There's a lot to this. It was hours and hours and hours of meetings with Council. So we're going to just try to distill it to handful of slides. But please, at any point in time, feel free to ask questions or stop me. So just a general rendering of the new stadium, and we'll focus starting on the stadium, then we'll move to the larger development, discussion, and finally a timeline. So the stadium itself looks to deliver a state of the art community centric engaging ballpark. Really raised focus in this, and one of the city's priorities was ensuring that it was a 365-day venue, that not only will it be used for baseball games, it will be used for community events. There is space that will be in the venue, in the stadium itself that's going to be accessible to the public every single day. So really kind of creating a sense of place and ensuring that the ballpark is not just used only on game basis to curb current tropical can of field site is, but that it becomes more of a community asset. Again, a rendering, the ballpark is on your left. This is the plaza area in the middle, and then off to your right is the retail village, and I'll kind of walk through this a little bit more when we look at the overall development. Starting with the economic impact, and question of why are we even doing this, why is the city committing funds for the development of a ballpark and the redevelopment. So this was commissioned, this study by Pinellas County in 2023 through Victus and look at specifically what the ballpark, a new ballpark would create. Benefits during the construction of the ballpark are nearly $443 million in total economic output, more than $4500 construction-related jobs. Again, this is specific to the ballpark, and more than $417 million in wages. Once the ballpark is up and operational and stabilized, the total economic output is estimated to be $465 million in annual direct and direct induced spending. Employment exceeding $15,000. Wages of $387 million in annual labor income. Net new spending of $217 million. And taxes of $3.5 for county sales tax and to a risk development tax. As mentioned, it's not just for the raise themselves. There will be other events in there, so we wanted to take a look at some recent events that occupied Tropical in the field just to get a sense of the economic impact from other events that could occupy the site. And this data comes from Visit St. Pete Clearwater. Looking at the WWE Royal Rumble, that happened to January of this year. There was a $1 night event, $47 million total economic impact to the county, consisting of $28.3 million in direct spending, almost $3 million in taxes generated. And really most importantly, 5,718 hotel room nights from that event. Looking at a few other non-baseball events, the Gasbrilla Classic Gymnastic event in 2022 had an economic impact of almost $5 million in generated almost 15,000 incremental hotel room nights. And the Enchant Christmas event had an economic impact of almost 30 million. This was through the month of December in 2021, actually late November into December 2021. Direct spending of 19.2 million and 2,327 incremental room nights for hotels. So there are, as part of the stadium package, if you will, there were, we have 12 different agreements that went into it. I'm going to highlight really just a couple key ones. The first being the operating agreement and the operating agreement is between the City of St. Petersburg, Pinellas County and Stadco. Stadco is ultimately the entity that will own the Tampa Bay Rays. So right now it's Tampa Bay Rays limited. They will be rebranding to Stadco and with Stadco, then they're going to have some other entities that are a part of that as well. It's a 30 year term with two five year renewals. Stadco is obligated to use manage, operate, maintain, repair, replace, and permit sublicenses to use manage, operate, maintain, repair, and replace the stadium at their sole cost and expense, conduct team home games and other MLB and baseball related events and activities, conduct other sporting events, establish prices, license, etc. But really the key here is this 30 year term with the two five year renewals and the fact that in that first bullet any of the maintenance repair operations are at the sole expense of Stadco. So this really shifts the burden right now. The city does receive some revenue from ticket sales. We are not kind of foregoing that moving forward. But we're also responsible for the insurance on the current traffic in the field site. We are responsible for the ongoing maintenance and improvements that are done. So actually we end up subsidizing the ballpark to the tune of about $1 to $2 million a year, even with the revenue coming in. The arrangement moving forward is it's really a one-time transaction from the city's perspective in terms of a financial commitment. And then after that, the responsibility completely shifts to the raise and gets us out of that worrying about insurance costs in the future worrying about any maintenance repairs that need to be done at the stadium. So also a team non relocation agreement which requires the Tampa Bay Rays to remain in St. Petersburg and play all of their home games at the new stadium with a couple exceptions. So as required by MLB for MLB special events, and this is Capit 6 per calendar year, this would last year they had the field of dreams this year it was Rickwood field. So as they have special events the race may be invited to that and they would play a home game outside of the Tropicana field or outside of the new ballpark, excuse me. If MLB cancels the home games due to a labor dispute, if the MLB requires teams to play home games in a specific location, this is the bubble concept. So when we had COVID and all teams had to go to one particular area, or if there's an alternate site condition, and this is really if we have a state of an emergency or if something happens to the ballpark that would render it unable to host home games, the raise would then trigger this alternate site condition which really requires they must place somewhere else in Tampa Bay. But they would be able while repairs are being made to the stadium to continue their operations elsewhere. So looking at the stadium development and funding, this is the funding sources and uses. You will see for and again this is specific to the ballpark not the overall development. The city has committed $287.5 million towards the construction of the new ballpark. Penales County has committed 312.5 million and I'll take a step back. Our portion the 287.5 is coming coming from the Intel tax increment financing district. Pinellas County 312 is primarily coming from tourist development funds. There is also a small portion of the Intel CRI TIF that is the Pinellas County portion that will go toward their 312 million. And then the raise effectively are on the hook for everything else. So right now it's estimated to be about $1.3 billion for the ballpark. And whatever that delta is is the responsibility of the race. So now we'll shift to the overall redevelopment. Here you can just see a rendering. So you have just to orient you on the right side is First Avenue South. You see kind of the new ballpark closest to us. So that would be looking east. And that is you see MLK right now, the kind of the larger road, the one closest to the stadium is 10th Street South. And then you can see 175 bordering the southern end of the site and 275 kind of in the northern part, which is really the western end of the site. So in the redevelopment agreement for this, there are a target development standard and there are minimum development requirements. The target development, this is a 30-year project. Certainly, the only thing we know is that 30 years from now, the needs of the community, the needs of development, everything's going to look different than what we think it looks like today. So we wanted to build in some flexibility, but we also had to ensure that certain things would be delivered and that we could definitively say to City Council into the community, this is what we know we are getting. So we have the target development. This is kind of right now in a perfect world, what we expect to be constructed on the site, and then we'll talk a little bit more about the minimum development requirements, which they're contractually obligated to construct. The target development calls for 5,400 residential units, including 600 senior living, 1,250 affordable and workforce housing units, 600 of those must be located on the site, 650 of those can be developed elsewhere, but it must be located within the city of St. Petersburg. 750 hotel keys, 1.4 million square feet of class A office, medical office, and medical space, 750,000 of retail, including 20,000 for a grocer, 100,000 square feet for entertainment uses, 50,000 square feet for civic and museum, and this is primarily the Cardigee Woods and African American Museum of Florida, the new Cardigee Woods, and that'll be located on the site. 90,000 square feet for conference ballroom and meeting space. Most of that will be within various hotels that will be on the site. Some of it will also be included in the actual ballpark itself. Daycare, childcare, preschool, and my apologies. That is 2,500 growth square feet, not 25,000. Although the demand is there, certainly we would hope they build it. Library and our incubator space will really focus more on the incubator space for the target development and then open space of 14 acres. So here is the site plan and you can see the four different shades are the four phases of development. They're starting on the eastern end in kind of this purple color, that is phase A, phase B comes next, which is the northwest corner, then phase C immediately below it, and then phase D is the other side of 16th Street, the westernmost area. Right now, just to call your attention to a few key parcels as part of phase A. So H, the very large one, is the stadium. You have next to that I and K. So I is the retail village that you saw in the earlier rendering. K is a music venue. They are anticipating about 4,000 to 6,000 seat indoor music hall. And this really kind of serves a niche that we don't have in our market. We've got larger venues. And they bless you. Thank you. Emily Arena or Raymond James, when these large concerts come to town, when Taylor Swift is here, she'll go play there. We've got the smaller venues like the Mahaffee, a couple thousand seats, but we don't really have anything in this mid area. So this will address the need, not only for St. Petersburg, but for all of Tampa Bay. C is going to be partially a hotel and partially classly office space, which will be occupied initially by the Tampa Bay race. So right now they have their headquarters in Tropicana field. They will be moving that out to an actual office. And then the stadium will only house stadium operations. D will be residential. V on the kind of bottom is going to be a parking garage. We know and I'm sure many of you saw the Times article today about how we're going to address parking and we realize it's going to be tight in the first few years while phase A is under development and they're still playing at Tropicalanafield. So as one way to provide some relief to that, there are two planned parking structures that are becoming out of the ground almost immediately. One is V and the other is A. And so that will help provide some pressure alleviation. But we do understand it is going to be for the first couple of years, it will be tight, we will be looking at offsite parking, there will be shuttles to bring people on for ball games and then as the Current tropical field site gets demolished. They will use that of course for parking until they're ready to go vertical on it Next we will go through the development just kind of by faces I'm not going to read through all of the preliminary program, but again, this is really just highlights the various four areas of development. So you can see phase A, generally west of Booker Creek with a couple key parcels, the other one to call out F1, that is the Cardigee Woods Insight. So the new Cardigee Woods in African American Museum of Florida will be on F1. And then W, that you see there is going to be one of the first affordable and workforce housing projects. So it was very important that that also came out right off the bat. And so we were able to get that into the phase A portion of the development. Then moving to phase B, primarily this is going to be residential and office space on those three parcels. Phase C, again primarily residential and office, and then finally phase D west of 16th Street, which will be sort of the last piece that is developed. So now looking at the minimum development requirements, these are the things that they are contractually obligated to deliver. They are required to construct 3,800 market rate residential units. They are required to construct 1,250 affordable and workforce housing units against 600 of those on site, 650 elsewhere in the city, at least 1 million square feet of commercial, general commercial use 500,000 of which must be class A office, medical or medical office, and 50,000 for the civic or museum. So the Cardigee Woodson Museum, 400 hotel keys, 50,000 square feet for conference ballroom and meeting space, 12 acres of open space, one day care, childcare, preschool or similar facility, 2500 square feet and a fresh food and produce retailer of at least 10,000 gross square feet. We also realized that in negotiating with raise hens, flexibility was very important to them, market conditions. And we never knew five years ago that we would be in the situation we're in right now with office space, COVID, people kind of leaving the office now returning to the office. So we wanted to ensure really twofold that development continued. It wasn't something that was just kind of left for the last three years and they went in gangbusters, kind of building everything out so we wanted to ensure continuous development and we also wanted to ensure a healthy mix of that because really we are creating an entire new district here so it's important that we have these various uses incorporated into it so you'll see there's three minimum development milestones. The first December 31st 2030 they have to have at least 400,000 square feet of vertical development. So the vertical development is effectively anything that is not the stadium, the two parking garages, or the open space. That must be completed by the end of 2030, then by the end of 2035. Effectively, they have to have one third of the minimum development requirements completed as well as that childcare facility. 