you you you you you you you you you you you you you All right. Good morning, everyone. And good morning morning Naples. Monday August 26, 2024. This is the Community Redevelopment Agency Advisory Board meeting. If we do have anybody who would like to make a public comment, please drop your slip off with the clerk. And I believe it is now time for a roll call. Member Hester. Present. Member Maton. Here. Member Palmer. Present. Member Maton. Member Palmer. Member Rob. Member Waller. Vice Chair Evans. Present. Chair Kameneki. Here. Thank you. Terrific. Next item is the Pledge of Allegiance. And Ms. Hester, would you leave us this morning, please? Yes. I'd like to lead us to the flag of the United States of America and to the Republic for which it stands, one nation under God, indivisibleible with liberty and justice for all. Thank you. Oh, terrific. Thank you. Item three, the agenda, Ms. Jenkins. Good morning. Good morning, Mr. Chair. I have no changes to your agenda. Perfect. Thank you. Next item is public comments. Welcome to make them now or before or after the item to be discussed. So we can move on then. It looks like item five approval of the minutes. Any comments, suggestions on the minutes or a motion to approve? Motion to approve. Second. All in favor. Aye. Any opposed? No? Terrific. Thank you. All right. Item number six, the Administrators report, Mr. Jenkins. Thank you, Mr. Chair and good morning members. The Administrators Report was included in your agenda memorandum. There have been several updates from the CRA meeting on Friday, so I'll provide those verbally as we go through this. The first item is the Residential Improvement Program. As mentioned in the memorandumum we have five active applications. We have been working with our contractor. They have been on site and they have prepared cost estimates for us. When we received the cost estimates we found that the cost estimates were going above the $20,000 approved. So we took this new information to the CRA at their meeting on Friday. And we looked at how the costs are coming in. The costs include both hard costs for the improvements themselves, the material, the work. And then there are soft costs where your contractor usually has a markup and some management fees. The CRA decided and directed staff to deduct the soft costs from the total $20,000 allowed. So we're able to go forward with many of those improvements now. So that was just one small change. That program, as you'll recall, was through 2024. So we will be looking at that program with you again in the coming months to see if there are any recommendations you would like to make to the CRA regarding any additions or changes to the program. So we'll be bringing that to you soon. And may I just ask you a question. So how is this marketed to the residents? Is it sort of a continual offering to them, or is there, how are we going about making sure everyone's aware that it's still in place? So we, staff has been meeting with the residents of River Park East. We've met with them twice, and we will be meeting with them again on September 10th at their neighborhood meetings. So we have been continuing to inform them about the program and any changes to the program. The program was approved through this year, and then the CRA also adopted the budget for next year, which included continuing the program at the same funding amount. So we'll again go through that with you. The residential improvement program I talk about some of the feedback that we've received from the residents on eligible improvements, what the needs may be differently for different residents. So we'll be bringing that information back for your consideration. Thank you. I know the 2025 budget have, when we first did this, we said this like a pilot program. Have we considered doing it for other areas? The program right now is being implemented as it's adopted for just River Parkies. So when we bring it back to you to look at additional feedback that we've received, that would be something that you can consider and make that recommendation to the CRA if that's something that you believe would be a recommendation. Thank you. Okay, thank you. If no other questions on that one we'll go ahead and debrief on the affordable housing projects. The CRA had a very robust discussion on affordable housing at their meeting on Friday. Staff was giving direction for a couple of different projects there. Including the George Washington Carver property. That property is owned by the City of Naples and leased to a management company, the Sub-Lecie. And staff was directed to continue to coordinate with that Sub-Lecie to understand any additional improvements or redevelopment that may occur on that property and what we would have to look at for any of those changes to occur. So you'll recall that some changes or some improvements were included in the Design District Master Plan, the four courts and the side courts you'll recall recall and some redevelopment was also suggested that of that property. So we'll be looking at those opportunities and taking that back to to crab and CRA with our findings for that property. Likewise on still water cove fuel recall where still water cove is located in River Park East and it's Multifamily apartments right on the river there That is under private ownership and staff was also directed to continue to coordinate with that property owner to look at any Additional improvements or redevelopment that occurred occur on that property and bring that information back as well as we move forward. The CRA also considered the city property that was recently purchased. You'll recall it's at 160 through 190th St. North and staff had been given the direction to work with the subconsult consultant to look at the site analysis for affordable housing. That information was presented to the CRA and the CRA gave direction to staff to develop the second phase of that, a task order for the consultant to bring back requests for proposals for affordable housing on that property. So that's our next step in developing that request for proposals to see what the marketing materials would be that the real estate advisor would be putting together and marketing that for affordable housing. So we'll be bringing back a draft of the RFP in the coming months on that property. Is there any way we can get a copy of what the recommendations were? Yes, as soon as the, when you say the recommendation, the CRA, the recommendation from the company that did the evaluation, that we did the evaluation of the property. Yes, yes. We'll be happy to provide you a copy of that. from the company that did the evaluation of the property? Yes, yes. We'll be happy to provide you a copy of that. Yes. Mr. Jenkins, I have a question. Was density or number of units discussed at the CRA meeting? To some degree. Yes, it was discussed to some degree. So that would be an option that we would bring back to say you know what that would look like and if that is feasible or not to on the dense. Okay so that's still an open item. Yes. Yes all those options and if there was a change in density how do you implement that what would be required. Yeah. Thanks. Any other questions on affordable housing? I was going to say I was very robust. There's a great conversation. The question is on the RFP. Is that just for marketing material for the? So the RFP will include marketing material specific to that property and the affordable housing goal of that property. So the request for proposals that the consultant CBRE puts together includes marketing material for that property. There's no other questions on that one. We'll go forward with the Design Walk project. Following the CRA meeting, the CRA directed the consultants and staff to continue to work on the project to further develop that. The consultant has been doing that and we will be coming back at your September meeting with further details on the design project and particularly the finishes and the surfaces for the public realm that was you'll recall it was just kind of painted before and now they further develop that in the lighting and landscaping so we'll have more detail and to bring back to you along with the property owners input on that project. So we'll be discussing that more in September 23rd. On the first Avenue South 10th Street and 12th Street South Design projects. The CRA did consider that project again. The alternatives in their direction was recapped for them. There was further discussion on first Avenue South and the need for bike lanes on that given that you cannot cross goodlet or you cannot cross 41 on 1st F South, but those crossings are available at both central and third. So the discussion there was to direct the consultant to go back with the other alternative and rather than having the bike lanes having the wider sidewalks in that area and more landscaping in that area. So that alternative change was made by the CRA and that direction was given. The next step in that process will be the consultant will be coming back to Crab with the 60% design and we may see that around the October, November timeframe to look at that project again. And they'll bring that back to the crab for any recommendations that you have to the CRA. And then that 60% design and your recommendations will go to the CRA following that input in October, November timeframe. The first avenue, South Public Parking Garage, I did attach the update on that, and that update was provided again to the CRA at their meeting. So if you haven't had an opportunity to drive down 10th and glance east, you'll see the walls are going up. So it is really taking shape out out there and we anticipate the finished exterior walls will be completed very soon, so that's good news. The third avenue north on street parking, the FPL has agreed to an easement, so we're just working out the final details on that and getting the easement documents agreed upon and then we'll be going into the final decide to provide additional parking on the third avenue north street. Quick question