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C
Good
morning
Council
mayor
vice
mayor
city
manager,
Porter,
we
were
fortunate
to
bring
you
to
conclusions
of
our
Ada
assessment.
The
city
had
agreed
upon
doing
this
assessment
about
two
and
a
half
years
ago,
and
so
we
have
Consultants
from
boonchi.
It's
finish,
I'm,
sorry
from
Venice
to
kind
of
go
over
to
findings.
This
is
Mr
Mrs,
Amanda,
Hegg
and
Mr
Brian
Weinstein.
D
D
It
is
a
civil
rights
law,
much
like
those
from
the
60s.
However,
the
ones
in
the
60s
didn't
allow
discrimination
based
on
disability,
and
so
that's
when
the
Ada
came
into
play
in
1990,
it
mandates
equal
access
to
facilities
with
peoples
with
disabilities,
and
it
requires
all
facilities
built
or
modified
after
1992
to
be
accessible.
D
A
person
qualified
under
the
Ada
cannot
access
a
park
or
amenity.
It
is
a
88th
complaint
and
it
is
a
violation
of
their
civil
rights.
Like
I
said,
the
Ada
prohibits
discrimination
against
qualified
individuals
with
disabilities,
and
that
includes
programs,
activities
and
all
public
facilities
and
entities
and
what
are
the
requirements
of
public
agencies?
The
first
step
was
sorry,
so
reasonable
modifications
under
the
Ada
may
include
restructuring
or
altering
facilities
and
programs.
D
It
may
also
must
provide
reasonable,
auxiliary
AIDS
and
services
and
auxiliary
AIDS
include
interpreters,
no
takers
sign
language
interpreters,
different
accessible
formats
like
Braille,
that
sort
of
thing,
and
then
it
also
requires
a
removal
of
architectural
and
communication
barriers,
which
is
what
our
project
looked
at
and
then
it
also
includes
designing
all
new
construction
to
be
readily
accessible,
and
that
means
a
portion
of
the
entire
facility
has
to
be
entered,
approached
and
be
able
to
be
used
by
people
with
disabilities.
D
And
the
objectives
of
these
studies
was
to
inventory
conditions
at
all
facilities.
We
also
identified
and
prioritize
improvements
to
address
accessibility
at
all
the
facilities
we
developed
a
phasing
plan
based
on
the
data
that
we
collected
and
how
to
implement
those
improvements
over
time,
and
we
also
obtained
input
from
the
public
on
next
steps
for
the
transition
plan.
D
So
in
terms
of
trainings,
we
conducted
four
trainees
in
October
2021.
We
did
four
different
sessions,
so
each
session
was
geared
towards
a
specific
segment
of
your
employee
population.
We
did
First
Responders
public
facilities
and
services,
trade
workers
and
right-of-way,
and
so
each
training
consisted
of
communication
and
interaction.
How
to
be
respectful
of
the
person
with
a
disability.
D
We
also
talked
about
service
animal
Basics,
so
when
someone
would
bring
a
service
animal
into
a
rec
center,
for
example,
one
of
the
questions
that
they
can
ask
that
person
and
then
we
also
talked
about
the
Ada
standards,
some
of
the
main
things
that
we
saw
in
the
facilities
we
brought
pictures
and
show
them
what
to
look
for
when
they're
working
in
the
facilities
and
then,
in
addition
to
that
right
away.
I
had
a
lot
more
on
the
curb
ramps
and
the
sidewalk
infrastructure
and
how
that
can
be
made
accessible.
D
So,
over
the
course
of
our
project,
we
assessed
95
facilities
and
that
was
from
August
2020
and
January
2023.
That
also
include
our
data
analysis
portion,
in
addition
to
the
facilities
we
collected
out
on
7845
currents
and
that
started
on
October
21
and
went
to
January
2022
and
then
around
the
same
time
period.
We
also
looked
at
365
miles
of
sidewalk
and
you
can
see
a
map
of
the
city
of
Clearwater
sidewalk
infrastructure
when
we
looked
at
all
365
miles.
D
D
We
also
look
at
the
parking
at
the
building
and
the
curve
ramps
and,
of
course,
the
sidewalks
and
those
are
some
images
from
some
of
the
assessments
that
we
completed
on
the
slide
examples
of
some
issues
that
we
saw
pay
stations
not
being
accessible
because
the
curb
no
tactile
signage
on
doors
pipes
not
being
insulated
and
then
also
paper,
towel
dispensers,
toilet
paper
dispensers.
We
look
at
all
that,
but
there's
also
an
image
of
a
paper
towel
dispenser
located
above
the
mirror
on
the
slide.
E
So
my
name
is
Brian
Weinstein,
as
you
mentioned.
So
after
looking
at
all
the
different
items
throughout
the
entire
city,
we
tried
to
go
and
prioritize
how
we
recommend
things
can
be
done
because
it's
not
feasible
really,
if
you'll
get
everything
done
all
at
one
point
in
time,
so
we
looked
at
a
whole
bunch
of
different
conditions
such
as
the
age
of
the
building.
Where
this
item
is
located.
E
The
severity
of
the
issue
is
something
that's
more
of
an
inconvenience:
that's
still
not
accessible
or
something
that
someone's
really
you
know
gonna
get
hurt
or
really
limits
the
use
of
a
facility.
We
also
create
something
called
quick
fixes,
so
things
that
can
get
done
for
with
500
or
less.
That
really
won't.
E
Take
that
much
time,
maybe
just
putting
up
a
sign
or
moving
a
sign,
that's
in
the
wrong
location
by
doorway
and
and
try
to
go-
and
you
know,
create
these
high
medium
low
and
quick
fix
categories
to
go
and
help.
You
know
City
staff
go
and
figure
out
what
the
best
way
to
go
and
mitigate
everything.
Is
we
also
developed
estimates
of
profitable
cost?
We
used
RS
Mains
tables.
We
can
talk
to
City
staff
and
try
to
find
out
how
much
it
costs
you
know
in
Clearwater
go
and
get
some
items
fixed.
E
We
also
use
some
of
our
data
from
other
local
agencies.
We've
done
this
project
for
and
then
just
our
general
engineering
judgment,
because
some
things
we
just
necessarily
haven't
seen
that
much
of
in
the
past
and
it's
important
to
remember
that
the
cost
that
we
have
on
the
next
page,
the
very
broad
estimates
and
a
lot
of
those
costs-
are
going
to
change.
E
Depending
on
how
you
go
and
choose
to
fix
things,
how
many
you
can
touch
group
together
and
what
year
things
are
going
to
be
fixed
at,
but
from
the
entire
City
inventory,
including
the
sidewalks,
the
buildings,
the
curb
ramps.
We
came
to
about
52
million
dollars
to
go
and
fix
everything.
But
again
it's
important
to
remember
that
these
items
can
be
completed
over
time
as
long
as,
according
to
doj
you
slowly
chip
away
at
the
items,
you're
not
required
to
fix
everything
today
or
this
year.
E
As
long
as
you
put
forth,
resources
that
you
feel
are
appropriate
for
your
city
and
you
keep
track
of
what
these
fixes
are,
that
it
could
be
done
in
one
year.
It
could
be
done
in
50
years.
It's
it's
really
up
to
you,
you
and
your
changing
priorities,
and
then
just
because
the
priorities
that
we
listed
on
the
previous
page
and
the
priorities
that
we
have
in
the
report.
E
It's
also
important
to
remember,
too,
that
your
priorities
as
a
city
may
change
over
time.
A
building
that
we
looked
at
that
might
have
issues.
If
you're
going
to
be
knocking
it
down
renovating
it,
then
there's
really
no
reason
to
go
and
fix
it
today.
If,
tomorrow
it
may
not
be
there,
it
might
be
completely
gutted.
So
you
know
again
as
you
as
City
go
and
look
at
the
report
and
try
to
figure
out
what
Improvement
seems
to
be
done
when
and
where
it
doesn't
necessarily
have
to
go
and
say
consistent
over
time.
E
As
long
as
you
continue
to
reevaluate
that,
and
so
as
I
mentioned,
the
implementation
plan
is
really
just
a
guide
and
it's
really
up
to
you
to
determine
what
that
timeline
for
improvements
is
going
to
be,
and
the
transition
kind
of
the
living
document
so
making
sure
that
the
improvements
attract
we've
had
some
agencies
that
we've
done
this
work
for
where
they
have
not
appropriately
tracked
the
issues.
And
so
then
they
came
back
to
us
a
few
years
later
and
had
us
have
to
redo
everything
because
they
weren't
sure
what
has
been
done.
E
What
has
not
been
done-
and
it's
really
just
been
a
waste
of
time
of
money
because
of
the
lack
of
tracking,
but
you
have
good
staff
here
and
they've
been
training
as
to
what
needs
to
be
looked
at
and
so
on.
I'm
sure
that
won't
be
a
problem
and
then
again
the
improvements
that
we
listed
there's
a
lot
of
times
many
different
ways
to
go
and
fix
an
issue.
So
just
because
we
listed
one
particular
fix
for
one
particular
cost
doesn't
necessarily
mean.
E
That
is
the
only
way
to
go
and
do
something
and
there's
sometimes
underlying
costs
or
issues
associated
with
fixing,
something
because
we're
really
just
looking
at
things
just
from
the
way
we
see
it
right
now,
but
there
could
be
drainage
issues
or
pipes
or
electrical
problems
that
might
cause
something
to
have
to
get
changed
to
a
different
way
of
fixing
it.
E
So
really
the
next
steps
Amanda
mentioned
that
we've
already
done
four
Ada
trainings
and
you
know
that's
fantastic.
That's
a
lot
more
than
a
lot
of
other
agencies
have
had
us
do
in
the
past,
so
I
think
you
know
the
city's
off
to
a
really
great
start
with
that.
E
It's
not
accessible,
it's
important
to
make
sure
that
the
city
remains
accessible
and
continues
to
become
accessible.
So
that
way,
you
know,
everything
that
is
modified
intentionally
or
unintentionally
is
an
accessible
Manner,
and
you
know.
Lastly,
we
recommend
that
you
know
all
future
construction
also
be
inspected
for
ADA
compliance.
E
A
lot
of
a
lot
of
the
part
of
the
reason
why
I
have
a
job
is
because
new
infrastructure
is
not
always
built
in
a
compliant
manner.
Unfortunately,
whether
it's
from
The
Architects,
the
engineers
or
the
contractors,
we
just
we
look
at
new
things
as
well
as
old
stuff
and
there's
always
you
know,
issues
to
one
extent
or
another
and
a
lot
of
these
things
they
may
be
inconveniences
to.
E
You
know
me
as
an
able-bodied
person,
but
they
could
really
be
complete
barriers
to
accessibility
to
somebody
with
a
disability
trying
to
go
and
use
that
facility,
and
then
one
more
thing
that
you
can
do
as
a
city
is
also
try
to.
You
know
create
a
citizen
committee
with
disabilities
to
go,
make
sure
that
the
public
really
have
a
the
more
of
an
ongoing
voice
in
this
process.
E
You
know
again
we're
always
going
to
be
here,
for
you
we're
based
in
Tampa.
You
know
just
right
across
the
bay,
but
then
again
we
also
looked
at
things
only
really
at
one
point
in
time
and
just
making
sure
that
everybody
has
a
voice
and
any
sort
of
accessibility
issues
that
may
creep
up
in
the
coming
years
or
also
you
know
another
time
for
its
attention.
E
A
E
I
think
relatively
you
guys
are
in
a
great
position.
It
is
a
large
number,
you
know,
but
you
are
a
decent
sized
city.
E
You
are
also
more
of
a
newer
City
compared
to
a
lot
of
places
that
we
look
at
and
it's
also
relatively
flat
when
we
do
these
studies
in
older
communities,
especially
historic
ones,
with
lots
of
hills
and
there's
always
a
lot
more
issues.
But
as
I
mentioned,
you
know,
we
see
new
infrastructure
all
the
time,
not
just
in
Clearwater,
but
really
everywhere.
That
has
problems,
and
so
I
think
that
everything
we
found
here
is
really.
Things
have
just
been
representative
of
things.
We've
had
in
other
places
without
a
hole.
E
I
think
you
guys
are
doing
great
and
you
also
as
far
as
I'm
a
lawyer.
You
came
to
us
or
you.
You
submitted
this
proposal
for
an
evening
transition
plan
without
any
sort
of
lawsuits
or
anything
really
encouraging
it,
which
is
also
much
better
than
a.
A
E
You
know
maybe
20
years
might
be
more
representative
of
of
you,
but
it
really
depends
on
what
your
budget
is
and
also
what
your
budget's
going
to
be
in
five
years
and
10
years.
You
know,
because
that
you
could
go
and
which
things
will
work
expanded
out
in
the
city's
best
interest.
E
There
are
some
grants
available.
That's
not
something
I'm
as
big
of
an
expert
on,
but
I
know
that
there
are.
You
know,
grants
for
for
different
types
of
fixes
for
different
types
of
facilities.
C
Right
now,
I
know
the
city
did
have
kind
of
a
project
budget
I,
don't
know
if
it
was.
You
know
the
general
fund
300
000
a
year
to
accumulate
through
the
CIP
plan
right
now
so,
except
to
see
whether
that
number
needs
to
be
increased.
E
Okay,
one
quick
thing
too
a
lot
of,
or
we
were
told
that
at
some
of
these
improvements
have
already
been
fixed,
not
a
substantial
amount.
The
whole
scheme
of
things
but
city
has
been
going
and
making
fixes.
Since
this
project
started,
we've
been
handing
Sherman
reports,
so
a
lot
of
these
fixes
can
also
go
and
be
fixed
or
I'm.
Assuming
will
be
fixed
with
just
general
maintenance
of
of
the
facilities,
not
necessarily
maybe
specific.
E
If
someone
in
a
wheelchair
is
trying
to
go
and
use
a
bathroom
sinks,
then
yeah
the
sharp
Pikes
or
the
hot
water
from
the
pipe
can
go
and
hurt
them.
F
C
Yeah
that
full
report
was
supposed
to
have
been
sent
to
you
guys,
if
not
I'll,
make
sure
that
okay.
F
Maybe
it
was,
it
wasn't
attached
to
the
my
agenda,
but
anyway,
okay.
So
as
we
look
at
the
numbers-
and
so
it's
you
have
things
ranked
as
high
priority
and
they
equal
about
19
million
dollars.
So
I
have
a
couple
of
questions
related
to
the
high
priority
numbers
number
one:
do
you
have
any
sense
of
a
timeline
for
the
19
million
in
high
priorities
about
when
we
should
address
it?
F
E
E
When
you
see
the
report,
we
looked
at
each
building
each
facility
individually,
and
we
had
a
separate
report
for
each
facility
and
in
that
report
each
facility
is
categorized
as
high
medium
low
for
the
issues
with
that
one.
So,
depending
on
how
the
city
decides
to
go
and
fix
things,
if
you
decide
to
go
and
fix
all
the
high
priority
items,
it
could
end
up
costing
perhaps
maybe
a
little
bit
more
I.
E
Suppose
you
decide
to
fix
only
the
library
at
one
point
in
time
as
an
example
and
some
people
some
facility,
some
some
agencies,
they
might
do,
go
and
fix
all
the
parking
lots
in
the
entire
city
at
once,
and
there's
probably
a
cost
savings
with
that,
as
opposed
to
fix
that
on
an
individual
basis.
So
it
really
depends
on
on
how
the
city
wants
to
go
about
and
fix
them
in
terms
of
liability.
E
The
Department
of
Justice
has
said
that
every
agency
in
America,
that
has
over
I
could
lose
50.
Employees
must
have
an
ADA
transition
plan
and
this
was
back
in
the
90s.
A
lot
of
agencies
had
one,
but
they
haven't
been
kept
up
to
date
or
a
lot
of
agencies
have
not
had
anything
at
all
and
sometimes
we're
doing
the
very
first
one
for
that
agency.
E
Now
in
you
know
2020s.
So
if
you
have
a
transition
plan
which
you
guys
do
now,
then
you
will
be
covered
if
there
were
any
sort
of
Department
of
Justice
inquiry
or
excessively
lawsuit,
because
you
know
what
these
issues
are
and
attempting
to
go
and
fix
them.
You
can't
fix
them
all
today.
What
do
you
fix
them
in
five
years
or
50
years?
As
long
as
you
continue
to
put
money
forward,
whether
it's
300,
000
or
some
other
number,
then
you
would
be
protected.
F
I,
just
I
have
a
problem
with
you
know:
three
hundred
thousand
dollars
we
set
aside
a
year
for
a
19
million
dollar
bill
for
high
priority
I
mean
if
we're
going
to
tell
the
federal
government.
Well
we're
putting
money
aside
and
it's
you
know:
50
bucks
a
year,
it's
money
put
aside.
Does
it
make
any
difference.
E
F
F
E
And
see
the
Ada,
it's
a
civil
rights
law
and
depending
on
how
the
city
and
the
county
treat
it
whether
or
not
it's,
including
the
building
code,
Mission
process
I'm
unsure
about,
but
but
it
is
something
that
we
see
in.
Let's
talk
to
the
source,
yeah.
G
Hello,
Kevin
Garriott
with
the
planning
and
development
department
and
the
building
department.
So
the
question
on
CEOs
with
accessibility
comes
up.
Absolutely
not
we
don't
acos
unless
the
building
facility
is
fully
compliant.
Now
what
you've
got
this
report
has
been
on
Ada,
which
is
a
federal
accessibility
law.
G
G
F
Let's
see,
oh,
we
didn't
get
a
clear
answer
about
any
grants
available
for
fixes
or
not
quite
sure
which
grants
might
be
available,
but
do
you
think
I
mean?
Might
there
be
State
as
well
as
federal
grants
available
to
help
us
reach
compliance
in
some
examples?.
E
E
F
E
Well,
we
have
we,
we
created
a
report
for
each
individual
building
and
to
just
really
say
that
you
know,
as
you
complete
each
of
these
all
the
issues
listed
with
each
report.
I
mean
that's
going
to
be
a
cost
to
with
each
building.
Okay,.
F
And
but
it's
it's
our
commitment
that
we
will
fix
these
right.
That's
what
you're
saying
now
that
we
have
this
study.
Okay,
I
just
wanted
to
make
sure
that
okay
I've
already
answered
those
questions.
F
F
D
H
D
E
Those
two
they
could
have
been
compliant
when
the
building
was
built
and
inspected
initially,
but
then
something
falls
off
or
a
new
paper
towel
dispenser
is
put
up,
and
now
it's
put
up
in
a
slightly
correct
position:
something's,
not
compliance.