2045 is the next third of the minimum development schedule along with the fresh food and produce retailer of 10,000 square feet. And then finally, in that last 10 years, it's the remaining third of the minimum development. So here's another rendering. The ballpark is on your left. You're kind of looking westward toward the retail village, which is in the background. And then on your right is the hotel office that will be part of phase A with ground floor retail. So next, just quickly looking at the investment that will be part of phase A with ground floor retail. So next, just quickly looking at the investment and project benefits. So now this is specific to the development, not the ballpark. Heinz raised is making an estimated investment of about $5.4 billion in the vertical construction and the city is going to provide $142 million. 130 of that is for the horizontal infrastructure. So the new roads that need to be constructed there, the utilities that have to go in storm water, et cetera. We estimate through our engineering department that that infrastructure is probably closer to about $182 to $200 million. Our 130 is capped. Regardless of where that final number comes in, that is the sole responsibility of raise hines. The city is only in for 130 and nothing more on the infrastructure piece. And then we are also providing about 12 million. It may come a little less than that for a lift station to support the development on the site. Looking at gross property tax and TIFF revenue, it's important to note that right now because the entirety the whole 86 acre tropical and a field site is owned by Pinellas County, it generates zero dollars in tax property taxes to the county. Over the next 30 years it is estimated and again this is 30 years, it is estimated, and again, this is 30 years cumulative, and as more development comes on, it's going to increase. So this isn't kind of like an annual increase, it's exponential, and if we took it over 40 years or 50, it would be significantly higher. But, and this is also conducted. These are not city numbers. We hired HRNA consultants to do this economic study for us. So a third party to look at it and provided these estimates $415 million in new property tax to the county, $475 million to the city. And when you look at all of the local jurisdictions, $1.46 billion in new property tax revenue alone over the next 30 years. There's also other things like permit fees, multimodal impact fees, franchise tax, rate payer contributions. So the actual number will be higher than this, but these were kind of the tangible things that we were able to point to. Looking at the city contribution, again, I outlined the infrastructure and lift station for 142 million. That will be bonded out out and that will be through paid Against the in town tiff We'll pay the debt service on that so no Current operating taxes nothing is being reallocated from the city's budget to services data is all coming from the In town CRA and then some developer contributions land land payments to the city of $105 million community benefits of around $50 million through their intentional equity commitment, and then that infrastructure piece which we estimate around $51 million, but again that's anything over $130 is the developer's responsibility. Taking a look at job creations, so now we are combining the stadium and the vertical development. We anticipate 32,900 full-time equivalent construction jobs. And it's really important to hit on construction jobs are generally thought of as temporary. You come on the site, you do it for a year, the project is built, you move on. This is 30 years. I will be very fortunate if I can have a 30 year career with the city. I think anyone would consider 30 years a very good long term stable job. So while yes, these are part time construction jobs, they're really, these are careers for our residents. And then ongoing job creation, so permanent jobs after the construction of 11,000 ongoing and part time jobs annually for total job creation of almost 44,000. And finally, the project timeline, there's a lot going on here, I'm just gonna head on a couple of the key dates. So we had our approvals last month, we are now in the process of working with raise and hines and their partners on the permitting process. They submitted their preliminary application to the city actually last week. So we're now working through that. We will be doing bond resolution that sales later this year. And we anticipate construction to begin on the stadium, the two parking garages, and phase A early next year. We expect as early as January, you will start to see activity out on the site. The new parking garage opens in 2026. Construction will go on through 27. And the intent is for opening day 2028 to be in the new stadium, to be playing ball in the new ballpark as well as have some of that phase A development around it ready to go and open like the hotel, the office space, some of the residential and get ready for that first milestone in 2030 where they must have that 400,000 square feet of vertical construction completed. We then have phase B, we'll also begin in 2028 phase C begins in 2032 phase D on that second development milestone where they must have second third of the minimum development requirements and then finally the end of the development agreement in 2054 with that stadium operating agreement taking place 30 years after they move into the ballpark. So we're anticipating it would be 30 years from 2028 with those two five-year extensions. And with that, I appreciate your time and attention. I know I ran through all of that very quickly, but I would be happy to answer any questions that you may have. Thank you, Mr. Gavart. Questions? What happens if they don't meet a development milestone? Is there a remedy in agreement? Effectively, if they do not, then the city will not release any additional parcels to them. So our remedy is effectively, they don't get any more land. It's all reverts back to the city. Anything that has not been sold to them at that point in time reverts to City ownership and we would have the ability to do a new RFP for what remains And you know, I'm assuming Stadco will be a private company correct How will the city and the county verify their money? As it goes in. So they are, as part of the bonding package, they are required to demonstrate effectively through a outside finance letter that they have the funds there. And then they must actually put the funds in in order for the city to put our money into that construction account. So before any of the city's money or counties money goes into that, we verify that SACO has contributed to the construction account. Thank you. Any other questions or comments? You've thanks very much, great presentation and amazing watching from afar. This all come together over the past decade plus. You have the construction wages that I think you list it as an average of 92,000 during the construction period of the ballpark. We know the average wages of annual labor income that's outside of construction. We do not, but I would be happy to request that information from our partners. Great, just because for this, the nexus with South Side CRA, and I think we're going to talk about it when we approve the budget and really workforce development is where Where should this body and the use of Southside's here a dollars be skating to the park and really supporting The neighborhoods and the population there that they're going to take advantage of these jobs to The park that's really incredibly beautiful in the renderings is that done in phase A with Booker Creek there. Yes, this will be just an orient here. It's right off the screen would be the Cardigee Woodson, African American Museum, so the intent is yes. This entire side will be developed as part of Phase A, and then they will start to make some of the connections with the museum, and linking that across Booker Creek. Some of this area will be part of Phase B, so that will be coming online a little bit later. Okay. I had read something at some point about Carter Woodson that I think is in the South Sites here right now and the terms can you just share with us what those are I think from the time the county approved they now have 12 months to raise a significant amount of money or so as part of the redevelopment agreement, we wanted to ensure similar that the development was all moving forward, that these conversations were going forward as well. What raise hines, they've committed $10 million as part of their intentional equity, the $50 million intentional equity piece, to the construction of the museum as well as the land. What we have asked for is effectively a letter of intent between the museum and between Hines, kind of detailing what is the funding plan, what will the design look like? We want to make sure that the progress is being made on that site, so that is what we're asking for one year. They have 15 years to raise the money. If at the end of those 15 years, that money is not raised and they're unable to pivot to something else then We would require Raise lines to give a substitute obligation for that $10 million so the $10 million doesn't go away They would have to to come to the city and say we want to take the 10 million that was dedicated for that museum and Put it into this project instead and then ultimately that would go to City Council for approval. Got it. And if that's 15 years down the road, does that get adjusted for inflation? Or it's still $10 million? And it is still $10 million. OK. Affordable workforce housing, we talk a lot about that here. What are the AMI ranges for the 1,250 units? Is an excellent question. I can get you the detail, but it's approximately 50-50. So 50, 80% AMI in below for affordable and 50%, which would be anywhere between 80 and 120, which is kind of our workforce housing threshold. Got it. And maybe my last question, you said the city's contribution is entirely from the Intel CRA. If God forbid, we have the 2005 great recession and property values drop. Are we, is that a conservative forecasting for in-town CRA dollars that funds that contribution? And if not, what is the contingency on how that's financed? It is a very conservative estimate was used in generating the future property taxes from it. Was also looked at without the addition of any of these properties coming online. So not only I believe it was about a 7% growth rate which seems high but historically we've been closer to about 12 to 15. So it is a pretty conservative number. We also did not look at any crane out there right now in the end town was not factored into that future calculation as well as any of the property values that would be generated by this project. We're not factored into that calculation. So we feel very comfortable that we'll meet those dead obligations. Thank you. So I only have one question. We're looking at the work for development employment. Are there any arrangements around ensuring that they're hiring local from Tampa Bay area? Yes, thank you. So I really wanted to focus a lot on the development piece, but one area we didn't get to dive too deep into is the intentional equity piece, which is incredibly, incredibly important as part of this project. There's $50 million that has been set aside for intentional equity efforts. And that is really divided up into providing housing opportunities. So every time the rate lines finishes a market rate, residential unit on the site, they're going to write a check to the city for $3,125. And that's going to go to help support our housing for all plan. There's also, there's a minimum. They must provide $15 million to the city for our housing for all plan. There's no maximum. So if they exceed that target development, we certainly hope they do. We will continue to collect every time they put a market rate unit out there. 