back to the garage. Could you remind us again what the anticipated completion date is for the garage. Could you remind us again what the anticipated completion date is for the garage? That will be updated as soon. The last update that was provided, it was I believe in the November timeframe that the substantial certificate of occupancy would be available, but rain events delay and things like that. The contractor is doing all they can to stay on schedule, but we do anticipate an updated schedule on that soon. So we'll bring that to you as soon as we have that updated schedule. Great, thank you. And then finally, the CRA budget, the CRA did discuss the budget and your recommendations. They did approve the budget and the budget resolution. The next step in that will be the CRA budget goes to City Council for their final adoption and approval with the full city budget and that will occur September 18th. We'll be your final. So as soon as that budget is adopted, we'll provide that to you in your October agenda item. So you'll have the final budget and we'll be working towards implementing that work program in the coming years. So if there's no other questions, that's the update that you have on your CRA projects. Any questions? Drific, thank you, Mr. Jenkins. Lots of good things going on. Yes. All right. So item 7, all business, which we have none. So we are now on to new business. Item 8A, the presentation and update on the CRA community policing. And- Thank you, Mr. Chair. And I'll go ahead and introduce this topic. We periodically will have updates on our community policing. And if you recall, the CRA funds three police officers to patrol and to assist our businesses and residents and visitors within the CRA boundary. And today Chief Domingo is going to provide the update on our CRA police policing unit. And you'll recall also that the budget included this year three additional police vehicles for our CRA officers. So with that, we'll introduce Chief Tameka. That's a test. Just put the mask on. Dave, help me out here. There we go. Got it. Cereo-Dominguez Chief of Police. And it is my pleasure to address you guys today. It's my first time with you all. I'm going to go to the police station. I'm going to go to the police station. I'm going to go to the police station. I'm going to go to the police station. I'm going to go to the police station. I'm going to go to address you guys. Today is my first time with you all. But before we get started, I have to say that since I've been here since October and specific to the CRA, the partnership with, and the help from an in-NITA and from Meg is extraordinary. It really is a seamless effort between the police department, city administration and Meg to try to address problems. And really our effort is always to try to find problems, laying in weight and getting to them first. It's a lot better to fix something before it's broken and get ahead of things. And that's really our philosophy. And that's really what community policing is about but now I'll get into the slides so so community policing and and that kind of I being a person who has been to too many power points I won't read these to you it's brutal but you have it there and I can what I wanted to share with you today is our philosophy the police department's philosophy on community policing and as how I see it as the the person who is responsible for making sure things get done and with that said community policing and community orientated policing is really about partnership with the folks. That means the patrons, the employees, the businesses, city administration, like I mentioned with Meg, we're constantly working on things and trying to find out what is the best way to solve that particular problem to obtain the outcomes of what the CRAP in general, what the community needs to prosper and to live in a safe and proper place. So, you know, as we say here, our goals to reduce crime and to develop these relationships where we're able to be a resource to everyone, whether you're a visitor, a patron, an employee, and we'll get into that a little bit more, but it's really about working together to solve problems. One of our goals is, obviously, we'd rather not enforce laws and have compliance. I mean, that's the goal of law enforcement in general. It's not, I know on TV, it's terrible, right? It's always about how many people did you arrest, and those, and believe me, we're going to get into that I have some stats on that too. You have to have those things. But we would rather have the absence of crime than to be able to say we arrested a thousand people because that's not really good business, not good community. If you're constantly arresting people, you really are not winning. When a restaurant down and people are cooperating and behaving well and enjoying the environment, that's the win, right? And so really when we get into the stats, you'll see that we're glad to see that it's going down. And with stats, also understand that if you have one and had none last year, that's a hundred percent increase, so you got to have the context of things too. Yeah, it gets tricky. So again, community policing and what we're looking to do is crime prevention and some of the programs that we've initiated that we'll get into and assigning officers to these particular areas of the bid to make this happen. So, so what you can see where the cost is and as Anita mentioned, some of the bid to make this happen. So, so what you can see where the cost is, and as Anita mentioned, some of the increases here really are specific to equipment, technology issues, and the fact that we're adding cars because, and I fear familiar with how our fleets work and everything. Some of these cars run 24 hours and we're trying to make sure that we have dedicated vehicles to dedicated areas. And so that's where that investment is. And some of the other things have to do with laptops and other equipment which continues to increase. And actually we were talking about it earlier. Your laptop, your computers, only about as good to three to five years. So these things are shown in here along with your general things to include overtime pay, holiday pay, retirement, life, travel. And some of that training too is because we rotate people through so they need to have additional training for those areas. So that's reflected there, but the real increases in the vehicles. As you're familiar with the area, we wanted to throw map in here. And you see it's kind of spread, although the majority of the folks that are assigned to Fifth Avenue stay on Fifth, but as you notice, it occurs all the way around. And actually, when I was down there a couple months ago, it's interesting how you find people who aren't from here, they get lost and Sergeant and I were riding around together one evening and we found someone who couldn't find her car. It's interesting how that goes because the parking ratchets all look alike, two of them. And but that's what I'd like to share that anecdotal story because that's you know they come down here and they're enjoying the restaurants and and enjoying you know naples and all of that and then you can't find your car and it just ruins the night. So we put her in the car and drove around until we found her car but but that's really what community policing is and there are places in the world that well you can't find your car, good luck, and they drive off. We're trying to make it where we are a true resource to people, regardless of what it is. Now, obviously, if there was a major event going on, that wouldn't be the case. But whenever we can, we try to facilitate people to come and go to the area without any issues, any concerns, and if we can help them. And then we give them good advice. I try to remember where you parked your car. But that is a good overview. And these folks are paired there, and they work those areas. To make a point, too, it is a 12-hour shift, but that variates, and I don't know if you're aware that it variates depending on what events are going on, too, so it could change. And here's over by 10th. And it's also a good swath of area for one person to cover. I remember this is also to be fair, overlap by patrols that are already there. And this area, as you can see, it's pretty spread out. And what we hope to do as we continue working forward and things improve there is that presence continues to build that sense of community. High visibility patrols, there's nothing better to prevent crime and help people is to know that that mark unit is in the area and that's significant. One of the things that we like to offer people as a visual or concept is they should see the patrol officer in that area like you see a lifeguard at the pool. You feel safe, you know, you need something, there they are, they can help you and that's the real significance of visibility or high presence is that it brings a calming behavior to people and a resource to folks. So that's I wanted to kind of explain the philosophy a little bit more than just read off the stats. But again, we talk about identifying problems, communicating with people, and being out in front of things and getting in front of emerging events. So that officer assigned to like, for example example Jacob, if he's assigned to the area and he sees what looks like a start to get maybe a little rowdy at a particular place. He has already eyes on it and he can call patrol over and we can start trying to neutralize or at least bring down that situation whatever it is on an early moment rather than waiting till people call. Cause now you're kind of responding and reacting rather to being on the front end and being proactive to those kind of events. Great pictures of these too. You have Sean there and John and Nika Jacob. Now that's embarrassing, but these are some pretty good looking fellas to be straight. So, and you know how you, you know, policing sometimes gets a bad stereotype. So I just want to point out, these are pretty solid fit gentlemen, you know. And some of the things that we do with