That's
where
yeah
the
training
making
sure
that
City
staff
are
really
aware
of
what's
going
on
because
it
can
be
compliant.
Today,
it's
not
compliant.
F
Tomorrow,
at
one
reason
or
another,
okay
and
then
I
had
oh
I
had
a
question
about
the
assessments
about
data
was
collected,
for
you
know
almost
8
000
curb
ramps
and
365
miles
of
sidewalk,
and
these
were
just
done
within
a
number
of
months,
October
to
January
February
to
May.
How
did
you
do
that
so
quickly,
all
those
numbers
of
miles?
Is
it
like
a
drone
thing
or.
D
So
for
the
facilities,
that's
that
I
did
all
the
facilities
myself,
the
curb
ramps.
We
did
have
temporary
employees
that
assisted
there
was
a
team
of
six
of
us,
so
I
trained
them
all,
and
then
we
kind
of
broke
the
city
up
into
quadrants.
So
that's
how
we
did
that
for
the
curb
ramps
and
the
sidewalks.
D
F
They're,
so
it's
physically
walking
all
those
miles
and
checking
them
all
out,
yeah
great
exactly
and
then
this
is
only
on.
So,
if
we're
looking
at
this
map,
this
is
only
on
City,
owned
property
right
public
property.
D
I
As
a
retired
contractor,
I
was
pretty
much
up
to
date
with
all
the
ADA
requirements
on
all
my
projects
and
just
like
Kevin
was
saying,
I
mean
you
wouldn't
get
a
CEO.
Unless
everything
was
you
know
they
hadn't
inspected.
All
of
that
pipe
wraps
under
the
sinks
on
Commercial
properties,
the
pitch
of
the
Ada
ramps.
You
know
every
12
feet
of
flat
areas.
I
It
was
interesting.
I
took
a
tour
of
our
new
park
that
we're
opening
in
so
I
had
it.
I
was
actually
looking
at
all
that
ADA
stuff
and
it's
it's
all
there,
but
it
it's
beautifully
designed
into
the
project
where
it
flows.
Really
nice
I
noticed
that
we
did
have
an
elevator
to
get
up.
You
know
in
the
VIP
section
which
we
went
upstairs,
but
it
was
nice
to
see
they
had
an
elevator
to
do
that.
I
Some
things
always
I,
always
question
like
when
we
did
our
lifeguard
building
on
the
beach
that
we
had
to
put
an
elevator
in
there.
You
know
it
was
like.
Well,
you
know
you
don't
have
any
Ada
lifeguards,
but
I
guess
anybody
in
Ada
anybody
that
wants
to
access
the
building.
You
have
to
be
make
it,
so
they
can.
I
E
Historic
buildings
and
there's
lots
of
caveats
so
yeah,
that's
correct.
If
you
have
something
that's
registered
with
the
state
with
historic
preservation
Society,
then
you
wouldn't
have
to
necessarily
go
and
sell
an
elevator
to
something
like
that.
But
in
terms
of
like
you
know
that
wouldn't
be
reasonable.
E
In
some
cases
it's
not
feasible
to
go
and
put
elevators
in,
but
if
you
were
to
have
some
office
a
conference
room,
that's
upstairs
and
building
like
you
said
that
has
stairs
that
cannot
be
accessed
excessively
and
it's
a
conference
room
that
you
know
we
go
to
on
a
regular
basis
as
members
of
the
public
having
alternative
meeting
point
in
an
accessible
location
would
be
a
reasonable
way
to
modify
that
service.
So.
E
E
So
if
you
have
an
employee
so
again,
newer
buildings
are
supposed
to
be
made
100
accessible
for
older
buildings.
Then
there's
again
some
caveats
so
restrooms
need
to
be
accessible.
Employee,
brake
carriers
need
to
be
accessible.
If
you
have
an
employee,
that's
doing
something
trying
to
go,
make
make
what
a
reasonable
accommodation
a
data
says
reasonable
accommodation
but
I
know
that's
not
always
very
definitive.
E
So
in
some
cases
a
reasonable
accommodation
would
be
that
you
know
maybe
their
offices
not
on
the
second
floor
like
everyone
else's.
Maybe
they
are
in
a
another
location
with
other
people
as
well,
not
segregate
from
everybody,
but
their
office
is
in
a
different
location
that
is
an
accessible
location.
E
Sometimes
reasonable.
Accommodation
might
be
that
you
know
the
cubicle
wall
slightly
larger
to
accommodate
a
wheelchair,
but
a
lot
of
times
like
you'll,
have
maybe
a
fireman
who
got
injured
in
the
line
of
duty,
and
so
they
can't
mess
recently
perform
the
duties
as
a
fireman
or
as
a
lifeguard,
but
they
still
could
be
employed
by
the
city.
E
Doing
something
similar,
maybe
not
similar
by
doing
a
job
in
an
accessible
location,
doing
office
work
on
it,
some
other
Duty
in
a
location
that
is
accessible
to
them,
because
they
can't
go
and
get
up
these
stairs
because
they
can't
go
and
fight
fires.
They
can't
become
a
lifeguard
because
they're
they're
not
expected
to
meet
those
requirements
with
their
liquidation.
The
way
it
is
currently
so
there
are
caveats,
but
not
everything
needs
to
be
made,
100,
accessible,
I
guess
it's
the
same
thing.
J
As
you
can
imagine,
I
was
taken
aback
by
that
price
tag
and
frankly,
it
was
overwhelming.
So
the
first
question
that
came
into
my
mind
was
time
frame,
because
that
will
impact
greatly.
That
number,
but
maybe
he
might
be
naive
of
me
but
I
was
I-
was
hoping
to
get
more
of
an
idea
of
anything
that
the
city
is
in
the
process
of,
or
has
done
since
that
January
22
that
can
chip
away
at
that
I
mean
it
might
be
small,
but
without
a
time
frame
and
a
lot
of
these.
J
These
definitions
are
not
measurable.
I
just
find
everything
overwhelming.
E
It
it
is
a
large
number.
We
have
been
giving
City
reports
as
we
create
them,
so
the
past
I
guess
two
and
a
half
three
years.
F
E
Think
that's
something
that
would
be
very
beneficial
to
make
sure
that
citizens
are
heard
and
that
they
have
a
long,
lasting
input
in
this
process.
So
it's
something
I
really
do
recommend.
E
C
C
Employees-
and
so
you
know-
I
have
you
know
spoken
to
their
Ada
coordinator
in
regards
to
you-
know
kind
of
figured
out
the
framework
of
how
they
do
their
their
committee.
So
you
know
we
I've
kind
of
already
kind
of
done
some.
You
know
some
investigating
of
how
we
can
make
ours
work.
So
it's
just
a
matter
of
just
how
it
fits
for
the
city.
A
I
thought
of
one
time
we
did
actually
have
an
advisory
for
Johnny
long
was
very
active
with
that
a
gentleman
he's
no
longer
with
us
but
supporter.
He
had
something
down.
K
Yeah,
so
what
I
would
recommend
in
terms
of
next
steps
is
that
we
will
take
a
look
at
the
report
we'll
get
together
with
the
various
departments
that
are
going
to
be
impacted
to
include
building
and
maintenance
engineering.
You
know
Public
Works
and
come
up
with
a
recommendation
in
terms
of
what
we
think
are
things
and
legal,
and
you
know
just
a
better
idea
in
terms
of
I
understand
the
number
of
daunting,
and
especially
without
the
report,
it's
hard
to
imagine
what
that
could
look
like
and
how
we
could
accomplish
that.
L
Good
afternoon,
mayor
and
council
members,
Crystal
Riles
Human
Resources
assistant
director
Diana
before
you
today
is
about
Citywide
staff
and
services.
The
city
is
currently
facing
an
unprecedented
hiring
and
retention
problem
to
address
these
challenges.
Request
for
proposal,
31-22
was
issued
in
August
for
city-wise
staff
and
services.
The
city
received
34
proposals
and
a
team
of
City
staff
representing
General
Services
Human
Resources
Public,
Utilities,
Public
Works
and
Parks,
and
Recreation
departments
determined
that
tscti
and
cogent
info
Tech
Corporation
were
the
most
qualified
for
the
city's
needs.
L
It's
imperative
to
have
qualified
agencies,
provide
Staffing
Services
on
an
as
needed
basis
to
ensure
all
City
departments
maintain
productivity
and
to
help
with
critical
daily
operations.
The
city
currently
operates
22
departments,
all
of
which
are
experiencing
staff
and
shortages,
some
more
critical
than
others
and
may
need
Services
throughout
the
term
of
these
contracts.
L
These
contracts
may
be
renewed
up
to
four
additional
one-year
terms.
All
renewals
of
these
contracts
will
require
the
approval
of
city
council
and
the
funds
are
available
from
departments,
cost
savings
from
vacant
positions
and
I'm
asking
for
authorization
and
we'll
be
happy
to
answer
any
questions.
A
F
So
in
the
well,
so
we
have
unprecedented
hiring
and
retention
challenges.
F
What
are
we
going
to
be
doing
at
the
same
time
to
retain
people?
We
don't
want
just
a
revolving
door
if
we're
going
out
to
recruit
with
with
this
service.
L
Well,
we
added
a
training
department
division
right
to
HR,
so
we're
going
to
be
starting.
You
know
trainings
for
the
management,
because
some
of
you
know
the
issues
could
be
the
management
and
why
employees
leave.
So
that's
one
of
the
things
that
we're
doing
we're
trying
to
recognize
more
do
more
things
to
recognize
the
employees
with
the
achievement,
awards
committee,
doing
more
events
to
recognize
the
employees
and
do
different
Awards
and.
F
And
will
that
study
include
different
types
of
incentives
like
job
share
or
last.
L
Time
it
will
look
at
the
salaries
and
the
benefits.
F
Okay,
only
salaries
and
benefits.
Okay,
did
you
contact
so
it's
listed
on
there
that
cogent,
I
guess
right
as
cogent
info
Tech
has
been
used
by
Pinellas
County.
Yes,.
F
F
F
A
B
M
Good
afternoon
Gina
Clayton,
Planning
and
Development
A
little
over
a
year
ago,
we
issued
an
RFP
for
business
process,
study
of
our
development
review,
permitting
and
inspections
processes,
and
we
wanted
to
detail
study
that
would
look
at
all
of
our
internal
processes
and
we
also
wanted
to
know
how
we
stack
up
against
best
practices
and
our
Industries,
and
we
also
wanted
to
know
what
our
customer
thinks.
Essentially,
we
wanted
to
get
a
study
that
kind
of
gives
us
The
Good,
the
Bad
and
the
Ugly.
M
Hopefully
there
is
no
ugly,
but
we
wanted
to
hear
you
know
what
an
unbiased
party
had
to
say
after
evaluating
our
processes.
Obviously,
we
want
to
know
what
we're
doing
well
and
we
want
to
know
what
we
need
to
do
to
improve,
to
create
a
fair
and
predictable
development
environment
and
also
have
a
high
level
of
customer
service.
So
we
hire
Matrix
Consulting.
We
had
I
think
a
great
response.
M
We
had
10
proposals
and
Aaron
baggerly
from
Matrix
is
here
this
afternoon
to
present
the
findings
of
the
study,
as
well
as
their
recommendations
before
he
gets
started.
I
do
want
to
recognize
and
thank
everybody
in
planning
and
development.
I.T
engineering,
fire
utilities,
solid
waste
and
Parks
who
participated
in
this
study
and
I
know
that
a
lot
of
people
always
Associates
Planning
and
Development
only
with
the
development
review
process.
M
O
We
did
a
current
state
assessment
of
best
practices
management,
diagnostic
assessment.
We
also
did
a
customer
Outreach
effort
for
prior
customers
with
a
survey
and
stakeholder
focus
group
meetings,
we
held
several
focus
group
meetings
here
and
several
other
libraries
throughout
the
city
and
also
as
part
of
our
engagement.
A
O
That
staff
have
a
folks
heavily
on
that
and
they're
very
strong
when
robust
turnaround
times
for
many
of
the
the
permanent
applications
that
are
there
on
the
building
side
of
things,
I
think
the
maximum
time
period
is
10
10
days
that
exceeds
a
best
practices
in
the
industry
for
all
types
of
applications.
We'll
talk
about
some
challenges
with
that
and
a
little
bit
technology
utilization
is
very
robust
within
the
city.
The
Acela
platform
that
has
been
deployed
is
used
very
heavily.
It's
is.
O
Staff
rely
on
it
heavily
and
that
technology
utilization
is
one
of
the
highest
that
we
have
seen
in
our
history
as
a
company
over
the
last
20
years,
there's
a
fair
amount
of
information
that
is
provided
to
the
public
out
there
on
the
website
and
also
in
planning
and
development's
Suite
and
informational
handouts
that
are
available
as
well,
but
and
also
as
part
of
this
engagement.
Since
we
started
a
study
back
last
April,
many
of
the
several
of
the
recommendations
that
we
had
identified
as
part
of
this
study
have
already
been
implemented.
O
O
M
O
Mentioned
earlier,
there's
a
very
strong
turnaround
time
for
building
applications.
Frankly,
sometimes
this
is
too
ambitious
with
a
high
workload.
It's
leading
to
maybe
a
less
than
desirable,
comprehensive
review
of
applications,
and
so,
while
you
might
hit
the
10-day
turnaround
time,
which
is
great,
it
might
not
be
a
thorough
view
where
there's
some
light
hits
in
the
second
or
third
round
of
review,
which
really
lengthens
the
whole
time
of
the
development
process
for
the
applicant
from
the
time
they
initially
submit.
O
There's
some
good
workarounds
and
saw
some
creative
things
that
staff
are
able
to
do
and
to
really
help
the
customers.
You
can
call
the
development
services
Tech
and
they
can
log
in
as
they
can
see
what
the
applicant
sees
and
say,
hey.
You
need
to
click
on
this
here,
but
it's
not
as
an
intuitive
platform
that
he
could
be
and
there's
also
a
lack
of
training
related
to
both
staff
on
that
software
platform,
but
also
the
public
as
well
too.
O
When
there's
an
update
role
that
you
know,
FAQ
our
training
session
to
help
them
overcome
the
new
things.
As
we
all
know,
when
iPhone
pushes
a
new
update,
we
all
become
frustrated
with
that
and
so
there's
some
opportunities
to
provide
better
training
with
the
software
platform,
both
internally
and
externally,
to
jump
into
the
recommendations
we
broke
these
down
into
several
different
areas.
O
The
first
one
that
we
hit
in
the
report
was
management
and
an
Administration,
and
one
of
the
key
things
that
that
we
determined
and
made
a
recommendation
on
was
the
need
to
establish
an
internal,
cross-disciplinary
working
team,
and
this
would
include
individuals
at
the
manager
or
supervisory
level
for
each
of
the
review
disciplines
to
come
together
to
have
a
working
group
to
really
resolve
some
of
these
issues
that
are
maybe
there.
O
Some
of
the
challenges
have
came
up
in
the
last
few
weeks
to
work
together
to
really
help
Shepherd
the
process
and
continue
to
build
on
the
research.
Another
area
related
to
this
is
secession
planning.
As
the
HR
Director
said,
hey,
they
started
a
training
unit.
Secession
planning
is
one
of
those
ways
that
you
can
help
retain
employees
to
create
opportunities
for
staff
to
grow,
continue
to
learn
more
things
in
their
position,
but
also
other
positions,
so
there's
some
back
training,
but
also
some
career
growth
opportunities.
O
Another
area
is
to
cross-train
development
review
techs.
These
are
the
individuals
who
are
your
front
line,
individuals
who
are
taking
in
the
applications,
whether
in
person
are
digitally
and
really
processing
those
building
applications,
their
primary
focus
on
the
building
permitting
side
of
things,
and
so
we
made
a
recommendation
to
cross-train
them
to
assist
the
development,
review
and
planning
side
of
that,
and
also
look
at
engineering
applications
such
as
right-of-way
applications,
those
types
of
applications.
O
H
O
O
The
department
has
not
adopted
a
cost
recovery
model
related
to
development
fees,
and
so
we
made
a
recommendation
to
do
a
comprehensive
study
looking
at
your
fee
schedule
to
ensure
that
you're
recuperating
the
cost
that
the
city
and
the
department
wants
to
recuperate
that
your
fees
cover
X
percentage
of
the
operating
costs
of
Planning
and
Development
Department,
primarily,
but
also
some
of
those
other
tangential
operations
such
as
Fire
Marshals
engineering
utilities
Etc.
As
part
of
that,
another
area
was
to
create
more
succinct
staff
reports
to
Borden
city
council
to
tighten
those
up
a
little
bit.
O
There
are
some
very
robust
reports
that
were
written
particularly
to
the
cdb
one
hour.
Review
was
I,
think
38
pages,
and
it
has
some
redundancy
efforts
in
there
so
to
become
more
efficient
and
more
succinct,
and
that
would
be
ideal
and,
as
we
mentioned
earlier,
develop
comprehensive
training,
materials
for
staff
and
the
public.
O
The
next
area
that
we
looked
at
was
process
oriented
related
to
the
various
development
review
permitting
and
inspection
processes
for
the
city.
We
process
mapped
I
believe
about
15
different
processes
when
the
city
they're
at
the
back
end
of
the
report
and
but
a
lot
of
flow
charts
back
there
to
show
that,
and
so
looking
at
several
of
the
different
processes,
there
was
a
couple
areas
key
recommendations:
the
bprc,
which
is
a
building
plan.
O
Review
Committee
is
a
form
of
a
pre-application
meeting
that
when
it
was
started
many
years
ago,
was
a
good
way
for
people
to
come
in.
Hey
I
have
this
idea
Is
it
feasible
or
not?
What's
the
process
how
to
do
that,
it
needs
to
transition
to
more
of
a
formal
pre-application
process
to
provide
better
information
to
individuals
who
are
looking
to
develop
in
the
city
and
provide
some
meaningful
feedback.
O
So
some
tight
modifications
to
that
to
improve
that
process,
to
make
it
more
effective
for
the
public
and
also
to
reduce
some
of
the
staff
burden
on
time
related
to
that
another
area
is
the
cider
site
approval
process,
fls
FLD
process
to
only
accept
complete
applications
when
that
process
was
codified
several
years
ago,
it
does
allow
it's
a
very
defined
process
and
it
works
very
well.
One
of
the
challenges
that
we
saw
is
applicants
can
submit
incomplete
applications
and
they
have
five
days
I.
O
Believe
staff
will
review
it
and
zip
it
back
and
say:
hey
you've
got
five
days
to
submit
it.