10 million, as I mentioned, was satisfied for the museum. The rest of that primarily is for workforce development. So over 20 million dollars has been earmarked for workforce development efforts, which would consist really of capacity building. So they, unfortunately, with some of the law changes at the state level, we have rescinded our, the ordinances related to apprentices, disadvantaged workers, and responsible wages. That was moved by, unfortunately by Tallahassee, but we were so far down that path and Ray's Hines feels so strongly about that they voluntarily agreed to put that into the agreement. Okay. So right now there is a 10% commitment. Good faith efforts, but 10% commitment to hiring disadvantaged workers on the project, 10% commitment to hiring apprentices on the project, as well as a requirement of 10% small business, minority owned business, women owned businesses, DBEs, VBEs, those certified businesses, if you will, with a goal of hitting 30%. Given that this entire project is exceeding $6 billion, as the mayor likes to say anyone who wants a part of this project absolutely will have the opportunity to have part of this project, whether it's a job, a contract, whatever it is. And because it's such a long period of time, we don't have to have everybody ready today. We do have time to make sure that those businesses are ready to take advantage of those contracting opportunities as they come out. And so a lot of our focus now is making sure that our businesses are ready for those opportunities in the come as well as our residents have the training, the skill sets necessary to get jobs on the site. So that really now, now that we've kind of got in the deal in place, that is where our department and our team's efforts are going to shift, is how do we make sure that we've got a pipeline of talent. So when these opportunities become available whether that's a construction job or a trade or one of the permanent placements that we have a program available to our residents to take advantage of that and similarly for our small businesses, minority-owned businesses, that they have the technical know-how and capacity. Maybe they're not able to bid on something, but they can be a subcontractor to it and kind of join on a prime. And then over time, they can grow. They can hopefully, we really envision someone starts as an apprentice. And by the time this is done, they can hopefully, you know, we really envision someone starts as an apprentice and by the time this is done, they own their own company and they are a St. Petersburg business that really has made it through the gas plant district. Thank you. Thank you. Are there any additional questions? All right. Thank you so much for your time, Brian. Thank you so much for your time, Brian. Thank you. So the next agenda item is connecting the SSP CRI study. We're up to date. Good evening everyone. Well George pulls us up and thank you George. I just want to say thank you all for having me today. I'm Cheryl Stax and our city's transportation and parking management department and I'm very excited to introduce you to the Connecting South St. Pete's CRA Mobility study that is kicking off underway and will be continuing part of a conversation about transportation improvements in the CRA. So the study has a focus really to have us create a more connected and vibrant community in the CRA and discovering and having community conversations that allow us to discover new ways to improve walking and biking and transit access within the Saus St. Petersburg CRA. So the idea is that we would go out and do a considerable amount of community engagement to understand what are the current barriers associated with biking, walking and transit use and what are the very specific things that we can do both with a PSTA and the city to make it better. So the city's the study sponsors are PSTA the South State Petersburg, Sierra City of St.P. and Fort Paramex Transportation. So PSTA is leading the study efforts. They secured the grant from the Federal Transit Administration under the areas of persistent poverty program that secured the bulk of the funding associated with the study, but then the city provided the match funding as did the FDOT. So here's just a quick overview. Really the mobility objectives for this study are similar to the ones for the entire city. They align with our city's vision and our city's transportation policies specifically our complete streets implementation plan to develop safety and comfortable ways for people of all ages and all abilities to be able to get around St. Petersburg, making sure that it's accessible. But then really we want to, and I think of what it's gonna be key in this particular study is making sure that our priorities are developed in a way that's equitable and so that allows us to ensure that our investments are made in an equitable manner. So the study's focus really is how are people getting around? How are people in the South St. Petersburg Sierra getting around associated with walking, biking, and transit? You just know there are studies will still Berksy are getting around associated with walking, biking, and transit use. Now, you know, there are studies will still look at motor vehicle use, but for a lot of people owning a car may not be something that they need or that they want. So we need to be able to facilitate how people could walk bike or get around via transit and make those transit accommodations better. It has some extra benefits to a transportation because the amount of the transportation system is in the public right of way so you can use it to leverage it and make it better place making, make it more interesting, more accessible, provide opportunities for better streetscape, honor, certain heritage and provide arts and culture. So those are things that we can look at incorporating as a recommendation within the study, even as we talk about basic infrastructure improvements. So the study area is the entire South St. Petersburg CRA. It is very large, 7.4 square miles, 44,000 residents. If it were its own city, it would be the eighth largest in Pinellas County, and by population, it would be the fourth largest. So, it's a lot of people that were trying to serve, trying to get their input from, and identify what would make it easiest and best for them to be able to move around. So, it did kick off late last fall with the discovery phase, worked on identifying some mobility challenges. The consultant company HDR is who we're using for this. They've hired a sub consultantcon salt and keys consulting. The Chantays here as well can answer any questions that you might have about some of the outreach. Did a couple of pop-up events and then most recently did some pretty targeted stakeholder outreach to a certain institutions and agencies in the Saust St. Petersburg CRA, businesses and business community, even doing quite a bit of use engagement as well to try to understand how our youth are getting around, too. So we're right in the middle of phase two, where we're starting to consider what might be some opportunities for change and identifying certain projects and proposals. And the bulk of that community engagement will start a little later this fall when the weather cools off a little bit because we want to definitely do some walk audits, bike audits, trolley tours, and those kinds of things. And it's just a little hard with the way that it is. So we'll get a better response if we wait until September, October, that time frame to host these kind of walk shops and bike shops. So that we'll be able to get some more good public engagement then. And then in the spring, we'll start working on project priorities and identifying what's that prioritize list of projects for the entire plan. And then the study has a face too where it'll take the top priority project and move it into the design phase. It won't complete the entire design, but it really starts to make it sure that this isn't a plan that's gonna live on a shelf. It's a plan with projects that we're gonna be able to move into implementation and really start getting things going. So some of the early work the consultant has done a condition assessments, understanding community characteristics, associated with mobility conditions, existing conditions like bike lanes, trails, what are the bus stops, what are the boardings and the lighting so that PSD is having for the current bus stops, addressing some key issues of challenges, where are the sidewalks lacking? addressing some key issues of challenges where the sidewalk is lacking. So some of those are the things that the consultant has already prepared for us. Again, this community engagement with us pop up events. This is the list of where the consultant has been starting off late last year. And again, the stakeholder workshops that I mentioned, a big one at Kona, two trying to get a neighborhood engagement and neighborhood outreach. We do have an online survey available for the project. We've been doing a little bit of push outreach to it. We'll probably do a lot more when we get into that fall time frame when we're starting to look at those walk shops and bike shops. But there is a link to our survey with that QR code and then we also have a link to our website. The top one is the project website and then the bottom has some contact information for myself that's working on the project. Cassie Mananski in their Economic and Request Development Department has been a key staff member on this, as well as the PSDA staff, how they're still pushed. So I really just wanted to kind of come and introduce the study to you and let you know that we're here. We're working on it. It might be a little quiet right now, but it is going to ramp up big time as we get into the fall and into the early part of next year. And that was just set a real quick overview and I can happy to answer any questions that you might have. Thank you. A question to see you all have. I have a question, more of a curiosity. From the data that you've gathered already. We've a sense of the kind of comparative density of particularly our transit users inside the CRA versus other areas of Annellis County. Notice this is a double the density of transit users or are we able to quantify that again? We are able to quantify that. One of the deliverables of the consultant is working on this kind of really robust GIS tool and analytics that has different layers associated with the sidewalks with the transit and those kinds of things. And coincidentally at the same time, we're doing the study PSTA is doing its community bus planning. So they are looking at ridership trends and projections and where they might make adjustments at the county-wide level at the same time we're looking at it for the, for this, the South-Saint Pete Sierra race. So we are able to make those comparisons and again, part of that early work is setting up that analytical tool so that we'll be able to kind of see what's the density and that kind of thing. I'm very interested in and have not, you would have thought we probably would have done it by now, but is really kind of looking at again, you know, the transit stop locations. What are those sidewalk connections to it? How shady is it? Those are some of the things that were really taken in super deep dive in this study that we traditionally haven't done yet and that I'm very excited to see that work underway so that we can make sure that it really is a viable path to the bus stops. Great. Thank you. Yeah, no problem. Thank you. Not a question, but just a comment. I'm so excited to hear you say the shade portion because there are a number of bus stops that are just the middle of the sun and on days like today and what we've had this last couple of weeks to sit out there even just for a few minutes and there's hardly for some of them anywhere to sit in the shade and even come out when it's closer to the bus time. So I think that's really important. Happy to hear you're looking at that. And shelters too, because I know some of the bus stops probably maybe some of the most popular ones have shelters, but some of the other ones don't. So when we get afternoon showers that last for an hour or entire days of rain. That's another thing that can impact people using that. Absolutely, great input. We do have an agreement with PSTA that we're working on modifying