all the stakeholders, that, you know, it's important to have trust with the community, patrons, you know, the businesses and the folks that work there. And this is an example when our community policing folks were helping some of the employees with their bikes and handing out helmets and things that nature because it's really, it is a total community, right? And what we want to do is prevent crime and disorder, and everybody has a stakeholder in it. And so how we reach out to everyone that works there and lives there in all the residences and all the businesses and all the employees that come in the town, that's an important relationship that we have as a police department as a whole and most specifically obviously with things that happen in the CRA. This is just a snapshot. This is 2023 because you know we're still working on 24. Director patrols and director patrols just so you know we use all kinds of terms so if I'm repeating something you've already heard I apologize is a purposeful identified area that we want to keep an eye on right so we'll identify places that say can be a park or locations that we want to stay at high visibility and then those officers they have to make sure that throughout their shift two or three times or when they can stop in that area check check out, and do a walk through. Let's say, Cambier Park is a good example right across the street. If you do a direct patrol, Cambier Park, it's not just drive around the park. It's as much as you can, it's get out, walk around, and make sure that everything is where it should be. Traffic stops are gonna get important when I show you another slide down the line. And if you notice what's important here in this particular statistic is traffic stops are 330, but citations issued only 64. That's pretty nice. And you work your way down a lot of warnings. We want people to be educated about how to drive and sometimes it's just they don't know or they're in a hurry or all the normal things that happen. If they're way out of control, obviously they're going to get a ticket, but this is really about educating people how to operate in a crowded environment and then in residential areas, you know, say in the River Park, Gordon River area, you got kids playing out in the street and everything else we want people to slow down most of the people are driving through there or are working or they live there so we really don't want to have to cite people who live there we've rather than hey slow down you know you're in a hurry all kinds of anecdotal examples I go I forgot my phone I race back well yeah but that's how someone gets hurt. So that's where those stats come into play and to arrest, which is really good, because that means the majority folks are out of behavior and we were able to render it safe without having to put someone in handcuffs. These are some of the cases in comparison to 22 to 23. These all are, you know, without contacts, I threw in some language there, so you can understand where it's coming from. The one robbery, which is, it looks significant when you hear the word robbery, but it was a convenient store, and from what I understand, it was someone who was intoxicated and it was an arrest. The domestic violence was a sex offense known to each other but it was in the area that we're speaking of in the CRA. So, statistically, crime is down from 63 to 50 but I also offer the caveat that those numbers really, like I mentioned, if you have two and you didn't have any last year, you got 200 percent increase, so you have to look at it in context. This is where it looks in the particular areas, in the map here. So again, what we're really looking to work towards is increasing people's awareness to prevent crime And that's some of our messaging going out through social media and our guys walking up and down the avenues to remind people the Lockter cars and for God's sakes take their keys now that's You know We we did have a problem a couple months ago about people leaving their keys in the car. If you notice and we've made a huge campaign through the areas of the CRA but also throughout the city about hey take your keys with you because people leave their fobs in the car and the mirrors don't retract and then people realize and they joy ride it or they steal it outright whichever so this is a partnership with us and the public to make sure that you don't put yourself at more risk. Here's where you see the crash data report. And I think one of the things that's significant in this is we are increasing our traffic involvement. We have three motorcycles and two traffic vehicles but unfortunately you know as staffing increases we're able to fill those slots again and we have now one and a half dedicated persons citywide. Besides the folks that are working in the CRA but what we want to do is have a concentrated effort in that area with the CRA guys and the traffic units that are there because it's such a concentrated area from whether it be a 10th street or all the way to the avenue to have this traffic calming presence. So when people are driving down 5th or down 10th street or wherever they see the uniform presence again augmented by the officers in the area and the CRA guys. And this gives this impression to the public. I better slow down, just cops everywhere. And that works. So you'll see that 3,261 stops. But that's everybody. That includes the CRA folks. And like I mentioned, we've been trying to stay in that area to increase our presence and get people to slow down. Oh, sorry. There should be a slide there that says questions but it disappeared on me. So I'm ready for any questions you all might have. Well, thank you Chief and very informative and thank you for all the work that you and your team have been doing in the C. And look forward to continued improvement. It seems like the numbers are going in the right direction. Yes, sir. What, again, I can't stress it too much. This is a partnership and our relationship with Anita is one that's very collaborative and teamwork and when she has a problem, she reaches out and we try to knock it out as early as possible. Government sometimes has a, you know, things could die in the vine. I'm not talking about the federal government maybe. But the point is, it's, we're right here and we're right here to serve and we work together extremely well. And again, I can't compliment Meg too much. Anytime something pops up or we even think it could be a problem, we're on top of it pretty quickly as a team and that's That's really where the success is and we're gonna have problems. We're gonna have events and we'll deal with them That way, but it's about doing the right thing at the right time and and for the right reasons and working together And that's really where that's really what I wanted to express to you all today besides the stats of stuff is our teamwork and the philosophy to address problems lying in weight. Does anybody have any questions? I do want to say something. I run through the city through the whole city of Naples at different hours and I feel so lucky to live here and to have the police system that we have because I feel safe at all times and I think the officers know know me but I'm very grateful to everything you guys do and To all the employees that work down on fifth that have to ride their bicycles their scoot scooters. And you guys do look out for those people that need help sometimes. The burglary after electric scooters, bicycles, and everything, it's something very important. And I appreciate what you do. Thank you. Here's my foot. Oh, thank you very much. Thank you very much. It was a wonderful outstanding report. Based on the traffic and the increase activity doing season, especially in the design district and along good with the theater coming in, do you see the need for a second officer in that area. Yes, ma'am. As a matter of fact, you'll see it soon. We were blessed to have had one of our citizens donate money for a car and we now have a pretty nice look at Mustang. It's sharp. It's not that everybody wants to drive it. It's going to be a problem. But it'll be assigned to the traffic folks and we, like I mentioned, we have three motorcycles. And so once we get some folks through training, we hope to keep filling our traffic unit. And this year the City Council has approved us to hire four more officers above our complement. And two will go into patrol to be an overlap shift from three to three. And one will go into traffic and one will go into investigations. And so what we want to do is have a traffic unit that is a standalone traffic unit with perhaps three or four officers. You know, they have to have days off. So this way we can have a traffic presence, a dedicated traffic presence. All officers work traffic myself included, although I usually give out warnings because that's usually the best. But my point is everybody works traffic, that's a staple because it's one of our biggest problems. But to your question, yes, we're gonna add personnel to that because it's one of our biggest problems. But to your question, yes, we're going to add personnel to that because it's so important. We're, you know, it's great to be here and see that we're much more pedestrian. People walk everywhere. They walk to, I see people walk the Baker Park. People walk up and down good, lit, tent street, everywhere else. And we're also a vehicle culture here. So it's important to have that balance. And so the same way I mentioned, I think earlier is, when school seasons around, we see the big yellow buses, but that's not what we should be watching out for. We should be watching out for the little kids who dart out in front of cars. So we all have to have more presence of mind and situational awareness. So when we have more traffic and everyone knows where the cops park, right? And they all slow down when they get there. Well, we want that. We're not looking to write more tickets. We're looking to have less accidents, if that makes sense. So by putting more people out, I think we'll achieve that goal. Thank