Well,
a
lot
of
people
are
submitting
incomplete
applications
based
on
what
we
reviewed
and
so
staff
are
reviewing
an
incomplete
application
had
to
return
it
and
then
the
Public's
getting
another
five
days.
Well,
that
shortens
the
time
period
of
staff
to
really
review
and
so
they're
having
to
cram
a
little
bit
more
into
a
two-week
time
period,
and
so
we
make
the
recommendation
to
only
accept
complete
applications
and
by
complete
applications,
I
mean
mostly
complete.
O
They
meet
the
checklist,
not
missing
a
whole
drainage
plan
for
a
commercial
development
or
something
like
that.
That's
out
you
got
to
go
to
the
next
cycle,
but
clearly,
there's
there's
an
opportunity
to
address
comments
or,
if
you're
missing
a
minor
sheet
or
something
like
that.
There
is
some
stat
discretion
there
too,
improve
that
to.
O
Little
bit
more
time,
instead
of
cramming
everything
into
a
10
to
15
day
period,
shift
a
certificate,
accuracy
process,
oversight
from
the
development
services
Tech
to
the
building
division.
The
dsts
are
taking
a
heavy
burden
on
this
and
making
a
lot
of
decisions
that
are
well
above
their
skill
level
necessarily
and
to
transition
that
to
the
building
division,
to
allow
them
to
have
a
little
more
oversight
onto
that
and
to
also
incorporate
the
engineering
inspections
formally
into
the
building
inspection
workflow.
O
Finally,
on
the
process,
you,
as
we
mentioned,
you
have
a
very
robust
Community,
Development
zoning
code
and
that
was
adopted
I
believe
about
20
years
ago
now,
and
then
the
US
19
Downtown
form-based
code
was
adopted
a
few
years
ago
and
to
do
a
conduct,
a
comprehensive
review
of
that
code
to
look
into
it
and
see
where
there
might
be
some
modifications
related
to
that.
O
Technology
we
live
in
a
very
technological
world
nowadays
and,
as
as
we
mentioned,
many
of
the
applications
I
believe
about
75
of
them
now
are
maybe
80
percent
are
digital
online
submittals,
which
is
fantastic,
going
away
from
a
paper-based
system,
and
so
there's
a
need
for
additional
support
for
the
permitting
software
systems
and
platforms,
and
there's
been
some
challenges
with
that
being
a
lower
priority
for
the
I.T
Department
related
to
that.
O
Our
modify
the
existing
workflows
help
create
some
of
that
training
materials
for
the
staff
and
the
public
to
be
a
resource,
internal
resource
for
a
development
services,
Tech
or
planning
our
building
inspector
engineering
inspector
to
come
and
say,
hey,
I
have
a
question
here.
Can
you
help
me
with
this
to
provide
greater
support
internally
and
also
externally,
when
the
public
calls
say:
hey
I,
I
can't
get
this
worked
out.
I
think
my
application
is
lost.
O
So
staff
have
to
go
dig
into
archives
to
find
some
of
that
historic
information
when
they're
doing
their
due
diligence
related
to
a
new
application
that
the
next
area
is
customer
information
and
engagement,
an
area
that
to
improve
to
getting
that
information
out
there
and
to
get
it
out
there
in
a
consistent
and
concise
manner.
O
There's
a
need
to
create
a
comprehensive
development
handbook
day,
really
outlines
the
process,
what
it
looks
like
everything
from
a
pre-application
side
to
getting
a
certificate
occupancy
and
so
creating
that
comprehensive
development
handbook
posting
that
on
the
website,
it's
also
a
resources
internally
for
staff.
So
they
can
see
the
various
players
and
functions
in
that,
along
with
providing
information
to
the
public
to
help
provide
them
the
tools
to
develop
a
and
submit
a
complete
application,
also
better
equipped
staff
to
address
customers
questions.
O
This
is
a
training
opportunity,
particularly
at
the
development
services
Tech,
to
expand
a
Horizons
to
develop
a
better
understanding
of
not
only
their
role
in
the
process,
but
other
functional
groups
such
as
engineering
or
inspections
or
Planning
Development
utilities,
department
of
Marshal's
office
to
have
that
included
in
their
repertoire.
So
when
somebody
calls
they're
not
getting
sent
to
a
voicemail
box
they're
getting
an
answer
immediately
there
when
somebody
calls
to
pick
up
the
phone
and
they
can
get
that
answer
the
next
one
is
related
to
the
city's
website.
O
I
know
that
you
did
a
update
late
last
or
middle
of
last
year
to
the
city's
website.
That
was
provides
a
much
better
and
greater
wealth
of
information
online
related
to
the
development
process.
O
But
there
is
a
need
to
have
a
centralized
development
web
page
for
all
things
related
a
One-Stop
shop
online
if
to
have
that
on
there
to
have
a
centralized,
a
permits
and
inspection
development
review
process
web
page
and
to
provide
that
development
handbook
and
a
wide
variety
of
other
information
there
to
have
it
all
in
one
spot
and
then,
as
we
mentioned
before,
provide
training
sessions
on
the
digital
application.
Submittal
process.
O
In
the
last
slide,
just
a
summary
of
the
staffing
recommendations,
as
we
mentioned
earlier,
there's
a
need
to
establish
a
full-time
floodplain
administrative
position
to
bring
that
to
a
centralized
location
within
planning
and
development.
There's
also
need
to
add
one
long-range
planner
to
that
team,
to
focus
on
some
of
the
code,
amendments
that
are
going
to
come
out
of
the
code
review
and
some
of
the
other
recommendations
that
we
made
in
the
report
to
also
focus
on
special
projects
and
to
focus
on
a
wide
variety
of
different
text.
O
I
All
thank
you
very
much.
This
has
been
a
long
time
coming
and
you
know
I
thought
we
got
started
on
this
a
couple
years
ago
and
covet
hit
got
delayed.
So
I
have
a
few
questions.
I'm
I
liked
your
presentation,
you
went
through
it
very
quickly,
but
a
lot
of
the
things
I
was
I
made
some
notes
on
that
I
wanted
to
make
sure
that
I
understood.
I
Let
me
ask
you
this,
but
did
you
do?
Were
you
the
hired
by
Pinellas
County
to
do
their
assessment?
No,
we.
I
I
Just
a
couple
of
notes.
The
acella
software
is
not
customer
friendly.
It's
not
intuitive
and
I've
used
it
for
years
and
I
still
have
a
hard
time:
I,
I'm
retired
now,
but
I'm
helping
my
son
do
some
work
at
his
house.
He
pulled
a
permit,
but
I'm
kind
of
overseeing
things
and
I
still
pull
my
hair
out
with
that
thing.
If
they
could
somehow
make
it
a
little
easier,
you
know
like
the
new
website
we
have
for
the
city
got
big
buttons
in
there.
You
go
right
to
agendas
and
you're
there,
a
seller.
O
I
I,
like
your
idea
about
doing
a
website
for
development,
because
to
do
something
they're
going
to
be
doing
developing
in
Clearwater
a
big
thing:
I
mean
that's,
that's
not
just
a
little
project,
I
mean
they're
going
to
go
through
a
long
process
and
depending
if
it's
FLD
fls.
What
how
long
that's
going
to
be.
I
You
know
years
ago,
I
pulled
permits
in
a
lot
of
places
around
the
state
and
one
of
the
and
I'm
talking
about
probably
15
years
ago,
City
Largo
had
a
really
neat
building
department.
They
had
monitors
in
their
waiting
room,
so
you
go
in
to
do
a
permit
and
the
monitors
they
had
videos
on
them.
I
Are
you
doing
this
and
you
could
look
how
to
do
a
you
know
what
the
process,
where
you're
going
to
go,
you're
going
to
go
to
zoning
and
then
you're
going
to
go
to
building
and
then
you're
going
to
you
know
they
lay
it
out
for
you,
while
you're
sitting
there.
I
Instead
of
reading
a
magazine
and
watching
the
news
learn
something
about
how
their
processes
are
and
I've
I
used
to
amaze
me
that
every
place
that
I
went
and
I
went
to
a
lot
of
municipalities
pulling
permits,
everybody
thought
that
they
were
doing
exactly
like
everybody
else
and
everybody's
completely
different
than
everybody
else,
and
they
expect
you
to.
You
know
like
what
do
you
mean
you
don't
know
how
to
do
this?
Well,
so
I
just
would
get
when
I
go
in
I
say
how
do
you
do
this?
I
So
I
know
what
I'm
doing
and
I
just
come
out
and
ask
them,
and
they
were
real
friend
of
me.
You
say
it
that
way,
but
I
know
that
every
place
is
different
and
when
we
have
contractors
coming
in
Clearwater,
we
do
things
a
little
different
here
too.
So
training
and
videos
now
are
commonplace.
I
mean
you
go
to
YouTube,
you
can
learn
anything
and
that
you
can
post
videos
on
YouTube.
I
You
can
play
them
and
you
know
people
get
online
before
they
come
down
and
watch
it
and
see
what
they're
in
store
for
so
I
think.
That's
a
great
idea.
Yeah
bprc
I'm
glad
that
they're
going
to
be
doing
your
look
into
some
things
where
they
can
tweak
that
it's
a
good
thing.
I
tell
people
that
want
to
come
in
with
a
project
go
to
a
bprc
because
they're
going
to
tell
you
up
front
and
you
don't
have
to
have
a
expensive
set
of
plans.
I
You
can
bring
it
a
piece
of
paper
with
a
drawing
on
it.
So
here's
what
I
want
to
do
and
then
you'll
get
input
from
all
the
department
heads
which
is
great
I'm
not
going
to
take
up
any
more
time
here.
I
could
probably
talk
for
an
hour
on
things,
but
it
looks
like
you
touched
on
a
lot
of
things.
I'm
happy
with
that
and
I
think
we've
got
some
decisions
to
make
on
what
we
want
to
do
to
help
out
our
building
department.
We
have
a
great
Department
by
the
way.
I
J
J
Do
find
it
a
little
bit
interesting
that,
under
your
key
challenges
and
perhaps
and
I
understand
that
this
Wiki
wheel
gets
the
grease
and
all
that,
but
my
my
experience
would
suggest
that
one
of
the
key
challenges
would
be
the
negative
perception
that
needs
to
be
addressed,
because
whether
or
not
I
only
get
the
negative
feedback
right,
the
perception's
still
there
so
I
would
I
would
have
thought
that
that
would
be
one
of
your
key
challenges,
because
when
in
the
various
rules
I've
had
or
even
now,
as
a
councilwoman
or
during
the
campaign,
it's
this
constant
negative
perception
of
the
process
and
I
want
to
say
that
it's
the
process,
not
the
stuff.
J
However,
your
recommendations
for
your
customer
engagement,
I
think,
would
be
an
effective
way
to
solve
some
of
that,
but
again
I'm
a
little
bit
surprised
at
the
perception
was
not
identified
as
a
challenge
because
I
know
my
interview.
I
was
very
explicit
on
examples
where
the
process
was
broken
down
and
I,
don't
think
it
was
conveyed-
or
at
least
I,
don't
feel
it
was.
O
I
think
you
bring
up
a
good
point
on
the
perception
I
mean.
That
is,
if
we
we
do
this
across
the
country
and
oftentimes
we're
hired
when
there
are
challenges,
is
a
perception
in
whether
real
or
on
real
unfounded
that
there's
something
wrong
with
the
city.
It's
the
city,
it's
a
regulatory
environment,
and
so
that
does
posting
posting
challenges
and
different
challenges,
because
many
individuals
that
are
new
to
development.
O
We
all
don't
understand
that
the
owning
and
planning
is
a
regulatory
agency
and
have
and
Academia
police
power
similar
to
law
enforcement
would
have,
and
so
I
think.
That's
that's
a
very
good
point
and
the
negative
perception
and
frankly,
I
don't
believe
we
have
addressed
really
that
specifically
in
that,
so
I
want
to
only
talk
with
our
team
to
figure
out
how
to
do
that,
because
I
think
you
bring
up
a
very
good,
important
Point.
How
do
you
change
the
customer's
perception
and
what
is
there
I
mean?
O
Like
you
said,
staff
are
doing
a
great
job,
it's
very
customer
service
oriented,
and
how
do
you
change
that
narrative
within
the
community
that
cities
not
the
big
bad
wolf?
It's
here
to
help
you
we
have
good
teams,
as
councilman
Albright
was
talking
about
doing
work
in
different
communities,
the
biggest
thing
when
we
meet
with
stakeholders.
O
J
I
can't
say
that
I've
had
that
same
experience
where
business,
different
businesses
or
Builders
are
doing
projects
simultaneously
between
Saint
Pete
and
Clearwater,
and
nine
out
of
ten
say
that
the
process
at
St
Pete
is
much
faster
and
easier
and
easier
to
understand
and
navigate,
so
the
perceptions
there,
whether
it's
real
or
not,
and
I
I
really
do
want
to
have
that
address,
because
I
think
has
a
negative
impact
on
attracting
new
businesses
or
maintaining
maintaining
them.
You
know
what
I
mean.
That's.
F
Yeah
well
just
to
follow
up
on
that
is
you
know,
as
council.
Member
to
shades
of
perception
is
that
it
takes
longer.
I
would
go
back
to
also,
as
part
of
the
report
is
that
the
staff
doesn't
feel
supported
by
City
leadership,
including
us,
and
feel
that
we're
critical
or
we're
not
supporting
them
and
I
would
say.
F
I
found
that
troubling.
You
know,
I
I
want
staff
to
know,
I,
fully,
support
them
and
value
their
work
and
I.
Think
a
big
you
know,
part
of
what
you've
articulated
here
is
that
we
need
more
full-time
employees
in
that
department
to
do
the
work
to
take
off
the
stress.
No
wonder
they
don't
feel
supported,
they
don't
have
adequate
Staffing
to
get
the
work
done
and
to
get
the
work
done
correctly
to
eliminate
lengthening
out
things
that
you
might
have
missed
along
the
way.
F
So
I
fully
support
fully
Staffing
every
single
Department
in
the
city
to
do
the
important
work
of
the
city.
So
that's
on
the
record.
I'm
also
supportive
of
different
types
of
incentives
that
can
recruit
and
re
and
retain
employees
in
our
city,
and
you
know
that's
for
another
discussion,
but
I
would
say
a
part
of
your
recommendations
that
struck
me
as
wow
really
is
you
know
we
need
to
properly
train
in
Pro
employees.
We
need
to
have
a
succession
plan
for
each
employee.
F
We
need
to
look
at
fee
schedules,
so
they
are
covering
the
required
expenses
and
we
only
accept
complete
applications.
I
mean
those
things
are
like
well.
Yeah
I
mean
isn't
that,
like
best
business
practices,
we
should
be
doing
that,
and
so
you
know
maybe
we
do
we
have.
You
know
as
we
sit
up
here
as
I
feel,
like
you
know,
best
governmental
practices
and
kind
of
oversight
is.
Do
we
look
at
fee
schedules
every
year
or
or
every
other
year
to
make
sure
that
they're
where
they
need
to
be
in
every
single
Department
right?
F
And
so
you
know,
that's
perhaps
part
of
part
of
our
job
up
here
is
to
make
sure
we
do
that
when
you've
got
when
we
get
through
your
report
on
the
summary
of
recommendations,
you've
got
priorities
and
then
you've
got
a
timeline,
and
you
know
I
have
some
questions
about
some
of
the
timelines.
Well,
first
of
all,
you've
got
a
high,
which
would
be
the
second
quarter
of
this
year
is
to
create
and
Implement
a
unifying
mission
for
all
development,
permitting
functions
and
seek
buy
into
this
Mission
from
elected
officials
and
City
management.
F
F
Okay,
good
we've
got
in
conjunction
with
making
progress
or
process
changes
outlined
in
chapter
three.
Consider
lengthening
timelines
for
review
while
emphasizing
the
need
for
a
thorough
review
within
that
time
frame.
Again,
we've
got
to
have
the
proper
staff
to
do
the
job
at
whatever
time
it
takes
to
do
a
good
job.
You
know
hopefully
perfect
job.
You've
got
that
at
quarter
four
for
2023,
but
you
know
I
would
say.
You've
also
stated
that
we
have
our
10
days
exceeds
industry
best
practices
level
I
mean.
H
O
I
know
that's
a
link
to
your
process,
but
also
I
think
the
Q4
was
to
allow
time
to
get
ramp
up
your
Staffing
to
get
that
Staffing
in
place
to
do
that
and
understanding
that
there
is
a
backlog
of
work
now
and
you're,
probably
close
to
the
all-time
Peak
right
now.
Sapphire
are
under
a
lot
of
stress
and
you've
got
a
couple
of
vacancies.
F
I'm
I'm,
like
number
13
you
have
staff
reports
to
boards
or
city
councils,
should
be
more
succinct
and
focus
on
addressing
the
critical
elements,
so
the
body
can
make
informed
decisions
and
it's
high
for
second
quarter
of
this
year.
So
how
might
that
look
differently
to
us
right
now?
Are
we
not
getting
you
know
the
best
information
succinctly
to
make
informed
decisions,
you're.
O
Getting
great
information,
many
of
the
reports
that
we
reviewed
were
very
lengthy
and
there
was
a
lot
of
redundancy
in
those
reports,
and
so
the
succinct
side
is
really
what
needs
to
happen
when
you
repeat
something
two
three,
maybe
four
times
in
a
20
30,
40,
page
staff
report,
depending
on
the
length
of
that
that
is
challenging.
It
requires
more
time
we
could
be
more
succinct
in
those
staff
reports
and
well
I.
O
Don't
recommend
this
when
I
was
planning
a
development
director,
we
had
one
page
staff
reports:
I
didn't
provide
any
information
to
an
elected
or
appointed
body
to
make
a
decision
very
well,
and
so
you
got
to
find
that
balance
of
not
repeating
yourself
but
providing
a
wealth
of
information
that
they
appointed
or
elected
body
can
see
the
application
understand
it.
The
public
can
also
see
that
application
understand
what's
being
proposed
at
first
in
Main,
Street
or
whatever
it
might
be
so
you're
getting
robust
information.
F
Okay,
when
we
talk
about
the
fees
so
that
they're
covering
the
required
expenses,
you've
got
that
on
medium
priority
and
not
until
the
fourth
quarter
of
next
year
to
increase
those
to,
maybe
you
know,
probably
increase
that
fee
schedule.
Why
is
that
pushed
out
so
far.
O
Typically,
a
fee
schedule
takes
six
to
nine
months
to
complete
when
you
start
going
into
a
detailed
fee
schedule
of
that,
and
so
that
is
also
a
costly
Endeavor.