and amending. It's a shelter expansion agreement that allows us for certain PSTA has their own criteria for when I'll meet the W-orship associate with shelter. And then if it's a certain amount below that there could be an opportunity for the city to partner with PSTA and kind of share the cost and then there's an opportunity for the city to pay the entire cost if it goes even further lower on that. So that's something that we are working on amending right now to kind of make sure that we're putting for some, that we can boost that transit shelter presence, right? It's really critically important. So I think for me it goes back to, I appreciate also that you're talking about the weather and I think about it not just the shelters for the bus stops and things, but also just walking. I mean, we live in a beautiful area, but it's also mindful that there are several months that it is difficult to move around to St. Petersburg without be walking, biking, whatever that may be, especially if you're with families or disabled or any of the pieces of that. So I think the mindfulness in that, also think about destinations. When you think about the area looking at grocery stores or schools or like, what are we walking or biking to and how close it was destination. So I think about downtown, there's how many restaurants within walking distance. And you have areas where there aren't any. So being mindful of the pieces of that as we think about this streak, escape, heritage, and arts and culture, what are we building in those areas also for them to be able to get to destination wise. I think lasting for me is also ability. I had a conversation recently where some people were talking about bike groups within St. Petersburg and wanted to start more up, but some were saying we don't even know how to bike as adults. So what are those opportunities also, I gave people back into and what that looks like to move around in a city a little bit more. So even those conversations that they're important. Yeah, I think those are really important. It's not something that we've taken a deep dive in yet as far as kind of capacity building for, you know, familiarity with the transit service. Like, this is gonna be intimidating to kind of figure out, okay, what does this bus go? And those kinds of things, and not to bicycling and even being brave enough to try a scooter, right? Yeah, so some of that, yeah, I think that there's a really interesting perspective and I'm glad to hear it and we'll work on leaving that in. Awesome. What is your overall timeline? You said phase three was the fall in the spring. When do you hold to finish the study? It's sometime next year. Okay. And to Dr. Benson's point, something else where I don't, I feel like I know about some streets that are very bike-friendly, right? Central Ave, I think, six street might have sections that are bike-friendly. But is there a central place that kind of outlines what streets are really good for biking on, around the city? We do have a GIS map on the website where you can go and click and see where we have existing bike lanes. And that's, it'll tell you whether it's a traditional bike lane, whether it's a separated bike lane, whether it's a trail. And then there's another area that tells you whether it's, there's one for existing and then there's one for planned. And then we also have bike maps available too. So I'm happy to bring some bike maps back to the group. But when I come back at some point and give you guys an update on the project, I would love to be able to show you that GIS tool and kind of show you what the analysis has been associated with because it does have that linking up the proximity for people to place to the bike lanes to all of that. Thank you. And I would say you had a subcontractor here for keys and soul things. Anything you want to add before we move on? No, exactly here. Okay. Thank you. Thank you very much. Thank you so much. Thank you. Appreciate that. So the next agenda item is update from the Coast Department. Hello and welcome. Good evening. Good evening. So appreciate the opportunity to be here this evening with you all. My name is Joe Waw. I am the Director of the Codes Compliance Assistance Department. The main reason that we're here tonight is to talk about some changes that we're making to the Affordable Housing Law Disposition Program. And we want to make sure we get your feedback on that before we move it forward to council. But anytime we have an audience, I would like to share some of the things that we do as a codes department that you wouldn't typically think of when you think of code enforcement because we do operate very differently from your historical codes enforcement department. So we wanted to highlight some of the new programs that we have, some new positions that we have that are really providing that assistance out within the community. I know you guys have a package in this, so we're gonna try to get through it as quickly as possible. And before I pass it over to Beatrice, I did just wanna take an opportunity as well to thank George and his team. I love getting an email from George when he asked us for some data for codes violations. Because I know that means there's probably a program coming that we can lean on to give assistance to the residents. So that's always a great thing we appreciate their partnership. So with that, I'll pass it over to the address. One, my name is Beatrice Soffram, the Operations Manager for the Coats Compliance Department. And like just said, we're here to discuss just a few programs that the Coats Department has that affects the residents of the South St. Pete's area. So starting with the Affordable Lot Disposition Program, so just some background on the program, it was first approved by Council in April of 2018, and this provided the city with a process of disposing of our city on lots of the express purpose of constructing affordable housing. And then the Code Department took over administration of the program in July of 2023, and since then, I've been working on process changes and improvements in order to increase our home production. So our current process developers are able to apply to be added to our list of interested developers all applicants just self attest that they meet the minimum requirements or the minimum qualifications. So this includes basic business acumen to manage home construction, the legal ability to own and operate a business in Florida and financial solvency. Everyone on the list of interest developers has notified via email of available lots and they have 30 days to submit property request forms. And each of those forms is scored by staff and presented to a committee made up of two city employees and a mayor does ignoing who make the final decision on the lots. The chosen developers signed lease and development agreements for their lots and agreed to pay the city $10 a month in rent for the first 18 months and $500 thereafter. Staff monitors the construction to ensure they're meeting the timelines outlined in their lease and development agreement and we also will qualify any potential home buyers to ensure that they need the AMI requirement of at or below 120 percent of AMI. So then at closing the cities paid out $10 of the closing costs and our restrictive covenant is placed on the property limiting its resailed to income eligible buyers for seven years or the current number required by the down payment assistance program at the home buyer used to, which is 10 years. So, so far the project timelines, since the program conception, they have been 51 homes constructed with an average sales price of 261,000, and the average in my bar home buyer is about 78%. We currently have seven homes in progress. Two of those already have closing date schedule, so we'll have two more to add to the completed number soon. And then with the recent edition of the NSP lots to the program, we have 41 available lots. So when the first program was first moved to codes, we wanted to review all of the available project timelines to see where we could improve. And in reviewing the data, we realized that our top performer was skewing the timeline so we pulled that line out. For the table we're defining completion time here as the time from when they received a lot to the day it sold to an affordable wire. And so when you see that when we control for our top performer we can see a very different picture appear in their performance. Our top performer is able to get approved permits for their project four times quicker and complete the entire project three times quicker than the rest of the program participants. So this brings me to our current challenges. You hit sorry. Do you want questions now, is that all right? Or you wanna wait till the end? We can wait, I can take a pause after I finish the let this position program. And then we can go to questions. So for the current challenges that the program faces, it goes without saying that our housing and construction markets considerably different than what it was when the program was created in 2018. So not only has the city's need for affordable housing risen, but construction costs and interest rates are higher. And additionally, we've shown that there's large gaps in the performance amongst our program participants. Participants, excuse me, at its inception, the program was intended to broaden the base of nonprofits working in the affordable housing sphere. But it's unintentionally created a significant disparity between our program participants. So our average, top three, or the average completion time for our top three performers is 12 months. The average completion time for the bottom three performers is pretty 1.3 months. So this is made even more complicated by the fact that terminated leasing for underperformance takes a considerable amount of time anywhere from six to 12 months to get the lot in new hands. And that decision's made even more complicated if convertible construction has already started. Additionally the program is requires a constant collaboration between COATS compliance, housing and community development, real estate and development review services. And so as you can imagine there's a considerable amount of staff resources that's dedicated to the program from reviewing and scoring developer applications and property or cost forms, insurance compliance with lease agreements and insurance, the tracking and processing of the monthly rent and the review and correction during the permitting process. Lastly, another challenge the city's run into is that the current disposition process requires the city to sell it to the buyer directly and this inadvertently ties the city to the improvements of the law and gives the appearance of the city bears some responsibility related to those improvements. So as a result we are proposing some changes. We believe that requests for qualifications would greatly improve the efficiency of the program by allowing for a much more detailed review of a developer's qualifications and its experience in lieu of the current self-attestation that they submit. Elistic qualified developers would have a downstream effect on the entire process and reduce staff resources and increase production of affordable homes. Additionally, we do want the ability to allow for multi-unit construction, allow for one upfront flat fee instead of chasing monthly rent payments, and then updating our closing process to allow the city to sell the lot to the developer who will then sell the lot with its improvements to the affordable home buyer. That finishes up the affordable lot, this position of the program. We want to stop here for questions and comments. Go right with that. So the developers are not paying for the land at all. Now they just pay a monthly rent to the city. But they're responsible for all of these that they incurred during the construction. I like the idea of changing it from their ability to self-assess whether or not they need to call it cash. Because all the developers think they have all the help of calling it cash and more. I mean, that's just the way that goes. And then to me, you know, if you've got somebody that's taken 41 months to build a house, they should either drop to the bottom and list or off list. If you watch school boards, school boards get in contracts for construction with people to the bottom of the list or off list. If you watch school boards, school boards get in contracts for construction with people that never perform and then four years later if they're a little bit, they sign them up again. It's just a nice nice sense of health. And that's a tremendous incentive to me if you're giving the land to you. So I don't think it's too much to ask and how you show us why we should give you this rather than their self-assessing. It's a lot of fun. The variance between top performer and the control of 29.2 months, what are the biggest reasons for such disparity? I'll shoot this, thank