you. Mr. Rob? Are you? Not married touched on kind of that. Just given the new development that's occurring through this corridor in the future look out, it looks like that's what we're here for too is advised on that future look. So I'm glad we have stuff coming in play too. And just, you know, the city council found a great hire in you. I'm so glad you applied and came back home and somebody that really understands our community. I think our biggest challenge in Florida is gonna be and maybe you can give a little insight on just what you're thinking is, you know, especially post-COVID. I mean, and currently we're one of the fastest growing states. So we have folks coming here from every angle of the country. Do you see any future? Like, where's the move that's maybe if there's a seismic shift in the population that's coming in that could be different than, say, a decade ago? I think there is, it's my answer, my bill of philosophical rather than data driven. And I'm going to say, culture is an interesting thing. And so as a community, we either work together and develop the culture we want or we let people decide what culture we're going to have. So I'm going to use an extreme example. If you've ever seen like a bike week in Daytona, it turns into a nightmare, right? Bikes everywhere are screaming yelling. And if you're okay with that, then that's the culture you want. That's you if you're okay with it. But we don't want that here. We want a culture of kindness, respect, and dignity. And so we have to make sure that's what we insist upon. And so whoever comes here, because it's a free country, should then recognize that the way we treat people on Naples and the way the police treat people on Naples and the way we operate in Naples, it's a two-way street where I have to kind of be respect. I want to go here, but I have to respect the fact that there are people here with me, so I can't drive down Fifth Avenue at 90 miles an hour. There are pedestrians there. There are people eating on the side of the street. Maybe I don't run my muffler too loud. I don't race my... I have to show respect for everyone else. And that's a culture we can have, but we have to make sure we stay on top of it. When we go to the beach, do we fill the beaches and leave the litter, or do we insist on people being proper and picking up their trash? Do we keep an eye on little kids, and we're at the park, and we see a little child playing, and we don't notice the parents right away. Maybe the parents are around the corner dealing with another issue. Do we step out and kind of keep an eye on that kid and make sure everything's okay? So it's a matter of insisting kindness and respect and responsibility. But we do this. It's a police thing in essence because when we're involved it's already too late. So to your point, yeah people are coming from all over the place. And we've all heard the term, you know, don't New York, my Florida. That's not a slam on New York. But that is, is we have such a great community here of everybody. White, purple, black, green, brown, this religion, that religion, and it's working. It works well. We don't want to lose that. But how we do that is how we treat each other, and the police are a piece of that, because how we treat people matters. So we tell that to our folks all the time, we advocate servant leadership in the agency, and if the way I treat the people that report to me should be the same way they treat the people that report to them in the same way they treat the public with dignity, honor and respect. And if we hold the line to that, then Naples will never fall from where it is. But if we turn away from holding people accountable and treating ourselves properly and maintaining the care and the custody of this community, then yeah, then we get what we deserve. So we have to drive the culture. Well, thank you for being here. Thank you, sir. We're glad you're driving the bus. Thank you, sir. I wanted to say that I understand please, Marelle, is at an all-time high in retention that you've done a terrific job. Are you their friend or you their boss? I'm their parent at times. I'm glad to hear that. And I expect that we'll have highs and lows and I expect men and women, you know, in general, there's always going to be somebody who does something that we won't like because all, you know, there's that saying, I'm trying to remember how it goes, all injuries of honor are self-inflicted. So I think, you know, there'll be one or two throughout that might fall from grace, but, and I'm glad to hear what you said, but it's not, it's about how we treat each other. I really believe that, that's how I was raised. And so I do look, I'm a lot older than them, most of the people. So as you know, I graduated from Naples, high school in 1980. So I was in, don't quote me, don't go home with that. So I was at a, I was at a DT thing, defensive tactics thing, and there was one of our officers there, and she had a little tattoo on her leg, and it said 2002. And I thought that meant something significant. Most people when they have a number of means, like something significant happened, which it was. And she goes, oh, that was the year I was born. And I'm like, wow, I got shoes older than this. So for us and I and I all the successes have happened in this police department since I've been here have to do with them has to do with city manager support and guidance that has to do with support from the council, has to do with the deputy chiefs and every lieutenant and every sergeant, every single person there getting on board and unleashing their talents and putting their compass through north and realizing that we have to build on what we have because eventually we turn this over so succession planning is important but the most important part of that, you know, equipment is important, uniforms are important, all of the things are important, but culture leads everything and that we hire character and we teach those other things. We can teach how to use the computer, we can teach all those other skills, but how to teach something of culture? Now you have to embrace, and you have to cultivate it, and it's every day. So when I say it's parenting, yeah, a lot of them, they're, I've got people work for me, they're younger than my own kids, okay? So it's taking the time to teach and the why of things, and once they understand why are we doing this, you know, even sometimes some stuff we do is like ridiculously foolish, I get it. That's how that is. That's, you know, but every parent has had that. Why? Eventually, every once in a while, you have to say, because I said so, but 99% of time, if you take the time and tell people, this is why we're doing this and this is the big picture and this is how we'll make Na and tell people this is why we're doing this and this is the big picture and this is how we'll make Naples safer and this is why we're doing this. They get it and they own it and then one day it's them running the house and we want to keep that. They'll have better technology than we can ever imagine. Absolutely. Ten years from now the technology you know what I'm doing this, the technology will be out of their mind, but the culture and the belief systems should never change. And that's what we're investing in. But there's always one person that goes, oh man, look at that guy, what did he do that? But by and large, those are good men and women who are invested in service. And that's why it's successful. Mr. Matanti. Chief, well said. Thank you for being here today. And I've got kids too. So we were just at the 4th of July parade. Was that a month and a half ago? And it felt very safe. It was wonderful. You all were on bicycles and stuff but I just wanted to ask if there was anything you see in the immediate now or long term in the future that would help you preventatively on such events like that because we have plenty in the CRA and in the city. I'll share with you how we plan for those things to the degree that maintaining operational security of matters. So I've been blessed to have experiences in planning everything I was involved in the R&C when I was up in Tampa and a couple super bowls. So I've always, I've had the opportunity to be given that view. And so whether it's a super bowl or a tree lighting ceremony, it's the same. Because the footprint changes, but the threats are the same. So we look at all things from an all hazards perspective. We don't want to turn an event into where it feels military occupation-ish, right? Because that doesn't make for a fun event either, you know? What we want to do is give the public a sense of safety and security and not necessarily have to worry about the things that we worry about, right? So I'm going to use a parenting example. When your kid turns 16 and they start to drive, and you go, eh, you know, like, remember that commercial that used to be where the father's talking to the daughter and she's like five in the car, but she's really like, you know, 19. That's sort of how we look at it. So when we had the Fourth of July, and I give thanks to Sheriff Rambos who gave us a lot of support as well because we had every single man and woman work myself included we were all out and about but we also had support from the Sheriff's Office with their horse patrol down at the park because we can't be everywhere and then we had several there both in fishing games so we had enough boats on the water, because if one of our concerns was, if there was an event on the beach, and we couldn't get through it because of the crowd, we had a contingency plan to be able to come from the waterborne side. We had drones flying up and keeping an eye on the crowd. We had separate traffic units to deal with that because you can't leave the beach and go to that. We had teams ready, which we call QRF's quick reaction force, in case it was an active shooter got forbid because that's what happens in the world. You know, if you think of all the cities that have had active shooters, most of them are not well-known cities. It