we
want
the
inside
to
be
up
and
ready.
So
all
this
great
traffic
that's
going
to
be
coming
down
here
soon,
and
so
the
reason
for
this
modification
of
the
previous
website
program
is
to
do
this
to
be
able
to
cover
the
inside
as
well
of
our
downtown
businesses
and
have
them
thriving
and
looking
to
bring
us
the
outside.
I
G
F
G
Okay,
so
the
first
item
that
I
like
to
talk
about
is
North
Greenwood,
so
on
May
23rd,
the
Pekin
Ellis
County
Board
of
Commissioners
County
Commissioners,
voted
to
approve
a
resolution
adopting
the
North
Road
Greenwood
community
redevelopment
area
plan,
creating
a
Redevelopment
trust
for
a
period
of
20
years
in
establishing
the
County's
tax,
increment
financing
contribution
rates
which
was
set
at
95
percent.
So
our
next
step
as
a
CRA
would
be
to
develop
the
process
for
establishing
the
community
I'm.
Sorry,
the
citizens
advisory
committee,
the
CAC,
that's
now
required
to
accompany
cras.
G
We
need
to
create
the
candidate
interest,
forms
and
applications
as
well
as
outline
draft
Outlaw,
bylaws
I'm,
sorry
for
the
CAC.
We
need
to
outline
roles
and
responsibilities
and
plan
plan.
Trainings
I
did
get
great
Insight
from
our
partners
over
at
St
Pete
we've
already
set
up
cacs,
so
they're
helping
us
out.
As
with
those
next
steps,
look
like
for
establishing
the
citizens
advisory
committee.
G
Additionally,
last
month
Mr
Mayor
held
the
mayor's
North
Greenwood
check
at
the
North
Greenwood
Rec
and
Aquatic
Center.
From
that
session,
several
citizens
and
stakeholders
signed
up
for
one-on-one
sessions
with
me
on
the
North
Korean
would
chat
is
what
I
called
it
as
well
and
from
these
sessions.
They
were
very
well
attended
and
allowed
me
to
really
understand,
what's
important
to
many
many
members
of
the
community
and
how
we
can
you
know,
move
forward
with
planning
for
the
CRA
coming
on
board.
G
Next
I
want
to
give
some
staffing
updates
already
shared.
We
have
received
25
applications
for
CRA
specialist
positions
and
we're
moving
forward
with
interviewing
those
now
three
positions.
Thank
you.
Our
goal
is
to
have
our
new
CRA
staffers
on
board
by
July
15th.
Hopefully,
so
interviews
will
be
scheduled,
hopefully
by
this
week
and
we'll
start
those
next
week.
G
Great
happenings
downtown:
since
we've
last
met,
we
had
Cuba
a
natural
beauty.
The
flag
butcher
exhibit
as
well
as
El
Arte,
that
grand
opening
was
at
the
library
on
May
12th,
a
well-attended
live
music,
great
food.
Amazing
event,
thanks
to
everybody
who
supported
and
came
out
that
exhibit
is
up
and
running
through
October
31st.
Please
check
it
out
living
the
culture
series
kicked
off
as
well
with
Taste
of
ethnicity,
on
May
20th
in
collaboration
and
celebration
of
world
diversity
day
this
month.
G
We
continue
the
series
with
our
pride
celebrations,
as
well
as
Juneteenth,
which
is
led
by
the
Clearwater
Urban
Leadership
Coalition,
and
those
celebrations
will
run
for
Juneteenth
June
14th
through
the
18th,
which
is
Father's
Day
Place.
Making
we're
excited
to
announce
that
we're
collaborating
with
the
Clearwater
Community
Sailing
Center,
then
we're
going
to
change
program
is
amazing,
with
beautiful
Artful
sales
that
are
decorated
and
hand
painted
by
students,
and
so
those
sales
will
be
adorning
small
boats
which
will
serve
as
planters
and
Station
Square
Park.
G
We
had
to
work
out
some
Logistics
as
it
relates
to
installation
for
those,
but
the
goal
is
to
have
them
installed
by
the
end
of
the
month.
They're
very
beautiful
can't
wait
for
you
to
enjoy
those
and
Wednesdays
through
I'm.
Sorry
through
August
30th,
we'll
be
having
yoga
Village
sponsor
or
I'm.
Sorry,
they
will
host
yoga.
If
you
were
here
last
Wednesday,
you
may
have
seen
that
yoga
in
Station
Square
Park
Wednesdays
at
6
30
p.m
through
August
30th.
G
We're
also
excited
about,
of
course,
the
opening
of
Coachman
Park.
We
like
to
announce
Coachman
perks,
which
will
be
taking
place.
The
first
two
weeks
of
the
Park's
opening
and
the
vendors
for
Coachman
parks
are
downtown
Merchants,
who
have
signed
up
to
offer,
deals
and
all
kinds
of
discounts
for
those
who
can
spot
or
show
a
sound
ticket,
and
so
we
have
a
website.
A
website
you'll
see
the
logo
as
well
as
the
specials.
Next
to
that,
so
all
of
our
Merchants
down
sale
for
the
most
part
have
participated.
G
A
C
K
E
J
K
Decade
now,
I'm
very
happy
to
to
serve
the
plan.
The
plan
I
do
want
to
say,
is
one
of
the
best
funded
plans
in
the
state
continues
to
be,
even
even
with
the
disappointing
year
we
had
during
2022
continues
to
be
one
of
the
best
funded
plants
in
the
state.
If
we
could
turn
to
the
executive
summary
on
page
A-1,.
K
There
is
no
payment
on
the
unfunded
liability,
so
the
only
portion
that
you
have
to
pay
is
the
normal
cost,
which
is
the
cost
of
benefits
being
earned
in
the
current
year,
2023.
that
tends
to
stay
a
relatively
constant
percentage
of
payroll.
So
if
payroll
moves
up
in
this
case
by
seven
percent
this
year,
the
contribution
is
going
to
move
up
in
Tandem
and
you
can
see
we're
pretty
close
as
a
percentage
of
pay
13.61
last
year
to
13.41
down
a
little
bit.
K
K
The
plan
does
have
a
healthy
credit
balance
which
could
be
used
at
any
time
and
actually
a
small
amount
was
used
last
year
because
there
was
a
change
in
benefits
during
the
year
that
increased
the
contribution
towards
the
end
of
the
year
and
so
a
little
bit
of
the
credit
balance
was
used
last
year.
But
it
still
went
up
with
interest
from
33.8
million
to
35.6.
K
At
the
bottom
of
page
A1,
we
break
down
the
contribution
by
group.
We've
been
doing
that
for
about
the
past
three
or
four
years
you
can
see.
For
the
non-hazardous
group,
we
went
from
4.1
million
to
4.25
million
for
police.
We
went
from
4.77
to
5.13
million
and
for
a
fire
we
went
from
3.9
to
4.16
that
all
relatively
constant
as
a
percentage
occur
turn
to
the
next
page.
On
a-2.
K
K
K
Salary
increases
averaged
about
9.16
on
average
during
the
year.
I.
Think
a
lot
like
I
mentioned
earlier.
A
lot
of
that's
inflation
driven
but
and
the
average
assumption
that
we
have
in
place
is
4.32
so
about
five
percent
extra
above
the
Assumption
calls
liabilities
to
go
up
because
you
know
all
the
pension
benefits
are
based
on
Final
average
earnings
and
projection
of
final
average.
Earnings
is
what's
used
to
calculate
the
liability,
so
does
future
those
salary
increases
affect
all
past
benefits
earned.
So
it
increases
the
liability
more
than
expected,
creating
an
experience
laws.
K
We
also
had
lower
mortality
experience
than
expected.
That's
been
a
trend
in
this
plan.
For
for
many
years
now,
I've
got
a
a
chart.
I'll
show
you
to
over
the
last
few
years
to
compare
that,
but
we
expected
to
decrease.
If
you
applied
the
mortality
rates
across
the
board,
we
expected
a
degree,
a
decrease
of
760
000
retirement
benefits,
no
I'm,
sorry
I
got
that
backwards.
We
expected
a
1.16
million
dollar
decrease
and
we
only
had
a
760
000
decrease
so
about
only
about
two-thirds
of
the
mortality
experience
that
was
expected.
J
K
The
the
return
on
the
market
value
is
negative
14,
but
the
return
on
the
smooth,
Actuarial
value
of
assets
was
six
percent
or
just
over
six
percent
6.08
we
expected
6.5,
so
the
6.08
is
what's
used
to
compare
to
the
6.5
and
we
we
only
have
a
small
loss.
On
the
asset
side,
the
funded
ratio
is
now
111.98
percent.
This
is
also
based
on
the
Actuarial
value
of
assets
that
compares
to
113.67
last
year,
so
down
a
little,
not
counting
the
credit
balance.
It's
108
versus
110..
K
Last
year
the
market
value-based
funding
ratio
was
125,
so
that
shows
how
that
negative,
14
return
can
can
really
swing.
Things
combined
with
a
loss
in
the
liability
side
if
we
could
turn
to
page
b-5,
just
a
quick
breakdown
of
the
liabilities
I
won't
go
through
this
whole
page.
Just
want
to
mention
that
the
total
present
value
of
all
future
benefits
in
the
plan
is
1.3
billion.
K
K
Mortality
has
beaten,
the
expectation
or
mortality
has
been
lower
than
the
expectation
every
year.
This.
This
is
a
good
thing
for
the
retirees,
retirees
and
this
plan
are
living
longer
than
average,
using
the
the
Statewide
mortality
assumption,
that's
used
by
the
Florida
Retirement
System,
but
it
does
increase
the
liabilities
a
little
more
than
expected
each
year,
but
I
I
actually
recommended
to
Jay
that
we
continue
to
use
a
more
conservative
mortality
table
as
a
secondary
measure,
because
the
mortality
in
Clearwater
has
been
better
than
expected.
K
B
If
we
go
back
to
page
B20
sure
sure,
well,
it's
really
good
news
that
people
in
Clearwater
our
employees
are
living
longer
than
the
state
expected
numbers.
Our
retirees,
that's
fantastic.
Should
we
be
putting
more
money
in
there
so
that
we're
we
have
enough
to
pay
these
people
that
are
living
longer.
K
The
normal
cost
would
be
a
little
over
14
14
and
a
half
million
instead
of
the
13
and
a
half
million
we
calculate
and
I
think
historically,
in
many
years
this
the
the
city
has
put
in
more
than
required
more
in
line
with
that
more
conservative
mortality
number
so
I
think
it
has
been
past
practice
to
do
that,
which
is
why
the
credit
balance
credit
balance
has
resulted
from
extra
contributions
above
the
minimum
required
that
is
Dow
up
to
35
million.
You
know
an
extra
money
that's
been
put
into
the
plan,
so
I
yeah.
K
My
recommendation
is
to
to
put
in
a
little
more
than
the
minimum,
but
what
that
does
is
build
up
your
credit
balance
and
building
up
the
credit
balance
is
good
because
the
really
with
the
plan
size
the
way
it
is
over
a
billion
dollars.
You
know
fire
contribution
being
only
I
mean
compared
to
the
assets.
The
report
contribution
is
relatively
small
and
about
13
and
a
half
million.
So
you
know
what's
really
driving
things
here.
Is
the
investment
return?
K
B
And
we
make
that
decision
when
we
look
at
the
budget-
okay,
okay,
and
do
we
consider
things
like
so
we're
severely
understaffed,
and
so,
as
we
are
out
trying
to
hire
employees
if
we
hire
employees
that
are
in
there
40s
or
40s,
50s
or
whatever,
and
they
work
10
years
and
get
vested
I
mean?
Is
that
something
to
consider?
You
know
that
they're
going
to
be
retiring
earlier?
You
know
what
I
mean
well.
K
Yeah
well,
they
would
be
retiring
with
a
smaller
pension
benefit
too.
So
so
you
know
the
way.
Mortality
works.
It's
it's
law
of
large
numbers.
You
know
it's
spread
out
over.
You
know
when
you
have
a
large
base
people.
You
know
some
of
the
people
live
longer
than
expected.
You
know
it's
spread
out
over
the
entire
group.
You
know
so,
and
people
with
smaller
benefits
aren't
going
to
add
as
much
liability
to
the
plan,
so
people
hired
in
their
40s
or
50s
are
not
going
to
materially.
A
K
K
The
total
investment
return
on
the
market
value
is
in
line
E1
there.
It
was
negative
190
Million.
Last
year
we
expected
the
plan
to
earn
87.9,
so
you
have
a
total
amount
of
difference
between
what
you
expected
and
what
you
actually
earned
of:
278
million
that's
being
smoothed
over
a
five-year
period,
so
20
of
that
is
55.6
million.
That's
what
we're
recognizing
this
year
and
if
you
look
over
the
diagonal,
that's
what
will
be
recognized
over
the
next
four
years
as
well.
K
K
Add
that
to
our
cash
flows
in
the
beginning
of
your
Actuarial
value
and
and
we
get
to
a
final
actuary
value
of
1.22
million-
and
we
have
recognized
earnings
on
the
actuary
value
of
73
million
versus
the
negative
190
million
on
the
market
value.
That's
how
we
developed
that
it's
a
it's
a
smooth
value
basis,
so
it
helps
with
the
volatility
control.
K
K
Now,
last
year,
when
I
was
here,
I
I
told
the
trustees
that
I
I
believe
6.5
at
the
time
a
year
ago.
Well,
it
might
be
a
little
bit
High
looking
forward
over
the
next
10
years,
but
with
the
change.
That's
happened
over
the
last
12
months,
with
interest
rates
and
with
now
current
forward-looking
models.
K
6.5
is
is
right
in
line
with
the
reasonability
for
a
forward-looking
assumption.
Actually,
I
I
would
say
it's
even
a
little
bit
conservative
if
I
take
the
plans
asset
allocation
and
run
it
through
the
2023
Capital
Market
assumptions.
I
get
about
6.7
6.75
right
now,
so
6.5
is,
is
right
in
line
and
a
reasonable
forward.
Hooking
assumption.
M
Mayor,
if
I
can
just
a
brief
comment
just
to
underscore
what
he
was
saying,
you
know
sometimes
when
we're
we're
looking
at
one
plan,
which
is
our
plan
right,
you
know
we're
not
typically
looking
at
other
plans
in
the
state
or
other
plans
in
the
country,
but
I
just
want
to
iterate
Pete's
point
that
we
have
a
very,
very
strong,
healthy,
Pension
Plan,
much
stronger,
even
than
other
well-recognized
holiday
plans.
So,
for
example,
the
Florida
retirement
system
is
one
of
the
largest
public
plants
in
the
country.
M
M
And
so
I
just
want
the
trustees
to
know
that
we
are
in
very,
very
good
shape.
Financially,
that's
a
good
problem
to
have,
and
so,
as
we
see
things
like
Market
volatility,
as
we
see
things
like
people
living
longer
than
expected,
you
know
we're
actually
in
a
very
good
position
to
whether
a
lot
of
these
changes,
so
it's
just
it's
a
credit
to
the
city
and
I
think
hopefully
gives
our
employees
confidence
to
know
that
we
will
have
a
very
solvent
plan
for
them
now
and
into
their
future.
Yes,.