you. So in the completion time, sometimes the developers can, you know, they would bid on a lot and then not already have the financing lined up, or especially if it's someone who's inexperienced they might take longer during the actual construction phase because they're running into problems they've never experienced before and they need much more guidance from the city as to how can they overcome those whereas the top performer this is what they do exclusively all they do is affordable you know single-family home construction, so they have it down fat to the science. All right. And how many total participants have there been of these 51 that have been built? Of 51, it's been 20 developers. So the top performer on their own has completed 16 projects. I assume that's public record. Are you able to share who that is? Yeah, it's habitat for human. All right. Do they have to pay impact fees just as any other developer would for a market rate single family home? That is a good question. We can certainly get back to you. I know that through the permitting process, they've established for affordable housing projects that it streamlines. And so that's one point that I was gonna make is that even with us doing that, we still see that disparity, even with the ones who underperform that, there's a specific process to try to help them through that. We're still seeing it significantly delayed. But I believe they pay the same fees that would be associated, but I can certainly get the details back to you. And then, does the city of St. Pete now allow, again, just thinking of speed to market and addressing the dramatic demand? Do we allow container homes, pre-fab, tiny homes to go onto our lots in the city, or are those still not allowed? Yeah, so there have been something that have been built, and we've had some developers where that was their idea. But then when it came through to the permitting process, if they didn't have it all figured out again, that's what delayed it pretty significantly. But if they can meet all the design requirements that are necessary that would be able to be approved and we've had a few but it still can be challenging if you don't have it you know a process in place and you know that back and forth the permitting continues to go on and on and then eventually I think in the one instance they ended up given the property back just because they couldn't make it work. But in concept City of St. Pete does allow container homes? I know that there are container homes that have been constructed in St. Pete, but again the facades of them are you know they look like any other house. Yes, I'm God. Yeah, right. Thank you. So you said that Habitat for Humanity is one of the quite prolific and very efficient process, right? Is there an opportunity to harness some of their expertise in efficiency with some of the other developers that would maybe offset some of the burden on your staff? That for some additional engagement they could be involved with some of the other the other homes being built. Yes so before the project or before the program came to codes there was at some point partnerships where Habitat partnered with some of the other developers that you know took longer time to help them through the process and show them the way. There hasn't been any more release of lots, but in the new program that we envision, we still want to incentivize that kind of failure of partnership and mentoring smaller developers on how the process works. So I was going to say the same thing. I would love to see that benchmarking be part of the new program and when you think about some of those changes and surrender's partnership to give opportunities for those other developers. When you think about this request for qualifications, what are you looking for in that request? We just want to see a proven track record of, you know, they know, you know, new build. They know how to do single family constructions or start to finish and how to find affordable buyers. Because sometimes some of the program for statistics haven't been nonprofits. They've been for-profit developers that just wanted to try their hand in it. And they do run into issues where they don't know how to find an affordable buyer. And that's where they're hold up is. They think they can sell it to just about anybody. So somebody that has proven experience that can show a support portfolio of these are the homes I built in St. Peterburg and this is the AMIs that you know we've sold them to that would be our main thing and Just looking at the RFQ. Okay, so what is that matching process is the Developers job to find a buyer? Okay, but the city is the one who sells it to them Correct. Yeah, I know the city can assist in that as well, connecting them with certain realtors that specifically target the affordable housing individuals. The, I'm sorry, I lost my train of thought. You're fine. Yeah. Can you repeat your question? It makes me wonder if there's a city side. I know the city already has affordable housing lists for various developments around the city already has a portable housing list for various developments around the city, because the city assists with that portion of it, taking it off of codes so that the developer does not have to be the one to seek the purchaser. So this is something that's come up since our administration of the program that people just home buyers will call into the code format and they've heard about the program. How can they get connected? And right now there isn't really a process other than, like, I can give you the phone number to the developer or to your realtor. But in this, once, you know, the process changes have been made, we envision having maybe like a job form available on the website or something, some kind of like, stream-like intake where it's just like, if you just want to be included on, like, a mailing list or something where you can be connected directly to the developers I can have a list of people that have shown interest in buying a lot of decision property and I can give that and that off straight to the developers are saying I don't know where to find a buyer. Absolutely so I would love to see that as part of the changes process I don't think it has the fall on codes but I know the city already when they have new housing or things come up they already have waitlist so So is there some department to say to that can help you with that side of things so that your developer is not the one that has to seek out those participants? I think we also discussed the idea with Housing and Community Development because they have the this subkind of suburb, so they have the employee rental assistance program and through that they have to take finance classes and so having a connection with the program administrator in housing for that and seeing if any city employees want like through their finance classes and then want to take like a first time home buyer class, that's available through the city. And they could be notified of when properties are available. Absolutely. So one of the things that this committee talks about a lot is accessibility. So not wanting people to have to say, hope we heard you had a program, or we saw something coming up in this property, but finding ways to make it easier for them to get access to those properties and see what those opportunities are. I do love the idea of having a benchmarking, kind of mentoring program on the side in addition to. My fear is that if you do the strict qualification list, which I think is needed, that you also lose opportunity for a lot of new people that could come into the industry and start developing those properties too. But I know how do we streamline it for you all as well. Right, and that was one of the biggest challenges. I mean, we considered maybe just going to an RFP process. Right, just having one developer, but then that really pulled us away from what the initial goals of the program was. Absolutely. So we felt like the RFQ was that nice middle ground there where we can get a good pool developers, we can incentivize them helping out other developers that maybe didn't make it the cut. And then the plan is every 18 months to reopen up that RFQ process. So hopefully somebody that wasn't able to qualify the first time participated in one of these developments. Now they have that on their resume per se that they could then resubmit and qualify the next time around. Absolutely. So when I see these changes, the things for me that I would love to see added is, I want you to have a strong program that has fidelity and quickly in the process, but I also want to see something about capacity building and then ways to make the application process easier for people to find and get connected to the homes. I think the last piece for me is you're thinking about having this one-time payment versus the charging over time. Do you give them guidelines of when they need to be completed by so that you know how to because I know right now it's $10.00 and $5.00 after 18 months how will you know how to kind of class that out six months of the signing the lease they have to have an approved permit and within 12 months of the issuance of the permit they have to obtain a first inspection and then within 17 months they're supposed to obtain their CO. That isn't always the case but like I said if they've already started vertical construction it's hard to then make the decision and I'm like oh we're going to terminate your lease and take back the land. So we've worked with the developers as long as we can see that they're making progress and they can communicate you know what the holdups are we you know we give them extensions we don't always go to the $500 a month we just try to work with them. In the new program the timelines will be slightly different where it's still six months to get the permit but then get an inspection within three months because we want to see progress starting a lot quicker. Awesome. Is there anything built into the current process that incentivizes early progression through the process? So yes, when the lots are first put out as available and the developers can respond saying, you know, this is the property requests, properties that we want that they want, they also estimate how quickly they are able to complete it. And then that's part of the scoring guideline that that committee will go off of. You know, if they say that they can complete it in 12 months, then that gives them a higher score than somebody that says, no, I need to pull 18. If the city removes itself from the cell of the property can they still mandate to the developer that the cell for the seven years? Yes. So the restrictive covenant is the declaration of restrictions is recorded first and then the command tax. So even if you saw it to develop it first, they would have to care that with it. OK. Yeah. So the way that real estate would like it to go is, essentially, it's two closings happening at the same time. Because right now, that's the concern. It's basically, it's like the city selling you this house as if we built it. And you know, it's really the developer. So. OK. And if you did sell that developer could not keep the property for themselves and rented out, they would still have to sell it. Correct. Okay. Any other thoughts on changes that you'd like to see? Or updates? All right. Awesome. Thank you. Great. And then let me hot to the last few slides. So the other great program that we have within the Code's compliance department is the community support specialist. So the position was first created in August of 2022 with the primary goal of educating tenants facing eviction and connecting them with available resources in the community. They were also responsible for the enforcement of the tenants' bill of rights before the state's preemption. So every day we have an employee in the Coates Department that researches public records to identify evictions filed within the city and then they attempt to make contact with them at their door, at the rental unit. They leave behind resources. We have door hangers that we leave behind with their contact information. It has a list of resources in case they don't call us back. They still have the phone numbers for 2-on-1 for all the legal aid groups for legal defense form builder in case they want to respond to their own answer or file their own answer. Then the ones who do reach out, we continue to support them throughout the eviction process with follow up phone calls and we track what the result of their eviction or their eviction case was, whether it was diverted, what was it for, was it for non-payment, lease violations, all that. So when it started in 2022, again this was the very end of August that we created the position, we made contact, or we left resources at a total of 359, no excuse me, at a total of 634 properties, but we had direct contact with 275 of those tenants and the numbers have grown since then. And then a second