happens in quiet places or places you don't know that much about. So we prepare for every possible contingency to include alien landings, right? And so there's a lot of heavy planning on the front end, you know, weeks of planning for a few hours. But we know that when we're there and it's operational, we know that the worst thing happens We're ready to the point where we we identified landing places for helicopter in case there's a meta-vac if there's a massive event We identify relocation places so we can bring parents or our family members to and they can connect with each other So there's a lot of stuff that goes on into that and I appreciate that you noticed that. So that's the level of staff that we have. The men and women that plan to that degree and a lot of times they don't know that and TV kills us, right? TV always just, you know, they do something and they go have lunch afterwards and it's not that way. There's significant intensive engineering and planning that goes into special events. And the staffing that you might see is only the tip of the iceberg of the staffing that's around the corner in case something happens. Because if something happens, it's too late to bring them from somewhere else. We want them right around the corner and sometimes we kind of stashed in other buildings or something just in case. So that's really where we're at. We're all hazards planning for anything and everything. Because our goal is, you know, I always tell people, I want an uneventful night. Whatever it is, make it uneventful, you know. And for example, we were really happy with the centennial concert and we had everyone working. And we only had one arrest at night. And he forced it because try to not arrest them, but he just want. Some people just want the ride. I don't know what that's about. But it was a great night. We had a few people that were tipsy and everything. We got them to their ride or got them to people. The whole idea, like I mentioned, isn't to arrest people. It's to have a safe time. And we've really tried to have special events are uneventful. I mean, for us, uneventful. Eventful for the public, but uneventful for us. We don't want to deal with those kind of things. We want people to come and go safely. The biggest problem that we have with events, by the way, is the fact that the roads are what they are. So people have to be tolerant of the fact that, look, you got in here to watch the fireworks. It might take you about 15 to 20 minutes to get back out. Maybe longer depending on traffic. Right? And that's just something, again, goes back to how we treat each other. back to how we treat each other, you have to be patient because the roadways are what they are. And I'm giving an example. I think the numbers in the 70s to 80s, but during the 4th of July, we have, we can count cars coming into the particular areas. And I think we had something like probably more, but I remember the numbers, about 70,000 cars. That's a lot of cars from here to the pier. They found places to park. Trust me. We rode plenty of parking tickets to the worst of them, but they all got out safe, and we didn't have to arrest anybody. And we've had some people who just don't know how to behave. That'll happen. But no one was robbed, and no one was hurt, and that's what that'll happen but but no one was robbed and no one was hurt and that's what we look for you know but it does take a lot of staffing to do it so from that perspective as we add staff that would be the fix as we add staff we can be more active in on the front end of areas because we know where the hot spots are too. You know, we know which intersections are more problematic. If you just look at traffic, fifth avenue, not just four corners, but fifth avenue in ten street, it jams up because those lights are line up. So eventually you'll see when we get the motorcycle guys out and about, you'll see them working in that intersection because people have a tendency to block it. But it has that chain effect all the way, all the way to the bridges, all the way that way. So we're trying to keep that moving. So we identify areas that are hot spots and try to put our folks there. So as we add staffing, I think it'll be easier for us to be more flexible and adaptable to real time events. Anybody else, Ms. Waller? to real-time events. Thank you. Anybody else, Ms. Waller? Just one other question. We've done a wonderful, wonderful job. It's cheap for police. We're finna see our A. Is there anything that's on your wish list that we may be able to assist you with? No, I think we're really good where we're at, and especially in the sense of, the most important part is working together, and that's ACES. So that's really working well. I think each year we have to make an assessment and see what can we improve, because it's always a constant state of improvement. You know, you're always taking a look and say, okay, well, this worked as well this year. What can we do better? You know, and I think where we're at right now, we're we're we're hit a nice smooth groove of interrelationship. When it comes to technology or things like that, that might pop up, you know, like technology keeps getting better and better. So there might be something like that, but the most important part is that we're working well together and that is 100% the secret sauce for success. Anybody else? Well, just a couple words, I live and work in the CRAs as well and second would Miss Hester says, my wife and I, my wife feels safe all the time walking, biking in the area and it's great to have that feeling of comfort and security so and thank you again to you and your team for maintaining that because I mean that's important it's not a given and we can't really take it for granted because it's not like that everywhere so it we're very fortunate here. So you appreciate it. And thanks for the update. This was terrific and look forward to seeing that Mustang out there. Yeah, it looks good. Now you're like, thank you very much. And Mark your calendars, October 1st is National Night Out and we're going to be having it this year at Fleshman. We move it around and we'll keep you posted on events but really we're driven to get community involvement in everything. To say you know like the the adage that's out there see something say something. None of this works unless we're all working together. And so one of these, we have these community events and safety fairs. It's really to get people out and aware of our capabilities and then listen. I mean, that's the most important part. And sometimes it's not even a crime thing. It's just venting it out. Or there's like a little problem. Perhaps we can fix things by just talking and saying, well, this is the right resource and maybe people don't know. So we really want to have more and more interaction with the community at large. But thank you again. Thank you so much. All right. Looks like we have public comment on community policing. Mr. Panion. Good morning, crab board members and chair. Meg's dependent executive director for the Fifth Avenue South Business Improvement District. I would be remiss if I didn't take a moment to thank chief and his amazing team for all the work that they do do. Obviously, throughout Naples, but especially in our CRA. The respect, I think you stole my line, servant leadership. But ultimately, these officers, it is not a traditional policing role. And so it takes a special individual to want to be on Fifth Avenue dealing with perhaps a human element that may not be life threatening or make much sense, but to work through any conflict and to navigate it and make sure that those folks leave Naples with a good experience. I think what's incredible about what the team does is that they do use all the resources at hand. So whether it's our valet team with valet pros, they interface with them all the time, whether it's checking in with us on a weekly basis, our TIF officers come up to us regularly, whether it's those TIF officers who have moved on to other commands, they still stay in touch because they understand the experience that they've had on the Avenue and L lens itself to again that new generation of officers. So I've been the executive director now for a year and a half and I am so proud to be working on that avenue and to interface with such an amazing team of officers in our very special international small town, right? So thank you. Thank you, Mac. Thank you. All right, thank you, terrific presentation. We are now onto item 8B. We do have public comments. If you'd like to go before or after we discuss. You go up. Sure, absolutely. So I'm Ms. Jenkins. Yes absolutely. So, Ms. Jenkins. Yes, thank you, Mr. Chair. And just to close up the last item and all of the keywords that I heard there in character and action and the wish list and the officers listening and saying something, the officers on Fifth Ab identified the need for additional bike racks for the employees and the visitors. So through the coordination with the CRA and the Parks and Recreation team, some of these things don't come up to the capital improvement list, but these are things that are in our operating budget to address and when there are things that can be helpful to our businesses in residents and we have the ability to do that then the team is addressing these things so with PD's recognition of the need for additional bike racks in that area and parks and rec assistants with that we are assisting in providing additional bike racks in Canberra Park for the visitors and business owners. Is there anything we can do in regards to I know the bikes and scooters and everything they get stolen quite often. I don't know if there's anything we can do to help with those bike rags to make them safer or. And I think that that was one of the intentions was to improve the safety and the ability for the employees and visitors to properly lock their bikes up and give them a safe place to do that. So that was in an effort to address that as well. So with that, just giving you a little bit more