So
I
put
it
that
far
out
to
get
that
in
next
year's
budget.
Okay
and
then
also
time
for
procurement
process,
two
or
three
months
with
that
to
select
an
individual
and
then
have
that
six,
seven,
eight
months
to
complete
that
fee
schedule
by
the
end
of
next
year.
F
I,
had
you
have
charge
re-inspection
fees
in
cases
where
the
project
was
clearly
not
ready
for
the
inspection,
so
that's
high
priority
second
quarter
of
this
year,
so
I
would
just
anticipate.
Maybe
how
do
you,
how
do
we
communicate
or
Define
clearly
not
ready
for
the
inspection,
because
somebody's
going
to
say
well,
I
was
ready.
I
just
didn't
know.
O
I
think
when
it
comes
to
that
I'm,
it's
used
that
very
discretion
of
each
building
inspector.
Now
so
our
understanding
is
policy
is
in
place
is
applied
when
it
needs
to
or
somebody's
a
repeat
offender
and
it's
really
at
the
sole
discretion
of
of
each
individual,
hey
I'm,
calling
in
for
a
rough
end,
Plumbing
tomorrow,
Tuesday
well,
Tuesday,
shows
up
plumbing
inspector
rolls
in
at
three
o'clock
in
the
afternoon.
The
rough
end,
plumbing
inspection
cannot
be
completed,
but
you
cut
it
in
yesterday
and
they
came
at
the
end
of
the
day.
O
That's
a
clearer
indication,
they're
not
ready,
and
so
you
could
apply
that
at
that
point
now,
if
they
showing
up
at
eight
o'clock
in
the
morning
or
7
30
years,
we
expect
to
start
real
early.
Sometimes
you
know
6,
30
or
7..
Then
you
know
you
probably
wouldn't
apply
that
because
they
haven't
maybe
got
it
completed
or
they
don't
have
the
the
the
stand
water
standing
test
completed
at
that
time,
just
because
it
showed
up
first
thing.
F
O
O
That
I'm
agnosticone,
we
don't
I.
A
O
Have
the
functionality
and
the
features
that
you
want
and
how
do
you
implement
that
so
I
will
say,
is
one
of
the
top
three
and
the
number
of
users
that
are
out
there.
There
are
two
or
three
other
major
users
that
are
in
the
same
boat
as
the
seller.
You've
gone
all
in
on
the
cell
over
the
last
decade,
I
believe
it's
a
it's
a
platform.
O
It
has
this
inherent
flaws,
just
like
the
other
ones
that
that
are
out
there
and
you
have
utilized
it
very
well
and
but
there's
some
opportunities
to
continue
to
critique
that
change,
that
unit
user
interface
out
there
to
to
do
that.
So
it's
really
about
how
you
implement
it
and
the
type
of
training
your
your
staff
has
provided
on
and
what
resources
you
provide
to
the
public.
A
M
The
priorities
I
would
say
that
I
agree
with
a
significant
amount
of
the
recommendations.
I
think
that
when
we
have
this
study
done,
we
were
under
extreme
pressure
and
lack
staff
and
I
feel
that
a
lot
of
you
know
things
maybe
came
out,
because
we
were
understaffed
and
under
extreme
pressure
that
maybe
and,
from
my
perspective,
didn't
paint
the
typical
picture,
but
I
recognized
a
place
where
everyone
was
at
the
time.
M
Pearl
we're
going
to
sit
down
and
fight
it
out
now
we're
gonna,
you
know
we're
gonna
talk,
tell
me
who
wins:
that's
going
to
be
a
collaborative
process
and
I
think
it.
You
know
who
needs
to
win
in
the
end.
Are
customers,
and
so
we
have
to
you-
know,
figure
out
balance
the
staff
issues
with
the
customer
and
process
issues.
I
think
they
did
a
thorough
study
I
think
they
did
a
a
good
study.
They
looked
at
all
the
things
that
we
asked
them
to.
M
I
think
that
they
were,
you
know
pretty
fair
in
that
assessment.
I,
don't
know
you
know
I,
like
Aaron's
feedback
on
if
he
thought
he
got
enough.
Customer
and
put
I
know
that
when
we
had
focus
groups,
a
lot
of
people
that
were
invited,
maybe
didn't
show
up.
I
would
have
liked
to
seen
a
little
more
customer
input,
but
you
saw
the
results
at
least
what
we
had
in
this
study.
So.
O
We
did
not
officially
follow
up
with
those
individuals
who
did
not
show
up
or
who
did
not
did
not
complete
the
survey.
When
the
survey
was
sent
out,
we
sent
two
or
three
reminders
over
a
three-week
period
to
get
their
input
and
we
practically
were
spamming.
Your
customers
to
respond
to
a
survey
on
behalf
of
the
city
and
us
as
consultants,
and
then
we
randomly
selected
and
I
believe
we
invited
500
individuals
to
the
various
focus
group
meetings
that
we
had
and
I
think
we
had
a
fairly
good
attendance
to
that.
O
O
A
G
No
I
I
think
they
covered
things
pretty
well
I
think
they
did
a
fair
job
of
separating
out
the
site
plan
approval
process
from
the
building
constructive
permit
process.
They
are
two
totally
separate.
You
need
to
do
one
before
you
do
the
other
on
big
developments
and
I
know
a
lot
of
complaints
that
we
do
get
don't
really
distinguish
between
the
two
where's,
the
problem.
What
what
is
the
issue?
G
G
The
books
are
the
same,
there's
very,
very
few
Pinellas
County
local
amendments,
so
I
think
that
was
pointed
out
in
the
report
and
I
think
that
is
important.
Otherwise
I
would
tend
to
agree
with
well
the
devil's
going
to
be
in
the.
A
F
Yeah
that
stakeholder
focus
group,
when
you
talked
about
individuals
were
were
any
members
of
like
a
residence
group
or
just
neighborhoods,
invited
to
participate
in
that
as
stakeholders.
O
The
focus
groups
they
call
remainings
and
a
survey
went
out
to
individuals
who
had
a
plot
who
had
interacted
or
applied
for
a
permit
in
the
city
over
the
last
three
years.
Okay,
so
it
did
not
go
out
to
resident
groups.
We
send
those
stakeholder
surveys
and
meeting
invites
out
to
individuals
who
know
about
the
process,
and
so
this
RFP
and
this
test
plan
did
not
include
a
meeting
with
General
community
members
or
rescuing
groups.
F
A
All
right
anything
else:
we're
gonna
recess
the
work
session,
we're
also
going
to
take
a
10
minute
recess
before
we
dive
into
cra.
A
A
A
A
A
A
A
A
A
A
A
A
A
A
Q
Good
afternoon,
Lisa
Lanza
I
just
wanted
to
get
some
clarification
on
the
the
responsibilities
of
the
Liaisons
to
the
Downtown,
Development
board
and
I.
Don't
know
if
that's
something
that
the
CRA,
whether
this
year,
what
do
you
call
yourself?
A
board
CRA,
commissioner,
the
CRA
trustees
trustees
is
that
something
that
you
regulate
the
role
and
responsibilities
of
the
Liaisons
but
I
know
you're.
Not
you
don't
answer
questions
but
well.
My
question
is
that
during
the
last
ddb
meeting
one
of
the
Liaisons
was
I
got.
Q
The
impression
and
I
could
be
wrong,
that
that
she
was
advocating
to
give
that
that
the
Deep
Downtown
Development
board,
give
this
money
to
the
Jazz
holiday
and
and
again
double
check
everything
I
say,
but
I
thought
it
came
out.
I
thought
30
of
the
budget
allocated
budget
for
for
special
events.
Q
R
I
will
say
that
the
the
staff,
the
CRA
staff's
recommendation
to
ddb
was
within
their
policy,
which
was
just
established
last
month,
which
was
ten
thousand
dollars,
no
more
than
that.
That
is
what
we
recommended
again
within
a
ddb
policy.
J
Miss
Lance
is
referring
to
me:
I'm,
not
only
liaison
or
Max,
officio
and
jazz
festival.
The
Jazz
holiday
came
and
spoke
spoke
before
everyone
and
I
wanted
to
contribute
to
the
conversation
and
I
had
great
things
to
talk
about
this
organization.
That's
been
part
of
our
history
for
over
40
years,
I
did
not
suggest
a
number
I
just
expressed
my
opinion,
but
Mr
Margolis.
If
you
can,
was
that
within
mine.
S
I,
don't
see
anything
wrong
with
this
at
all,
not
aware
of
anything
from
the
city
Side
from
an
Ethics
standpoint
or
otherwise.
You
know
I
did
advise
Miss
Alonso
that
she
could
reach
out
to
ddb's
attorney
in
case
ddb
has
some
sort
of
rules
relating
to
advocacy
or
lobbying
whatever
she
wants
to
call
it
in
front
of
that
board,
but
certainly
from
the
city's
standpoint
as
far
as
state
law.
S
As
far
as
ethics
I
don't
see
any
problem
at
all
and
and
as
I've
had
Thomas
Lanza
times
on
more
than
one
occasion,
I'm
here
to
give
legal
advice
to
the
council
not
to
the
public,
and
so
it's
very
awkward
when
members
of
public
start
asking
me
for
input
about
council
members
I'm
fairly,
advise
each
of
you
all
of
you
know
if
there's
ever
any
questions
or
concerns,
I'm
always
happy
to
give
advice
so
one-on-one
or,
if
asked
we'll,
do
so
in
public,
but
in
most
cases
I'm
really
only
here
to
give
advice
to
to
answer
council
member
share
this
question.
T
Good
afternoon
trustees,
Howard
Smith
business
assistant
administrator
for
the
CRA
at
the
October
29th.
Excuse
me
at
the
October
29
2018
community
redevelopment
agency
meeting,
the
Sarah
trustees
approved
a
limited
time,
Grant
agreement
for
the
property
owners
to
support
the
establishment
of
a
new
food
and
drink
business
that
are
open
nights
and
weekend
in
down
in
the
downtown
core
in
the
prospect
Lake
District
area
in
this
area.
Under
the
program,
the
property
owners
must
commit
at
a
minimum
to
match
this
area's
grant.
T
Funding
grant
funding
dollar
amount
for
building
improvements
that
will
be
maintained
for
a
minimum
of
five
years.
The
owner
must
also
maintain
a
lease
with
a
business
that
serves
food
and
drinks
on
nights
and
weekends
for
a
minimum
of
five
years
on
February
18
2020.
This
area
trustees
determined
that
the
applicant's
proposal
met
the
program
requirements
and
approved
the
loan
of
Grant
agreement
in
the
amount
of
187
632.50
for
949
Cleveland
Street
LS
LLC
to
build
a
vacant
storefront
and
establish
a
coffee
and
dessert
shop
that
will
serve
hot
and
cold
drinks.
T
Along
with
a
wide
selection
of
desserts,
the
total
project
cost
was
375
265
dollars.
The
applicant
plans
to
complete
the
construction
by
February
18th
of
2021
and
due
to
covet
due
to
the
covid-19
pandemic
construction,
was
delayed.
The
CRA
trustees
approved
an
extension
to
March
1st
of
2022.
and
then
on
February
14
of
2022.
T
This
area
trustees
approved
the
second
extension
to
March
1st
of
2023
due
to
the
continuing
effects
of
covid-19
pandemic
delay
in
progress,
as
well
as
the
applicant
not
being
able
to
secure
a
general
contractor
until
late,
20
and
21.,
they
received
the
voting
permit
and
are
nearing
the
construction
completion.
The
space
requires
a
roof
replacement,
including
structurally
engineered
drawings,
permitting
procurement
in
the
subsequent
installation.
T
Furthermore,
the
materials
needed
are
expected
to
be
received
in
the
next
few
weeks
allowing
construction
to
be
competing
on
the
roof
by
the
end
of
April,
upon
completion,
the
HVAC
HVAC
system
installed
along
with
fixtures
equipment
and
finishes
separate
from
the
construction.
The
space
originally
intended
for
a
cafe
being
modified
to
a
restaurant.
To
ensure
the
meeting
intent
of
the
space.
Excuse
me
with
the
requirements
of
being
open
from
5
PM
to
10
pm.
The
result
is
the
results
in
required.
T
Permit
modification
before
the
final
buildup
as
such
the
applicant
is
not
able
to
meet
the
farts
March
1st
2023
deadline.
They
requested
a
third
amendment
to
the
extended
Grant
agreement
to
the
end
of
the
current
year
to
complete
the
project
and
open
a
new
business
staff
recommends
amending
the
grant
for
six
months
to
adopt
the
new
completion.
By
excuse
me
now
new
completion
date
of
September
1st
2023.
T
This
site
is
going
to
difficult
to
serve
in
the
existing
residents
and
attracting
residents
to
the
apartment
developments
in
this
area
and
in
turn,
generating
favorable
Market
to
encourage
new
housing
developments
in
down
in
the
downtown
core.
It
will
also
feel
the
persistently
vacant
site
on
Cleveland
Street.
T
The
original
Grant
agreement
incorporates
the
properties
on
a
full
application
and
the
financial
documents
to
to
secure
the
loan
Grant
agreement
over
five-year
period,
and
this
document
this
document
will
remain
unchanged
and
I
would
be
happy
to
answer
the
question
you
have
as
well
as
I
have
the
Envision
staff
I'm
here
for
Brittany
Everly,
the
development
manager
and
Skyler
Kidwell.
The
development
coordinator.
F
T
U
So
Brittany
ebler
development
manager
for
Envision
development,
so
the
original
use
of
the
cafe,
which
is
the
943
Cleveland
Street
address
that
you
see
here,
is
a
separate
and
a
separate
building
from
what
we're
calling
the
marketplace,
which
is
the
other
two
addresses
that
will
be
presented.
U
The
original
intention
was
for
that
to
be
a
cafe
space,
because
the
other
market
area
would
have
more
of
an
afternoon
and
evening
feeling
to
it,
but
but
the
requirement
to
have
the
5
to
10
pm
use,
we
decided
to
change
the
years
to
an
alternate
vendor.
That
does
not
mean
that
that
was
the
reason
for
our
request.
The
Mayors
and
for
the
request
is
because
there
are
structural
issues
that
have
to
be
resolved
before
we
can
finish
the
build
out
for
safety
issues.
F
And
then
the
other
question
I
had
was
when
I
toured
that
your
development
I
think
it
was
last
year,
maybe
a
little
over
a
year
you
didn't
have
the
floor
poured
yet
or
anything,
but
there
were
concrete
steps
going
up
from
one
level
to
another
kind
of
wide
steps
and
I.
Remember
asking:
is
there
an
indoor
ramp
for
Ada?
So
you
do
have
an
indoor
ramp,
okay,
great.
U
F
U
Was
approved,
small
building,
which
was
done
with
the
original
building
when
that
opened
years,
prior,
okay.
F
U
J
Okay,
so
I'm
not
on
social
media,
that
much
anymore
but
I
have
seen
some
misperceptions
and
I
guess
some
posts
saying
that
the
CRA
is
funding
all
the
repairs
of
the
outside
walls.
So
I
want
to
have
that
opportunity
to
clarify
that
on
record
because
it
is
being
circled
circulated
on
social
media.
T
Okay,
so
our
funding
for
the
food
and
drink
Grant
gold
to
permanent
improvements
that
remain
with
the
structure,
and
so
as
far
as
any
of
the
exterior
Improvement
for
what's
happening
to
the
to
the
building
itself.
This
area
is
not
funding
out.
A
I,
don't
want
this
coming
back
again
if
this
comes
back
again
I'm
going
to
deny
it
so
I'm
not
going
to
vote
so,
do
we
want
to
go
to
the
end
of
the
year
and
give
a
little
more
leeway,
or
do
we
want
to
do
the
six
months?
Do
you
believe
you're
going
to
be
done
in
six
months,
exactly
I
think
we've
made
a
commitment
here.
This
is
a
very
unfortunate
set
of
circumstances
from
the
Builder
who's,
frankly
suspect.
To
begin
with.
U
I
totally
understand
where
you're
coming
from
I
don't
want
to
be
here
asking
extension.
We
want
this
open
just
as
much.
If
not
more,
then
you
guys
want
to
open
and
the
community
once
it
opened.
The
only
reason
that
we're
asking
for
the
extension
for
this
particular
property
is
because
they're
structural
issues
that
were
a
result
of
the
previous
Builder.
U
That
is
not
something
that
we
would
have
known
when
we
were
presented
last
time
we
had
to
get
up
and
when
we
started
installing
the
HVAC
in
that
area,
we
discovered
these
issues
and
we
had
to
pause,
and
nobody
else
was
allowed
in
that
space
until
this
was
repaired.
Unfortunately,
it
it's
taking
a
little
longer
than
we
had
hope
and
anticipated
where
the
repairs
to
come.
They
are
underway,
and
we
do
believe
that
they
will
be
complete
at
the
time
that
we
said,
which
was
the
end
of
April
and
so
I
have.
U
I
requested
nine
months
because
I
think
we
need
nine
months
so.
T
A
T
F
R
T
So
at
the
October
excuse
me,
it's
October,
29th
October,
29
2018
Community
Development
agency
meeting
the
CRA
trustees
approved
a
time
limit
grant
program
for
the
property
owners
to
support
the
establishment
of
a
new
food
and
drink
business
that
opened
that
are
open
on
nights
and
weekends
in
the
downtown
core
in
Prospect
Lake
District
area
in
this
area.
Under
the
program
under
the
program,
the
populists
must
commit
at
a
minimum.
To
imagine
this
area
grant
funding
dollar
amount
dollar
dollar
for
dollar,
for
building
improvements
that
will
be
maintained
for
a
minimum
of
five
years.
T
T
T
They
received
the
voting
permit
and
now
and
our
near
construction
completion
due
to
the
supply
chain,
issues
related
to
the
permit
permanent
power
and
the
ability
to
complete
the
certain
timeline
items
related
to
finishing
of
the
space
and
so
that
until
the
air
conditioner
went
live,
they
were
not
able
to
meet
the
March
1st
2023
deadline.
They
had
requested
a
third
amendment
to
to
extend
the
grant
agreement
to
the
end
of
the
current
year
to
come
to
complete
the
project
and
open
a
new
business
staff.
T
Recommend
staff
record
staff
recommends
amending
the
grant
to
allow
the
new
completion
date
of
September
1st
2023.
This
site
again
is
critical
to
serving
the
existing
residents
and
attracting
new
businesses
to
the
apartment.
Developments
in
this
area
and
also
I'm
generating
a
fiber
Market
to
encourage
new
housing
developments
in
the
downtown
court.