position was established in March of 2023 to help distribute the workload. After the preemption of the tenants bill of rights, we still wanted to create to have something tangible to be able to give to renters to help them through that rental process before we had the required notice of rights, but now we have the renters guide. So it takes you from start to finish of like what do you need to think about before signing a lease? What should you be on the look at? What are red flags? It has an interior walk through checklists. So for anyone who's not really familiar with what's required to be in a rental unit, they can use that. And it includes the same resources on the door hanger that for legal aid, if they have questions about calling, what happens with their security deposit, they can call consumer protection. We also created the renters map. So this is a GIS web map application GIS where you can put in any address. So if somebody wanted to check their rental units to see any previous code violations, any of our previous evic cases, any previous tensable rights violations. So it gives the renters the ability to kind of screen the landlord before they decide to enter into a lease with them. With the two positions filled, we've been able to expand their responsibilities kind of screen the landlord before they decide to enter into a lease with them. With the two positions filled, we've been able to expand their responsibilities to also include managing the administrative side of the neighborhood team. And so for those of you who aren't aware, the neighborhood team is a division within the Code's compliance department that provides free property maintenance to elderly, disabled, or low income residents throughout the city. Additionally, they assist homeowners in navigating the available housing assistance programs and homeowners that get cited by the investigators can get referred over to the communities for specialists and they can talk them through their options of what they can apply for. And most recently, we've added conducting outreach with tenants experiencing high water bills. So the utility accounts for billing and collections, they have a program to assist with high water bills. So the utility accounts or billing and collections, they have a program to assist with high water bills. And when they identify that it's a tenant and they need assistance getting their landlord to fix the actual roots of the leak, they can refer them over to us. And then the community sports specialist reaches out and explains to them their options. And lastly, in moving rolling out a new program in October, our new assistance program that was just approved by Council last week. Thanks to the work of our Canadian Sports Specialist, we were able to identify a gap in the available assistance programs at the city. So we created a new program that will target those specific violations that fall outside of the programs, which are driveway disrepair, accessory structure disrepair, and hazardous tree removal. Additionally, the funding from our program will be used to supplement the existing accessibility grant that's provided by the housing department in order to ensure that owners can receive assistance without requiring a loan. So funding for our program is limited to $5,000, but could go up to $7,500 with the approval of the administrator and no repayment is required. To be eligible, owners have to be at or below 100% AMI and the property were assisting has to be their homes that are property and their only property they own. Property owners receiving tree removal services would have a new tree planted to preserve and enhance our city's tree canopy. And that concludes my presentation. Thank you. I have any additional questions about two other programs? So one quick question about the community support specialist activity. What does success look like with that program? Making contact with the tenants. Yeah. Continuing to support them throughout the eviction process. I really think it's the education piece. I mean, I hate to say that, you know, it's necessarily a lost cause once that eviction's already been filed. But it's very difficult in Florida. The window is very short. So really the goal with creating a lot of the resources that we did was to help them navigate that current process, get them, you know, hopefully through that. And then they're educated for the next time they get into that next rental situation. And so when they get maybe that three day notice, they're reaching out for help then, not waiting until they get the eviction, the formally eviction notice. So. Thank you. Are you tracking these direct contacts you had 830 last year? Do you track their status afterwards? And I know we always read about Penales County children in our school system that are living homeless and in vehicles sometimes. Are we tracking that to find out where they're going and they still have access to these resources? We try to make note of where they're going and where they're ending up. The community sports specialist right now focuses a lot on, she tries to find out where there are available units, where there are places that accept people with evictions on their record or felony records and try to get them connected to those places. This isn't a specific data point that we capture, the data points that we capture and where the eviction case ends. Typically, the last thing that we capture is whether it was an eviction or it was diverted. But that's something more anecdotally that the community scores specialist is able to speak to from the team that she's in contact with. And we do have connections with our social service team, Helen Rines and her team to where if we have those unique circumstances, we can connect them to those resources as well and they have a much broader idea of other resources that are available. Great. This is really impressive. Do you know what traffic is to your website where they can access all the resources? And how are you driving traffic there and building that awareness? So when we first created this marketing helped us out, obviously, with the creation of it. And then we revamped the entire renters website. And marketing was going through some changes at the time. And one thing that they're looking at now is what were the number of hits that we got on this page before and after. So we're waiting to receive that data. But beyond marketing, pushing it out through social media channels, we have our investigators that have these, you know, with them that they can hand out when they're doing their interior inspections. We have them in libraries. We just try to get the word out as much as we possibly can. Which again, like I said, is why I wanted to take the opportunity to segue into this tonight as well. Because it's something I think is very important that a lot of people don't realize we have these out there. Yeah, I didn't, it's impressive. And then last question that new assistance program is on the screen right now is that just for our cell sites here, or anywhere in the city where you're at or below 100% AMI. Thank you. Thank you. For the community support specialist, you mentioned that you send them over to Legal Aid at times. Are you all in partnership with our eviction diversion program as well? Okay. All right. Thank you. Thank you all very much. Thank you. I'd like to, we'll be bringing forward to you in October, a program that will tie into what they're doing here with the driveways. We're looking to amend one of our existing programs, the solid improvement grant program, that will increase the amount possibly we still have to jump through a few hoops yet, but also there will be able to allow for driveways. Thank you. Thank you. Thank you all. Can I add one thing, George? Yes. Remember hearing Claude Tankersley and related to this and the recent storms. We have our sewage infrastructure, the line from the house to the street. So many of those homes that they're now just sucking in rain water when big events come. Those replacing those are seven to ten thousand dollars. Could that be included in this assistance program? Because otherwise people just will be more than content to allow that to sit and that it impacts all of us in the city with the wastewater treatment plan. Yes, so we were working with Claude and his team and I think that they were looking for areas where they could find funding for grant programs for that. And it's been a couple of months now but we're all supposed to circle back together once they had those discussions because we're going to be the ones once they do the smoke testing everything else that are you know taking the Enforcement action so we want to make sure we can direct them to that program once it's available but it's not something that we considered With this new program, but it's certainly something that we can add add to it if they don't have enough on their ends so How much is in that budget for that so for 25 it's a100,000. So thank you. Thank you. All right. Next agenda item housing assistance update. Welcome. Hello, they're getting everything every day. Every day. Dr. Avery Slaker. He had his pleasure to be here again. Enjoy. Okay, I'm going to just take you through a couple things here with the housing department and where we've been lately. I've got it. So in the past when you've seen some of the housing reports, you've seen some very low numbers reported to you. And if you attend any of the other committee reports you see CRA numbers are low when it comes to housing. And George and I were talking about it and we thought well that's because what you're seeing is you're looking at the units that were paid funded through CRA. And the fact is, is that when in the housing world, we have to meet certain quotas for this state. And so we use that funding first. And so that's the ship funding that we utilize first. And then we tap into the CRA funds. Once we've met those different setbacks that we have to meet. And we wanted to give you a very realistic picture of what's really going on within the rehab programs and the single family and the affordability programs within housing community development in the CRA. 77% of all of our single family projects are located within the CRA. So that is 84% of our purchase assistance, 63% of rehabilitation, 50% of our warranty program. The warranty program is something that most people don't really hear about often. That is funds that are set aside for homes that may have had a rehabilitation program. And something happened. You know, something happened, a floor plank popped up, the homeowners just not satisfied with something. We go back in with warranty dollars and can make that fix. And then 100% of things that we do with FASOD are CRA funded. Now, another thing that housing does in the reporting to the state is that if we are pairing a rehabilitation project with the FASOD, which often happens, I would say that happens probably 84% of the time if not more. We don't report both of those units to the state. We can't. We can only report the one unit, and that's the rehabilitation. So when you get reports such as the loan production report that goes to HLUT, you're only getting that one unit. So we wanted to give you a really good realistic look of what's really happening. So from October through July, we've been very busy, very, very busy. What you see is the darker line or the purple line. That is the total for the department for single-family projects. In the green is what we've done year-to-date CRA. That is both a mix of ship-funded as well as CRA-funded projects. And then that is just a good overview there again of the projects, but this time we're comparing it to the goals. So the green is the goal that we had to make this year, and in the purple, that's what we are here to date with that goal and as you can see we have exceeded several of our goals already this year. George is gonna go over the budget in a few with you and so what he asked me to do is to kind of tell you how did we come up with some of these housing dollars this year? And so what we looked at was the average spending in fiscal year 2223 for the monthly applications Rehabilitation and for purchase assistance and facade and we projected out based on that and then for the staffing costs I got together with George and obviously George is my sidekick now. He is my best buddy. And we really talk about how much time do we spend? And that's why it was important for you all to see those projections of the fact that yes, we have one FTE, thanks to all of you and the CRA, that does nothing but under rights for purchase assistance and now for the single family loan program. That's all DeAndre does every day. That's it. Lashanda, our other purchase assistance program manager, what she does is she does all the other purchase assistance throughout the city and CRA because 84% of our purchase assistance is in that CRA right now. So to give you a good idea of how