K
A
F
I
put
the
phone
requests
of
Lyle
Adams
Parks
Recreation
Department
David
Bruno
Police
Department
Jimmy
Evans
Public,
Works,
Department,
Brian,
Carnes,
Police,
Department,
Jeffrey,
Mahar,
Parks
and
Recreation.
Department
is
today
of
Murphy
Police
Department
Kurt
Rodriguez
police
department
and
Thomas
Wilcox
Solid
Waste
Department
for
regular
pensions,
as
provided.
O
Good
afternoon,
Terra
kivot
city
engineer
so
I'm
very
excited
today
to
talk
about
the
city
hall
project.
First
off
I
want
to
give
you
just
a
little
bit
back
story
at
your
previous
direction.
We
went
back
to
our
architect
and
had
them
add
the
third
option
of
an
all-in,
Civic,
Center
type
City
Hall,
which
would
house
everyone
in
MSB
and
in
the
current
600
Cleveland.
It's
a
little
bit
later.
Our
architect
team
will
come
and
go
over.
O
Those
three
options
also
included
in
your
agenda
packet,
was
a
condition
assessment
of
the
current
Municipal
Services
building,
and
we
did
that
because,
as
you
can
see,
two
of
these
three
options
are
continuing
to
utilize,
the
MSB.
So
we
thought
it
prudent
to
do
a
condition
assessment
of
the
MSB.
Overall,
it
is
in
decent
Condition.
It's
about
Cat
2
cat
3,
wind
speed.
They
estimated
about
13
and
a
half
million
dollars
of
that.
O
We
could
phase
out
over
the
next
five
to
ten
years,
to
basically
extend
the
life
of
that
building,
so
it
would
better
align
with
constructing
a
new,
smaller
Standalone
and
or
connected
City
Hall.
That
will
be
talked
about
later.
For
options,
one
and
two,
so
that
kind
of
gives
us
a
touchstone.
We
haven't
really
taken
a
hugely
deep
dive.
In
that
cost
estimate
there
will
be
some
repetitive
costs.
O
Wannamaker
Jensen
did
include
in
options
one
and
two,
some
renovations
to
the
MSB
and
the
13
and
a
half
million
that
long
and
Associate
propose
a
lot
of
that
will
be
overlapping,
so
it
you
know
it
could
be
lapping
as
much,
but
at
least
we
have
an
idea
of
what
it
would
take
to
then
extend
MSB
for
another
25
years
since
we're
building
a
new.
You
know
if
you
decide
a
new,
smaller
City
Hall.
So
our
goal
here
today
is
for
you
to
look
at
these
renderings.
O
Obviously
we
want
you
to
concentrate
more
on
the
three
different
options
you
know
as
far
as
location
and
your
priorities
versus
the
specifics
of
the
rendering
themselves,
because
our
next
step,
once
you
do
make
a
selection
today,
is
we'll
go
back
and
the
architect
team
will
then
work
on
two
different
renderings
of
a
complete
different
architectural
Styles.
So
then
we
could
pick
one
of
those.
O
So
if
you
pick
option
one,
they
would
go
back
and
and
give
you
two
to
come
back
later
with
two
different
looks
for
that
type
of
building
and
then
I
know,
there's
been
a
lot
of
discussions
about
Largo
and
Dunedin
and,
as
you
know,
as
you
may
not
know,
our
city
hall
was
built
in
1964.
Msb
was
built
in
96.,
so
just
recently,
Dunedin
opened
their
new
city
hall.
They
were
replacing
a
city
hall
that
was
built
in
1966,
so
a
little
bit
newer
than
ours.
O
Their
project
was
around
22
million
at
39
000
square
feet.
Largo
City
Hall
was
built
in
1976.
They
are
in
process
of
constructing
a
big
Civic
Center.
It
includes
commercial
parking
garage.
Their
project
is
about
81
million
and
90
000
square
feet
square
feet,
but
much
different
than
ours.
It's
really
hard
they're,
not
comparing
apples
to
Dad.
We
do
have
commercial
parking
garage.
O
All
of
that
is
included
in
their
81
.,
but
Largo
obviously
has
a
smaller
Workforce
I
couldn't
find
exactly
what
I
think
they
have
around
350
ftes,
total
so
significantly
less
than
ours.
That
does
not
mean
that
all
350
are
in
their
City.
Hall
I
had
a
hard
time.
I
couldn't
find
the
numbers
for
that,
but
but
we're
looking
at
anywhere
from
having
in
the
new
city
hall,
55
60
people
to
the
third
option.
Let's
just
all
in
would
be.
O
E
O
Highly
unlikely
I
don't
have
a
firm
answer
for
you
on
that
right
now,
we've
got
quite
a
bit
of
vacancy.
We
do
counts
during
the
day,
and
you
know
when
everyone
is
at
work
supposedly
and
accounting
for
the
police
vehicles.
We've
got
room
to
accommodate
the
new
people
that
would
be
coming
over
from
600
Cleveland,
as
well
as
visitors
for
the
short
term.
You
know
for
some
reason,
huge
growth
or
we're
getting
a
lot
more
visitors
than
we
ever
envisioned.
O
Existing
MSP
parking
garage
should
accommodate,
especially
at
night.
You
know
most
of
the
staff
are
gone,
and
so
the
biggest
visitors
we
get
is
typically
during
Council
meetings,
and
that
would
be
at
night.
So
that
would
all
we're
envisioning
it
that
it
would
all
work
out.
Well,
plus
the
new
project
does
propose
some
on-street
parking.
P
Hello
glad
to
be
be
here
again,
working
with
you.
Their
staff
has
been
amazing
to
to
work
with
we've
done
a
robust
process
to
get
to
this
point
meeting
with
all
the
stakeholders,
all
the
different
staff
departments,
and
we
did
something
that
is
truly
amazing,
as
we
had
all
those
people
in
the
same
room
twice.
P
So
thank
you
to
City
management
management
to
help
organize
that,
but
that
allowed
us
to
dive
into
this
process
and
have
a
strong
basis
for
everything
that
you
have
now
understand,
where
you're
going
and
to
really
get
a
sense
of
vision
and
visioning
for
that
future
of
where
the
different
departments
are
going,
how
the
collectively
the
city
is
moving
and
what
type
of
City
Hall
and
Municipal
services
office
complex.
Do
we
envision
for
the
future?
So
thank
you
for
that
process.
P
So
taking
all
that
input
from
the
stakeholders
is
what
we
came
up
with
some
of
these
initial
diagrams.
No,
we
don't
have
sort
of
building,
but
we
want
to
make
sure
that
we
are
thinking
about
what
is
the
center.
What
is
the
heart
of
the
the
facility
and
I
think
when
you,
when
you
look
at
this,
you
see
the
public
space
and
the
community.
Your
public
service
is
at
the
heart,
so
looking
at
the
Strategic
plan
and
thinking
of
Superior
Public
Service
and
how
you
come
into
a
facility,
what
is
also
the
user
experience?
P
P
So
you
can
see
the
the
lobby,
the
public
space
is
at
the
center
and
then
we
think
of
these
different
departments
as
neighborhoods
around
that
Center
and
then
the
public
interface
with
each
one
of
those
departments
is
really
enhanced
in
that
in
between.
So
you
see
the
the
darker
colors
have
that
public
interface
and
that's
where
we
place
all
of
the
the
conference
rooms
all
of
those
type
of
spaces.
So
no
longer
will
you
walk
into
the
facility
and
then
be
walked
down
a
hallway
to
get
to
a
conference
room.
P
J
P
So
three
options
we'll
take
first,
is
the
option
of
the
existing
building
and
with
an
addition.
So
we'll
look
at
this
just
to
orient
you
in
white,
with
the
msps,
the
existing
building.
We
have
an
color
the
addition
attaching
itself
to
the
the
lobby
portion
of
that
facility
and
having
presence
on
South
Myrtle,
you
can
see
there's
a
small
Plaza
that
we're
creating
with
this
scheme
and
the
Pinellas
Trail
is
opposite
of
the
the
building.
Think
in
each
scheme,
you'll
see
a
different
tape,
take
on
public
space
outside
of
the
building.
P
P
J
P
You
a
little
bit
more
view
of
that
that
Town
Square,
leading
up
to
the
building
the
addition
to
that
and
you
can
see
we've
added
yeah
again
each
one
of
these
is
one
concept,
but
we
added
a
placeholder
for
doing
something
to
address
the
Aesthetics
on
the
existing
building.
So
the
the
addition
and
the
existing
building
can
can
come
together
more
cohesively.
P
We
know
that.
That's
that's
going
to
be
an
intensive
effort
on
this
particular
option
to
how
do
you
make
one
billion
out
of
two
and
for
it
to
not
look
like
an
addition,
but
really
look
as
one
building?
So
that's
really
the
the
Crux
of
of
this
one,
but
we
do
want
to
make
sure
that
we
emphasize
the
the
quality
of
presence
for
City
Hall
approaching
it
and,
if
you're
giving
you're
giving
a
speech
each
one
of
you
I'm
sure
you
can't
wait
to
give
a
speech
in
front
of
this.
P
So
you
know
we
want
to
make
sure
that
there's
a
large,
you
know
area
that
you
can
gather
that
becomes
a
space
that
is
thought
of
differently
than
you're.
Thinking
of
imagine
right,
like
the
spaces
that
we
think
of
here
be
potentially
more
Civic
more
or
you
know,
organized
in
a
different
way
and
allows
you
to
separate
events.
You
know
that
you
might
have
an
event
at
this
location.
That's
different
and
they're,
not
cannibalized
in
the
same
parking,
for
instance
slide.
P
So
this
gives
the
presence
of
what
that
space
might
be,
and
thinking
of
the
the
addition
being
the
backdrop
to
that
that
Civic
presence
space
entering
the
facility
from
either
Myrtle
or
from
that
that
Civic
space
side,
this
gives
a
view
from
Myrtle.
If
you're
this
is
actually
driving
South,
you
can
see
that
facility
a
lot
of
Glass
on
the
North
side
trying
to
take
advantage
of
that
next
slide.
You
see
and
that's
when
the
chambers
is,
that
kind
of
special
doing
something
unique
and
special,
with
the
chambers
make
sure
that
we're
highlighting
that.
P
So
in
this
this
one,
you
know
one,
you
can
see
the
existing
building.
You
know
what
they
placed
at
the
heart
of
the
existing
buildings,
all
your
utilities,
all
of
that
stuff
and
and
the
building
is
very
deep.
So
you
don't
get
as
much
light
into
the
the
outside
I
kind
of
put
that
back
as
like.
What's
the
heart
of
your
facility,
so
we
tried
like
create
a
public
space
in
each
one
of
these.
P
Public
interface,
on
the
first
floor,
we
have
a
couple
new
spaces
with
those
training
spaces,
so
you
think
of
that
as
a
space
that
you
might,
those
might
also
be
used
as
Workshop
room
for
for
you
all.
It
can
also
be
a
public
space
so
again
thinking
of
public
opportunities
that
the
public
can
come
and
use
these
spaces
for
other
activities,
and
then
you
can
close
that
Lobby
off
to
the
rest
of
the
building.
P
So
you
could
actually
do
that
independent
of
in
lockdown
keep
keep
Security
in
mind
that
you
have
Economic
Development
customer
service,
all
related
on
that
first
floor,
and
then
you
have
a
stair
that
goes
up
to
the
chambers
on
the
second
floor,
so
that
chair
gives
you
that
sense
of
arrival
to
the
chambers
second
level
and
you
have
a
secure
excerpt
exit
and
egress
from
the
chambers
for
the
actual
actual
staff.
So
you
keep
that
separate.
P
Moving
up
you
see
how
the
chamber
is,
how
you
have
that
connection
connection
to
council
here
directly,
and
then
you
have
city
manager
attorney
altogether,
and
then
you
have
engineering
and
planning
all
together.
All
within
this
this
level
we
have
small
reception
areas
off
of
the
public
space
for
each
one
of
these,
you
can
see
how
the
meeting
rooms
are
grouped
along
the
public
spaces
third
floor.
We
have
the
human
resources,
Finance
I.T,
Public
Communication,
all
in
this
level,
it's
not
as
much
public
interface.
P
Keeping
the
public
is
really
gravitating
around
that
Lobby
and
then
you
have
a
lot
of
the
staff
is
gravitating
around
the
existing
core
of
the
building.
In
this
scheme
we
are
filling
in
some
of
the
lobby,
so
we're
taking
advantage
of
some
of
that
covered
space
that
you
have
for
the
entry
in
the
lobby,
even
a
second
floor
of
that
we're
filling
in
floor
so
we're
trying
to
get
as
much
efficiency
out
of
that
plan
as
possible.
J
Q
P
So
you
know
initial
estimating
of
this.
You
know
thinking
of
bringing
we're
right.
We
are
renovating
the
floors,
we're
making
those
right
size
for
the
different
departments
and
having
that
connect
with
the
new
addition.
So
it's
all
very
seamless
mentioned
filling
in
some
of
those
floors,
bringing
all
of
those
costs
in
thinking
of
contingency
and
making
sure
we're
thinking
about
escalation
in
the
process.
We
really
want
to
do.
We
want
to
go
through
this
process
once
project,
so
we
have
all
in
the
43
million
199
000.
A
A
R
R
P
P
Okay,
so
moving
into
option.
Two
is
the
Standalone
all
concept
which
you
can
see.
You
have
a
footprint
for
the
City
Hall,
that's
placed
on
Myrtle,
which
provides
a
buffer
if
you
will
to
that
Town
Square,
which
is
on
the
Pinellas
Trail.
So
we
have
a
Civic
Civic
presence
from
you
know
both
the
east
and
west
side
of
this
building,
trying
to
make
sure
that
we
we
are
thinking
about
this
building
really
has
no
no
back
door
and
we
have
to
see
it
from
every
angle.
P
And
you
know
in
each
one
of
these
again:
these
are
Concepts
they're,
giving
you
try
to
scale
size
of
these,
but
each
does
represent
some
of
the
values
that
we
found
in
your
strategic
plan
about
sustainability
about
Innovation.
You
know
forward
thinking
that
it
is
of
the
essence
of
its
time
we
pulled.
You
know
some
of
your
your
logo,
representing
the
the
climate
and
your
Coastal
connection,
and
you
know,
thought
of
bringing
that
into
the
building.
P
At
the
end
of
the
day,
we
want
to
make
sure
that
this
building
is
one
of
a
kind,
it's
representative
of
the
city
of
Clearwater
and
your
values
and
the
tonic
potential
of
this.
This
city
see
how
that
plays
out
in
the
facade
that
it
kind
of
evoke
that
that
natural,
you
know
standpoint,
that's
a
that's
mentioned
in
your
logo,
see
how
that
might
look
from
Myrtle
captures
that
drive-by
View
and
then
also
shows
the
entry
go
through
the
planning
on
this
one.
P
This
shows
you.
What
that
Lobby
reception
might
look
like
that
volume
to
the
upper
right
is
your
Chambers,
so
in
each
one
we
have,
the
chambers
are
really
highlighted,
is
something
special,
that's
being
held
up?
I
always
think
that
it's
interesting
to
like
what
metaphorically
is
holding
it
up
is
that
that
training
in
the
public
space
is
what's
actually
embracing
the
the
Civic
presence.