It
will
also
fill
a
persistently
vacant
site
on
Cleveland
Street.
The
original
credit
agreement
incorporates
the
property
owners
full
application
and
the
final
documents
to
secure
the
loan
of
Grant
agreement
over
a
five-year
period,
and
these
documents
will
remain
unchains.
U
Did
you
have
the
same
request
that
was
to
the
end
of
the
year
on
on
this
property
and
for
1017
to
1029,
which
will
be
the
next
one?
U
The
the
issues
that
were
spoken
about
were
to
a
permanent
power.
We
didn't.
We
were
supposed
to
have
permanent
power
q1
of
2022.
We
did
not
get
permanent
power
until
q1
of
2023.
That
is
the
major
issue
that
we
had
electrical
as
as
I'm
sure
you
guys
know,
has
been
a
major
disruption
to
not
only
this
project
but
every
project
that
we've
had
and
unfortunately
we
just
got
caught
in
the
midst
of
it.
A
F
Just
have
a
question
of
understanding,
so
you
know
we
sit
here
as
trustees,
and
so
a
developers
representative
has
come
and
asked
for
an
extension
because
of
HVAC
problems,
and
you
know
you
don't
have
the
HVAC
working,
so
internal
things
can't
happen
or
whatever
so
I'm
not
out
there
I
don't
do
construction
and
make
judgments,
but
if
you're
asking
for
a
year,
I
I
just
want
to
understand
why
we're
not
giving
a
year
I
mean.
F
T
I
can't
speak
to
that
again.
I
have
to
go
back
to
the
previous
system.
I
worked
in.
That
was
that
was
there
anything
about
those
staff
reports
were
written
by
him,
so
I'm
not
sure
what
his
communication
was
between
him
and
vision.
That
I
know
as
far
as
the
communication
that
Amanda
had
for
each
day.
Predecessor,
it
was
always
consistent
within
six
months.
So
at
the
end
of
the
day
again,
we
follow
directions
of
the
trustees.
R
Additionally,
when
watching
previous
cases,
similar
six
months
is
what
the
trustee
said,
I
guess
historically
asked
for
so
being
an
alignment
with
that,
as
well
as
a
reading,
past
Communications
and
emails.
That's
why
I
personally
ask
the
staff
to
recommend
six
months
in
a
presentation
and
I
did
communicate
that
as
well.
So
just
previously
asked
here,
I've
seen
grantees
come
for
a
year
and
you
want
to
shorten
it
to
six
months
because
it's
been
extended
for
so
long.
My
understanding
this
is
a
two-year
project.
R
That's
now
in
a
five-year
project,
so
as
a
part
of
and
I
will
speak
to
this
later
in
my
report
as
a
part
of
I
guess
auditing,
not
just
our
grants
programs,
but
our
applications
and
our
applicants.
R
I
Yeah
and
that
just
wanted
to
say
that
it
wasn't
like
some
of
our
other
applicants
that
are
just
dragging
their
feet
for
one
reason
or
another:
they
really
wasn't
their
issue.
I
mean
it
was
something
that
was
an
issue
of
the
building
that
they
were
in.
It
had
knocked
them
back,
I,
think,
and
so
that's
where
I
look
at
now.
Let's
go
ahead
and
I
know
they
want
to
get
done
as
quick
as
they
can.
I
F
And
I
think
it's
time
is
money
right,
I
mean
every
time
any
day.
You're,
not
you
don't
have
feet
in
the
door
and
the
business
is
open,
you're
losing
potential
money,
but
the
other
thing
is:
do
we
ask
for
do
you
ask
for
like
some
email,
documentation
or
things
that
prove
that
what
she's
saying
is
you
know
accurate
or
I
mean
I?
Would
trust,
but
but
I
mean
just
if.
T
H
A
A
T
Yeah
I
want
to
say
it
was
in
December.
We
were
out
there,
we
toured
the
site
with
Skyler,
so
we
did
actually
do
a
tour.
T
Just
the
titles
and
then
along
the
grant
agreement
with
949
Cleveland
Street
LLC
for
the
properties
located
at
1017
1023
and
1029
Cleveland
Street.
So,
let's
stay
in
the
agreement
to
September
1st
2023
for
the
building
improvements
to
implement
the
survey,
food
and
drink
Grant
and
authorize
the
appropriate
officials
to
execute
the
site.
I
R
St
Matthew
CRA
director,
my
first
part
of
my
report
is
an
actual
apology.
During
the
last
CRA
work
session,
CRA
staff
provided
an
update
on
active
grants
approved
by
our
trustees
and
those
who
are
sent
award
letters
from
the
CRA.
Additionally,
several
grants
related
inquiries
from
our
trustees
were
addressed.
It
was
later
discovered
that
the
information
shared
in
this
form
does
not
current
and
therefore
not
accurate.
R
As
such
I'd
like
to
send
an
apology
on
behalf
of
a
CRA
for
not
ensuring
the
most
accurate
and
updated
information
was
shared
out
to
our
trustees,
our
applicants,
as
well
as
our
citizens
and
stakeholders.
The
goal
is
always
to
be
accurate
and
Report
out
accurate
level,
relevant
and
reliable
information.
Therefore,
we
are
currently
reviewing
and
updating
our
grants.
Programs,
as
well
as
auditing
all
applicant
files.
We
will
include
a
full
update
and
include
it
as
an
agenda
item
at
our
April
2023
CRA
meeting
foreign.
R
This
month
we
launched
I'm
sorry
the
meet
the
CRA
director
series,
which
is
an
opportunity
for
a
CRA
business
owners,
Property
Owners
residents
and
employees,
and
all
stakeholders
to
sign
up
for
a
one-on-one
45
minute
session.
With
me
to
share
whatever
they'd
like
these
sessions,
take
place,
every
Tuesday
and
Thursday
this
month
and
they've
actually
been
remarkable
and
mutually
beneficial.
Thus
far,
these
sessions
have
been
hosted
at
businesses
and
partners
in
the
CRA,
thus
as
Business
Solutions,
the
Clearwater
Main
Library,
the
Lucas,
restaurant
and
bar
as
well
as
Nature's
Food,
Patch
restaurant
and
cut
Cafe.
R
This
great
initiative
was
spearheaded
by
the
CRA
business
assistant
administrator
Smith,
so
I'd
like
to
extend
a
special
thanks
to
the
businesses
that
supported
us
and
have
hosted
us
allowed
us
to
come
in
there,
as
well
as
how
we're
for
putting
this
together.
Additionally,
I've
been
walking
in
and
out
around
the
CRA
popping
into
businesses
to
speak
with
employees
and
owners
to
introduce
myself
and
to
Simply
ask
how
can
we
as
a
CRA,
help
your
business
Thrive
and
be
more
successful?
R
One
full
piece
of
feedback
that
I'd
like
to
share
is
quote
I,
felt,
listened
to
and
I
feel
that,
under
your
leadership,
the
merchants
can
participate
with
the
CRA
in
growth
and
development
of
downtown
Clearwater.
End
quote:
this
quote
is
from
one
of
the
101
sessions
that
just
took
place.
Last
Thursday
and
already
we've
met
twice
with
this
particular
Merchant
to
activate
their
ideas
and
plans.
R
We
are
excited
for
what
is
to
come
in
a
downtown
CRA
as
we
move
forward,
collaborating
with
our
Downtown
Development
board,
the
downtown
Clearwater
Merchants
Association
businesses,
Property
Owners
residents
and
the
City
of
Clearwater
residence
vacancy
assessments.
We
are
looking
at
all
ways
to
activate
downtown.
R
As
a
result,
the
CRA
staff
and
Lopez
and
Howard
Smith
work
to
create
an
updated,
accurate
listing
of
properties
that
are
vacant
in
the
downtown
CRA,
so
that
we
can
touch
base
with
business
owners
to
start
having
conversations
about
plans
and
Visions
for
those
properties.
With
the
goal
of
engaging
Rich
dialogue
around
collaborating
partnering
to
program
and
activate
those
spaces,
we
are
focused
on
eliminating
light
and
vacancies
so
that
our
downtown
is
an
economic
engine
that
we
all
Aspire
forward
to
see.
R
We
want
our
downtown
to
be
a
to
both
successful
businesses,
ample
job
opportunities
activated
and
programmed
spaces,
and
events
for
all
and
bountiful
foot
traffic
from
engaged
and
excited
citizens
who
can't
wait
to
experience
it.
R
I
would
like
to
say
that
our
event,
specialist
Vicki
Shire,
has
spearheaded
a
new
effort
that
we'd
like
to
announce
today.
The
the
living
the
culture
series
and
the
first
event
in
that
will
be
called
Taste
of
ethnicity,
it'll,
be
taking
place
on
Saturday
May
20th
from
11
to
6..
This
inaugural
cultural
Festival
will
be
held
downtown
to
commemorate
World
diversity
day.
As
such,
it
is
our
goal
to
celebrate
as
many
cultures
as
possible
through
ART
food
performances
in
an
effort
to
bring
awareness,
education
and
Family
Fun
For
All,
downtown
Clearwater.
R
We
aspire
to
celebrate
and
embrace
the
vassarian
cultures
and
Heritage
represented
and
Clearwater
and
Beyond,
and
this
is
in
conjunction
with
our
office
of
diversity
and
Equity
services
for
World
diversity
day.
We
also
have
several
other
living
the
culture
series
set
for
next
year,
even
where
we're
looking
at
dates
for
next
year.
Even
so,
if
you
have
any
suggestions,
any
culture
highlights
please
let
us
know.
R
Lastly,
I'm
working
on
the
plans
to
slightly
restructure
and
expand
our
agency
around
but
organizate,
or
extend
the
agency
to
round
out
the
organization
to
better
serve
as
a
downtown
CRA
and
to
be
prepared
for
the
capacity
required
to
fully
support
the
north
Greenwood
CRA,
which
is
coming
on
board
shortly.
Preliminary
thoughts
and
ideas
have
been
shared
with
you
assistant,
with
the
Atkins
City
manager's
office,
as
well
as
the
assistant
city
manager,
as
well
as
HR.
Certainly,
I
will
work
to
fine-tune
this
plan
over
the
next
few
weeks
to
share
it
with
our
CRA
trustees.
R
F
So
how
are
things
going
with
so
I
was
down
at
the
three
on
three
event.
Last
weekend,
Margaret
Murray
or
the
weekend
before
Margaret
Marie.
This
last
weekend
saw
a
sign
for
the
Hub
Brewery
coming
23-24
by
the
good
guys,
Nash
Keys
Captain
Cigar
Bar,
all
that
stuff.
Any
update
on
openings
of
those
things.
R
Not
that
we've
heard
I
do
know
that
I
do
know
that
we're
working
on
better
communication
with
businesses
that
are
open,
for
instance,
flamboyant
open-
and
it
just
happened
to
be
that
I
strolled
by
and
saw
it
open.
It
opened
on
the
first
of
February.
So
we're
working
on
extending
our
I
guess,
proactive
business
and
services
as
well
so
or
supports
the
services
as
well.
T
For
the
Captain's
Lounge,
which
is
a
cigar
lons
bar,
they
were
actually
opened.
This
Friday
they're
having
the
soft
open
and
then
they
will
have
the
official
grand
opening
on
the
23rd
and
that's
my
understanding,
they're,
reaching
out
to
amplify
to
be
able
to
invite
you
all,
as
trustees,
to
be
able
to
attend
and
potentially
have
a
ribbon
cutting
ceremony.
T
As
far
as
the
the
Brew,
the
brew
store,
that
would
potentially
come
online
sometime
next
year
and
that's
the
update
spoke
with
Iran,
which
is
one
of
the
co-owners,
as
well
as
one
of
the
individual
assessed
work
on
the
construction
for
that
site.
F
And
then,
if
one
of
those
new
businesses,
like
you,
said
one's
going
to
open
this
Friday
yeah,
it's
for.
T
F
T
Typically,
what
we've
directed
people
to
do
is
work
through
amplify
because
they
have
that
process
right
and
from
my
understanding,
I,
don't
think
they
necessarily
have
to
join
okay
qualify
to
do
to
request
doing
a
rhythm
kind
of
ceremony.
I
believe
there
is
a
fee,
but
I
don't
think
they
have
to
become
a
membership,
but
I
will
find
out,
and
let
me
know,
okay.
F
R
F
T
F
Then
I
know
that
we've
been
hated
about
you
know
getting
storefronts
filled
right,
that's
a
whole
purpose,
but
do
we
you
know?
How
do
you
feel
about
setting
a
goal
of?
We
want
to
have
at
least
five
filled
by
the
end
of
the
year.
I
mean
do
you?
Do
you
have
a
comfort
level
with
a
number
setting
a
targeted
goal
and
what
would
be
a
realistic
number.
R
Closer
I,
complete
this
vacancy
assessment
and
reach
out
to
business
owners.
I
think
I
will
be
able
to
some
of
the
things
that
really
were
eye-opening
to
me.
R
You're
meeting
with
business
owners
now
or
last
week
to
tell
me
that
they've
reached
out
to
individual
places
who
wanting
to
either
expand
what
they're
doing
write
more
space
and
they're
told
no
I
heard
that
from
three
different
business
owners
who
just
called
up
and
down
so
now,
I'm
asking
them
to
allow
us
to
kind
of
facilitate
that
process
and
see
if
there's
something
that
we
can
do
as
a
CRA
to
have
those
conversations
with
landlords
to
hopefully
I
guess,
yeah
I'll
have
a
better
understanding
of
what
an
I
want.
R
100
filled,
you
know,
but
I
also
want
to
be
realistic
and
speaking
to
them
and
seeing
what
it
is
that
we
can
do
right
as
a
CRA
first,
but
I
will
definitely
have
an
answer.
Okay
at
our
next
meeting,
I.
F
Mean
ideally
I
think
it'd
be
great
to
have
a
measurable
goal.
I
know
it's
kind
of
tough,
but
and
then
any
update
on
the
properties
owned
by
interstruck
that
are
being
worked
on.
T
No
not
as
of
yet
at
last
conversation
with
the
previous
assistant
director,
they
were
trying
to
go
to
the
building
permit
process.
The
conversation
that
we
had
that
we
had
in
December,
okay,.
F
And
then
do
you
want
to
discuss
it
all
that
trash
challenges
around
the
East
Gateway
and,
what's
going
on
there,
how
we
can
make
it
better.
R
Sure
so
I've
gone
out
countless
times
and
whenever
the
emails
come
through,
I
do
go
out
to
take
a
look.
I
literally
went
on
I
think
a
three-hour
tour
with
one
of
the
citizens
who
typically
sends
our
complaints
or
sends
the
complaints
about
these
dumpsters
and
not
one
was
out
of
order
or
overflowing
I
did
find
that
many
do
have
missing.
R
Lids
I
found
that
many
of
them
are
very
close
to
the
streets
and
can't
have
the
enclosures
because
of
the
ordinance
that
I've
learned
about,
but
small
fixes
you
know
put
Lids
on
them.
I
wrote
out
several
different
times,
even
after
having
that
initial
tour
and
I
was
told
that
those
pictures
that
are
being
sent
are
from
previous
or
from
they're
not
currents.
Most
of
them
are
not
carrots,
so
a
little
complaint.
R
It
told
me
that
most
of
them
were
just
from
things
in
the
past
for
the
most
part
so
I'm
going
out
throughout
even
on
weekends
Saturdays.
Even
when
we
were
out
riding
around,
we
rode
around
together.
I
walked
with
her.
We
saw
several
of
our
you
know:
dumpster
or
removal
trucks,
two
or
three
within
that
period,
and
none
of
them
were
full
of
overflowing.
So
I
just
happened
to
come
back
later.
That
night
I've
gone
back
on
weekends.
R
I
just
went
back
this
past
week
from
the
most
recent
complaint,
so
I
really
can't
find
anything.
I
did
meet
with
Rebecca
from
Pro
enforcement,
and
also
we
spoke
to
silent
ways
we're
trying
to
just
figure
out
when
this
could
possibly
be.
But
since
I
live,
you
know
reasonably
close
I'm,
always
checking
and
I
personally
don't
see
anything,
but
we'll
continue
to
try
to
strategize
to
figure
out
what
it
is
that
we
can
do.
Yeah.
F
Is
it
unrealistic
to
think
that
if
you
know
if,
because
it's
been
a
problem,
whether
or
not
it's
current
or
on
the
days
when
you're
out
there,
but
if
because
it's
been
a
problem
in
that
area,
if
she
takes
a
picture
and
it's
you
know
early
enough
in
the
day,
I
don't
know
if
it's
before
noon,
somebody
could
radio
to
a
solid
waste
collector
and
say:
can
you
swing
by
there
and
pick
that
up
and
we'll
build
that
property
owner
some
additional
charge
for
having
overflowed
trash
in
that
area?
Is
that
a
possibility.
K
I
know
that
I
have
been
working
with
kervin
and
sending
him
over
and
he
sends
staff
out
immediately.
He
did
so
over
the
weekend,
including
as
Windows
come
in,
to
see
if
there's
issues
or
not
so
we
are
addressing
that.
Also
on
some
of
the
provided
in
terms
of
where
there's
infections
taking
place,
they
went
out
to
work
with
the
property
management
companies
to
make
sure
that
they
understand
it's
their
responsibility
to
have
appropriate
containers.
V
K
What's
available
in
terms
of
that,
we
could
increase,
pickups
and
or
increase
container
size,
if
necessary.
So
I
know
that
the
solid
weight
staff
is
working
as
I
kind
of
they
come
in.
So
we
are,
you
know
as
soon
as
they
come
in
board
in
them
over
and
I
know
that
Mrs
Jay
has
also
been
sending
that
over
to
Solid
Waste
as
well,
and
also
working
with
code
enforcement.
Great.
F
R
Not
that
I
know
of
at
this
point,
I
did
ask
I
think
they
were
going
to
send
Miss
ham
out
to
answer
your
question.
Specifically,
we
were
just
trying
to
coordinate
a
time
for
her
to
come
to
a
CR
meeting,
to
get
a
presentation
on
those
and
to
give
more
insight
into
the
numbers.
As
you
questioned
previously,
we
did
read
about
it
twice.
So
perhaps
I
can
get
her
on
the
next
agenda.
F
Asked
that
because
I
said
I'm,
so
I'm,
chair
of
the
COC
board
now
this
year
and
for
next
year,
maybe
but
we're
looking
at
Safe
Harbor
and
how
it
functions
and
if
the
average
day
at
Safe
Harbor
is
like
three
days
if
it
seems
to
be
a
revolving
door
of
homeless
that
are
there
instead
of
it's
jail
diversion
and
it's.