of how we coordinate and sometimes on smaller things off this day as if it's ongoing. So today we're gonna talk on the next item about the opportunity for a fixed route transit system Micro transit system within the CRA. This is something that was that's in our current budget right now and we have been working with both PD and our Deputy City engineer to look at the routes, prepare a route map that indicates a safe route looking at four way stops and fewer left hand turns and where we can safely pull off and pick people up and drop them off. So what you have in your packet today is a draft of a request for proposals. And it goes through a lot of the different scoping items that we would hope to look for. And just some of the highlights in that is that we have identified a fixed route in there. We have identified some operation hours. We have identified the desire for a electric vehicle. And the need, of course, of the employees to be ambassadors of the city of Naples. And as the chief mentioned, treat all of our visitors and residents and business owners as we want to be treated on those rides. So today we'd like to get your feedback on that. Staff has met with the business owners and reviewed the scope and they've provided some feedback on the route in the hours and that was included in the draft that you have. Some strike-throughs and underlines and comments on those things. So they have provided some feedback to you. So today we would like, this is the opportunity to get additional public comments on this request for proposals and get your comments as well. And we hope a recommendation so we can take this RFP to the CRA for their final review and approval before we let the RFP and put it out for publication. So Mr. Chair, I'll be happy to go through the proposal. We have it up on the screen for you or we can go through it or we can talk about it in generalities and beginning with any of those points on the route or the hours or the vehicles or any other the scoping items. I guess I'll have any would we like to go through it. I mean I was all right I guess if we can maybe perhaps at a high level go through it and we can address questions along the way, and then obviously feel free to chime in and ask questions as needed. Yes. So what you have before you is, it's a draft scope of services. So once the scope of services is developed by staff, then it goes to procurement and our attorneys to prepare the full request for proposals. So there's more to a request for a proposal than what you're seeing here, but what you're seeing here is the specific scope of services. So in a scope of services, you'll generally see an introduction of what the service or the product is that the CRA or the city is looking to procure and then we'll go through some background on that. The background and the introduction on this one is indicating that this is the first time that the city, the CRA, is introducing a fixed route within the city and within the CRA. And it gives a little bit of background of what we hope to serve along this route. A lot of retail businesses, civic uses, city hall, parks, and rec, the hospital, Gulfview, middle school. So this route gives you an opportunity to move along within the CRA, hitting a lot of those different destinations that you might be interested in. Also, in this, we talk about the different types of vehicles that might be available. This scope of services, and as it's drafted, introduces a electric vehicle. And the idea behind that is to provide the quietest vehicle possible in a small scale vehicle because the route you'll notice that is proposed, does it goes up eighth, it goes down 10th, and we are abutting residential areas. So we want to make sure that this is not an intrusive vehicle or a polluting vehicle for these neighborhoods or anyone walking along the sidewalks that it's a clean vehicle and a quiet vehicle. And that can be discussed as well as those have additional input on it. Currently, you'll notice on bullet point number two, the scope starts with a minimum of one vehicle. So when you put out a scope for services and you get proposals back, those experts in the field will say, potentially, a minimum of one vehicle, but we're going to propose two vehicles to meet the demands of this route or it will be flexible. So again, you're providing parameters for the bidders to consider, but they may offer something in addition to just one vehicle as we note a minimum. The other information in here is talking about the drivers and how they're hired and the desire for uniform. So they're identifiable. We know if they're standing outside the vehicle that they have a uniform on and that would be the person that you'd want to approach Getting near that vehicle We also in this Public funding we note that the vehicle needs to be ADA compliant so all users of all mobility need to be able to Use this vehicle as well. We also discuss in this scope of services the desire to have a mobile application. So on your phone as you may have used other ride share services, that there is a mobile application that you can call the vehicle, you can see where the vehicle is at. So we are asking for a similar application, so riders could see where the shuttle is, where the next stop is, what the time would be. That mobile application will also provide data back to the CRA in the city so you can understand what is the ridership, where are the riders most attracted to? What are the high ridership destinations, what are the points where they're getting on and off? So all of that information would be collected and then reported to the city and the CRA to make any adjustments. So if we note that there are there's high ridership at these garages and we need to adjust the number of vehicles or the hours we'll have that data to understand what that analysis would be and any changes that we would like to recommend to the system. I have a question slash comment on that section. So I guess in reading this one thought I had as a suggestion would be to perhaps make a distinction between the mobile application which is consumer facing. I want to ride where is it versus the administration or back end application, which is the city end, which allows the city to visualize and have all the data on ridership, maybe some heat map so we can kind of see where riders are getting on and getting off. So maybe just making that distinction because they are software-wise. There are two different things, but I just didn't get that in reading through this. That might be helpful. And then I guess my other question on that is can we specify or ask of the proposers? Is there a way to actually track the number of people that get on a stop and get off a stop? And having that data would be super helpful. So we can see, oh, yeah, the hospital at 5 o'clock, there's a ton of people they get on or a Baker Park on Saturday mornings at 6am or we are whatever the time is. So, and just maybe having some examples of that. So we as a new and your team can really understand where people are getting on and getting off and then we can happily have some good data for adjusting and tweaking and optimizing moving forward. So, that's a few things I had on that topic. Thanks. Thank you. have some good data for adjusting and tweaking and optimizing moving forward. A few things I had on that topic. Thanks. Great. Thank you. Thank you. I said, I guess, just thinking back on the idea of this was the initial idea was it focused mainly on getting employees and workers around the city or is this actually open? It will be proposing a bus service around the city. I guess what is the span of this service and who's it open to? Right, so the service would be free to all writers. That is another element of this service as we're proposing it. So and it would be available to anyone that would want to write it including residents visitors employees. So I think that what you'll note is the first scope, the first draft, you know, staff is trying to cover residents, visitors, employees, the business when we met with the business owners and the business representatives, the focus there is on employees and that information is important to us in understanding what the peak hours are. So I think that the overall intent of the program is to address parking congestion and road congestion. So it is a means to one of the tools to help start to alleviate that and give another option for mobility around the CRA to everyone in the CRA. Given the amount of funding that we have for this to test it, the hours may be more limited in the beginning until it's approved on concept. So I think that those are the things that we need to consider in moving forward with the beginning of this program is that, you know, it needs to be tested to understand what the real demand will be and what impacts it will have on addressing the overall goals. One just a quick question. You have a minimum of one vehicle. The rationalization for only having the minimum of one vehicle? So the route that was tested as proposed and not adjusted took about a 20-minute headway and we were stopping at each one. The staff is, we're not the experts in providing transit. So when we put the RFP out, those that are experts may say you need a minimum of one to service the area, but you really, too, would provide a better service for the employees, the drivers, the timing, things of that nature, how you want to cover that route. So right now we anticipate a minimum of one, but the proposals would then, in their proposal, tell us how they would best serve this route in these times to meet that goal. OK. When you're looking for results, it's saying a minimum of one. You know, there's going to be a delay for usage. It cuts down on it, on the amount of people that's going to use it because they know they're going to have to sit there and wait and wait and wait. For seniors, a traffic, a traffic jam or something like that that Santa minimum of two you got one coming up you got one coming down So you're you're pretty much pretty clear that you