P
View
this
is
looking
to
the
east
from
that
park
space
and
then
this
this
class
is,
is
slightly
more
and
slightly
larger
than
the
scheme,
one
because
we're
duplicating
some
services,
so
you
have
duplicate
stairs,
elevators
duplicate,
you
know,
lobbies
what
you
also
have
to
think
about
is
duplicate
programming,
so
you
have
two
security
guards.
You
have
you
know
two
sets
of
facility
maintenance
operations.
You
know
some
of
those
duplications
that
you
have
in
two
buildings,
so
something
to
think
about.
P
L
When
so,
when
we
take
those
programs
out
of
the
MLP,
creates
about
a
5600
square
foot
space
that
could
be
reutilized,
but
with
the
Departments
that
are
moving
in,
we
need
about
9
9
100
to
a
space
needed
in
the
MSB.
So
part
of
part
of
the
exercise
that
we
had
was
to
right
size,
all
the
Departments
and
when
the
MSB
is
renovated,
the
interior
is
renovated.
L
P
P
Okay,
Okay,
the
third
option
takes:
you
know,
answers
that
question.
You
know
similar
to
option
one
if
we
put
all
of
this
group
together,
so
we
have
all
of
the
staff.
I
I
pulled
from
your
strategic
plan
to
the
idea
that
the
education
and
collaboration
between
staff
was
important
boundary.
To
answer
that
comments.
P
So
in
this
scheme
you
see,
we
also
have
a
park
space.
That's
along
with
this.
You
have
a
couple
different
opportunities
with
the
park
space,
the
upper
right
hand
corner,
maybe
a
space
that
could
be,
you
know
programmed
significantly,
and
then
you
could
have
a
little
more
of
the
Civic
space
along
the
Pinellas
Trail,
there's
some
some
great
spaces
that
are
this
size
that
have
some
other
activities.
Even
you
know
movies,
and
you
know
movies
at
the
community.
P
P
It
has
some
Freedom
within
the
site
and
we
want
to
make
sure
that
it's
embracing,
so
you
can
see
it
even
kind
of
opens
its
arms
to
the
community,
inviting
them
to
participate,
be
a
part
of
Civic
action
and
also,
you
know,
want
to
make
sure
that
we
think
about
this
option
as
sustainably
as
possible.
So
if
you
think
about
your
existing
MSP
building,
you
have
that
core
and
you
have
a
deep
space
between
the
perimeter
and
a
lot
of
this
offices
and
then
in
the
new
facility.
P
What
we
tried
to
do
was
get
all
of
the
facilities
with
a
reasonable
distance
to
an
exterior
wall.
So
you
so
all
of
your
offices
now
have
have
Windows.
Have
views
have
glass?
So
when
you
think
about
that
longevity
of
employees
and
health
and
how
you
want
to
come
to
work
that
this
is
trying
to
embrace
all
of
those
Concepts
see
the
entry
of
that
you'll
see
in
the
following
slides.
We
give
you
a
scale
kind
of
looking
at
the
flags
for
this,
but
this
gives
that
view
the
chambers,
on
the
left
hand
side.
P
So
those
have
the
separate
and
a
strong
presence
on
the
on
the
park.
You
have
a
lot
of
staff
on
the
the
right
and
you
have
the
community
enters
in
the
center.
So
again,
the
community
is
at
the
center
of
this.
This
thought,
but
the
Myrtle's
side,
you
have
the
facades.
We
also
looking
for
presents
there
and
we
have
the
community
drop
off
to
the
South.
So
you
have
its
own
potential
drive
and
connection
there
that
we're
we're
not.
P
You
see
us
here
when
you
come
into
the
the
building
you
you
have.
The
the
lobby
in
circulation
is
at
the
heart
and
all
of
the
entries
to
the
Departments
are
off
of
that
Lobby.
So
very
this
is
a
very
efficient
plan
for
a
new
building
that
you
keep
all
that
circulation.
There's
no
hallways!
You
know
really
you
you
get
to
right,
where
you
want
to
go,
make
sure
that
we
can
see
all
of
those
departments.
P
First
level.
We
have
a
lot
of
those
public
functions
customer
service.
Again
we
have
the
training,
room,
CRA
academic
development,
you
think
about
bouncing.
If
I
come
into
a
facility,
I'm
doing
development,
I
may
you
know
CRA,
Economic,
Development
and
then
I
may
bounce
up
to
the
planning
and
engineering
and
you
can
stay
within
the
building
kind
of
directed
within
the
building
slide.
So
we
move
up
on
that.
Second
level.
Again,
you
have
a
stairs,
bring
you
up
to
that
second
level.
You
have
that
grandastere
idea
you
have.
P
The
chambers,
Council
city
manager
all
connected
can
access
the
Chamber
from
a
protected
entry
and
then
on
the
opposite
side.
You
have
Innovation
Clerk
attorney.
Then
we
move
up
through
the
building.
You
have
this.
This
is
how
you
come
up
to
the
chamber
level.
So
this
is
that
stair
and
and
being
able
to
just
always
be
in
this.
The
public
never
really
exits
this,
except
to
go
into
the
chambers
or
into
a
conference
room
so
and
even
from
different
departments.
P
J
P
P
And
with
this
yeah
I
think
the
the
team-
and
you
know
between
staff
and
the
Departments-
have
continued
to
create
efficiencies
between
the
plans.
So
you
see
how
the
like
initial,
you
know
if,
before
we
actually
laid
it
out,
we
are
at
90
million
and
we
continue
to
build
efficiency.
Okay.
How
can
we
make
this
more
efficient
so
bringing
that
into
a
seven
approximately
76
million,
with
everything
included
and
in
this
in
this
one
the
existing
MSB
is
a
standalone,
so
no
renovation
on
that
no
duplication
of
operations.
P
Then
this
allows
that
essentially
to
go
back
on
the
tax
rolls.
If
you
so
choose-
and
you
know
we
did
get
some
preliminary-
you
know
real
estate
estimates
that,
were
you
know,
actually
fairly
High
because
of
the
cost
as
a
building,
not
as
a
land,
actually
as
a
building
seemed
to
have
the
most
value,
because
66
000
square
feet.
Even
if
you
put
a
200
a
square
foot,
you
can't
replace
a
building
for
that
anymore.
P
So
there's
some
some
significant
value
in
there
to
consider,
but
what
it
did
start
to
make
us
think
about
was
the
phasing
of
this.
So
when
we
look
at
comparing
these
a
big
part
of
this
is
how
do
we
accomplish
it
with
the
staff
and
Interruption
and
health
during
the
project
so
and
one
and
two
is
coming,
you
know
very
apparent
that
we
either
have
to
move
staff
around
significantly,
so
we
have
to
either
piecemeal.
Do
do
a
bit
of
a
floor.
P
Do
a
bit
of
a
floor
work
in
a
construction
zone
for
a
couple
years,
or
we
have
to
you,
know,
move
everybody
out
temporary
facilities
or
you
know
office
lease
and
then
move
them
back
in.
So
you
have
two
moves.
That's
that
would
occur
in
both
option,
one
and
two,
because
even
two
having
a
standalone
building,
we
can't
move
everybody
into
that
and
then
move
them
back
in
there's
just
not
enough
physical
space
for
it,
so
something
to
think
about
and
how
we
accomplish
both
those
obviously
an
option.
P
P
On
the
you
know,
value
spec
assessment
of
the
pros
and
cons
the
other
product.
Just
to
give
you
information
the
schedule,
we
think
one
and
two
would
be
approximately
22
months,
some
of
that's,
depending
on
the
phasing
the
final
phasing
of
whether
we
wanted
to
stay
in
place
and
what
options
we
have
for
moving
staff
in
and
out
the
third
option.
We
we
would
like
to
hold
a
30
months
window
for
that,
but
then
you're
not
interrupting
operations.
While
that's
occurring
occurring,
you
can
really.
You
know,
keep
that
secure
within
that
space.
P
You
know.
Some
other
you
know
pros
and
consists
to
think
about
is
I.
Think
each
one
of
those
the
public
space
where
we're
maintaining
we're
thinking
about
you
know
what
is
the
Outdoor
space
of
that?
What
is
the
indoor
space
of
that?
How
do
they
work
together
on
each
scheme?
How
successful
it
is
to
the
public?
We
have
had
City
Halls,
that
I
mean
the
chambers
themselves
are
rented
out
for
weddings
and
events
and
and
I
think
thinking
of
it
a
little
bit
differently
than
a
traditional
City.
P
J
P
A
P
E
I
guess
when
I
reviewed
each
one
of
these
there's
a
difference
in
the
sinus
of
the
chamber,
one
and
two
I
think
you
had
2500
square
feet:
option
three
2400
square
feet:
I'm
looking
at
this
room
is
about
a
little
over
2500
square
feet.
So
my
question
would
be:
is
that
is
that
a
big
enough
chamber
I
mean
I,
I?
Think
back
of
the
old
chamber
at
City
Hall
that
was
built
in
64
that
was
about
it
seemed
like
it.
E
P
A
great
question-
and
there
are
small
adjustments
on
on
the
kind
of
square
footages
through
all
three
schemes,
because
now
we're
trying
to
fit
it
into
a
particular
box.
But
so
a
couple
of
things
that
were
you
would
have
at
your
usage
in
this
new
facility
is
that
training
room
is
also
overflow
row.
You
know
so
and
the
the
lobby,
the
lobby
of
that
would
be.
You
know,
considered,
as
you
know,
some
waiting
and
overflow
as
well.
So
thinking
about
that
everybody
isn't
necessarily
coming
in
on
their
like.
P
E
E
E
I
P
Well,
some
of
the
so
this
the
staff
like
you
all,
would
be
able
to
do
that
exactly
right,
so
city
manager,
yeah
Council,
would
be
able
to
stay
where
they're
at
and
then
move
over
into
the
the
new
building.
It's
it's
more
of
the
the
staff
and
the
existing
MSC
MSB
that
would
need
to
to
move
around
to
accommodate
renovation.
You
know
so
a
couple
of
different
yeah.
L
So
this
slide,
where
I
was
showing
the
Departments
that
move
out.
That's
that's
if
everything
else
in
the
MSB
State
exactly
the
way
it
was
you
would
only
you'd
have
like
you
could
fit,
maybe
Innovation
into
where
HR
was
and
CRA
into
or
public
Communications
was
those
aren't
the
best
spots
for
them.
But
it's
just
plugging
in
pieces
that
that
and
you're
left
with
economic
development
that
doesn't
fit
in
the
existing
building
at
all.
To.
P
Any
Department
that
goes
into
the
new
building
would
only
move
once
right,
so
it
is
better
from
a
moving
around
standpoint
than
option
one
yeah,
because
some
departments
only
need
to
move
once,
but
you're
still
going
to
have
to
renovate
the
existing
building.
You
know
so
at
some
point,
you're
going
to
have
disruption
for
that
existing
building
just
physically
to
do
that
renovation.
So
that's
where
the
disruption
happens
so.
L
P
You
will
be
with
renovation,
that's
that's
what
we're
saying
the
renovation
allows
you
to
fit
everything
in
there
and
have,
and
also
we
did
a
lot
of
process
with
staff
on
the
adjacency
and
how
people
work
together.
So
it
also
allows
you
to
accommodate
that
internal
collaboration
within
them,
so
I
mean.
P
So
even
if
you
used
200
a
square
foot
if
you're
building
office
anywhere
that
won't
pay
for
construction,
no
less
the
land,
you
know.
So
if
you
just
apply
66
000
square
feet
to
to
that
minimum
number,
you
have
13
000,
13
milk,
so
yeah!
That's
you
know
we
did
reach
out
to
a
couple.
You
know
office
developers
in
that
market,
I
think
they're.
They
that
was
some
of
their.
You
know.
First,
you
know
response
to
that
and
I
think
that
that
all
comes
into
also
somebody.
P
B
E
Like
I
just
wanted
to
run
by
review,
the
numbers
again
make
sure
that
that
they're
right,
because
you
know
when
this
first
came
up,
we
had
one-on-ones
with
the
city
manager
the
question
that
was
asked
to
us.
How
would
you
like
to
have
this
everybody
combined
into
one
building
or
separate,
like
we
have
now
and
I?
Think
everybody
pretty
much
said.
E
See
everybody
in
one
building
and
then
you
know
when
we
started
talking
about
it.
It
came
back
at
90
million
dollars
which
really
surprised
us,
but
so
now
everybody
thought
that
we
were
talking
about
spending
90
million
dollars,
and
that
wasn't
the
case.
So
I
just
want
to
make
sure
the
numbers
are
clear
right
now.
This
is
where
we
are
we're
not
talking
90
million
dollars,
but
the
way
that
I
have
it
figured
looking
at
what
I
had.
E
Maybe
not
what
you
have
on
your
screen
option
number
one:
the
existing
MSB
is
66
000
square
feet
and
the
add-on
would
be
35
387
square
feet
which
would
give
us
101
450
square
feet,
and
the
price
was
42
million.
Nine
hundred
and
eighty
three
dollars
basically
make
it,
make
it
43
million
the
option
number
two.
E
E
R
Anyone
else
so
just
to
be
clear
in
terms
of
what
next
steps
are
from
a
staff
perspective
is,
we
would
be
looking
for
Council
on
Thursday
night
to
provide
Direction
in
terms
of
which
of
these
three
options.
They
would
like
us
to
consider
so
I
just
want
to
make
sure
that
that
was
clear
to
everybody
in
terms
of
what
the
next
steps
would
be
and
when
and
make
sure
that
Council
has
everything
that
they
need
from
staff.
We're
all
here
to
answer
any
questions
in
order
to
Aid
in
that
decision
for
Thursday
night.
A
P
I
P
A
A
A
A
A
A
I
I
If
I'm
going
to
do
something,
I
think
it
needs
to
represent
our
city,
which
is
a
Broken
City.
So
then
I'm
kind
of
I
am
leaning
towards
option.
Two
there's
a
lot
of
things
that
I
like
about
it.
I
like
the
Sleek
clean
lines,
does
blend
in
well
with
our
logo.
Centralized
chamber
I
like
that
as
well.
The
campus
feel
and
I
like
actually
the
smaller
size
of
the
city
council
offices,
we're
not
there
long
and
long
and
we're
often
enough
to
to
ask
for
more
than
1800
square
feet.
H
I
I
certainly
agree,
there's
a
wow
factor
to
two
and
I,
like
the
the
big
grassy
area,
there
I
do
kind
of
like
the
fact
that
we're
all
together
in
one
but
it
it
does
not
look
as
impressive
but
I,
think
having
everybody
Under.
One
Roof
was
something
that
appealed
to
me
at
some
point
and
I
think
appeal
to
all
of
us.
E
When
I
first
looked
at
the
conceptual
drawings
I
was
I
was
really
lean
into
one.
Until
I
saw
what
the
conceptual
outside
looked
like
and
to
me
I
kind
of
agree
with
your
comments
on
it.
It
just
looked
like
something
that
was
designed
in
the
70s,
and
you
know,
but
now
that
I'm
looking
at
the
kind
of
comparing
all
three
of
them,
I
like
option,
two
and
I
think
we
do
need
to
put
some
money
aside
to
redo
the
MSB.
T
T
This
material
was
applied
to
the
concrete
block
wall
outer
surface
and
was
concealed
underneath
a
concrete
cladding
panels.