This
philosophical
discussion
is
at
a
homeless
shelter.
F
A
B
A
X
Good
afternoon
Ellen
Crandall
Planning
and
Development
Department.
This
is
the
third
amendment
to
an
existing
Hotel
density
development
agreement.
The
primary
change
is
to
add
0.1837
acres
of
land
to
the
project
area.
This
comes
from
the
to
be
vacated
South
Gulfview,
Boulevard
right-of-way.
This
amendment
includes
updated
legal
description
and
conceptual
site
plans
to
include
this
additional
area.
X
Y
Good
afternoon
Lauren,
Matzke,
Planning
and
Development
I
did
prepare
slides
for
today,
but
I
know
I,
usually
repeat
them
on
in
the
evening
meetings
during
the
official
public
hearing
I'll
go
very
quickly
through
them,
cognizant
of
everyone's
time
and
just
to
acknowledge.
We've
had
one-on-one,
so
we've
gone
through
a
lot
of
this
already,
but
although
more
in
depth
during
the
hearing
so.
Y
So,
as
mentioned,
this
is
the
first
time
we've
had
an
ordinance
of
the
size
in
several
years.
So
that's
part
of
why
we
had
one-on-ones
with
y'all.
It
covers
a
variety
of
topics
for
sections
of
the
Community
Development
code.
Y
So
but
there
were
some
overall
objectives,
including
providing
Clarity
based
on
different
staff,
recommendations,
updating
some
processes
addressing
certain
direction
that
had
been
provided
previously
by
city
council
and
past
City
councils
and
incorporating
or
addressing
some
changes
that
have
been
made
to
the
county-wide
rules
over
the
last
several
years.
Y
The
first
is
Community
Gardens.
This
would
propose
to
allow
them
in
the
open
space
Recreation
District,
as
well
as
to
provide
limited
on-site
sales
in
the
commercial,
institutional
and
downtown
districts
and
then
established
that
any
other
District
that
has
a
community
garden.
They
could
do
temporary,
they
could
do
occasional
on-site
sales
temporarily.
Y
Y
This
ordinance
proposes
to
allow
front
setback
flexibility
for
detached
dwellings
and
to
establish
the
residential
infill
Redevelopment
project
use
within
the
medium
density
residential
district.
The
language
is
consistent
with
that
that
is
in
the
low
medium
density
residential
district,
and
this
addresses
some
of
the
setback
requests
that
have
been
approved
more
recently
by
the
Community
Development
board.
This
would
allow
them
as
an
at
the
staff
level.
Y
Fences
was
a
bigger
part
of
the
code,
so
there
were
a
variety
of
changes
proposed,
but
the
the
main
one
was
something
that
was
requested
by
city
council
related
to
corner
lot.
This
is
a
section
of
the
code
fences
in
general
that
staff
deals
with
a
lot,
so
you
would
have
noticed
a
lot
of
other
kind
of
restructuring
stuff.
That
was
for
clarity
based
on
our
experience
and
the
types
of
questions
we
get,
but
I'll
talk
through
Corner
lots
more
directly
So.
Y
Currently
the
code
limits
Heights
offenses
that
are
located
between
the
principal
structure
and
any
right-of-way
to
four
feet
in
height.
This
would
be
the
area
that's
shown
in
blue
there
in
front
of
the
principal
structure
on
both
sides.
So
this
is
a
corner
lot.
There's
two
fronts
in
this
example,
which
means
there's
a
street
on
two
of
the
four
property
lines.
Y
If
someone
wanted
to
have
a
six
Hood
fence,
they
would
be
limited
to
having
that
in
line
with
the
principal
structure
or
behind
it,
which
is
reflected
by
the
pink
line
there
going
forward.
What
is
proposes
to
differentiate
between
the
addressed
front
property
line
and
any
other
front
property
lines
that
are
unaddressed.
So,
in
this
graphic,
the
the
non-addressed
property
line,
the
area
where
a
six
foot
fence
would
be
permitted
would
be
in
that
pink
area.
However,
at
council's
Direction
it
would
be
required
to
be
open
or
picket
or
open
style.
Y
I
did
not
include
the
graphic,
but
one
is
Illustrated
in
the
code.
Amendments
for
the
community.
Anything
else
in
the
in
the
Blue
Area
would
remain
the
same.
That
is
the
addressed
front
property
line,
and
that
would
still
be
limited
to
four
feet.
Y
This
has
a
slide
just
illustrating
some
of
the
other
ones,
so
the
mixed
use
districts
would
be
limited
in
downtown
for
those
vertical
mixed-use
buildings.
This
is
another
opportunity
for
us
to
incentivize
the
type
of
growth
that
we
want.
This
would
allow
full
density
and
intensity
or
all
development
potential
for
a
vertical
mixed
use
project.
Y
This
is
one
of
the
ones
that
stems
from
county-wide
rule
changes,
the
exception
or
exemption
for
artificial
turf
for
parks
and
athletic
fields
was
discussed,
I
believe
later
last
year
by
city
council,
so
we're
bringing
that
forward
for
you
and
then
the
residential
parking
restrictions.
These
are
well
the
residential
parking
restrictions
are
not
new,
but
they
would
apply
in
areas
of
downtown
where
they
were
inadvertently
removed
and
the
boat,
trailer
and
RV
parking
in
the
streets.
Driveway
is
new
and
that's
to
address.
Some
safety
concerns.
Y
There's
two
different
pieces
that
fall
within
the
sign
code.
The
first
is
the
LED
rope
lighting
around
windows
and
doors.
The
code
prohibits
it
recommends
prohibiting
these
city-wide.
The
city
has
an
interest
in
preserving
the
aesthetic
quality
of
its
neighborhoods
and
districts
and
I
touched
on
this.
In
the
staff
analysis,
The,
increased
use
of
this
type
of
lighting
is
inconsistent
with
the
visually
attractive,
Urban
environment,
that
the
city
signed,
regulations
seek
to
preserve
and
I
know.
After
one-on-ones
there
were
some
differences,
they
are
a
thought,
so
there
might
be
discussion
later.
Y
These
two
proposals,
I
think,
are
pretty
self-explanatory,
so
it
would
be
to
require
pre-application
conferences
for
all
projects
that
are
proposed
in
downtown
and
US
19
and
then
related
to
some
of
the
recent
Bluff
approvals
development
Agreements
are
proposed
to
this
would
amend
the
code
consistent
with
that
to
allow
up
to
30
years.
Y
Many
of
the
amendments
were
in
the
US,
19
and
downtown
zoning
District,
so
I
will
move
through
these
relatively
quickly.
Bike
parking
is
proposed
to
be
updated,
I'll
focus
on
the
short
term
and
long-term
bike
parking
currently
there's
a
short-term
parking
standard,
but
it's
a
one-size-fits-all.
Y
There
are
several
proposed
changes
to
building
designs,
including
requirement
for
Upper
Floor
windows
and
delineating
and
providing
a
little
bit
more
direction
for
rooftop
mechanical
equipment,
screening
options-
and
you
know,
throughout
the
process,
we've
now
had
several
years
several
additional
years
of
reviews
and
examples
of
projects,
and
so
we
find
at
staff
level
that
sometimes
there's
new
flexibility
that
may
need
maybe
recommended
so
we're
recommending
some
related
to
residential
uses
across
parcel
connections
and
employment.
Intensive
projects
that
one
specifically
is
to
reduce
the
acreage
threshold
from
five
acres
to
2.5
acres.
Y
Many
of
the
amendments
are
similar
in
the
downtown
district
because
we
strive
to
maintain
consistency
in
those.
Although
the
codes
aren't
exactly
identical,
so
I'll
focus
on
the
ones
that
are
a
little
bit
different.
So
in
this
one
high
transitions,
we
looked
at
our
building
step
back
provisions
and
currently
it
would
apply
to
all
fronts
of
a
building,
and
the
proposal
is
to
only
require
it
for
the
front
of
the
building.
That's
on
the
primary
Frontage
in
the
use
and
parking
tables,
the
overnight
accommodations
in
South
Gateway
would
be
removed.
Y
The
downtown
Redevelopment
plan
does
not
establish
a
density
for
hotel
units
in
the
South
Gateway.
So
this
is
a
correction.
It
should
not
have
been
reflected
in
the
table.
So
that's
that's
more
of
a
correction
but
like
we
discussed
the
self-storage
facilities
as
are
currently
allowed
and
several
of
the
character
districts
as
accessory
and
we're
proposing
to
expand
that
to
allow
it
in
the
downtown
Gateway.
Y
There
are
multiple
site
and
building
design
changes.
These
are
to
you
know
several
of
them
the
same
as
US
19,
but
also
adjusting
swimming
pools,
specifically
in
downtown,
where
they
hadn't
really
been
discussed.
Before
flexibility,
more
options
in
downtown
related
to
the
building
step
backs
parking
garages.
It
doesn't
make
sense
to
have
a
step
back
from
a
design
perspective.
Y
So
addressing
that,
looking
at
u-shaped
buildings,
where
we
now
had,
we
had
several
that
we've
reviewed
since
then
proposing
to
allow
limited
increases
to
surface
parking
for
existing
offices,
but
these
would
be
outside
of
the
downtown
core.
There
are
some
some
existing
offices
that
might
need
a
little
bit
of
additional
parking.
We
like
to
support
our
businesses
and
then
a
variety
of
other
ones.
Y
Walkways
service
areas,
swimming
pools,
flood
zones,
historic
buildings,
so
the
Community
Development
board
reviewed
this
at
their
meeting
last
month
and
they
unanimously
recommended
approval
with
one
recommended
change
and
that
was
specifically
to
community
garden
fences.
There
was
a
conversation
about
possible
security.
H
Y
The
need
to
since
there's
not
as
much
of
an
active
use
on
the
site,
so
they
recommended
allowing
up
to
six
feet
high
along
front
property
lines,
but
if
it
was
open
style.
So
if
it
was
four
feet
high,
it
could
be
solid.
If
it
was
anything
taller,
it
would
have
to
be
open
Style.
Y
I'm
kind
of
indifferent
to
be
honest,
like
I,
don't
have
a
strong
feeling,
one
way
or
the
other
I
think
if
it's,
if
it's
taller
I,
think
open
style
is
important.
I
looked
at
a
variety
of
pictures,
I
think
that
you
have
different
Community
Gardens
and
the
fence.
Styles
really
vary
a
lot
from
very
kitschy.
To
you
know
much
more
formalized.
Our
current
Community
Garden
in
downtown
has
a
chain
link
fence
and
that
would
not
be
allowed
going.
You
know
based
on
current
downtown
plan
anyway,
but
there
are
ways
to
make
it
still
inviting.
F
Well,
as
someone
who
had
a
community
garden,
there
I
had
a
garden
plot,
but
wasn't
able
to
do
it
anymore,
so
I
donated
it,
but
they
had
material
stolen.
You
know,
I
mean
they
keep
wheelbarrows
and
tools
and
all
sorts
of
things
there
that
got
stolen,
and
so
we
had
to
get
a
really
heavy
chain
and
a
padlock,
and
so
they
need
to
be
higher
than
four
feet.
I
think
materials
are
kept
there.
It's
not
just
food
growing,
but
there
are
valuable
materials
that
are
there.
Y
So
I
mean
I
think
that
no
I
mean
I'm
not
trying
to
hurt
yeah
yeah
I
think
that
every
community
garden
has
is
in
a
different
type
of
location.
So
it's
hard
to
count
for
that.
They
have
different
approaches
to
security,
whether
they
have
sheds
or
other
ways
of
securing
it,
but
definitely
keeping
those
materials
on
hand
for
the
users
of
the
garden.
You
know
is
important.
Y
F
Know
my
tomatoes
didn't
grow,
but
I
do
have
a
couple
of
other
questions:
okay,
okay,
so
you
have
a
reduced
walkway
with
which
I'm
not
a
big
fan
of
I
wish.
Our
sidewalks
were
like
eight
feet
wide,
but
you
have
a
picture
of
the
north
Ward
school
on
that
slide.
Is
that
like
where
you're
thinking?
Why?
Where
and
why
would
you
reduce
a
walkway
with.
F
Y
Because,
in
fact,
walkways
aren't
as
exciting
photographically
and
the
the
downtown
plan
has
a
requirement
for
six
feet:
minimum
on
site
walkways
and
in
some
instances
occasionally
we
have
a
poll
that
sticks
out
and
there's
really
no
Avenue
to
reducing
it.
If
it
needed
to
be
five
and
a
half
feet.
Y
The
the
way
the
language
is
written
is
that
they
have
to
meet
the
code
to
the
maximum
extent
practicable,
so
that
just
would
give
staff
some
ability,
but
when
they
request
flexibility
either
on
US
19
or
in
downtown,
it
moves
it
to
a
different
level
of
approval.
So
if
they
were
coming
through
as
a
building
permit,
it
would
come
through
as
a
site
plan.
Application
and
staff
would
have
the
ability
to
review
it.
The
you
know
the
members
of
the
DRC
and
it
gets
advertised
in
that
notice.
F
Self-Storage
facilities
in
downtown
Gateway,
we
really
want
them
there.
You
think
that's
okay,
to
have
them
there,
but
I
mean
isn't
that
allowing
it
don't
you
have
an
amendment
to
allow
them.
It.
H
Y
The
you
know
where
in
downtown
we
took
a
different
approach
and
and
said
vet.
You
know
in
certain
areas,
Self
Storage
could
could
be
okay,
it
would
always
have
to
be
accessory
to
the
existing
use.
So
it's
limited
to
25
of
the
overall
floor
area.
So,
but
if
it's
for
consideration.
F
And
then
do
you
have
I
couldn't
find
a
definition
of
short
and
long-term
bike
parking.
The
difference
there's.
Y
Short-Term
bike
parking
is
uncovered,
it's
the
little
hoops
and
other
things
the
we
we
adopted
those
or
established
those
standards
several
years
ago
when
we
started
to
require
bike
parking
in
down
in
US
19,
specifically
when
we
added
long-term
bike
parking
in
Downtown,
specifically
that
they
were
enhanced
to
include
that,
and
that
usually
means
some
sort
of
security
feature
separate
from
just
your
bike,
lock,
some
sort
of
covering,
but
there's
a
wide
variety
of
ways
to
to.
F
F
Okay
and
then
you've
got
a
recommend
or
a
requirement
for
a
pre-application
process
for
downtown
and
us
19.
do
you
want
to
is?
Is
it
downtown
because
it's
a
CRA
or
we
want
to
encourage?
Obviously
we
want
to
encourage
development
there,
but
do
you
want
to
Loop
in
the
north
Greenwood
CRA
as
well,
or
we
can't
do
it
yet
because
it's
not
totally
finalized
these.
H
Y
F
Then
I
guess
the
last
question
right
now
is
the
Marriott
on
Sand
Key.
Has
this
blue
lighting
that
residents
don't
care,
for?
It
looks
to
me
like
rope,
but
it
could
be
like
bars,
lighting
and
outlines
their
whole
floors
is
is
if
we,
if
we,
you
know,
prohibit
rope
lighting,
does
it
go
back?
Does
it
would
it
apply?
You.
D
Y
Code,
neon
and
LED
lighting
is
not
considered
signage
when
it's
used
to
emphasize
architectural
features,
and
it
goes
beyond
to
include
architectural
detailing
and
accentuating
site
Landscaping.
The
scope
of
the
proposed
amendment
is
really
for
just
the
lighting
that's
currently
used
plugged
in
and
used
for
the
windows
and
the
doorways
as
you've
seen
is
kind
of
proliferating
among
our
our
strut
centers,
primarily
so
that
would
be
different,
but
I
would
need
to
look
into
that
further.
J
A
Thursday
perfect
because
I'm
or
you
all
can
go
on
without
me,
but
I
have
to
leave
at
five
I
thought
four
hours
would
be
ample
for
this.
For
accession.
I
was
probably.
S
Q
Z
Was
completed
in
November
of
2022
by
cardinal
cardinal
has
recommended
a
phase
two
Esa
due
to
the
automotive
use
of
the
property
located
across
Vine
Ave.
That's
1000
Vine
Avenue,
though
the
potential
contamination
source
is
off-site
and
separate,
separated
by
a
roadway,
The
Phase
2
Esa
is
recommended
to
confirm
that
contaminated
groundwater
has
not
traveled
onto
900
Palmetto.
Z
The
First
Amendment
to
contract
for
exchange
of
real
property
would
extend
the
original
contract
closing
date
to
on
or
before
August
25th
2023
providing
time
for
the
city
to
complete
the
phase.
2
ESA
staff
is
seeking
funding
for
the
phase
2
Esa
from
the
Environmental
Protection
Agency
Grant,
previously
awarded
to
the
city
of
Clearwater
in
2021.
If
the
use
of
grant
funding
is
not
approved,
available,
funding
from
Capital
project
environmental
assessment
and
cleanup
will
be
used.
I'd
be
happy
to
address
any
questions.
Any
questions.
N
N
We
presented
revenues
versus
expenses
at
that
on
those
101s
and
we
are
experiencing
losses
per
year
to
the
tune
of
over
600
thousand
dollars
per
year
for
fiscal
year
2020
in
2022,
in
fiscal
21,
we
were
actually
a
little
higher
than
that,
actually
over
eight
hundred
thousand
dollars,
and
so
we
were
discussing
that
we
are
looking
to
exit
out
of
the
propane
business
because
we
feel,
like
other
companies,
can
do
the
same
job.
N
You
know
the
rate
will
more
likely
have
to
go
up
because
of
that,
but
if
we
were
to
keep
our
operations,
as
is,
we
would
have
to
come
to
you
at
a
later
date
to
do
rate
increases
for
our
customers.
Just
to
let
you
know,
we
have
about
2
000,
propane
customers
right
now.
Majority
of
those
are
residential,
just
about
1980
of
them,
and
we've
got
about
60
commercial
customers.
N
So
95
of
those
are
in
the
city
of
Clearwater,
so
bulk
of
our
customers
are
actually
outside
of
the
city
of
Clearwater
limits.
Here,
bulk
of
them
are
in
the
unincorporated
Pinellas
County
in
Pasco
County
so
and,
like
I,
said
the
revenues
and
expenses.
N
N
Also,
we
have
you
know
it's
a
Top
Line
because
it
impacts
employees,
so
we
discussed
this
last
year
with
the
potential
sale
of
the
natural
gas
system
as
a
whole,
but
this
one
here
would
be:
eight
employees
in
total
would
be
impacted,
so
we
do
have
positions
available
for
all
eight
of
those
employees
we're.