we came up with these staff projections, we again looked at year to date, what have we done? In purchase assistance, we've completed 47 units this year. That's 47 new homeowners in the CRA. We've spent $3 million. I'm purchase assistance for new homeowners in the CRA. Thank you, George. Our goal was to do nine and spend $434,000. For RAP, which is our rehabilitation program, we've completed nine projects. We have many, many that are under construction. Right now, our goal was seven. We've spent 498,000 and our goal was to spend 434,000. In facade, we have six that have been completed and our goal is 10. But we've spent 118,000 where we should have only spent 100,000. So that's how we came up with that was to figure out where we were, how much time is being spent and so that you could actually hear when you see the budget what that means. And then I wanted to bring you some purchase assistance updates because I know that everybody has probably heard of the city closed purchase assistance. They weren't accepting applications. Well, for two weeks we weren't citywide except for in the CRA. We never once shut those applications down. We had the funding there and we had the staff that was able to keep up with those applications. But we also were catching up with some very unique situations that have been brought to us. And for that I thank legal for their help. And this is happening state wide. Many municipalities have gotten together and have been talking about what's happening in purchase assistance and we are all getting extremely challenging cases and so therefore within our program guidelines we've had to put some new brand new rules in so we've stated that there can be no gifts over 20,000. And that is because we had somebody approach us that was getting over $100,000 in gift. If we would have provided the full amount that they would have received, we would have been, they would have had a gift of close to $200,000 and their home was 350,000 purchase. First time home buyer, we had to really come in and clearly define this for lenders. We were finding that we were processing applications. We were at the end. We were ready for the home buyer to come in and sign. And we do a search and they're on a title of a property already. Well, they've never lived in that property. They're just on it because it was their mothers, their brothers, their sisters, their child. Well, you have to quickly deed that out then. So then we have to pull back, stop the housing closing while they file for a quick claim deed to remove their names off of them. So we've made it very clear that they cannot be on a residential property deed to include any rental property or air properties, and that's for succession planning. And that is for a three-year period that they can't have it for three years. That is the state's requirement. They can be on a vacation time share. We are the funder of last resort. We've had many cases come in to us that have been very complicated. And we've worked four weeks on a case, only to have the lender come back to us and say, oh, we reworked their loan and it's okay. We don't need your purchase assistance. Well, you just tied our hands up for two, three weeks when we could have been processing five other applications. We've created a lender toolkit and that is now on the websites and it is right next to where it says, please apply. It says says please click here first to learn about the program and how to apply. One percent contribution must be from the borrower's own funds and it cannot be borrowed or a gift but you're allowed to use out of the pocket expenses such as the realtor fees, earnest money deposits, appraisals, credit reports, property inspections, anything that the borough would have to pay for out of pocket, that counts towards that 1% fee. And then purchase assistance cannot be used for realtor fees. This is subject to change. This is out of the new real estate commission change, the NAR law, and the state has remained silent, HUD has remained silent. None of the other municipalities in the area were breaking any move. So what we stated was, okay, they cannot use purchase assistance for those fees. However, it can count towards the route of the pocket. The county has since come back literally last night and said, okay, here's what we've decided to do. Do the other municipalities want to join us? And I have not had an opportunity to even discuss that with administration yet. So we do like to try to mimic the county when we can, but that will be an administrative decision that we'll probably have to go, possibly have to go to committee for HLUT to determine. I'm here for any questions. Thank you. Any questions? Any committee? Thank you so much. Thank you. The next agenda item is the voices from the Court of State. Dr. Benson, committee members, several months ago, we applied to the National League of Cities for a grant to initiate a program that's called Voices from the Quarter. We're successful with that application and we are very close to initiating the program, giving a little history on it, how we got to this point. In 2016, City embarked on an initiative to identify ways to improve both the physical and non-physical aspects of the deuces and water district, the 22nd Street, so. In 2018, a report called the Issues and Opportunities Report was completed. This engagement involved the business owners and the stakeholders that as well as the residents that lived in the neighborhoods surrounding neighborhoods to really impact and make a determination of what with the needs of the court. Since that time, we had a pandemic, pandemic, and the administration change. And very little have been done at a couple of parks that were completed. So we initiated this effort in the direction of the course of the administration on mayor to start looking at what can we do to make a difference to impact the businesses and residents and stakeholders on the deuces. That included 22nd Street Reduces Main Street as well as Warehouse Arts District. So our goal is to develop a plan that is consensus driven and to focus on achievable and indesirable improvements and requests from the Duce's water area. And to incorporate some of the items that were identified in the 2018 plan. And how we're going to do that is by hosting four community conversation sessions with the stakeholders and together fresh perspectives on priorities and some proposed solutions. Where we stand at day is we have put out an RFU receive responses back from consultants the decision recommendation has been made and the agreement is being finalized and we hope to start having discussions next week on the implementation plan. Some of the goals are to identify common goals, share priorities and opportunities to collaborate between both those areas that reduces our live main street as well as water. And to identify what portions of the plan that was initially done, that the stakeholders wanna maintain, retain, and to look to implement. And to identify what changes the community may desire to the action plan. To identify projects, programs, studies, and ideas outside of that action plan that the community may like to move forward on implementing and to identify shared priorities of organizations of the community for the projects and programming to include what they want to see implemented in both the short, medium, and long-term and to facilitate initial discussions between the staff and the community on funding mechanisms. We will have resources through the course the CRA, but what are other resources that we can bring to bear to help with the development and implementation? And what are those next steps, including the roles, responsibilities, and the timelines? So the schedule of the plan is follows. We're going gonna have community conversation Possibly at coastal creative warehouse that will bring forward both groups Combined stakeholders and we're looking to have this meeting Convenient in late September Second on would be at St. Pete Midtown campus Where we will focus on the deuces stakeholders. I anticipate having that convening in mid-October. Third, when we would be at the water deuces, water campus, where we would focus on water stakeholders. And then the final one would be where we bring both groups together to talk about what the information that has been gathered and decisions that have been made. At that time, we'll have a final report in mid-December. Any questions? I just want to give you a brief update and let you know it was forthcoming and that we're looking forward to getting started on this initiative. Thank you, Charlie. Any questions? Yes, sir. Any questions? Yes, sir. What is the amount of grant? The grant was $15,000. However, the neighborhood affairs department also receives additional funds that they will invest in that initiative. So our total budget is about $45,000. We also have other funds from our commercial court of planning area that we're able to use. Thank you, thank you. Any additional questions? Thank you for that information. Okay. So the next agenda item is for a vote looking at the fiscal year 2025 budget. We're presenting to you all consideration the FY 2025 CRA budget recommendation. The administration is requesting that CAC recommends approval of the budget plan, which is as follows. To appropriate an estimated $17.8 million, an FY 2025 tax increment revenue for use in the FY 2025 CRA budget. We wish to allocate the above revenue according to the following categories. Housing and neighborhood revitalization, $10.6 million or 60% of the budget. Business and commercial development, $4.8 million, or 27% of the budget. A workforce development in education, $1.1 million, or 6% in personnel and operations, $1.2 million, or 7% of the budget for total again of $17 million, $806,000. The estimated TIF revenue for FY25, as already mentioned, 178, is comprised of an estimated $10.7 million from the city. $6.8 million from the county. And $193,500 has been earned from interest. There has been a tremendous increase in the property values. Thus a large increase in TIF revenue since the creation of the CRA in 2016. We have received more TIF revenue in the first 10 years than was projected over the 30-year life of the CRA. The first year of 2016, we received 468,000 dollars in Tiff Revenue. Ten years later, the annual revenue is over $17 million. We plan to invest $10.6 million in housing and neighborhood revitalization in various projects next year. In a single-family development center, it allows for nonprofit and for-profit corporations as well as individual contractors to apply for up to $10,000 per unit that can be used to reduce the construction costs associated with building an affordable housing unit. This program also allowed for the payment of up to one half the cost of the lot that the home will be built on with the maximum of $40,000. $500,000 has been budgeted for this program, and our goal is to complete 10 projects this year. A multi-family development senate offers financial support to affordable, less than 120% AMI. Housing developments that may require public assistance to leverage federal, state, and other funding vehicles. We have budgeted $5.5 million. to leverage federal, state, and other funding vehicles. We have budgeted $5.5 million. The goal is to initiate a minimum of 100 units this year. This program often supports multi-year projects. For the single family residential programs, we're proposing to invest $4.6 million. While we have assistance program, which offers a 0% interest funding to qualified applicants who own and occupy a residential dwelling unit. The funding is provided for home repairs, to correct code violations, and address deficiencies that could impair the health and safety of the household. The maximum assistance is 60,000 per project. And we are requesting $40,000 for $400,000 for this initiative. And our goal is 10 rapid roof replacement projects and six additional rehab projects. Our down payment assistance program is funding that helps to pay the closing costs, down payment assistance, as well as a rate by-down to lower the principle of the home, which you would know that this can help eliminate mortgage insurance payments. Eligible applicants of those whose income is less than 140% AMI, and can receive up to $75,000 for purchase assistance. Again, $2.3 million is earmarked with this initiative. And our goal is 30 new homeowners next year in the CRA. AlphaSOD Improvement Grant Program, which provides up to $10,000 of funding per unit. The residential property owner's whose household income is less than 8% AMI. Purpose of these funding is to repair, upgrade, enhance or improve the exterior facade of their property. $370,000 has been set aside for this initiative and our goal is 25 new projects. Our Neighborhood Planning Program, which is in collaboration with Neighborhood Relations, provides funding to create and update neighborhood plans and plan implementation projects. The