Elastic
was
under
the
contractor
and
his
breakfast
consultant
prior
to
being
exposed
during
this
demolition
once
discovered.
The
asbestos
consultant
collected
and
tested
samples
of
the
material,
and
it
was
found
to
have
asbestos
and
it
will
be
need
to
be
handled
and
properly
disposed
of.
T
Performance
Elks
Lodge
is
a
two-story,
concrete
block
and
wood
frame
building.
It
was
built
in
1955
and
was
in
use
until
about
19
until
about
2020..
It
is
currently
unoccupied
ability,
condition.
Assessment
completed
by
the
city
in
2020,
found
structural
issues
that
were
extensive
with
the
building
due
to
anticipated
costs
to
repair
and
renovate.
It
was
determined
that
the
building
should
be
demolished
and
the
site
redeveloped
asbestos
surveys
completed
in
2021
and
2022
found
significant
amounts
of
asbestos
in
the
building.
B
U
Tim
Kurtz
I'm
a
construction
manager
for
engineering,
Public
Works
changeable
before
you
just
to
be
clear,
we'll
utilize
unused
portions
of
GNP
one
and
two.
So
basically,
this
is
no
addition
to
the
contract,
we're
basically
going
to
take
what
was
not
used
in
GMP
one
and
two
total
it
together,
so
that
we
can
include
additional
items
so
that
we
could
meet
our
deadline.
Basically,
so
I'm
here
I've
got
Keith,
that's
Sinus
I
need
to
mess
it
up
with
innovision
our
owner's
rep
and
also
have
Ken
Duty.
Here.
S
C
D
I
think
Jay
undercut
that
a
little
bit
it's
about
a
200
Page
product
that
we're
done.
We
audit
it
front
to
back
various
levels
of
assurance,
go
into
it,
but
a
lot
of
departments
go
into
it
a
lot
of
time
from
various
areas.
So
we
appreciate
Joe's
cooperation
as
well
as
Monica's,
very
similar
to
reports
to
the
CRA.
A
couple
findings
we'll
go
over
overall,
very
minor,
the
independent
Auditors
report.
This
changed
this
year.
The
opinion
got
moved
to
the
very
first
paragraph.
D
You've
read
them
before
the
opinion
was
at
the
very
end
you
had
to
read
the
entire
report
to
you
figured
out.
If
it
was
a
clean
report
or
not
this
year,
it's
at
the
very
beginning.
They
also
clearly
describe
what's
Management's
responsibilities,
which
is
the
fair
presentation
of
the
financial
statements
and
our
responsibilities
to
audit
those
statements
and
make
sure
that
they're
materially
correct
again,
we
issued
an
unmodified
opinion
on
the
government
auditing
standards
report.
We
did
have
one
finding.
It
was
in
relation
to
the
claims.
D
The
valuation
of
claims
liability
at
the
end
of
the
year
I'll
go
into
that
in
a
little
bit
more
detail.
The
city
also
goes
through:
what's
called
a
single
audit,
you
receive
federal
and
state
funds.
Those
audits
get
prepared
separately
and
issued
a
report
on
the
major
programs,
for
that
was
the
coronavirus
relief
funds
and
then
the
state
Housing
Initiative
Program
those
issued
clean
opinions.
We
didn't
have
any
findings.
Any
question
cost
anything
like
that.
D
Again,
you'll
see
this
one
comment
come
up
a
couple
times.
The
management
letter
is
prescribed
by
the
auditor
general
of
the
State
of
Florida,
and
we
did
have
finding
22-1.
It
was
a
significant
deficiency
over
financial
reporting
related
to
the
carrying
value
of
liabilities
for
estimated
unpaid
claims.
D
See
all
right,
we
did
identify
a
control
deficiency
related
to
the
understatement
of
tax
revenue,
the
understatement
tax
revenue,
you
get
Communication
Service
tax
that
gets
paid
90
days,
60
90
days
out
from
when
it's
actually
collected
the
city
does
a
great
job
of
recording
those
on
a
monthly
basis.
It
just
happened
this
year
they
only
recorded
11
months
of
it
instead
of
12
months,
the
numbers
on
the
next
slide,
so
the
local
government
investment
policy.
This
is
Florida
statute,
218
415,
you
have
an
investment
pool.
D
D
Significant
point
you
again
with
the
claims,
so
the
claims
payable
it's
a
decrease
of
741
000,
that's
related
to
discounting
the
current
value
of
those
claims,
significant
deficiency
based
on
the
dollar
value
in
the
grand
scheme
of
the
financial
statements.
It
did
not
materially
mistake
those
financial
statements
and
that
amount
was
adjusted.
D
The
increase
for
communication
sales,
tax
or
service
tax
was
366
000.,
so
that
was
that
12th
month
of
Revenue,
that
the
the
city
recorded
and
then
we
implemented
gas
b87
sure
everybody
wrote
the
statements
and
noticed
that
there
was
a
couple
extra
lines
on
the
balance
sheet
and
income
statements.
We
now
have
a
right
to
use
asset,
which
is
when
you're
leasing
an
asset,
a
couple
facilities
that
the
city
leases
those
now
become
right
to
right
to
use
assets,
and
you
have
a
right
to
use
liability
for
the
future
lease
payments.
D
Then
you
also
have
a
lease
receivable
for
where
the
city
is
the
lessor
in
the
situation.
A
lot
of
that
has
to
do
with
the
marina
and
then
various
properties
that
the
city's
owned,
at
least
to
restaurants,
the
marina
the
boat
slips.
Things
like
that,
so
those
numbers
can
be
pretty
large,
but
it's
just
the
future
payments
put
together.
A
discounted
back
big
change
numbers
a
little
bit
hard
to
digest.
They
had
over
100
leases
in
there
to
go
through
and
analyze
and
then
put
together
and
create
those
accounting
staff.
D
The
last
little
bit
is
our
Communications.
We
had
no
significant
changes
to
the
accounting
policies
other
than
Gatsby
87,
which
is
leases
accounting
estimates
are
used
in
your
financial
statements
that
includes
the
allowance
for
DOT
flow
counts,
the
fair
value
of
Investments
risk
management,
accruals
pension
opeb
and
the
estimated
useful
life
of
capital
assets
did
not
run
into
any
significant
difficulties
during
our
audit
did
not
have
any
disagreements
with
management.
We've
actually
worked
closely
with
management
to
implement
gazpi,
V7,
again
they're
wonderful
people
to
work
with
you're,
very,
very
other
findings
at
issue.
D
N
Good
afternoon,
mayor
and
Council
Kalyn
Castle
budget
director,
this
is
the
mid-year
budget
review
for
the
fiscal
year
2223
budget.
This
report
reflects
six
months
of
activity
October
through
March
and
also
includes
Council
action
today,
and
the
general
fund
revenues
and
expenditures
are
increased
by
779
thousand
one
hundred
twenty
dollars
for
the
council,
approved
appropriation
of
general
fund
reserves
of
six
hundred
and
ten
thousand
six
hundred
and
twenty
to
fund
grand
opening
events
at
Coachman,
Park
and
168
500
to
fund
the
sound
acoustic
study.
N
Other
general
fund
amendments
include
transfers
between
departments
which
net
to
zero
to
reallocate
funding,
adjusted
for
all
items
in
this
report,
general
fund
reserves
are
approximately
57.2
million
or
31.1
percent
of
the
current
Year's
general
fund
budget.
This
exceeds
our
minimum
reserve
requirement
by
41.6
million
dollars
at
mid-year
in
the
solid
waste
and
recycling
fund
expenditures
reflect
the
council
approved,
increase
of
400
000
to
provide
increased
single
stream.
Recycling
costs
in
the
Air
Park
fund
expenditures
are
increased
by
three
hundred
and
sixty
seven
thousand.
N
This
represents
agreements
with
the
Florida
Department
of
Transportation
fdot,
to
fund
the
purchase
of
a
golf
cart
and
to
provide
Project
funding
for
paving
at
the
Airpark
Airpark.
Revenues
are
amended
to
allocate
reserves
for
the
required
cash
match
in
the
capital
Improvement
fund,
a
net
increase
of
one
million.
Eighty
seven
thousand
nine
hundred
sixty
one
dollars
is
reflected
at
mid-year.
The
following
amendments
represent
increases
to
Capital
funds
for
actions
previously
approved
by
the
council.
N
Significant
amendments
include
six
hundred
ten
thousand
six
hundred
twenty
dollars
in
general
fund
revenues
for
a
grant
for
opening
events
at
Coachman,
Park
and
168
500
in
general
fund
revenues
for
the
sound
acoustic
study.
Ninety
nine
thousand
four
hundred
nineteen
dollars
in
public
safety;
revenues
for
federal
forfeiture,
sharing
and
agency
assistance.
N
V
Afternoon,
mayor
councilman,
the
gross
maximum
price
of
for
you
is
for
a
new
recreational
Pier
at
Cliff
Stevens
Park.
It's
got
82
linear
feet
of
concrete
sidewalk
that
will
go
out
to
the
overall
length.
60-Foot
recreational
Pier,
it's
ADA
Compliant,
which
the
previous
one
that
was
Demolition
was
not
we're
using
composite
Lumber,
which
will
help
extend
the
overall
length
of
the
dock
and
is
also
recyclable
at
the
time
it
does
need
to
be
replaced.
V
B
F
W
Good
afternoon,
Jamie
lapko,
planning
and
development
we're
here
today
to
look
at
the
last
three
chapters
of
our
new
comprehensive
plan,
I'm
similar
to
your
June
5th
presentation,
I'll
present
the
goals
of
Dickson
policies
for
each
of
the
chapters
and
we'll
stop
after
each
one
to
give
you
an
opportunity
for
questions
and
I,
don't
have
staff
to
help
me
out.
I
answer
those
questions
from
other
departments,
we'll
get
started
with
parks
and
public
places.
This
is
going
to
provide
guidance
for
our
Parks
and
Recreation
throughout
the
city.
W
The
goals,
objectives
and
policies
from
this
chapter
came
from
our
existing
Recreation
open
space
element
and
we
really
brought
that
chapter
over.
Basically,
as
is
with
some
few
updates,
and
to
bring
in
some
new
information
covering
Equity.
We
did
that
because
right
now
we're
working
with
the
consultant
to
rewrite
our
Parks
and
Recreation
master
plan
and,
as
part
of
that
they'll
be
looking
at
updates
to
the
comprehensive
plan.
So
we
do
anticipate
once
that
Master
Plan
has
been
adopted.
We
will
come
back
to
you
with
amendments
to
this
chapter.
W
So
rule
number
one
is
our
new
Goldust
drive
to
meet
the
needs
of
all
users
of
our
Open
Spaces
trails
and
Parks
and
Recreation
facilities?
We
have
one
objective
under
this
goal
and
that's
the
city.
You
should
consider
Equity
of
all
users
when
we're
designing,
developing
and
redeveloping
Open,
Spaces
trails
and
Parks
and
Recreation
facilities.
We
have
five
objectives.
Some
of
those
are
making
sure
we
have
equal
opportunities
for
all
Park
users
and
then
also
expanding
the
use
of
our
beach
friendly
Wheelchairs
and
the
use
of
our
beach
accessible
maps
at
our
public
beaches.
W
The
one
policy
under
that
objective
is
to
maintain
our
level
of
service
of
four
acres
of
Parkland
for
every
one
thousand
persons.
Citywide
2.2
is
continuing
to
increase
the
amount
of
Parkland
in
areas
where
additional
needs
for
Parks
and
Recreation
facilities.
We
have
six
policies
under.
There
includes
continuing
to
acquire
additional
Parkland
continuing
to
locate
our
new
neighborhood
parked
near
schools,
local
and
collector
roads
and
Transit
routes,
and
continue
to
locate
our
new
community
Parks
adjacent
to
arterial
or
Transit
routes.
W
Five
policy
under
this
objective
and
some
of
those
are
continue
to
administer
our
landscape,
drainage
and
impervious
service
regulations
from
our
code.
Preserving
land
that's
currently
designated
as
preservation
or
Recreation
open
space
and
then
providing
open
spaces
for
nature
study
and
the
enjoyment
of
natural
natural
assets.
W
2.4
is
enhancing
and
maintaining
the
city's
unique
physical
characteristics.
We
have
four
policies
under
this
objective,
including
some
to
continue
to
maintain
the
Integrity
of
our
City's
Park
system
and
continuing
to
enhance
Open
Spaces
by
restoring
degraded
natural
areas
and
eradicating
non-native
vegetation.
W
I
B
I
So
page
after
introduction,
it
has
the
picture
of
the
Pier
60,
underneath
it
goes
into
how
many
parks
we
have
all
the
acreage
and
all
that
there's
a
statement
that
says
that
we
have
a
surplus
of
Bacon
Land,
that's
going
to
be
that
has
been
purchased
for
future
neighborhood
products.
I
was
just
wondering
where
they
were.
X
We
have
that
those
were
actually
purchased
years
ago
say
about
20
years
ago.
It's
when
we
had
our
impact
fee
impact
that
we
use
to
purchase
land
that
one
of
those
would
have
been,
but
we
are
starting
to
develop
with
these
a
park
like
State,
Street,
Park,
okay,
there's
a
park
like
Lake
Chautauqua,
there's
a
lot
of
land
around
that
Lake
itself:
that's
undeveloped,
there's
land
be
best.
If
I
give
you
a
whole
list
of
them.
X
There's
a
Saint
Croix
the
end
of
Saint
Croix,
there's
like
a
three
or
four
acre
park
down
there.
That's
just
making
property
and
with
trees,
beautiful
but
I
I
can
give
you
a
list
of
any
land
that
we
have.
That
is
basically
Surplus
to
our
needs.
Anything
over
four
acres
per
1000
would
be
considered
Surplus
because
we're
meeting
our
needs
so
I
think
that
was
the
reason
why
that
was
put
in
there
in
that
way.
Okay.
Okay.
Thank
you.
X
B
X
W
B
W
B
B
W
All
right
go
number
three
is
another
short
one:
it's
the
Parks
and
Recreation
impact
fees
used
to
improve
the
park
systems
in
the
city.
We
have
one
objective
under
that
and
that
is
to
continue
to
administer
our
Parks
and
Rec
impact
fee.
We
have
five
policies
under
that,
and
some
of
those
are
fairly
recent
that
includes
spending
our
funds
at
any
location,
the
city
towards
Recreation,
open
spaces
and
also
providing
an
incentive
within
the
impact
fee
structure
for
private
developers
of
affordable
housing.
Q
W
W
First,
objective
is
in
continuing
to
protect
our
Dunes
beaches,
flood
Plains,
drainageways
and
other
natural
resources
from
encroachment
and
development.
Right
now
there
are
14
policies
under
this
objective
and
some
of
those
are
to
protect
and
improve
our
air
quality,
to
continue
to
restrict
density
or
intensity.
See
word
of
our
Coastal
Construction
line
to
restore
our
dunes
and
Beach
areas
with
Native
vegetation
in
lieu
of
hardened
structures,
to
guide
development
away
from
sensitive
environmentally
sensitive
areas,
and
to
continue
controlling
our
erosion
control
during
our
site.
Developments
to
contain
our
site,
runoff
and
protect
water
quality.