got to so you're gonna have That route for service that's gonna accommodate The amount of people that you want to come I would not say a minimum of one Because you're not you're not given that option you need you need one up and one down As a minimum in order to get your best results and that's and that's if you're gonna put a project through you Always want to get your best results So I would go with a minimum of two as opposed to minimum of one and then let them decide maybe we need to put three, four in there. But at least give it a chance of succeeding. On that topic of succeeding with it, what do we want, what have been said in regards to marketing it, to exposing it to residents and people so that it actually gets utilized. What do we have a plan for that yet? So yeah, it will be part of the outreach of communications that the city would do. And I would expect that if this is when we get it up and running, we will need to do more outreach independently of what this service is. And we would hope that as we develop the route and determine what the stops are. We'll have, you know, QR codes so people can quickly find the mobile application or the website to learn about it, learn the route. We will have route maps available and the stop should be timed. So you should know, you know, on average, what time you would be picked up on any stop. But yes, we will need to have a campaign to advertise it. I think like what Mary was saying, it's important, but I think it's a pilot project who's still figuring it out. I did just go to Nashville this weekend and did like one of those hop-hop off tours. And once there's a system in place, and they know the time of everything, you're not really waiting that long to just gotta know where the transit is or whatever and be prepared. I think it's just gonna be growing pains and figuring it out. But I mean, this looks fantastic for start-up. Yeah. Miss Evans. How large are these vehicles? I'm sorry if I missed that. No. So the proposal right now, for one vehicle, we had a minimum of seating 12. Okay. And that would include Handi-C handicap as accessibility as well. Okay. So if it's, you know, that would be the idea if it's not one vehicle that seats 12 on one route, then maybe it's two vehicles that seat two, you know, running differently. But I think that operation is something that will learn more about as we get into the proposals. I guess I'd like to kind of follow up the conversation about two vehicles, one vehicle. I mean, you have a good point. I mean, we want this to be successful. It's a pilot, but we don't want to have a pilot and then not have enough coverage and people don't use it because of that. But I think at the same time, perhaps we have to give a little bit of latitude at the proposers. I mean, it's their business. They're in this transportation business. So I mean, the onus is on them. Do they need one? Do they need to? Do they need three smaller ones? I mean, you know, it's a little bit of maybe hearing from them on what they think would work best. I mean, they're experienced at this. I'm assuming all these proposals will have done this somewhere before, hopefully. So I'm now sure if we want to give a hard requirement on having multiple vehicles or perhaps it's more of a quality of service requirement that, you know, weight should be no longer than five minutes or whatever the number is. And then they have to live up to that Whether it's one vehicle or multiple vehicles. So just something to think about is opposed to Again trying to give them some latitude to do it the best they can do And recognize in the our businesses as well, but They're in this business. So perhaps they can provide Look at it say that you guys took the vehicle out. You took it out doing the slow season, okay? When there was not a lot of people, there's not a lot of cars. But you had to deal on reality. We're trying to get it built up to getting people go from the design center over here. And then you've got people that want to use it build up to getting people to go from the design center over here and then you have people that want to use it for work to get back and forth and try to cut down on the car. You're not giving them enough opportunities to do that. If you put an app on a phone, once you put that app on that phone, you're going to have a lot of people calling and want to use it and it's not there and waiting. Even if it's free, the distance and the route that's going to be travel, you can get your phone and do it Uber and you're not going to pay $10 for it. So you got to look at it the whole potential of it. I think you need a minimum of two vehicles. I'm not in the transportation. I'm in the usage field. As a user, I use it because it's convenient and it's easy. Not just because it's free, but because it's convenient, it's easy and it's quick. But if I have to wait for a long time, maybe I have to be a camper. I guess I'm back to the quality of service. If we say no longer than five minute wait. You know, we don't really care if it's one vehicle or 10. I mean, as a user, you just want it there fast and you want the perception of the service being great. So I think that what we really need to discuss with people that respond to this request for proposals is the economics. I mean, at the end of the day, if this is an economically feasible, whether it's six seats, eight or twelve, they're not going to be happy with the contract the city agrees to commit to. So it's really all about economics. It's time over target how many of these do they need, what can they afford to do, what can they afford not to do. And I think that we need to hear from them. They might say, hey, one 12 person vehicle is going to cost a city, $100,000 a year. Who knows what the budget that the city has for this? But I think that we, as I said, it's all based on economics, what they can afford to do. If we have one, two, or three, does that reduce the cost? And how does the city come out on this? And what is ultimately the budget for this? Thank you. Mr. Matati. Yes, so to the point of the service, I think that covers it if the headway I think would be the biggest thing, at least every five minutes or at least every seven minutes. Yes, whatever that number is. Whatever that number is, I think, then NACON determine how many vehicles they need based on their route. I think that's the can determine how many vehicles they need based on their route. I think that's the, then that will determine the vehicles. And what Miss Evans said too, I think that's the biggest thing here. And I've got a couple of points about that is the cost feasibility of it. Because there's the soft cost of the operations and maintenance of it. But the startup costs are, the infrastructure to put charging in the garage. Is that existing now or are they responsible for that? Will the city pick up that? That's something that might not be specifically addressed in here, but that's going to come at a cost. That definitely is there. Is it just, maybe it's a question for Nide? Is this coming out strictly the CRA, or will the city also be adding additional funds to this depending on where, you know, bids come in at? So the proposal as it's structured right now has different funding options. One funding source will be the CRA, it's budgeted right now. One funding source that's offered in here is through advertisement within the vehicle on an electronic basis and advertising through the mobile app. So businesses that want to participate can advertise and that would help support the transit server. And then the other option is for community or business donations as well to assist. So it's multiple funding sources that we're hoping to achieve the best result here. And then notice to proceed would is that just a whole date September 30 2024 or is that the intent? If there's any dates still on the draft that was unintentional. Understood. It was it was hope to know, keep working on it. But we wanted to have an opportunity to provide your input. And I know that there are, you do have public speakers, you do have some experts in the room, I have recognized. So I think through this discussion, it will be helpful to get a good draft RFP, make those changes and make that recommendation to the CRA. Great. I have one more note in here. I've ridden these before and they sometimes have a, I'll just call the tip jar at the front. I think we might want to recognize that, though it is being somewhat funded by the city, if that's allowable or not, I think would be good to have in writing. I would be for being that allowable but for the driver but I would at least think maybe that needs to be in writing so it doesn't get lost. And then the waiting I guess we could. No further questions, I'll leave could we. No further questions. I'll leave it there. Thank you. Great comments. Anybody else on that section? Are we going to be talking about the route as well? Yeah, we can we can we're kind of looking at the hours right now on your screen that have been proposed. So I'll just go through that a little bit. When we initially started this, we were trying to think of an hours to begin with, right? I think we would like to cover all the hours of the day, but I don't know that that's feasible with the start-up. So we took a best guess at some hours for this and the staff, what we were looking at was trying to cover the lunch hour and some of the dinner hour. And at about 53 hours per week, when we met with the business community, the needs for the business community is really in that congestion is really happening at the dinner hour. And so it's assisting both the employees to park offsite and take the shuttle in. So it helps with some of that parking congestion. And then it also will help serve people getting around from the garages to different areas. So that they can park once and then not continue to move throughout the CRA. So we will help with a little bit of the traffic congestion. But you'll see on the right hand column the input from the business community that also it ended