Actually
our
vacancies
are
a
little
over
10
right
now.
So
in
fact,
nobody
would
need
to
take
a
demotion.
They
would
be
able
to
transfer
into
other
areas
of
of
our
company
in
order.
N
You
know
they
could
keep
their
job
and
they
wouldn't
have
to
go
out
and
be
laid
off
or
look
for
a
job
in
another
department.
If
they
so
choose,
I
mean
they
would
be
doing
a
different
job
function,
but
they
would
have
that
opportunity
to
have
that
even
up
to
the
supervisory
level
that
we
have
right
now
in
our
program
operations.
N
So
we're
very
fortunate
in
that
regards,
but
with
that
I
will
be
happy
to
answer
any
questions,
and
you
know
we
are
looking
for
guidance
on
this
item
here
and
ultimately
I
vote
on
on
Thursday
to
ask
us
whether
we
should
move
forward
with
the
brokering
it
and
getting
an
evaluation
and
and
doing
you
know
going
through
that
whole
process
and
then
bringing
it
back
to
you
at
a
later
date.
N
We
would
be
break
even
right
about
break
even
we
would
be
looking
at
adding
to
250
a
gallon
to
the
price
which
we've
done
some
analysis
with
other
companies
and
they
are
they're
right
around
that
price
range.
We're
we're
at
three
dollars
a
gallon.
The
competitors.
They'll
start
you
off
at
three
dollars
a
gallon,
but
then
they'll
they'll
increase
your
rate
kind
of
like
the
cable
company
does,
where
you
know,
they'll
get
you
in
a
lower
rate
and
then
go
up
from
there.
Obviously
we
have
to
set
rates
through
Council.
N
We
don't
have
that
kind
of
flexibility
as
a
as
a
business
for
propane.
So
essentially
those
companies
would
do
that.
So
if
we
got
up
to
that
competitive.
A
A
N
I
think
that
we
should
get
out
of
this
business
because
propane
can
be
handled
by
other
companies.
We
have
three
three
to
four
of
them
in
this
area
right
now
where
they
can
actually
serve
the
customer,
take
over
those
customers
and
then
serve
them.
They
wouldn't
even
have
to
take
the
tanks
out
of
the
ground
or
anything
like
that.
They
would
just
buy
those
assets
that
we,
because.
AA
N
A
F
Just
I'm
happy
to
hear
that
all
the
employees
will
retain
a
job,
not
have
a
demotion
and
be
able
to
stay
in
the
gas
department
if
we
so
this.
N
N
I'm
investigating
about
six
months
to
a
year
to
go
through
the
whole
process.
I
would
hope
to
stay
closer
to
six
months,
but
I
I,
don't
know
we'll
have
to
get
that
valuation
and
then
go
out
and
work
with
purchasing
and
do
an
RFP
more
than
likely
to
bring
in
potential
buyers
and
go
through
that
process.
The
contracts
you
know
one
buyer
may
not
want
to
take
all
the
assets.
Other
ones
may
want
to
take
everything,
and
it
really
just
depends
on
you
know
who's
going
to
be
responding
to
the
bid.
N
You
know,
companies
that
are
within
the
area
right
now
may
not
want
the
large
tanks
that
we
have
on
our
site,
but
new
companies
coming
in
into
this
Market
may
want
to
buy
those
tanks
and
relocate
them
to
another
area.
So
there's
a
lot
of
variables
there
and
we
won't
know
that
until
we
get
through
into
the
process,
you
know
pretty
far
into
it.
N
Yes,
yeah:
we
cannot
adjust
our
price
other
than
the
cost
of
the
field,
so
we
do
fuel
adjustments,
but
we
don't
make
money
off
of
the
future.
So
fuel
prices
go
up.
We
raise
the
price
on
the
fuel
component,
only
the
non-fuel,
which
is
our
profit
margin
that
is
fixed.
We
we
went
to
council
two
years
ago
on
our
rate
study
and
made
changes
to
our
gas
rates.
F
B
AB
AB
AB
The
cost
to
replace
and
remove
the
pipe
was
a
hundred
and
twenty
thousand
dollars
far
exceeded
the
value
of
their
property.
In
our
due
diligence,
we
identified
from
Pinellas
County
Tax
Assessor
Property
Appraiser,
the
land
in
2021
was
worth
over.
81
thousand
2022
is
worth
over
a
hundred
thousand,
so
the
land
has
much
more
value
than
the
50
000
he's
willing
to
accept
the
gentleman
who
owns
their
property.
Now
his
mom
had
passed
away.
Her
wishes
are
being
carried
forth
for
the
price
of
fifty
thousand
dollars.
He
could
certainly
ask
for
more.
AB
AB
What
we're
trying
to
do
is
minimize
our
responsibility
by
offering
him
5
000
less
than
his
asking
price
of
fifty
five
thousand.
We
offered
him.
Fifty
thousand
excuse
me.
He
accepted
that,
so
we
are
now
five
thousand
under
his
ask
price.
We
are
far
below
the
assessed
value
of
the
property.
Again,
we're
resolving
the
issue
of
having
the
easement
encroachment
of
the
water
pipe
and
we
don't
really
have
a
lot
of
choice
here.
It's
either
160
000
or
50
000.,
and
that's
where
we
stand.
AB
AB
AB
AC
Afternoon
there
Council
Jeremy
also
has
parking
manager.
The
item
for
you
is
essentially
a
continuation
of
our
agreement
with
Park
Mobile,
for
the
app
to
continue
to
of
the
app
here
in
Clearwater
be
happy
to
answer
any
questions.
Questions.
AC
That's
an
interesting
not
that
I
know
of
I
do
know
that
Tampa
recently
went
out
for
something
they're
adopting
several
so
they're
going
to
have
multiple
and
we're
waiting
to
see
how
that
works
out
for
them,
because
that
does
entail
some
more
kind
of
work
on
our
end,
on
the
back
end,
to
coordinate
all
the
product
together.
So.
AC
Well
again,
I'm
waiting
to
see
how
that
kind
of
we
I
do
talk
with
the
regional
direct
or
you
know,
directors
and
managers
from
the
parking
systems
here,
and
we
kind
of
compare
notes
so
I'm
waiting
to
see
how
that
all
works
out,
because
that
is
intriguing
to
me
a
little
bit
I.
Don't
six
is
a
little
bit
more
but
I
liked
it
so
gravel
onto.
But
you
know,
given
our
our
citizens,
our
customers
option
might
not
be
a
bad
idea.
It
puts
us
in
a
better
I
think
better
position.
I
Yeah
so
I've
been
using
Park
mobile
a
long
time
a
month
in
other
cities.
It's
that's
the
beauty
of
it.
I
mean
you
get
used
to
it.
It's
on
your
phone,
St
Petersburg
has
had
it
for
a
while,
and
it's
always
convenient
to
just
pay
on
your
phone.
And
then
you
have
a
countdown
timer,
which
is
nice.
You
know
to
get
up
put
money
in
the
meter.
You
just
more
money
on
it.
I
guess.
I
I
If
you
have
a
flip
phone,
you
can
in
a
computer,
set
up
an
account
associated
with
a
credit
card,
and
then
you
could
call
on
a
phone
number.
So
if
you
have
a
flip
phone
or
some
unsmart
phone,
you
can
dial
that
phone
number
yeah
dumb
phone,
yeah,
okay
and
it
automatically
takes
some
money
out
so
I
just
wanted
to
say
that
publicly
for
the
benefit
of
the
people
that
there's
still
a
workaround
with
the
dumb
phone.
I
AC
J
AC
Thank
you
very
much.
We
did
add
that
feature.
I
think
it
was
initially
we
had
access
to
it
from
the
beginning,
but
it
didn't
become
really
necessary
until
the
meters
went
away,
downtown
and
then
so
yeah
there's
a
1-800
number
on
their
toll-free
number
to
call
and
you
can
just
use
any
any
phone
doesn't
have
to
be
a
smartphone.
AD
Mayor
council
members
just
a
reminder
that,
in
accordance
with
the
state,
legislature's
passage
of
the
Cyber
Security
Act,
we're
modifying
these
next
two
items
to
simplify
some
of
the
languages
and
and
the
be
less
specific
items
as
well
as
certain
documents
will
not
be
posted
on
the
website.
So
the
attachments
are
not
included
with
this
agenda,
but
this
particular
item
will
be
with
three
vendors:
Shi
will
be
approximately
825,
000
CDW
will
be
approximately
900,
000
and
kerosoft
is
about
125
000..
AD
A
AA
This
items
for
a
purchase
of
software
licensing
and
maintenance
through
Shi
International.
This
includes
licensing
for
our
existing
office
productivity
Suite,
but
also
adds
lessons
needed
for
our
upcoming
unified
communications
project
and
enhanced
security
programs.
Any
questions
I'm
happy
to
answer
any.
AE
Good
afternoon
Sandy
Clayton
Recreation
division
manager.
The
agreement
before
you
is
a
will
allow
us
to
work
with
the
Pinellas
County
school
board
to
provide
transportation
using
school
buses
and
their
drivers
for
summer
camp
programs
to
for
field
trips
and
allow
us
to
to
have
the
children
go
out
on
the
trips.
F
Just
had
a
question
about
this
I
know:
we've
done
this
before
and
fully
support
it
I
just
thought
for
my
edification
edification
and
due
diligence
when
we're
renewing
a
program
like
this.
How
does
it
compare
to
the
cost
last
year
so
I
know
they're
having
trouble
with
bus
drivers
I,
you
know
getting
bus
drivers
and
maybe
the
cost
of
fuel
is
up
and
I
just
wondered:
are
we
paying
more
this
year
just
to
have
an
understanding
so.
AE
Last
year
the
Pinellas
County
Schools
didn't
provide
the
service
at
all,
and
this
year
they
actually
are
only
promising
if
they
do
provide
the
service
it'll
be
during
the
month
of
July.
So
we
have
to
go
with
other
private
vendors
last
year.
It
cost
that
it
cost
us
about
forty
four
thousand
dollars
total
for
all
last
summer.
AE
AE
H
AE
I,
don't
believe
it
has
to
go
for
it.
The
only
reason
I
think
this
has
this
house
County
requires
us
to
sign
an
agreement
with
them
and
provide
this
service.
AE
P
Good
morning,
mayor
council,
Rich
Gardner,
director
of
Public
Utilities
The
Honorable
for
its
days
for
an
increase
to
purchase
order
for
chemicals
used
for
treatment
at
the
water
and
wastewater
facilities.
Sodium
hydroxide
is
used
for
pH
adjustment
and
corrosion
control
of
the
city's
water
treatment
facilities.
Sodium
bisulfite
is
used
at
the
Water
Reclamation
facilities
to
dechlorinate
treated
ethyl
prior
to
discharge,
to
surface
waters
and
at
the
city's
Ro
one
plant
for
dechlorination
before
the
oral
membranes.
P
The
reason
an
increase
is
required
is
due
to
a
significant
price
increase
of
sodium
bisulfate
earlier
this
year,
as
well
as
increased
usage
of
a
chemical,
the
new
contract
amount
will
be
470
000,
representing
an
increase
of
70
000
for
the
current
contract.
Here,
we're
also
asking
for
a
second
country
contract.
Your
amount
of
540
000,
which
reflects
140
000
increase
from
the
originally
approved
amount,
I'm
asking
if
you're
approval
to
increase
appeal
and
happy
days
or
any
questions.
F
You
know
again
I
it's
like
we
can't
say
no,
because
we
can't
go
buy
this
product
off
the
shelf
right.
We
need
it
to
operate
and
we
have,
but
we
have
this
contract,
and
so
in
that
letter
that's
attached
that
last
paragraph
really
speaks
to
the
Good
Will
of
this
provider.
Right
they've
done
good
things,
they've
provided
on
time.
We
haven't
had
any
issues
right,
so
it's
kind
of
this
Supply
thing
and
they
they're
asking
us
to
step
in
and
help
them
meet
these
expenses.
That
price
increase.
F
Yes
right,
okay,
so
I
get
that
I
mean
that's
okay,
but
I.
Think
when,
when
there's
a
price
increase
and
and
really
breaking
of
the
contract
right
that
we've
signed,
should
we
have
like
procurement,
Legal
Financial
way
in
and
have
like
I've
had
these
three
oversight,
you
know,
I've,
had
these
three
departments
look
at
this
and
and
it's
it's.
X
P
H
F
P
F
F
So
how
idea
says
just
a
sentence
in
the
legislative
text
that
says
this
has
been
approved
by
these
three
departments
or
something
again
as
I
look
at
things
with
solid
waste
or
other
things.
It's
like
why
weren't
things
caught
and
if
there's
a
sentence
there
that
says,
look
all
of
this
due
diligence
we
went
through
then
it's
there.
S
Sure
I
mean
just
a
couple
couple
observations,
so
first
I
mean
as
far
as
Council
items
are
concerned.
I
mean
legal,
does
review
items
before
they
come
to
council
for
legal
sufficiency,
including
this
item.
However,
what
legal
is
reviewing
is
the
question
of
whether
a
council
is
being
asked
to
take
a
lawful
action,
and
so
the
question
being
presented
to
Legal,
although
important,
is
a
narrow
question,
the
question
is:
can
Council
legally
approve
a
price
increase
or
a
Commodities
increase?
S
S
Being
tough
with
them,
the
problem
we
have
with
some
of
these
products
is
that
either
they
are
time
sensitive
in
terms
of
the
city's
Supply
and
or
we
have
very
little
competition
in
the
marketplace.
And
so
here
you
may
have
a
very,
very
small
number
of
vendors
out
there
who
can
offer
the
same
product
and
I
do
feel
better
about
this
particular
item
because
to
Mr
Gardner's
Point
procurement
did
look
at
this
and
they
did
find
that
there
was.
S
There
are
the
competitors
who
are
out
there
who
are
offering
the
same
or
higher
price
than
even
this
price.
So,
even
though,
personally
I'm
extremely
skeptical
of
accepting
a
price
increase
in
the
middle
of
a
contract,
because,
even
though,
where
I
come
from
a
deal,
is
a
deal
and
I
have
no
problem
being
tough
with
them.
Under
the
particulars
of
this
case,
where
it
still
is
the
best
pricing
for
the
city-
and
there
doesn't
appear
to
be
anything
else
in
the
marketplace
that
we
could
really
do
were
probably
stuck
with
that.
S
A
P
Mean
it's
getting
a
little
better,
but
we're
still
out
there.
You
know
the
price
of
gas
has
come
down.
All
these
Commodities
are
really
dependent
on
fuel
because
the
delivery
of
Transportation,
so
it's
transportation,
it
came
down
and
then
it
went
back
up
a
little
bit.
I
mean
we're
monitoring
it
and
we
we
plan
on.
If
it
comes
down,
if
the
index
comes
out,
sometimes
the
index
are
negative.
If,
if
it's
negative
we're
going
to
approach
them
and
say
Hey,
you
know
we
worked
you
with
and
what's
high.
B
It
may
go
on
consent.
I
do
have
a
question,
though
I
know
it
was
suggested
by
the
vice
mayor.
Is
there
consensus
of
the
group
to
include
a
statement
regarding
those
items
where
there
is
a
price
increase
that
the
appropriate
departments
I've
reviewed
it?
Do
we
want
to
include
that
statement
in
the
agenda
cover
ID
direction
from
Council.
B
No
you
it
wouldn't
pass
it
through
legal
for
the
most
part.
Yes,
everything
is
being
reviewed
and
we
have
an
internal
workflow
that
we
can
verify
with
and
usually
by
the
time
it
legal
reviews,
if
they
review
it
before
it
even
goes
out
to
any
of
the
staff
and
staff,
has
been
directed
to
work
with
procurement
prior
to
entering
an
agenda
item.
So
assuming
everybody
has
followed
those
instructions,
then
yes,
so
in
other
words,
it.
L
F
B
F
I'm
getting
I
think
it's
great
for
the
I
didn't
know
that
that
was
there
I'm
not
privy
to
all
those
steps
and
I.
Think
it's
really
good
for
the
public
to
understand
that
that
this
is
the
oversight
we
have.
This
has
gone
through
multiple
departments
and
been
checked,
and
those
are
how
we're
making
our
decisions
up
here.
Right
I
mean
we're
not
experts
in
finance
or
procurement
or
legal.
F
A
F
J
A
B
So
agenda
items
are
drafted
internally
in
a
department
before
it
even
gets
outside
of
the
department.
The
department
director
needs
to
approve
it.
So
there's
already
an
internal
review
from
the
person
who's
drafting
it
to
the
person
who's
actually
approving
it
and
then
once
it
leaves
the
department.
It
goes
to
legal
for
review
and
then
at
that
point
once
they
have
reviewed
the
contracts
or
the
the
agenda
item
and
make
sure
it's
legally
sufficient.
Then
it
at
that
point
it
other
departments
are
going
to
start
looking
at
it.
B
So
you
have
Finance,
you
have
risk,
then
it
goes
to
this.
It
goes
to
me,
I,
just
look
for
the
grammar
making
sure
that
it's
correct
then
it'll
go
to
the
assistant
city
manager
and
then
to
the
manager.
So
there
is
an
extensive
approval
process.
B
S
Suggestion
that
may
kind
of
accomplish
everyone's
goals
here,
because
certainly
adding
that
language
to
each
and
every
item
could
prove
challenging
for
for
different
reasons.
But
what
if
we
were
to
do
something
either
on
our
website
or
something
else,
that's
public
facing
or
forward-facing,
so
they
can
see
the
approval
flows.
Certainly
it's
public
record
anyway,
and
I
think
that
the
vice
mayor's
Point
most
people
in
the
public
you
know,
do
not
understand
what
type
of
review
process
is
out
there.
S
So
if
we
were
to
put
out
something
on
our
website
that
actually
says
they
hate
this,
our
approval
flows,
for
example,
I
mean
we
could
publish
that
without
a
problem.
So
people
would
know
that
for
each
item.
This
is
what
it
goes
through.
I
will
say
specifically
as
to
Legal
I
would
emphasize,
and
if
we're
going
to
do
this
in
any
format,
I
would
want
to
emphasize
that
legal
is
reviewing
this
just
to
make
sure
the
council
is
taking
a
legal
action.
B
I
AF
Hello,
mayor
council,
Michael,
Maxwell,
Chief,
Innovation
officer
and
terms
always
director,
following
the
discovery
that
the
city
was
was
out
of
contract
with
Waste
Management
back
in
early
January,
we
were
instructed
to
acquire
recycling
processing
Services,
which
we
did
under
impractical
to
to
award
on
a
big
basis.