W
We
have
four
policies
under
this,
and
some
of
those
are
administering
are
administering
our
Wellhead
protection
ordinance
and
continue
to
expand
our
reclaimed.
Water
services
to
limit
the
use
of
quotable
water
for
irrigation
and
1.4
is
managing
our
stormwater
discharge
for
flood
protection
and
preserve
and
enhance
water
quality
for
stormwater
runoff
into
our
receiving
water
bodies.
B
Question
about
your
objective
1.2
when
we
protect,
maintain,
enhance
and
manage
Wetlands
estuaries
wildlife
habitats,
all
that
Does.
It
include,
and
it
goes
with
conservation
of
coastal
management
goal
one
beach
renourishment,
because
we
have
protected
Critters
that
are
on
our
Coast
out
there.
Our
beach
so
would
that
include
Bee,
Tree,
nourishment
actions
be.
W
B
Q
W
Okay
goal
number
two
is
protecting
development
and
public
facility
investment
from
Storm
events
and
flood
risks
related
to
flooding,
high
tide
events
and
sea
level
rise
to
reduce
property
losses.
There
are
seven
objectives
to
support
this
group,
2.1
is
to
ensure
development
includes
strategies
to
reduce
risk
and
losses
due
to
flying
events,
stormwater
runoff
and
impacts.
W
2.2
is
identifying
City
infrastructure
facilities
that
are
susceptible
to
impacts
of
flooding
and
sea
level
rise
and
evaluate
projects
to
assess
vulnerabilities
to
maximize
the
effect
of
life
spans
five
policies
under
this
objective,
some
include
utilizing
vulnerability
assessments
to
determine
if
infrastructure
or
public
facilities
should
be
billed
rebuilt,
modified
or
relocated,
and
evaluating
incorporation
of
stabilization
or
armoring
of
roadway
shoulders
or
embankments.
Where
floodwaters
tend
to
wash
roads
out.
W
Two
policies
on
the
under
this
are
evaluating,
requiring
additional
free
board,
elevated,
finish
floor
and
wet
or
dry
flood
proofing
for
new
development
and
substantial
improvements,
or
to
consider
revising
the
substantial
Improvement
in
damage
thresholds
to
reduce
the
number
of
non-compliant
structures
and
2.4.
The
city
should
continue
to
protect
access
to
our
public
beaches.
We
have
two
policies
under
this:
that's
enhancing
access
to
public
beaches
through
development
of
recreational
lands,
land
acquisition
or
easements,
and
continuing
to
enforce
the
coastal
zone,
protection
act
by
prohibiting
vacations
of
existing
and
future
beach
access.
W
2.5
a
city
should
direct
permanent
populations
and
certain
uses
away
from
our
Coastal
storm
area.
There
are
five
policies
under
this
that
include
prohibiting
a
location
or
expansion
of
hospitals,
nursing
homes,
assisted
living
facilities
or
similar
uses
in
our
Coastal
storm
area,
and
continuing
to
allow
or
limit
densities
and
intensities
in
our
Coastal
storm
area
through
beach
by
Design
and
our
US-19
plans.
W
2.6
is
ensuring
that
adequate
hurricane
evacuation
times
are
maintained
and
evaluate
ways
to
reduce
our
evacuation
times.
So
we
have
seven
policies
under
that
and
some
of
those
are
requiring
disaster
plans
for
hospitals,
nursing
homes,
assisted
living
facilities
or
similar
uses
requiring
newer
or
redeveloped
overnight.
Accommodation
uses
in
our
Coastal
storm
area
to
have
an
approved
hurricane
evacuation
plan
and
continuing
to
utilize
hurricane
evacuation
zones
shown
on
the
map
on
the
slide
and,
lastly,
2.7
which
identify
areas
vulnerable
to
flooding
and
sea
level
rise
and
designate
them
as
adaptation
action
areas.
B
B
N
Q
W
W
3.2
is
limiting
public
expenditures
to
only
those
necessary
to
serve
populations
and
study
their
relocation
and
development
of
new
infrastructure
outside
of
flood-thorne
areas.
You
have
two
policies
under
this
objective
and
that's
continuing
to
manage
repair
and
rebuild
damaged
critical
infrastructure
facilities
necessary
to
serve
populations
and
minimize
storm
and
flooding's
images,
but
then
also
evaluate
the
relocation
of
non-critical
infrastructure
and
Facilities
outside
of
flood
prone
areas.
W
All
right
number
four
is
integration
of
sustainable,
sustainable
and
resilient
techniques
into
land
use,
Transportation
housing
and
infrastructure
planning
decision
making
and
development.
We
have
three
objectives:
the
support
goal.
Number
four
4.1
is
evaluate
and
amend
the
code
to
encourage
the
use
of
sustainable
and
resilient
uses.
We
have
five
policies
under
that,
including
considering
allowing
Community
Gardens
to
locate
in
all
zoning
districts,
evaluating
amendments
to
the
codes
to
allow
Urban
agriculture
or
food
production
activities
and
considering
a
pilot
program
for
commercial
composting.
W
4.2
is
promoting
the
use
of
sustainable
and
resilient
building
techniques
and
renewable
energy
sources
and
development,
renovation
and
Rehabilitation.
There
are
eight
policies
under
the
subjective
and
some
of
those
include
establishing
Green
Building
standards,
transitioning
city-owned
operations
to
100
renewable
zero
emission,
clean
energy,
electricity
by
2040,
amending
the
code
to
permit
installation
and
use
of
renewable
technology
such
as
solar
or
scaled
wind
turbines,
and
researching
and
incorporating
biophilic
planning
into
our
CDC
to
improve
the
air
quality
and
reduce
Urban
heat
effects,
and
that
is
the
inclusion
of
natural
objects
or
shapes
in
the
development.
W
And
lastly,
for
point
three
is
implement
the
and
evaluate
the
Clearwater
greenprint
2.0
to
increase
the
city's
resiliency
and
sustainability,
and
there
are
five
policies
under
this
and
some
of
those
are
transitioning.
The
city's
Fleet
to
alternative
fuels
by
2040,
encouraging
the
restoration
and
reuse
of
buildings
as
an
alternative
to
Demolition
and
inventory,
and
identifying
public
and
semi-public
land
suitable
for
food
production
pilot
projects.
W
I
W
W
They
have
five
policies
under
this
objective
and
some
of
those
are
continuing
to
communicate,
communicate,
flood
related
risks
and
the
benefits
of
acquiring
flood
insurance,
promoting
education
programs
at
Parks
and
Recreation
facilities
on
natural
environments
and
creating
information
on
sustainability
in
a
wide
variety
of
venues
and
formats.
Another
short
one.
M
Just
a
comment:
you
know:
the
legislature
has
just
implemented
a
requirement
that
citizens
are
going
to
need
flood
insurance
going
forward.
This
will
apply
to
many
of
our
constituents
who
have
citizens,
property
insurance,
so
I,
don't
know
how
candidly
I
don't
know
what
I
don't
know
if
our
Outreach
is
going
to
change
or
matter
as
much
because
of
some
of
the
new
legislation.
That's
just
going
into
effect,
so
just
wanted
to
mention
that,
because
it
will
be
a
requirement
for
all
of
our
citizens:
property
insurance
property.
M
You
know
property
insurance
holders,
which
is
when
we
have
a
lot
of
customers
here
in
the
city.
So
just
wanted
to
point
that
out
that
may
change
the
way
that
we
do
Outreach,
because
now
it's
going
to
be
educating
people
not
about
the
benefits
of
having
flood
insurance,
but
the
requirement
for
them
to
have
flood
insurance
and
what
that's
going
to
mean,
and
there
are
decisions
that
the
council
makes
that
can
help,
maybe
a
little
bit
with
flood
insurance
rates,
but
a
lot
of
it
is
is
outside
the
city's
control
too.
M
W
W
So
our
first
goal
is
a
version
of
high
quality,
reliable
and
efficient
sanitary
sewer
service
for
the
city,
and
there
are
five
objectives
to
support
this
goal.
1.1
is
a
maintaining
a
level
of
service
for
the
existing
and
future
populations,
with
the
policy
that
we
use,
100
gallons
per
capita
per
day
as
our
level
of
service
for
sanitary
sewer
and
when
determining
if
there's
capacity
to
serve
any
development
or
Redevelopment
1.2
is
continue
to
provide
Advanced
wastewater
treatment,
improvements
at
our
water
recognition
facilities,
and
we
have
four
policies
here.
W
1.3
is
providing
maintain
sanitary
sewer
service
in
a
safe
and
efficient
manner.
Six
policies
under
this
include
maintaining
the
Wastewater
collection
system
to
serve
existing
developments,
requiring
properties
with
failing
septic
tanks
to
connect
to
our
sewer
system
and
requiring
annexation
and
sufficient
capacity
to
serve
a
property
prior
to
providing
sanitary
sewer
service
to
properties
outside
of
the
city
limits.
W
1.4
is
maintaining
Equitable
charges
to
support
fiscal
and
capital
projects
and
provide
efficient
financial
management
of
all
sewer
funds.
There
are
four
policies
under
this,
and
some
of
those
are
prioritizing
and
scheduling
major
Wastewater
collection
and
treatment
improvements
as
part
of
our
Capital
Improvement
program.
Ensuring
sanitary
sewer
revenues
are
sufficient
to
fund
repair
and
replacement
projects
on
a
pay-as-you-go
basis
and
ensuring
sanitary
sewer
charges
reflect
all
operational
costs
consistent
with
the
amount
of
Wastewater
generated
by
each
user
and
last
1.5
is
a
usefully
treated
recommended
reclaimed
water
in
a
cost-effective
way.
W
W
W
2.1,
as
I
said,
you
should
focus
on
data
collection
and
active
route
maintenance
management
as
a
tool
to
achieve
efficiency.
There
are
three
policies
under
this
objective
to
include
reviewing
traffic
patterns
to
help
determine
route
length
and
timing
of
pickup
and
evaluing
opportunities
to
shift
from
active
Waste
Management
to
passive
Waste.
Management
2.2
is
ensuring
child
Oasis
collected
as
scheduled
and
disposed
appropriately.
W
2.3
is
supporting
the
county-wide
goal
of
zero
waste
to
the
county
landfill.
We
have
four
policies
under
this
objective,
including
developing
a
solid
waste
collection
or
recycling
disposal
and
recovery
system
that
will
reduce
the
waste
stream.
Conserve
energy
and
minimize
impact
on
natural
resources
and
continuing
to
reduce
the
solid
waste
stream
through
recycling
and
2.4
is
mitigate
the
impact
of
solid
waste
collection
and
Disposal
to
Natural
Resources.
We
have
four
policies
under
this
objective,
including
continuing
to
work
to
limit
carbon
emissions
of
the
fleet,
vehicles
and
continuing
voluntary
curbside
Source
separation
for
recycling.
W
On
this,
three
is
the
provision
of
cost-effective
and
efficient
storm
water
management.
So
we
have
five
objectives
to
support
this
goal
now.
3.1
is
continue
to
maintain
the
adequate
level
of
service
for
existing
and
future
populations,
and
the
policy
is
to
continue
to
use
a
level
of
service
described
in
the
table
provided
in
the
plan.
W
Hey
go
number
four
is
the
provision
of
a
permanent
potable
water
supply
and
there
are
six
objectives
to
support
goal.
Four
point:
one
is
to
continue
to
maintain
an
adequate
level
of
service
for
existing
in
future
populations,
and
a
policy
is
to
use
100
gallons
per
capita
per
day
at
a
minimum
pressure
of
40
to
45
pounds
per
square
inch
as
the
potable
water
level
of
service
4.2
is
providing
adequate
quantity
and
quality
of
potable
water
to
all
customers.
W
4.3
is
maintaining
the
water
system
in
a
safe
and
efficient
manner.
We
have
three
policies
under
this,
including
monitoring
the
water
quality
and
operation
of
the
water
distribution
system,
with
the
intent
of
repairing
and
replacing
deficient
portions
of
the
system
and
requiring
minimum
fire
flows.
Hydrant
spacing
and
proper
size
water
pipes
to
provide
fire
flow
when
reviewing
applications
for
new
connections
to
the
public
water
system.
W
4.4
is
writing
sound
fiscal
management
for
the
operation
and
maintenance
of
the
potable
water
system.
Four
policies
under
this
include
prioritizing
and
scheduling
major
improvements
to
the
water
system
as
a
component
of
our
Capital
Improvement
program
and
continuing
to
seek
financial
support
of
the
water
system
through
Grant
programs
administered
by
state
and
federal
agencies.
W
W
All
right
go,
five
is
a
new
goal
that
covers
the
permanent
reclaimed
water
system
Supply,
and
we
have
three
goals
to
provide
support
for
that.
But
their
objectives
5.1,
is
to
continue
to
maintain
our
reclaimed.
Water
management,
our
water
system
in
a
safe
and
efficient
manner,
and
there's
only
one
policy
and
that's
monitoring
the
water
quality
and
operation
of
the
reclaimed.
Water
distribution
system,
with
the
intent
of
repairing
and
replacing
dissufficient
portions
of
the
system.
W
Major
improvements
to
the
reclaimed
water
system,
as
a
component
of
the
capital
Improvement
program
and
then
5.3
is
the
city
should
include
continue
to
develop
a
reclaimed
water
system,
that's
compatible
with
the
environment
and
seeks
to
conserve
and
protect
natural
resources.
There's
only
one
policy,
and
that
is
to
continue
to
extend
our
reclaimed
water
system.
W
Hey
goal
number
six
is
also
a
new
goal
to
cover
the
provision
of
effective,
professional
and
dependable
law
enforcements.
We
have
three
objectives
to
support
goal:
6.1
is
to
continue
to
maintain
and
replace
law
enforcement,
building
infrastructure
and
vehicles
as
needed.
We
have
six
policies
under
this
objective
and
some
of
those
are
continuing
the
schedule:
maintenance
for
district
stations,
two
and
three
determining
if
District
station
wants
to
be
rebuilt
or
refurbished
and
continue
to
evaluate
the
best
uses
for
satellite
buildings.
W
6.2
is
to
monitor
crime
and
activity
metrics
and
compare
them
against
other
local
agencies.
There
are
two
policies
under
this
objective
and
they
are
upgrading
our
monitoring
systems
to
State
and
National
incident-based
reporting
systems
and
providing
governance
for
a
regional,
computer-aided
dispatch
and
Records
management
system
that
promotes
the
efficient
sharing
of
resources
and
information,
and,
lastly,
6.3
is
to
build
expertise
and
capacity
to
respond
to
cyber
crime,
synthetic
drugs
and
process
digital
evidence-
and
we
have
one
policy
here-
has
to
identify
and
Implement
Progressive
Staffing
models
that
are
cost
effective
and
Advance.
W
All
right
go
number,
seven
is
another
new
goal
for
our
emergency
services
to
focus
on
equality,
cost
of
quality
cost
effectiveness
of
all
Hazard
mitigation.
Then
we
have
three
objectives
to
support
this
goal.
7.1
is
to
ensure
adequate
Staffing
levels,
equipment
and
apparatus
are
maintained.
We
have
three
policies
under
this
and
some
include
to
achieve
the
Baseline
response,
time
of
seven
and
a
half
minutes
for
first
unit
arrival
to
response
calls
and
research
methods
to
account
for
low
employment
pools,
while
maintaining
appropriate
Staffing
levels.