eligible neighborhoods are Bartlett Park, Charles Park, Harvarddale, Campbell Park, Bell Metal Park, and Melrose Mercy neighborhood. Campbell Park and Bell Metal Park, as well as Merrill's mercy are at the point of completing their initial plan. These three neighborhoods will now move forward for the implementation portion of their component of their plan. We budgeted $5 million for these initiatives. We have budgeted $4.8 million for the Business and Commercial Development Biller. A commercial corridor program provides funding to support eligible planning and project implementation of revitalization activities on commercial quarters. This includes developing new and updated existing corridor plans. Eligible quarters and FY25 will include 22nd Street, Dr. Monmouth, the King, Jr. Street, 16th Street, 28th Street, 49th Street, and 18th Avenue. As you can tell, these are the major quarters in the CRA. We have budgeted $2.7 million for this component and we will provide a few more details in the upcoming slides. Our commercial property acquisition program provides funding to acquire properties and prepare development sites to promote housing, economic development and revitalization of the CRA, earmark $1.5, $8 million. And our site improvement grant provides funding for the exterior improvement of commercial buildings on the quarters that are included on the commercial quarter program. We have identified three specific projects that we will begin very soon. These include investing $1.7 million on 22nd Street Style. It's a supplement and anticipated FDOT grant. This will include widening sidewalks, improving pedestrian crosswalks, roadway striping for bicyclists, improving street lighting, on-street parking modifications, as well as improving the gateway and identifying markings. The 49th Street SafeGE Street for all study was recently completed. State co-holders from both, 49th Street from both sides of 49th Street, including the City of Gulfport, made several recommendations, some of which will require additional study and substantial investment. However, several suggestions can be addressed immediately, such as improved crosswalks, ADA ramps, raised medians, and lighting improvements. City of Gulfport has committed $565,000 for these, hold on quote, late low hanging fruit initiatives. And we're matching their commitment and investing additional resources due to the greater need on the city side of 49th Street. We're budgeting $750,000 for this initiative. You heard a presentation earlier regarding connecting South St. Pete's CRA mobility study. We previously allocated $10,000. We are requesting an additional $17,000, $17,500 in supplemental funding for this study. Our workforce, education, and job readiness pillar. In the adult workforce development, St.P. works is a collaborative project of community-based organizations working with employers and local agencies to provide workforce opportunities. St.P. College is a lead contractor for this initiative. It's agreement with St. Pete College expires in November of 2025. We've earned $600,000 for them. Our Youth Workforce Development Program is St. Pete Youth Farm. That is in collaboration with the Parks and Recreation Department, which we operate in afterschool in summer program, training youth in urban agriculture, entrepreneurship, and life skill enhancement. It's program typically trained 15 youth at any one time. There's a new processing facility that's currently under construction and is expected to be completed this fall. We're budgeting $503,000 for this initiative. In salary and benefits for a CRA personnel, we budgeted $1.2 million for staff that implement the CRA programs in multiple departments. The staff is housed in economic and workforce development, housing and community development, coves compliance and engineering. The staff supporting this work throughout the CRA includes five full-time and one part-time in economic development department, one full-time and four part-time in the housing in economic development department, one full time and four part time in housing and community development department, one full time engineer, the support CRA projects, and four full time NTE, neighborhood team members that are assigned to the COS compliance department. There are several updates to projects that were initiated over last several years that I would like to provide some updates for you. The Citrus Grove Initiative, which is on at 7.31.15 streets south, which is directly across from Campbell Park and John Hopkins Middle School, we invested $1.4 million in the rehab of 84 units. The project was completed last month. Namaste Initiative or development on 1600, Dr. Martin Luther King's called 16 Square. That is 11 new units of affordable housing that we invested $1.1 million and $6,000. The project was completed in January of 2024. All the available units have been sold. Shell Dash, which is currently under construction on 16th Street, South, and 11th Avenue. We're investing $1.75,000, $1,075,000, which are 10 units, a new construction. Burlington Post, which is 75 units, affordable housing rental units, that we will invest $656,000 in project closed last week. And construction is expected to begin in October, and will be completed in July of 2026. Total construction costs is $33 million. And in Fairfield apartments, which is 264 units on Fairfield Avenue, we will be investing $9.7 million, and that will be all rentals, and the000 equates to $444 units. Other accomplishments in FY 2020, 40 year to date, is that we have down payment assistance that we've invested $3 million for 47 units. Rehab assistance, nine units, $498,000. Alpha Saudah Improvement Grant invested $118,000 for six units. O'Sengle Family Development Center Program, 22 units, $680,000 in development. And for our rebase to residential rehab, $680,000 in development. And for our rebase, the residential rehab, our trip law, our plus, we've invested $64,000, almost $65,000 with three units. Again, that's 87 units of investment of $4,400,000. Our CRA Microfund program, we've had, we're in the midst of our third cohort and the fourth cohort will start in September of those four cohorts who anticipate serving 198 businesses. So far we have invested $855,000 and we have a budget of $1.4 million. So this is a recap of the budget plan for 2025. In addition to these new resources, we anticipate having funds that will unspent and unencumbered from prior year budget plans that will roll over into FY25. Those funds will be spent as outlined in the prior year budget plans or reallocated to emerging needs. The amount will be determined in the annual budget cleanup by the city's budget department in November. So in closing, what we're requesting is that the CAC recommends to the agency in that the city council proves appropriating an estimated $17,800,000 in the FY 2025 tax increment revenue for use in the budget plan as outlined previously. You have any questions? Thank you, George. Any questions from the committee? Thank you, George. Really exciting to see the leveraging of our dollars and extending it more with FDOT, the city of Gulfport. I think it then makes that 17 million grow to be that much more and impact too. So really appreciate everything that you and this entire team that's still here at past 7pm on a Tuesday night what you're doing Do you have any forecast on what the carryover will be this year? Estimated around 4 million homes Any is that particularly from housing neighborhood revitalization bucket or It's probably a combination of many areas. Some of this housing, probably we have, had some ideas and thoughts on some programs previously, and I did not bring that with me. But some thoughts and ideas on programs that we identified previously, we did not go forward with for various reasons. So we're all those funds over. My only thing that I really want to accomplish at some point, I think I'm cycling off this board maybe at the start of the new year and what you said I think is really powerful that I don't think many people in this community fully appreciate is what this is generating in the first 10 years and exceeding expectations for the total amount that it would be in 30 is that, you know, and perhaps it's at Campbell Park where they're at the implementation stage of their community plan that we have some type of a community meeting there in the community. It always really pains me. We're sitting here with the entire audience as city staff and then the five of us that I'd love to go into the community, let the community hear this presentation and also solicit input and feedback on what they're seeing and how it may be impacting them or not. But thank you. Thank you. I'm ready to make a motion. There's no other questions. I do have one question. When we come to the workforce development piece, I know that we talked about St. Pete Works, so they currently have a contract for one more year. That is correct. The contract ends in November of 2025. Okay. Given the things that we've talked about tonight, coming up with the new development and the need for construction, is there any desire or thought of our workforce development construction coming up to CRA dollars that we can do in that area? Are programming if we do it will come forward to you next year. We don't anticipate needing it this year. I know it on Brian. Maybe you can speak to it. We know that high-end raise has made a commitment for some additional job training workforce development. I think that's still being flushed out. So where there's a need for us to partner with them, we are really willing to be able to do so. We just don't know what that looks like. It was a little hurry. As George mentioned, we are into the last year of a fire of arena for Sanct University College, so we would have to go out to an art, anyway. Looking at next year, given the gas plant project, the resources that Heinz is throwing behind it, now the kind of pressing need that we have, we are envisioning a much more comprehensive effort moving forward where we certainly hope and will ask St. Pete College to play a very critical role in that process but looking at bringing in significantly more partners and expanding this beyond adjust to the CRA so we Absolutely see the CRA playing a critical role in this moving forward But not not kind of the sole role as historically it has done We will be looking at bringing in county resources, bringing in private resources. The Chamber has started a workforce task force looking at this holistically with other partners, educational providers. So we will be putting together a much more comprehensive program that we intend to bring forward to the CAC next year. Okay, thank you. Can you bring the roll-over on the comfort funds to us and the December meeting just so we get the idea of where we are with that? I didn't see a vision diversion on here for 2025. Is that still going to be a program, me? Well, we have sufficient funds from last year okay so there's still on the contract We may bring them forward in at our next meeting to provide an update As to where we stand, but we did not need diluted additional funds in this year because we have sufficient funds from last year's budget That have not been spent yet Thank you any other questions so the carrier over the Kelly ask about that's for vision fund from last year's budget that have not been spent yet. Thank you. Any other questions? So the carrier over the Kelli ask about that's from 24 to 25? It could be from prior years even before that, but it definitely would be from 24 to 25. That are unencumbered and uncommitted. If they're in convert or in or committed, but not yet necessarily spent, that would not be a part of the carryover. Okay, thank you. What is our in Combert amount? Bring it back to you next week. All right. I'll make a, if there's no other questions, make a motion to appropriate an estimated $17.8 million in FY25 tax increment revenue for use in the FY25 CRA budget, allocating the above revenue according to the categories that are listed in our agenda packet. Thank you. This motion is able to appropriate the funds of 17 million is allocated in the agenda packet. Is you. This motion is able to appropriate the funds of 17 million is allocated in the agenda packet is there a second all those in favor say aye. There are no opposed the motion passes. Thank you. Thank you. All righty. Is there any new business for anyone for this evening? So our next regular meeting date will be October 1st. As we discuss, we are in bi-monthly meetings currently. So look at the agenda to see the following meetings for the rest of this year and next year. Please don't forget for those that are new members we have a mandated ethical ethics training that be completed by December 31st of this year. And if you need more information on that, Mr. Chan can help you with that. All hearts and minds clear? All right. Meeting adjourned. Thank you all. Thanks for watching!