We
did
not
have
options
at
all
at
that
point,
so
we
entered
into
an
on-called
agreement,
but
we
had
a
pricing
letter
with
with
Waste
Management,
which
we
used.
AF
That
was
for
150
a
ton,
and
at
that
time
we
did
a
fifty
thousand
dollar
PL
approved
by
the
interim
city
manager
and
and
then
we.
X
AF
X
AF
Process
all
of
the
recycling.
We
know
that
that
probably
won't
happen
for
for
good
reasons,
including
contamination,
but
we
would
at
least
have
the
ability
to
process
all
of
the
the
materials
that
we
will
be
receiving
between
now
and
the
end
of
April,
and
so
that
is
the
request
today
is
to
move
forward
with
both
waste
management
and
Waste
Connections
Waste
Connections
cannot
take
all
of
our
materials.
They
do
have
a
lower
price.
Waste
Management
has
expressed
that
they
can
take
all
of
our
materials.
AF
However,
they
have
the
higher
price,
so
we
would
need
to
manage
through
that
best
we
can,
but
we're
also
going
through
the
process
of
acquiring
longer
term
contracts
with
which,
hopefully,
we
include
some
Revenue
sharing
with.
A
See
that
the
county
got
no
their,
this
is
you
know
the
scenario.
That's
really
a
flux.
We've
had
issues.
A
AF
Right
so
Michael,
Maxwell,
Innovation
officer,
interim
and
solid
race,
director
I
was
going
to
break
it
up
into
sort
of
two
two
conversation
points.
Today.
One
was
on
the
the
city
of
great
peer
side,
the
other
on
the
municipal
partner
side,
as
it
relates
to
the
city
rate
payers
fascinated.
We
provided
some
information
about
refunds,
both
at
a
partial
credit
level
and
at
a
full
credit
level
that
partial
credit
was
was
a
difference
between
disposal
rates
at
the
waste
to
energy
plant
versus
the
disposal
rate
through
the
recycling
processor.
AF
AF
So
the
second
half
of
this
is
on
the
the
musical
Partners.
So
this
is
a
little
bit
different
in
how
we
charge
them
versus
how
we
charge
the
normal
rate
payers,
and
then
we
also
charge
Safety,
Harbor
and
Ballard
differently.
Safety
Harbor
is
charged
for
disposal,
processing
and
transportation
charges.
AF
For
for
a
full
credit,
safety,
Hardware
would
receive
62
925.63
during
that
period
and
Bel
Air,
even
though
they
have
less
tonnage,
would
be
64,
978
dollars
and
two
cents.
The
big
difference
there
is
the
collection
piece
of
it
that
we
do
not
do
forcing
course
they
brought
their
materials
off
to
us
and
we
transport
them.
For
the
partial
credit.
AF
What
we've
identified
is
it's
basically
ident
looking
at
the
processing
fees
that
we
charge
them
they're
around
thirty
dollars
a
ton,
and
if
we,
if
we
focused
on
that
piece
of
it,
the
cost
is
for
Safety
Harbor
would
be
22,
000
or
I'm.
Sorry,
the
credit
for
CPR
review,
22
343.87
for
Bel
Air.
It
would
be
five
thousand
and
two
dollars
and
28
cents.
A
Well,
I,
don't
know
if
you
want
to
discuss
this
more
on
Thursday
I'm
happy
to
discuss
it.
Both
I
mean
I,
believe
we
had
a
cost
associated
with
this
I
think
a
full
reimbursement
when
we
still
have
transportation
tipping
fee
for
everything
else.
A
A
A
J
It's
it's
to
me:
it's
a
little
bit
more
than
that,
because
it
involves
effort
from
our
citizens
to
do
what
they
did
and
they
fully
expected
it
to
be
recycled.
Not
just
picked
up,
and
it
was
our
error
and
it
was
our
error
for
six
months
and
I
understand.
That's
a
big
cost,
however,
with
the
residuals
of
20
25k
over
the
minimum
I.
Can't
some
good
faith
say:
no,
let's
keep
it.
J
I
have
all
you
know:
I
always
hear
feedback
from
people
all
the
time.
This
one
I
have
to
say
was
just
it
was.
It
was
Swift
and
it
was
like
consensus.
Everybody
felt
that
they
lost
their
trust
and
they
they
spent
so
much
time
preparing
and
getting
all
this
ready,
and
there
was
no
like
two
sides:
everybody
wants
full
credit,
not
not
refund,
but
credit,
and
so
I
will
vote
before.
F
Hi,
smart
I
too
think
we
should.
We
should
give
a
full
reimbursement,
I
think
or
the
full
credit
I
think
there
are
a
couple
reasons.
I
agree
with
council
member
to
share
shayta
also,
but
I
also
think
that
there's,
you
know,
there's
a
price
to
pay
for
a
colossal
error.
Otherwise
it's
just
like.
Well,
we
made
a
mistake
and
there's
no
real
consequences
except
for
extreme
embarrassment,
and
you
know
trying
to
figure
out
how
how
to
make
it
right
going
forward,
but
I
think
I.
F
Think
it's
right
to
give
a
a
full
credit
and
I
will
tell
you
that
it
weighs
part
of
me
making.
That
decision
is
the
40
million
dollars
in
reserves,
which
are
20
million
over
kind
of
the
required
and
I
understand
that
we
were
saving
money
or
putting
things
away
with
the
intent
of
having
our
own
Murph
right,
which
we
may
or
may
not
go
forward
with,
probably
not
who
knows,
but
anyway
we
we
have
40
million
dollars.
That's
been
sitting
there
and
I
that
that
has
weighed
on
my
decision
as
well
and
I.
F
F
It
happened
within
these
months
I'm
going
to
credit
you,
the
month,
those
months
of
Recycling
and
we're
moving
forward,
making
the
best
decisions
with
the
data
that
we
have
going
forward
and
we're
not
going
to
be
answering
questions
and
continuing
with
who
got
what
refund
and
how
much
was
it
I?
Don't
if
it's
not
so
much
of
an
accounting
challenge,
I
think
the
you
know,
Bel
Air
and
Safety
Harbor.
We
could
refund
the
actuals
I,
just
I
think
we
could
do
it
differently.
That
way,.
F
J
F
I
You
know,
as
I
said
before
we
screwed
up,
and
this
is
more
than
just
us
screwing
up.
This
was
a
public
trust
mistake.
I
What
the
mayor
said
makes
sense,
I
mean
we
did
have
expenses
that
we
incurred,
but
we
screwed
up
and
it's
a
very
complicated
issue
because
and
we've
discussed
it
up
here
before
not
everything
goes
to
recycling.
They've
got
contamination
from
the
customers,
I
mean,
if
you
my
mind,
goes,
gets
modeled
when
I
think
of
everything.
It's
not
a
very
clean
cut
and
dried
thing.
I
So
I
go
back
when
I
reset
myself
back
to
say:
okay,
we
screwed
up
I,
think
we
owe
our
customers
a
refund
and
in
the
story
that's
to
go
ahead
and
restore
our
public
trust.
By
from
this
point
on
doing
the
best
we
can,
which
you've
just
outlined,
you
know
and
we'll
do
the
best.
We
can
I
mean
it's
they.
You
know
when
I
talk
to
people
about
this
I
say
look
even
if
it's
a
we
get
back
on
track
and
we're
doing
things
everything
the
right
way.
I
AF
AF
The
waste
energy
plant
versus
recycling
plant,
we
blend
the
rate,
so
it
you
know
they're
in
essence
getting
what
what
you
might
with
the
the
residents
might
get
if
we
did
be
partial,
it's
very
similar
to
that
in
their
disposal
line
item
already,
so
they
already
received
that,
of
course,
the
the
rates
for
Safety
Harbor,
the
rates
for
Bel
Air,
but
as
it
relates
to
how
we
build
them
versus
Bill,
our
great
payers,
they're,
already
receiving.
AF
AF
AF
Is
is
to
provide
enhanced
transportation
services
between
first
2023
and
April
30th
2023?
It's
our
normal
spring
break.
Agreement
wants.
H
But
it's
because.
AF
I've
I've
been
around
it
long
enough
to
be
most
knowledgeable
about
it.
I
guess
the
basically,
it
adds
some
Revenue
hours
to
the
Suncoast,
Fiesta
Suncoast
trolley
and
the
Jolly
Trolley
agreements.
AF
AF
AF
The
first
one
was
the
change
to
the
cost.
Both
of
these
changes
that
occurred
adjusted
that
cost
down.
You
can
see
there,
that's
new.
How.
AF
Happen
right,
six
thousand
six
hundred
and
twenty
five
dollars
and
forty
two
cents,
and
then
this
exhibit
a
will,
show
you
where
those
adjustments
occurred.
The
first
was
was
related
to
the
pricing,
the
total
cost
per
hour
that
that
is
based
on
some
adjustments
that
we're
making
to
the
overall.
H
AF
A
H
I
Are
we
still
doing
city
hall,
or
are
they
going
to
do
next
door
at
the
CMA
property
to
pick
up
and.
S
S
A
K
Boy
or
anything,
I
do
have
two
items
just
quickly.
K
We
have
received
requests
from
council
members
in
regards
to
having
presentations
done
by
external
entities,
such
as
other
municipalities
by
the
county,
and
a
response
that
we've
received
on
a
couple
of
those
requests
is
that
it
would
be
preferred
if
there
was
a
consensus
by
the
council
in
order
for
them
to
do
a
presentation.
K
So
I
know
that
this
is
something
that
we
have
discussed
vice
mayor
Beckman
did
ask
me
to
put
that
on
the
agenda
and
I
missed
it,
so
I
bring
that
up
under
Citi
ninja
items
so
that
we
have
an
opportunity
to
discuss
this
and
or
we
could
obviously
have
a
further
conversation
on
Thursday
in
census.
Granted.
F
We
know
that
you
know.
Saint
Pete
has
gone
with
a
raised
development
kind
of
proposal
to
start
looking
at
I've
asked
for
a
presentation
by
2-1-1
to
get
a
good
understanding
of
what
we're
up
against
here
in
our
County
and
in
particular
Clearwater.
F
As
far
as
what
are
the
needs
of
some
of
our
most
vulnerable
population,
our
families,
people
of
limited
income
and
elderly
I
think
we
need
to
understand
that
and
most
importantly,
I
really
would
like
a
presentation
by
the
county,
someone
from
Social
Services
as
well
as
Finance
in
the
county,
to
really
talk
about
what?
Where
are,
tax
dollars
are
being
used
in
the
county,
especially
the
lanes
for
social
services
and
and
other
things
like
that
that
we
can
contribute
to?
F
And
so
you
know
those
are
the
three
things
that
I
would
like
consensus
from
you
all
to
have
a
presentation
before
we
talk
about
the
budget,
because
it's
really
important
I.
Think
for
us
to
each
hear
the
same
message
from
different
stakeholders
in
our
community
about
the
landscape
that
we're
dealing
with
here,
as
we
make
budgetary
decisions
this
season
and
I'm
most
interested
too.
F
H
F
You
know
to
the
Castle
come
on
in
and
do
it
and
the
question
is:
where
are
they
getting
that
funding,
and
so
the
board
of
County
Commissioners
is
allocating
money
to
Safe
Harbor?
How
much
of
it
you
know
is
from
Clearwater,
and
where
is
our
funding
going
because
I'll
tell
you
you
know,
as
in
in
regards
to
Safe
Harbor,
it
is
not
functioning
as
a
homeless,
shelter.
It's
General
Diversion
the
average
stay.
There
is
three
days:
people
that
enter
Safe
Harbor
have
substantial
mental
health
and
addiction
issues.
If
their
average
stay
is
three
days.
F
Do
you
really
think
that
they're
getting
any
help
with
addiction
or
mental
health
challenges?
That's
why
it's
a
cycle?
That's
why
it's
a
revolving
door,
it's
not
doing
what
it
needs
to
do
and
if
it
needs
to
be
better
funded
or
we
need
to
have
a
whole
different
organization.
We
need
to
understand
that
I
need
to
understand
where
they're
getting
their
funding,
because
those
are
Clearwater,
people
that
are
revolving
in
and
out
of
there.
F
These
are
our
challenges
and
and
it's
the
reality
of
the
situation
and
funders
are
saying
you
know
we
don't
have
enough
money
or
we're
limited,
and
so
I
would
like
to
hear
it
from
the
county.
Who
has
the
big
Lane
of
dealing
with
all
these
types
of
things?
F
A
F
F
No
but
they'll
be
no
I,
mean
they're
they're
next,
in
line,
if
I,
if
we
don't
have
consensus,
to
have
this
presentation
here
before
the
Clearwater
Council
about
how
the
county
is
doing
with
our
money
related
to
their
Lane
with
social
services
that
I'll
go
to
a
county
commissioner
and
ask
for
it,
but
as
I
told
you
in
that
provider,
funders
meeting
you
know-
and
there
were
probably
at
least
60
of
us
in
that
Roman
was
at
the
habitat
in
December.
It
was
at
the
habitat
Center
of
Ulmerton.
F
K
A
F
Okay,
I
I
part
of
it
is
questions
like
when
my
Clearwater
residents
call
me
or
I
go
out
to
their
house,
and
you
know
they're
on
the
verge
of
being
evicted
and
they
say,
I've
been
on
on
hold
with
two
one
one
for
four
hours
or
when
I'm
told
today
at
the
COC
meeting.
We
again
have
we
hover
right
around
140
families
living
in
cars.
Okay,
some
of
them
are
Clearwater
residents.
F
You
know
when
we
have
elderly
that
are
being
evicted
from
their
homes.
If
it's
not
our
lane-
and
you
said
it's-
not
our
lane
and
I
agree,
it's
not
our
lane,
the
city's,
not
in
that
business
to
provide
social
services,
but
if
it's
the
County's
Lane
and
my
residents
are
sitting
on
hold
for
four
or
five
hours,
there's
a
problem.
F
If,
if
residents
are
you
know,
circulating
in
and
out
of
a
homeless
shelter
because
case
management
is
you
know,
75
to
1,
there's
a
problem
and
and
who
is
going
to
hold
the
county
accountable?
F
We
do
I
mean
I
mean
we
do
we
do
and
we
represent
the
most
vulnerable
that
don't
always
have
you
know
the
up
the
luxury
of
writing,
setting
a
scheduled
meeting,
blah
blah
blah.
So
anyway,
all
right,
so
we
got
we're
going
to
have
the
TDC.
We
got
a
consensus
for
a
2-1-1
presentation,
okay
and
we're
going
to
think
about
the
county.
A
I
I
wanted
to
talk
about
the
causeway
invasive
species
removal
we
brought
it
up,
I
think
the
last
work
session.
Maybe
we
could
bring
it
up
Thursday
night
like
to
have
a
discussion
on
that
see
where
we
can
go
with
that.
AG
A
AG
AA
I
But
they'll
take
them
out.
Yes,
they
will
and
we're
talking
about.
I
mean
I've
kind
of
walked.
The
causeway
there's
some,
of
course,
I.
Don't
consider
Oaks
and
palm
trees
invasive
species,
because
there's
lots
of
Brazilian
peppers
and
sea
grapes
that
could
come
out
and
you'd
have
little
Windows
going
down
the
causeway
and
we
ruined
I
think
it
would
make
the
mangroves
healthier
too.
It
no
doubt
will.
A
Do
we
need
an
item
that
vote
upon
in
the
future
I
mean?
Does
this
need
to
go
out
to
bed
or.
S
Yeah,
the
dollar
amount
is
small
anyway,
I
mean
so
certainly
well
under
the
normal
threshold
for
Council
approval,
but
I
I
certainly
appreciate
bringing
it
up
for
public
discussion
because
we
know
there
are
so
many
aspects
involving
removal
of
species
here
in
Clearwater,
and
so
it's
good
to
have
a
public
discussion
about
the
topic.
S
Normal
under
normal
circumstances,
if
a
council
member
asks
to
add
an
item,
it
will
be
added
to
the
next.
That
would
be
for
the
March
or
the.
A
S
Under
normal
circumstances,
if
if
for
any
reason
a
council
member
brings
up
an
item
on
work
session
and
would
like
to
have
that
hurt
that
same
week,
meaning
on
Thursday,
if
council's
okay-
with
that,
you
know,
that's
all
administrative,
so
it's
council's
call
but
under
normal
circumstances,
it's
put
on
the
next
work
session
to
give
your
colleagues
time
to
think
about.
You
know
what
their
perspective
might
be
or
get
staff
information
or
things
like
that.
But
that's
an
administrative
decision
for
Council
does.
F
K
One
more
item-
and
that's
just
again
in
terms
of
making
sure
that
we
have
enhanced
communication
I
did
want
to
ask
Tara
to
come
up
and
just
discuss.
We've
been
advertising
this
about
the
roundabout
and
the
changes
that
are
occurring
there.
So
just
a
very,
very
brief
review
of
that.
Please.
V
Please
right
because
we
did
some
one-on-ones
earlier
Tara,
kivit
engineering,
director,
sorry
and
city
engineer
just
first
off
I
want
to
start
out.
This
is
a
pilot
six
month
pilot.
V
We
anticipate
to
be
complete
with
the
signage
and
pavement
markings,
this
Friday
February
17th,
the
graphic
that
will
show
you
public
Communications,
is
working
on
pushing
that
out
to
the
public
and
ultimately,
thank
you.
The
right
outside
laying
for
traffic
going
from
Mandalay
to
Coronado.
Well,
now,
you're
they'll
be
forcing
them
to
go
to
Coronado.
So
if
Beach
traffic
North
Beach
traffic
wants
to
leave
the
island,
they
should
start
out
in
the
left
or
inside
Lane.
V
This
just
will
decrease
the
amount
of
conflict
points
and
allow
normal
traffic.
That's
coming
from
Causeway
Boulevard
on
the
inside
Lane
to
exit
the
Coronado
easy
easier
and
safer.
V
Well,
we
will
monitor
it
frequently
and
and
do
some
modifications
in
fact,
we've
already
done
some
minor
pavement,
striping
modifications
based
on
some
feedback
from
police
department.
So
we
will,
if
it's
not
working,
we'll
go
back
to
what
it
was
or
look
at
some
other
modifications.
A
V
Answer
mayor
I
will
have
to
look
into
that
and
get
back
to
you.
Sorry
I'm,
not
I,
can't
I
can't
picture
what
those
are.
I
A
F
I
did
so
I've
been
serving
on
this
opioid
abatement
funding,
Advisory,
Board
and
they're.
Just
asking
for
a
designated
member
alternate
in
case
I
can't
make
it
what
any
of
you
like
to
be
a
designated
member
alternate.