W
7.2
is
to
maintain
and
replace
infrastructure,
equipment
and
apparatus
on
a
regular
schedule.
Three
policies
under
this
include
completing
Fire,
Station
46
reconstruction
by
the
end
of
2023
and
continuing
the
process
of
replacing
the
training,
Tower
and
lifeguard
Towers
and
master
7.3
is
research
methods
and
best
practices
to
account
for
increases
in
future
demand,
construction
populations
and
tourism.
We
have
three
policies
here
and
some
of
those
include
researching
and
determining
means
to
maintain
service
times
through
increases
and
traffic
and
determining
strategies
to
account
for
increases
in
high-rise
and
multi-family
developments.
W
Okay,
Golden
Eagle
number
eight
is
the
version
of
quality
information,
continuous
learning
and
Innovative
services
at
City
libraries
that
anticipate
and
support
the
needs
of
the
city.
Now
we
only
have
one
objective
here
and
that's
to
ensure
libraries
evolve
to
meet
the
changing
needs
of
Library
users.
We
have
three
policies
and
some
of
those
are
studying
the
feasibility
of
increasing
meeting
spaces
in
libraries
to
allow
for
more
Community
meetings,
group
collaborations
or
individual
group
studies
and
continuing
to
provide
numerous
programs
or
server
and
services
for
users
of
all
ages.
B
B
W
W
All
right-
and
lastly,
is
our
goal-
number
nine
that
covers
a
provision
and
expansion
of
cost-effective
Gas,
Energy,
Solutions
and
related
products
to
our
customers
and
Pinellas
and
Pasco
counties.
We
have
five
objectives
to
support
goal.
Nine
9.1
is
the
city
should
apply
for
grant
funding
to
assist,
with
costs
related
to
repairing
rehabilitating
or
replacing
Natural
Gas
Distribution
pipeline.
W
9.3
is
to
revise
and
implement
the
new
sales
and
marketing
plan
for
the
Clearwater
gas
system.
There
are
three
policies
here
and
some
of
those
include
updating
the
Clearwater
gas
System
logo
and
increasing
marketing
efforts
to
potential
info
customers
where
infrastructure
already
exists
and
is
ready
to
use.
W
B
B
W
Yes,
all
right
that
wraps
it
up.
We
still
have
our
public
meetings
on
June,
27th
and
June
29th
to
present
the
full
plan,
and
then
we
still
have
our
path
forward
to
bring
forward
the
full
plan
to
public
hearing
to
the
Community
Development
board
on
August
15th
and
then
a
week
before
you
first
hearing
on
September
21st
and
then
again
that
we
have
pushed
back
the
second
hearing
to
December
21st
at
the
earliest.
Based
on
giving
us
a
couple
of
our
state
comments,
we
get
back.
B
Can
I
just
say
this:
this
was
a
really
interesting
reading.
I
mean
you
guys
have
done
so
much
work
on
all
the
chapters,
not
just
the
ones
presented
today,
but
this
is
really
the
best
practices
of
how
to
run
a
city
for
all
the
you
know,
major
departments
outward
facing
and
and
it's
it's
a
wonderful
comprehensive
plan,
I'm
looking
forward
to
having
it
adopted
and
then
holding
true
to
it
for
20
years
or
so.
B
Y
Welcome
Maxwell
Chief
Innovation
officer
a
couple
of
weeks
ago,
sitting
manager
asked
us
to
do
a
update
on
synergistic
for
those
that
do
not
know
what
synergistic
is.
It
is
our
Energy
savings
program.
We
entered
into
an
agreement
with
them
back
in
March
of
2022
and
began
the
program
really
starting
in
April
of
2022..
So
we
have
our
first
year
of
data
related
to
the
electrical
and
gas
savings
and
with
us
here
today
is
David
Guff
from
synergies
to
go
over
those.
Z
It's
a
pleasure
to
be
here
in
front
of
you
presenting
our
our
first
year
of
our
energy
conservation
program,
our
what
we
have
learned
and
what
we've
been
able
to
accomplish
in
our
partnership.
It's
been,
it's
been
a
great
one
so
far,
and
it's
getting
better
right
now,
so
really
excited
to
be
here
to
give
you
this
this
Pro,
this
presentation
so
just
to
to
begin.
This
is
the
we
have
a
green
X
system,
and
this
this
is
our
software
that
really
it's
our
workflow.
Z
This
is
what
we
we
go
out
in
the
buildings
and
we
find
collect,
gather
information
and
we
run
it
through
our
system,
and
this
is
what
brings
information
back
to
the
operations
group,
because
we
partner
very
closely
with
them
and
to
achieve
the
the
energy
saving
our
goals
are,
is
really
to
protect
Clearwater
facilities.
Building
Health,
with
active
monitoring,
occupants
Comfort
Comfort
Improvement,
eliminate
wasted
energy
use
is,
of
course,
a
big
one
and
then
to
develop
a
conservation
mindset.
Z
Our
operation
initiatives
that
we
have
that
we
that
we
follow
here
is
aligning
our
HVAC
use
with
occupancy
and
again
that
takes
a
lot
of
communication.
I
have
my
energy
specials
here
with
us.
Fabian,
Uribe
and
Fabian
is
one
of
our
energy
Specialists,
another
one
that
was
with
us.
Last
year
we
had
two
energy
Specialists
on
site.
Z
There's
a
lot
of
communication.
We
our
system,
our
work
order
system
lets
us
know
when
we
have
uncomfortable
spaces
that
comes
into
us
and
Fabian
and
Kristen
goes
goes
and
meets
and
actually
discusses
the
problem
and
issues.
And
then
we
can
bring
it
back
to
the
operations
group
and
we
I
mean
this
is
fantastic
here,
but
right
now,
there's
over
5
000
hours
of
monthly
HVAC
scheduling
that
have
been
reduced
to
the
city,
which
is
a
pretty
amazing,
pretty
amazing
number.
Z
So
here
to
get
again,
we've
had
we've
had
one
year
performance
began
last
year,
April
of
22
and
it
went
and
ended
the
last
day
of
March.
The
graphs
that
we
will
talk
about
today
is
going
to
be
comparing
this
past
performance
year
to
the
base
year
the
base
year.
We
had
to
find
something
that
was
somewhat
normal
and
we
had
to
go
back
to
pre-covet
times
to
get
some
some
normalcy
here.
Z
Okay,
so
the
times
that
we're
comparing
to
is
March
of
19
through
February
of
20
before
we
could
finally
find
some-
and
it
was
somewhat
normal
to
compare
back
to
so
the
last
12
months.
Here's
here's
what
we've
been
able
to
accomplish
it's
again,
it's
fantastic
and
it's
getting
better
right.
Now
you
can
see
that
the
city
had
a
nine
percent
overall
reduction
in
electricity
consumption,
but
a
real
key
here
here
is
a
13
reduction
in
those.
What
we
would
think
would
be
the
summertime
months,
the
hot
months
of
the
year.
Z
We
really
we
had
a
very
cool
fall
in
winter
here
compared
back
to
the
base
year,
so
that
kind
of
limits
some
of
the
opportunity
that
we
had.
But
you
take
that
snapshot
there
of
April
when
we
started
through
October
of
22.
We
think
that
that's
what's
ahead
of
us
and
we
can
already
see
a
really
good,
March
developing
right
now
so.
Z
And
then
so
we
take
your
your
your
consumption,
which
that's
really.
The
only
thing
that
we
focus
on
is
electricity,
consumption
reduction
and
natural
gas
consumption
reduction
in
water
and
sewer
reduction.
But
here
we
also
monitor
your
utility
rates
and
have
to
give
you
the
information.
So
that's
your
utility
rates
currently
for
our
last
12
months
as
compared
back
to
the
base
year.
The
base
shears
and
the
darker
lines
and
I
mean
the
base
shears
the
green
lines.
Z
Z
So
it
reflects
the
overall
Blended
unit
cost
of
electricity
that
the
city,
electric
meters,
are
incurring
we're
seeing
an
overall
increase
of
23
percent
for
electricity
here
and
it's
significant,
and
so
you
know
our
our
the
consumption
reduction
is,
is
the
key
thing
that
we're
we're
enacting
here
and
trying
to
Monitor
and
and
impress
and
get
improve
there.
The
last
12
months
that
that
we
have
seen
your
rates
have
increased
for
electricity
by
20.
So.
H
J
Z
And
here's
your
electrical
spin
throughout
the
city
that
we
monitor
there
are
some
electricity
meters
that
we
don't.
We
can't
impact.
You
know
some
of
your
large
water
meters,
city
of
the
sewage
and
things
like
that.
We
can't
enact
it
up
there
and
change
Implement
there,
but,
as
you
can
see,
the
black
line
is
the
current
spin
that
the
city
is
incurring
in
meters
that
we
monitor
the
green
line
is
the
base
year
and
it's
you
know
it's
it's
it's
more
of
mitigation
today.
Z
Lowering
the
consumption
mitigates
the
overall
cost
and
you
can
see
right
there
that,
just
because
the
the
rate
increase
it
coincides
very
nicely
with
those
bars,
those
bar
graphs
that
you
saw
go
up
so
much
in
that
20.
Something
percent
range,
that's
kind
of
where
we
are
right
now
with
with
spend
here's
the
natural
gas
slides
again
the
black,
the
black
line.
The
dark
line
is
our
current.
Z
The
spin
your
natural
gas
spin
here
is,
is
flat,
pretty
well
you're,
not
seeing
a
lot
of
increases
in
your
natural
gas
spin
over
the
United
States
we're
seeing
40
up
to
60
percent
natural
natural
gas
unit
cost
increases.
So
so
here,
you're
doing
you
know
you
somewhat
you're
better
than
than
most
of
the
country
here.
Z
Z
That's
a
10.4
percent
savings
over
what
had
been
spent
had
the
Energy
savings
initiatives
not
been
enacted
in
the
city,
in
fact
a
little
tidbit
here,
the
if
you
could
bottle
up
the
energy
saved
in
this
first
year,
the
electricity
and
natural
gas
that
you
have
saved.
You
could
use
it
to
power
the
main
library
building
that
we're
in
right
now
for
two
years
and
have
no
cost
at
all.
For
that.
So
again,
nice
little
a
nice
little
tidbit.
Z
I
do
have
a
couple
of
slides
that
I
would
like
to
just
show
you
for
your
information.
This
first
slide
is
at
North
Greenwood
Library
it.
This
is.
This
is
a
look
of
our
what
we
break
everything
down
to
the
meter
level
and
look
at
it,
and
so
this
is
the
past
week
at
Green
at
North
Greenwood
Library.
Our
interval
data
look
which
takes
15
minute
segments
and
we
see
where
our
energy
consumption
is
every
15
minutes.
Z
And
so,
if
we
look
at
this
particular
meter,
you
can
see
there
on
a
seven
day
period.
Pre-Conservation.
You
can
see
that
kind
of
dark
line
there,
where
the
energy
was
being
used
and
consumed,
and
it
was
it
was
quite
a
bit
higher.
The
light
blue
line
shows
that
our
at
night
in
the
evenings,
that
those
lines
are
coming
down
and
coming
to
a
more
of
a
better
resting
rate
and
so
again
saving
energy
during
the
the
times
when
the
buildings
or
not
not
occupied.
J
Z
That's
our
that's.
Our
key
goal
is:
is
making
sure
that
we're
not
wasted
energy
in
times
when
there's
nobody
in
the
buildings?
So
that's
a
that's.
A
nice
look
right
there
and
the
next
look
is
more
of
a
monthly
look,
and
this
is
at
the
Long
Center
electricity.
Again,
it's
interval
data.
It
shows
every
15
minutes
and
it
can.
It
shows
you
a
week
of
one
two
three
four
of
the
previous
month
and
again,
you
can
see
that
pre-conservation
timeline
where
energy
was.
Z
It
was
a
lot
higher
and
now
it's
coming
down
and
resting,
and
it
when
it
at
the
date
the
optimization
it
doesn't
go
up
as
high.
You
know,
you
know
we
we
again,
we
have
squeezed
it
and
squeezed
the
top
as
well.
So
again,
those
are
the
those
are
the
things
that
we
looked
at.
You
know
and
kind
of
getting
into
weeds
a
little
bit
here.
Z
So
hope-
that's
okay
with
you,
but
that's
that
that's
where
we
are
and
that's
what
we
do
and
I'm
again
very
excited
where
we
are
right
now
we
are
seeing
we're
seeing
April
numbers,
basically
double
what
we
were
in
April
last
year.
So
we're
excited
about
that.
We
have
we've
learned
what
we
need
to
learn.
We
have
met
a
lot
of
people.
Of
course
we
have
implemented
where
we
felt
we
had
lower
hanging
fruit.
Z
B
Z
Yes
and
again
implementing
in
the
fire
station-
okay,
it
is,
is
a
big
one,
but
again
we
have
to
you
know
that
they
live
there
right.
So
we
have
to
you
have
to
have
some.
You
have
to
ease
into
that
and
partnering
with
that,
but
we
met
with.
We
met
with
the
fire
chief
last
month,
and
and
just
we
were
talking
about
what
was
reasonable.
Z
J
Z
Those
are
mainly
administrative
offices,
as
controls
are
improved
and
implemented
in
the
district.
We
can
start
like
right
now.
We
have
some
whole
buildings
that
our
control
systems
manage
and
monitor,
but
the
controls
that
are
being
upgraded
and
entered
right.
Now
you
can
peace
out
and
parcel
out
spaces
if
that
makes
sense,
so
we're
growing
after
those
areas
also,
which
makes
a
lot
of
makes
a
lot
of
difference
just
just
overall
behavioral
part
of
it,
where
people
we're
we're
working
better.
Z
If
somebody
right
now
schedules
a
space,
a
gym
or
whatever
and
in
the
past,
if
they
schedule
it,
we
schedule
it
on
form
if
it
didn't,
if
they
didn't
hold
that
event
or
whatever
they
might
not.
You
know.
Let
us
know
those
things
are
happening
now:
okay,
again,
the
program,
it's
it's
better
established
right
now,
it's
it's
more,
a
more
of
a
culture
in
the
city
and
again,
it'll
continue
getting
better.
Those
are
those
are
some
of
the
things.
J
B
B
Z
Z
J
J
Z
R
B
Z
Q
Z
J
B
Okay
and
then
I
had
a
question
on
Okay,
so
we've
got
the
meters
and
so
the
city
of
Clearwater
electrical
spend.
While
it
looks
like
you
know
the
current
year
we're
spending
more
it's
because
Duke
is
charging
more.
Our
consumption
is
down
so
we're
just
clear
on
that
and
then
the
city
of
Clearwater
natural
gas
use
where
in
the
city
do
we
use
natural
gas
or
what
are
our
opportunities
to
reduce?
That
is
it
mostly
in
the
in
the
fire,
the
places
where
police
and
fire
are
there.
Z
I
mean,
of
course,
you
have
a
couple
of
buildings
that
are
that
are
powered
by
natural
gas
and
chillers
that
are
fired
by
natural
gas
effects
and
we're
doing
extremely
well
there
in
those.
But
of
course,
all
the
boilers
you
do
reheat
spaces
at
for
humidity
control,
you
cool
them,
it
doesn't
it
you
cool
them
down,
and
then
you
heat
them
up
to
dry
out
air.
Sometimes
so
you
do.
You
do
use
natural
gas
in
those
areas
and
of
course,
just
all
the
heating
of
the
water
and
things
like
that
for.
Y
Mexico
Chief
Innovation
officer
again,
yes,
we
have
been
working
towards
our
our
solar
bills
over
the
last
last
year
for
those
that
were
not
here
in
2022
in
2022
fiscal
year
2022.
we
we
begin.
We
begin
a
a
implementation
planning
study
to
try
to
figure
out
what
information
we
needed,
what
we
had
what
we
did
not
have-
and
we
didn't
have
a
lot
of
the
data
that
that
we
at
that
point.
Y
So
we
collected
it
once
we
determined
what
it
was
with
our
third
party
consultant,
and
then
we
created
a
model
with
the
help
of
that
consultant
to
try
to
try
to
provide
us
an
opportunity
to
to
implement
in
a
smart
way,
so
that
study
ended
in
December
of
2022..
So
just
recently,
and
the
information
then
came
back
to
the
city
and
we've
been
working
since
then
to
to
tweak
it
a
little
bit,
because
there
were
some
some
variables
that
have
changed
from
the
initial
to
now.
Y
A
big
one
was,
the
initial
did
not
include
or
we
didn't
have.
The
city
did
not
have
any
funding
source
for
for
solar
right.
We
were
not
budgeting
necessarily
for
solar
outside
of
General
capital
projects
wasn't
specific.
It
was
very
general,
but
in
last
summer
there
were
two
decisions
that
were
made
that
changed
that
a
little
bit
one
was
the
the
allocation
we
received
from
the
Department
of
energy
that
came
in.
Y
So,
as
I
said,
the
the
two
funding
sources
that
we
received,
doe
and
and
Arco
were
big
big
items.
For
us,
one
of
the
biggest
parts
of
those
was
the
fact
that
we
had
some
timing
requirements
on
them.
The
doe
Grant
starts
a
year
after
we
execute
the
agreement
and
so
I'm
sorry.
It
ends
the
year
after
we
execute
the
agreement,
and
so
that's
going
to
be
coming
pretty
soon.
Y
You
know
we
have
the
agreement
now,
where
we're
going
to
be
putting
it
through
and
and
the
next
level
start,
and
so
that's
a
pretty
quick
timeline.
We
also
have
a
little
longer
timeline
in
argon.
Arpa
has
a
a
a
commitment
date
of
end
of
2024,
so
we
have
a
little
time
there,
but
we
do
need
to
spend
it
by
the
end
of
2026
as
well.
Y
So
our
front
end
Focus
here,
is
really
on
on
trying
to
get
the
doe
money
out
the
door
and
then
then
also
trying
to
focus
a
little
more
long
term
on
the
on
the
harpa
funds.
What
we've
tried
to
provide
you
in
your
in
your
documentation
is
our
plan
for
for
implementing
the
better
part
of
those
dollars
and
the
the
front-end
focus.
It
really
is
on
three
buildings
and
one
is
our
Fleet
building
general
service
building
and
Mr
Bardo
is
housed
in,
and
that
is
scheduled
for
a
re-roof
this
this
end
of
the
summer.
Y
Y
The
second
one
is
our
Countryside
recreation
center
and
that
one
you
may
remember,
we
we
actually
did
some
work
on
last
December
and
at
that
time
we
we
made
sure
that
it
was
solar,
ready
and
so
the
mounting
exists
there.
We
really
just.
We
have
some
other
issues
at
the
building
that
we're
trying
to
work
through
as
soon
as
those
are
completed,
and
we
would
refocus
on
trying
to
put
the
solar
in
that
facility,
and
the
third
is
the
as
always
transfer
station
the
building's,
not
not
that
old.
Y
It's
about
I
believe
it's
2017,
2018
that
it
that
it
came
into
service,
but
it
also
has
a
lot
of
opportunity
for
some
savings
with
some
solar
panels
on
the
roof,
so
that's
a
little
more
complicated
being
a
newer
roof
and
so
we'll
work
through
that
best.
We
can,
at
those
three
should
help
us
meet
the
doe
requirements
and
we-
and
they
should
help
us-
do
that
within
the
timeline
that
that
we're
talking
about.
Y
We
do
have
some
some
backup
projects
that
we
can
use
if
need
be,
but
and
but
those
projects
total
out
to
right
around
1.2
million
dollars,
and
we
also
have
some
longer
term
price
projects
that
are
connected
to
some
of
our
our
capital
projects.
One
is
the
Long
Center
I
know
that
we're
going
to
be
making
some
decisions
about
how
exactly
we
want
to.
We
want
to
implement
the
natatorium
changes
and
that
will
drive
some
of
this,
but
those
projects
are
a
little
further
out.
Y
They're
they're,
looking
at
rhetoric
the
end
of
this
calendar
year
prior
to
to
either
that
one
or
Osceola
garage
implementing.
So
really
it
makes
a
lot
more
sense
for
the
arpa
funds
rather
than
these
funds,
because
I'm
not
I,
can't
guarantee
that
they'll
be
expended
by
the
time
the
doe
year
is
up.
So
those
bring
us
up
to
around
2.5
million
in
funds.
Y
We
also
have
several
options
for
for
other
installations
which
we're
trying
to
work
through
the
best
we
can
to
to
figure
out
what
the
right
timing
is
and
there's
some
different
drivers
for
those
for
for
the
MSB
garage
and
the
Garden
Avenue
garage
and
there's
a
couple
of
couple
issues,
one
MSP
garage.
There
may
be
some
opportunity
to
use
that
that
energy
generator
off-site
we're
not
super
confident
about
that,
but
we're
working
through
it,
and
so
we're
hopeful
we're
happy
actually
meeting
later
this
week
to
sort
of
discuss
that
some
more.
Y
If
there
is
an
opportunity,
we
would
push
that
up
in
the
in
the
timing
and
probably
capture
energy
sooner
rather
than
later,
and
then
provide
that
to
the
to
the
neighboring
facility,
which
is
the
police
department.
It's
not,
and
this
goes
for
Garden
Avenue
garage
as
well.
It
really
depends
on
our
timing
for
Ev
vehicles,
and
some
of
that
is
impacted
by
the
the
mere
fact
that
we
can't
seem
to
to
acquire
any
because
there's
not
a
lot
to
acquire
for
us,
so
we're
working
through
that
issue.
Y
But
but
really
we
don't
want
to
install
those
solar
panels
on
those
two
garages
if
we
don't
have
anything
to
power.
So
that's
that's
a
balancing,
Balancing
Act
for
us,
the
other
installations
that
we're
looking
at
are
really
sort
of
like
the
garage
and
MSB
installations
which
were
sort
of
cardboard,
installs
on
on
the
roof
of
the
two
garages,
so
you'd
basically
be
creating
shade
and
capturing
energy
and
then
powering
either
the
neighboring
building
or
the
cars
and
the
other
three
are
really
sort
of
the
same
concept.
Y
But
on
a
on
a
ground,
ground
level
right.
There
are
three
areas
and
and
they're
very
sort
of
odd
Lots,
I've
included
them
in
your
in
your
packets.
One
is
the
the
Rockaway
lot
where
the
Fire
Station
46
is
also
there's
a
park
on
that
site
and
a
big
parking
line
right
and
that's
right
between
Frenchies
and
in
the
Palm
Pavilion.
Y
S
Y
The
third
version
is
is
over
by
the
north
Greenwood
Library.
That's
another
lot
that
that
includes
many
things:
the
library
Campbell
field
and
a
lot
of
there's
a
parking
lot
there
as
well,
and
so
there's
a
lot
of
different
items
that
you
know
creating
shade
will
help
will
give
us
some
benefit,
whether
it's
for
the
vehicles,
whether
it's
for
spectators
of
sporting
events,
to
get
them
out
of
the
Sun
or
to
get
them
out
of
the
rain.
And
then
we
can.
Y
We
can
move
that
electricity
either
back
to
the
so
the
library
or
utilize
it
for
car
charging
or
potentially
for
for
the
whites
on
those
facilities.
If
we
have
some
some
battery
capacity,
so
those
are
some
of
the
other
items
that
we're
looking
at
longer
term
we're
working
with
planning
on
on
some
of
the
of
those
last
three,
because
not
necessarily
things
that
would
fall
into
our
code
now,
but
in
discussing
it
with
planning.
B
Thank
you,
Micah
I
know
it's
it's
a
long
report,
but
I
really
appreciate
it,
but
waiting
for
it
for
quite
a
while.
So
you
know
you
all
can
decide
where
to
put
them,
but
just
a
clarification.
So
the
one
million
dollars
from
Department
of
energy
we
can
spend
and
get
up
on
the
roof
somewhere
with
solar,
the
2
million
that
we
allocated
from
arpa
really
comes
from
General
funds.
So
we
don't
have
a
2026
encumbrance
right
or
so,
but
I
mean
I
want
them
up
as
soon
as
possible.
Yeah.
Y
B
And
I
hope
so
because
here's
about
I
mean
this
is
this
is
what
I
think
is
most
important
and
and
I'm
going
to
start
by
saying.
I
know
that
we
are
I've
said
this
earlier
in
the
meeting
hours
ago.
We
are
very
understaffed.
We
are,
and
so
I'm
not
putting
any
more
on
anybody's
plate.
We
don't
have
a
sustainability
director
either,
but
what
the
way
I
look
at
this
is.
B
B
So,
according
to
your,
you
know
when
you,
when
I
asked
you
for
some
of
the
estimated
savings,
it's
like
a
million
dollars
a
year
in
the
first
year
and
and
it's
10
million
over
30
years,
I
want
an
extra
million
dollars
every
year.
Right
now,
and
so,
when
I've
got
three
million
sitting
there
I'm
ready
to
write
a
check
and
get
those
solar
panels
up
there.
So
we
can
start
saving
money,
so
I
I
hope.
You
know
I
hope
we
can
make
wise
decisions
and
and
and
make
it
make
it
happen.
O
J
J
Y
B
Y
Y
Some
cases
right,
but
the
reality
is
that
we
anticipate
the
rates
going
up
as
we
as
we
have
each
of
our
installations
moving
forward,
or
all
of
these
will
require
Council
approval
when
we
actually
go
to
install
or
to
get
funding
for
the
project,
so
at
that
time
we'll
be
able
to
give
you
better
numbers.
These
are
obviously
estimates
based
on
a
lot
of
different
variables,
which
could
change,
but
you
know
we'll
bring
those
forward
when
we
bring
forward
those
projects.
A
Y
So
the
only
one
on
this
list
that
might
have
some
issues
and
we'll
explore
further
is
the
transfer
station
Southwest
transfer
station
because
that's
a
newer
roof,
the
other
ones
that
we
have
here
being
solar
ready
and
you
know
being
installed
at
the
same
time,
from
what
I
can
tell
and
speaking
to
risk
there.
There
may
be
some
impact,
but
it'll
be
a
little
bit
minimal,
the
not
insuring.
That
is
a
larger
issue
that
would
really
relate
to
proofs
that
would
be
receiving
solar,
but
are
not
new.
A
A
Y
M
Okay,
all
right
fair
enough,
so
this
is
second
hand
from
talking
with
Todd,
but
he
spoke
with
Arthur
Gallagher,
who
is
our
insurance
broker
and
they
have
been
for
a
long
time.
Arthur
Gallagher
has
advised
that
they
will
ensure
and
continue
to
get
insurance
for
our
facilities
that
have
solar.
However,
the
insurance
companies
will
exclude
certain
perils,
and
so
they
will
cover
it
against
repair
issues,
but
probably
not
against
storm
damage,
so
it
will
not
prevent
us
from
putting
solar
on
it
will
not
prevent
us
from
ensuring
our
building.
M
It
will
not
prevent
us
from
having
the
solar
panels
insured,
but
there
will
likely
be
an
exclusion
for
storm
damage
and
Arthur
Gallagher
has
advised
that
they
are
seeing
that
just
kind
of
not
specific
to
Clearwater
but
kind
of
throughout
the
insurance
industry,
particularly
in
the
wake
of
Hurricane
Ian.
So
that
is
kind
of
where
the
Market
is
at
right.
Now.
B
M
I
Okay,
discussion,
a
few
months
back
where
I
brought
before
Council
the
increase
of
salaries
for
city
council
was
one
one
of
my
campaign
pledges.
I
I
went
through
a
lot
of
reasons
why
I
thought
it
was
a
good
idea,
one
of
which
is
that
it
really
minimizes
severely
the
number
of
our
own
citizens
that
are
eligible
to
run
and
be
in
Council
because
of
the
well.
What
I
like
to
call
unlivable
wages
and
for
a
duration
of
four
years
now
and
I
went
into
detail.
I
Why
and
all
that
I
thought
there
was
some
support.
However,
we
did
decide
to
send
it
to
the
Charter
review
board
to
look
at
and
discuss
and
come
up
with
a
recommendation
in
which
they
did
on
May
in
May
of
this
year.
They
voted
for
a
range
of
41
to
49
049.
Being
the
mayor,
I
realized
that
this
is
much
lower
than
we
were
talking
about
we're
talking
about
in
the
range
of
50
to
70,
so
that
it's
comparative
to
Tampa
and
Saint
P.
However,
I
think
this
is
a
good
start.
A
A
A
A
M
Who
was
procedurally
number
one?
Any
change
in
Council
salaries
must
be
done
by
ordinance,
and
so,
if
there
is
a
consensus
among
Council
for
us
to
draft
an
ordinance,
then
we'll
do
that,
but
just
procedurally
that
would
be
the
start
of
the
process
and
then
number
two
under
our
city,
Charter
any
raise
will
not
go
into
effect
until
the
next
election
season,
which
means
that
if
we
were
to
do
that
now
it
would
be
effective
starting
in
the
2024
term,
so
just
wanted
to
everyone.
A
H
Well,
several
months
ago,
I
talked
about
being
uncomfortable,
giving
myself
a
raise
as
I've
always
hated
it.
When
I
I
see
politicians
usually
on
the
federal
level
give
themselves
a
huge
boost
in
the
middle
of
the
night,
so
I
feel
like
I'd,
be
hypocritical,
supporting
it.
I
do
say,
though,
that
having
Charter
review
sent
a
fairly
modest
salary
as
opposed
to
the
70
000
that
was
talked
about
before.
E
Well,
like
you
said,
the
charter
review
has
been
talking
about
this.
Far
back
as
I
can
remember,
even
before
that
the
problem
is,
we
never
can
get
a
young
somebody
young
that
on
castle
and
I'd
love
to
have
younger
people
on
Council,
but
you
know
when
you're
raising
a
family
can't
do
it.
You've
got
kids
and
it
just
that's.
Why
everybody's
up
here
either
you
know
just
saying
it's:
either
a
housewife,
retired
guy
or
CEO
that
asked
somebody
to
run
their
company
I'm,
not
against
it.
I
Thing
is
it's
not
just?
Oh,
it's
twenty
seven
thousand
dollars
a
year:
it's
the
four-year
commitment.
Four
years
of
committing
to
unlivable
wages
and
I
mean
I.
Could
just
look
at
my
last
week's
schedule.
I
wasn't
home
one
day
this
week
between
the
HOA
meetings
and
all
the
award
ceremonies
and
and
the
meetings
with
constituents
and
all
the
and
so
to
have
a
younger
person
raising
a
family
asking
them
to
forego
four
years
of
a
livable
wage.
I
You
are
limiting
the
amount
of
people
of
our
own
citizens
that
can
be
up
here
and
we
are
missing
out
on
a
lot
of
talented
and
passionate
people.
That
would
be
great
up
here.
So
I
said
it
once
before
and
I
said
again:
I
am
risking
reelection
because
I
promised
this
and
I
truly
believe
in
that,
and
if
that
means
I'm
not
gonna,
be
a
re-elected.
That's
okay.
I
I've
already
sacrificed
a
lot
to
be
up
here
and
I'm,
not
going
to
waste
my
years
being
safe
and
if
it
means
I'm
going
to
be
uncomfortable,
that's
okay,
I
signed
up
for
it,
so
I
would
appreciate
and
I
think
this
is
the
best
time
to
do
it.
You're
not
up
for
re-election
you're
here
for
nine
months,
I'm
willing
to
take
the
risk.
Let's
move
forward
and
that's
all
so
I'm
willing
to
listen
ERS
there
today,
whatever.
M
If
I
hear
consensus
from
the
council,
then
we'll
probably
just
go
ahead
and
put
it
together
and
put
that
as
an
ordinance.
Now
it's
going
to
be
a
process
because
it
is
an
ordinance.
So
remember,
it'll
come
back
not
only
on
the
future
work
session,
but
also
on
a
council
vote
and
then
a
second
vote.
So
the
public
certainly
will
have
multiple
opportunities
to
weigh
weigh
in
on
it.
B
I'm
not
ready
to
vote
tonight
but
I.
Don't
today,
I
I,
don't
anticipate
me
voting
for
it
and
the
I
hesitate
because
I
don't
think
the
differential.
The
Delta
is
that
much
of
a
change
to
make
a
difference
to
get
the
diversity
that
we
want.
I
want
diversity
as
well
and
I.
Just
don't
you
know:
40
45
000
isn't
a
livable.
A
A
I
So,
with
the
opening
of
Imagine
Clearwater
coming
up
real
quick
I've
had
several
citizens
approach
me
about
citizen
involvement
regarding
Coachman
Park.
It's
always
been
part
of
the
discussion
during
the
whole
process
of
Imagine,
clear
water,
but
now
that
it's
opening
up
the
conversation
started
again
and
how?
How
can
we
Implement
that?
I
How
can
we
have
citizen
engagement
have
some
say
in
what's
going
on
with
Coachman,
Park
and
I
was
reviewing
different
mechanisms
and
different
ways
to
do
it
and
I
actually
asked
for
Mr
margolis's
Council
to
kind
of
talk
me
through
some
of
the
systems
available
or
mechanisms,
and
a
lot
of
it
is
laborious
and
very
complicated.
But
one
of
the
things
that
I
kind
of
thought
of
and
I
actually
brought
it
back
to.
I
Those
citizens
who
were
talking
to
me
about-
and
they
actually
agreed,
is
to
perhaps
city
council,
appoint
more
members
to
the
parks
and
recs
Advisory
Board,
and
then
they
form
a
subcommittee
specifically
for
Coachman
Park,
so
that
there
is
representation
from
the
citizens.
So
they
have
to
say
on
what's
going
on,
but
the
process
is
already
in
place
and
it
will
be
quick
and
effortless
as
opposed
to
forming
a
new
organization
or
new
entity.
B
B
What
do
you
see
them
doing,
because
I
think
scheduling
has
to
be
done
through
Parks
and
Rec
Department?
So
if
somebody
wants
to
have
yoga
on
the
green
or
you
know
a
farmer's
market
on
the
green,
because
nothing's
going
to
be
scheduled
or
people
aren't
going
to
shape
anything
that
goes
on
under
the
amphitheater
right,
this
is
just
for
the
park
side.
The
green
side.
I
What
I'm
hearing
from
them
is
they
want
input?
So
if
there's
something
going
on,
they
would
like
to
have
their
opinion
be
expressed.
They
would
like
to
express
what
they
would
like
to
see
how
they
would
like
to
see
it
and
evaluate.
What's
going
on
just
like
a
typical,
you
know
Advisory
board,
but
this
is
something
that
we've
been
talking
about
for
a
long
time
and
we
didn't
actually
promise
it,
but
it
was
part
of
the
discussion
and
I
don't
want
to
just
back
out
at
the
last
second
I.
E
I,
don't
see
the
neighborhoods
so
much,
but
I
do
see.
It
has
to
be
a
group
that
can
Envision
activity
in
the
park
and
then
carry
through
with
it.
You
know
they're
going
to
be
the
keepers
of
the
schedule
and
the
idea
is
to
get
that
schedule
filled
up
and
not
have
any
overlap
or
anything.
So
it's
kind
of
a
big
job
I
mean.
I
I
E
That
would
be
I
would
feel
more
comfortable
with
that
with
recommendations
and
then
have
somebody
else
professionally.
Keep
the
calendar,
because
you
know
there's
a
lot
of
things
that
could
go
on
in
that
Park
and
we
need
to
make
sure
that
we
don't
have
any
overlap
and
things
like
that.
So
I'm,
fine
with
that.
H
B
AA
Yeah,
that's
quite
all
right,
I'm
freezing,
so
if
I'm
chattering,
Denise,
Anderson,
Economic,
Development
and
housing.
So
this
agenda
item
came
to
us
as
a
a
broad
grants
update
for
the
distribution
of
arpa
funds.
So
we
will
talk
specifically
about
North
Greenwood,
but
I
thought
it
would
give
a
little
background
in
history.
First
of
all,
on
the
five
programs
that
we're
talking
about.
So
as
a
reminder
in
November
we
talked
about
the
distribution
process
for
the
affordable
housing
grants
and
Loans.
AA
That's
a
3.3
million
dollar
allocation
cultural
Affairs
nonprofit
grants
that
was
one
million
education
grants
of
750
000.
the
we.
Actually.
There
was
a
startup
funding
for
North
Greenwood
Syria
5
million,
but
we
got
direction
to
pull
1.4
of
that
forward
for
the
north
Greenwood
Community
grants
and
one
million
dollars
for
Pinellas
Community
Foundation
together
that
that
is
7.45
million
dollars.
So
to
date
we
have
encumbered
5.845
million.
AA
We
have
then
they're
available
1.6.
We
had
dispersed
885
000
with
that
means.
The
pending
disbursements
are
4.96
million
dollars
so
that
the
numbers
that
I
had
this
is
as
of
Friday
that's
84
projects
and
in
the
affordable
housing
grants
and
lows.
We
have
48
of
those
projects,
one
of
which
is
a
rehab
loan,
35
emergency
grants
of
up
to
five
thousand
dollars
six
purchase
assistance,
loans
and
or
grants.
There's
a
combination
there
available
and
residential
development
of
six
loans.
AA
So
some
of
the
challenges
that
we've
had
within
the
affordable
housing
division
and
our
challenges
are
minor
because
we
already
had
applications
built.
We
already
had
processes
and
staff
on
on
site
if
you
will
to
be
able
to
implement
these
or
sort
of
add-on
programs
for
us,
but
there
are
still
some
challenges
and,
as
per
the
norm,
its
collection
of
required
documentation.
One
of
the
little
nuances
and
you've
experienced
this
recently
with
1454
South
MLK
is
really
understanding
how
to
deliver
solar
feasibility
and
education
programs
for
eligible
recipients.
AA
So
take
the
challenges
that
we
had
in
bringing
to
dollars
for
the
1454
South
MLK
Town
Homes
now
apply
that
to
residential
single
family
and
understanding
how
to
bring
forward
solar
for
those
who
may
not
be
familiar
with
solar,
understand,
pros
and
cons
or
challenges
of
having
somewhere
on
your
home.
Some
of
those
questions
about
insurance
and
other
things
so
really
nailing
down
that
component.
AA
For
us,
the
prioritization
or
the
disbursement
of
funds
is
the
applications
are
reviewed
as
they
received
generally
at
first
first
come
first
and
first
out
basis,
but
each
program
operates
different
lengths
of
time
within
that
affordable
housing,
allocation
for
cultural
Affairs
and
non-profit
grants.
The
challenge
is
again
you'll
hear
this
is
the
collection
of
required
documents
and
the
determination
of
payment
schedules
for
prioritization
of
funds
are
focused
on
agreements.
They
did
transmit
those
agreements
to
grantees
on
June
9th
for
their
review.
AA
AA
Grants
some
of
the
challenges
really
minor
have
been
related
to
Legal
review
of
a
statute
as
it
relates
to
btrs.
The
city
clerk's
office
has
executed
four
of
the
five
agreements.
The
fifth
is
in
negotiation
with
St
Pete
college,
but
I
think
they're
at
or
near
the
Finish
Line
on
that
and
prioritization.
AA
You
heard
Jay
Matthews
talked
about
that
earlier
in
today's
CRA
meetings
that
they
are
severely
understaffed
and
have
been
in
the
Recruitment
and
pre-interview
stages
are
in
that
phase
right
now
to
to
resolve
that
communication
and
realistic
time
frame
with
the
the
grantees
they've,
communicated
with
nine
organizations
directly
providing
each
with
a
60
to
90,
day
window
and
some
of
the
other
challenge.
Another
challenge
is
really
the
scope
or
range
for
these
projects.
There's
a
wide
variety
very.
Having
reviewed
these
applications.
AA
I
could
tell
you
there's
a
very
wide
variety
of
projects
and
the
anticipated
outcomes
are
virtually
different
for
every
single
allocation.
There
were
25
projects,
so
you
have
a
challenge
with.
Will
you
multiply
that
by
25.
for
prioritization
for
the
disbursement
of
funds?
The
goal
is
to
complete
all
the
grant
agreements
by
June,
30th
and
Jay
has
communicated
with
them
that,
or
rather
she
has
established
a
goal
of
the
first
round
of
agreements
to
go
out
by
616.
AA
That's
this
Friday,
the
second
round
by
June
23rd
and
the
third
round
by
June
30th
prioritization,
is
for
those
projects
that
are
ready
to
go.
There
were
some
projects
that
had
very
clear
objectives
and,
and
they
had
structures
in
place
in
order
to
be
able
to
receive,
and
then
expend
funds,
and
so
I
would
imagine
that
that's
really
the
first
priority
at
this
stage:
Pinellas
Community
Foundation.
This
is
a
subprint
program
wherein
we
provided
a
contract.
You
all
voted
on
that
in
early
January
and
they
are
underway.
AA
They
have
a
contract
with
homeless
leadership
Alliance
to
deliver
programming.
That
was
for
the
Capri
Mobile
Home
Park
relocation.
They
are
still
working
with
clients
and
expending
those
funds
related
to
that
effort,
and
they
have
just
closed
out
a
call
for
letters
of
interest
and
in
fact
one
of
my
staff
members
is
on
that
committee
meeting
on
June
21st.
AA
That's
for
the
phase
two
and
so
they're,
awarding
up
to
650
000
for
that
phase,
two
so
they're
in
good
shape
and
and
have
expressed
no
major
concerns
they're
following
the
plan
that
they
expressed
to
you
in
January,
so
I'm
available
to
answer
questions
as
our
staff
members
of
the
other
departments.
So
Rosemary
is
here:
Micah
and
Amber
on
cultural
Affairs
in
jail,
North
agreement.
B
AA
No,
they
are
still
working
with
clients
at
Capri
that
were
at
Capri,
Mobile,
Home
Park
on
housing,
navigation
and
some
of
those
short-term
Solutions.
So
some
of
them
are
in
short-term
housing
and
they're
working
on
permanent
transitional,
okay
and
what's
phase
two
phase
two.
So
if
you,
if
you're
forgetting
Capri
Mobile
Home
Park
I,
would
view
that
as
phase
one,
that
is
a
separate
contract.
They're,
now
working
on
phase,
two
of
that
one
Million
Dollar
application
or
one
million
dollar
allocation
and
that's
providing
up
to
six
hundred
and
fifty
thousand
dollars.
AA
So
Pinellas
County
foundation
will
allocate
to
one
or
more
excuse
me,
two
or
more
sub-grantees
for
delivery
of
services
and
since
you're
familiar
with
Capri
Mobile,
Home
Park,
this
housing,
navigation,
emergency
or
urgent
Social
Service
needs
so
similar
to
really
what
they've
done
with
homeless
leadership
Alliance,
but
to
the
broader
Clear,
Water
Community.
Yes,
okay,.
B
But
if
we
have
650
000
of
arpa
funds
that
have
been
allocated
or
have
been
we're
working
with
the
Pinellas
Community
Foundation,
that
could
be
a
one
of
those
positions
for
a
number
of
years.
I
mean
right
that
would
it's
not
just
a
one
year
and
done
it's
650
000.
So
we
could
have
a
housing
Navigator,
landlord
liaison
for
tour,
a
three-year
contract
for
Clearwater
residents,
conceivably
and.
AA
Conceivably,
we
could,
because
our
obligation
is
to
expend
the
funds
we're
expending
them
through
Pinellas,
Community
Foundation,
but
truly
I
mean
we
did
not
put
Shackles
on
that
contract
in
terms
of
we
anticipated
that
they
would
review
those
letters
of
Interest
keeping
in
mind
that
for
many,
the
nonprofits
have
capacity
issues
and
being
able
to
deliver
these
things.
So
I
really
just
don't
know
what
to
expect
I've,
not
seen
any
of
the
submittals
I.
Don't
have
insight
into
anything.
That's
going
on
at
this
point
other
than
those
Lois
have
been
received.
Okay,
thank.
H
M
F
F
M
I
believe
the
longest
river
I
do
believe
this.
Could
that
could
be
done,
because
that's
an
unusual
example
where
most
changes
in
the
charter
require
a
referendum.
That
is
the
only
exception
actually
that
I
know
of
in
Florida
law.
That
is
actually
a
modification
to
our
Charter.
That
does
not
require
referendum,
which
is
kind
of
an
unusual
exception.
So
if
that
is
something
the
council
wants
to
discuss,
I
could
certainly,
in
my
opinion,
be
be
put
on
the
next
agenda.
But
we
are.
I
H
F
Does
coincide
with
the
presidential
preference
primary
and
just
to
add
that
the
committee,
the
tour
Review
Committee
just-
did
discuss
at
the
last
meeting
and
have
actually
because
I
did
not
have
enough
quorum
to
have
a
super
majority
vote.
It
is
being
discussed
again
Wednesday,
so
they
have
discussed
it
and
it
was
split
out
in
the
middle
okay.
All.
B
Would
you
like
to
have
a
discussion
about
changing
our
configuration
of
a
year-round,
nahab,
neighborhood,
affordable
housing,
Advisory
Board
to
a
year-round
ahac
which
I
sit
on
the
a
hack?
It's
a
state
requirement
to
get
that
funding
that
a
elected
official
has
to
be
on
at
a
certain
number
of
months,
and
also
that
I'm
required
to
meet
I.
Think
it's
two
or
three
times
a
year
with
other
elected
officials
who
sit
on
an
ahac
or
we
don't
get
our
funding
so
I'm
reminded
of
that
generally
by
Chuck
Lane.