up being 53 hours a week as well. But the hours were just a little bit different. So it is serving more of the dinner hour and that time of congestion for the businesses and what was discovered is the lunch hours aren't as congestion as the dinner hours and the need for employees and to move residents and visitors at that time. So that's just a little bit of the feedback that has been discussed with the business owners. And Chair, I'll stop there if you'd like to discuss the hours anymore, or you can wait until after public comment and hear from them as well anymore. Anyone have any immediate comments on the hours? So this is purely coincidental, 53 hours. What? Wow. Yeah. Yeah, I'm just anecdotally it feels like the business community might have them. That feels good to me, those hours they propose, but I guess we can wait to hear for any other comments as well. And the idea here too is, you know, to begin the program, I identified in the heaviest congestion hours and then with the success of the program, be able to expand from there. Yeah. Sounds good. So with that, let me just, the other portion of that is just how we organize and how we organize information, these tabs that will ask the proposers to organize their information and that's the rest of this draft. But finally, this is the proposed route map that again, the deputy city engineer, PD and myself, we rode this route looking for, again, safe stop, safe movements. And we were covering all three garages, Baker Park, Camveer Park, River Park Community Center, and then the hospital and the school and many businesses and residents in between. Once we met with the business community, it was thought that we could look at a little bit different route, let's see, I think I have that. The thought was to adjust the route so it would cover a little bit more of the west end of a fifth avenue. You see we're coming around here. We had a rest stop at the Norris Center here. So there's a little horseshoe drive that goes through the Norris Center that thought was to stop there and then stop over here across from the garage and then traverse on up to the next garage. That thought from the business community is to try to get down here a little bit further on the west end of Fifth Avenue to try to help people move down in that area more. The other thought was during these evening hours and as the route starts and we're looking at the most congested times, the route over from the garage to Baker Park and back to the garage, when we drove that route, that was due to the lights at Goodlett and Baker Park. That was taking up a lot of time and it just extended your stop time. So once the hour's adjusted, we would like to serve the park and the morning hours would probably be good. So that would be I think something that we'd want to accomplish maybe in the next round if we could. So that thought would be to shorten the route and to alleviate some of the congestion would be to remove that stop with the initial program of Baker Park so you would just stop at the garage in the theater and then move on down through third and then back down 10th. The other input that we had was to add a transit stop through Naples Square here. We didn't propose as we were driving through and we hadn't met with the homeowners associations of Naples Square yet. So we hadn't proposed the stop. But there is some thought of it would serve the residents if we could identify one cooking place there along the street that would be agreeable to the neighbors to help them facilitate a safe stop without going over to the garage to use the shuttle. So we would be looking for potentially a stop along here at third as well, working with the residents. And then also stopping here on Fifth Avenue or Fifth Parkway. There's a lot of parking here that is not very well utilized so we would hope that if the shuttle starts stops there then more folks would would park there rather than going down Fifth Avenue south so there would be a stop to pick them up here and then bring them over to Fifth Avenue through the district as well. The other input from the community business associations was to add bike racks at the transit stops again to help facilitate the employees and the visitors of the area to add the QR codes at stops so everyone will know the route in the timing of it. And then again to provide flexibility for the program to scale up or down based on the demands in the timing season versus off season. So that was the input that was received from the business community. And that's all I have for you right now, Mr. Chair and members. If you have any comments on the route, we'll be happy to take notes on that. Any questions, Mr. Rattanti? Yeah, I would say on a funding aspect that you mentioned there could be private business investment. Has there been a discussion for, if know, if there was private business investment, stops would be made at their locations? We haven't had those discussions yet. I don't know that we would want to tie an advertisement to a stop in that you're going to have more stops and it could end up being a stop every half a block, which would just extend the route time. So I think that we want to have the stops be predictable. There is an opportunity in this scope to have a flag down or jump off as well. So if you want to get out and you're not at the stop yet, then you'll flag down the rider and if you're at a safe location that they can stop and pick you up, then they would be able to do that as well. Thank you. I will say right where T2 is, that left turn there is a, is that mine? Yeah, it could get a little hairy right there. Yeah, so I would be for you know modifying it slightly it that's just my personal Once fought location, but I would agree with the T11 I think that's a great that crossing there is a little tough Overall looks great. Thank you. This is Waller. Just a quick question. I know the business owners have recommended going a little more west down fifth. Is that gonna be taken into consideration and how far down? All public comments should be taken into consideration. And so the route would be as suggested, I think it would go down. We'll have to look at the safe route for that to make an adjustment. If we can utilize the alley there to adjust the route in some manner, we could do that. And then, but again, you're going to have to make a right on fifth and it'll left somewhere. So with a route adjustments, we would want to, again, partner with PD and our city deputy engineer to look at how we can safely adjust that. But taking that into consideration, and if it's the direction of the board to look at moving it west and taking that public comment and then we'll look at that option to find those options that we can move safely through there. Thank you. I need a yes thank you. I think from a safety perspective are people going to be able to exit from both sides of these are just one side because the truth is that they're spewing out into the road after having drinks and dinner and then I know the city bus the cat has a stop on the back of it. Will this have a you know demarcation for letting people know it's stopping to you know that type of safety feature because you only have a million dollars insurance in here and it's something happens to 12 people at once it's gonna go way over a million dollars so maybe we should think about upping that any yeah thank you and I think the typically what I have seen of transit you you exit on the on the right so you're exiting towards the sidewalk. On most public transit, so I would hope that the vehicle would provide the same safety features. So I think that that would be something that we could include in the draft scope is for the responder to describe the safety features of their vehicle and their operation. Great. Miss Hester, do you have a question? Yeah, I was just, no, right. I was going to say that going west on February would be great for the customers that go to the restaurants, but moving forward with the CRA, the alleyways, bringing people from down for royal and whatever, that they don't have to drive to 10th and want to enjoy the restaurants on 10th or events or anything that would become convenient for them as well. So I think it would like work both ways for people that are going to fifth and people that are coming. We want to move people towards the tenth area as well. So so on on that because I was going to actually make a comment as well. So are you suggesting that we have an option for the route going in backwards versus or Sorry, not necessarily going backwards but to just spread it West on fifth or the back end of fifth doesn't have to be on fifth because that would not be very Good but at the alleyways like you suggested so that if people are going to 10th they still can do that Okay, okay. All right, I guess I may be one of follow on to that comment. I guess I realized pilot program, this is probably the, you know, well, we'll assume that this is probably a, it's kind of migrating people down the fifth from the east side to the west side and then looping back up. And I guess just again, thinking with my resident head on, it'd be nice to have a route that goes the other direction for the opportunity of wanting to go north within the design district without needing to wait to go all the way around. So if I want to go for blocks north, then I'm going to have to do this 20 minute ride. But that's just me. And I think based on the numbers and the traffic flow of where people would likely want to go, this is probably the most optimal direction right now. But perhaps in the future, we can contemplate something that goes the other direction as well. And yeah, there we go. You know what I'm saying? I thought that's what they were going to do, but it's two different directions. I think it was going to be all, you have to sit on there for the whole thing. Michael, please. Hi. I had thought that it would be go into two different directions. That's supposed to happen to sit on the trolley vehicle and go all the way around till you get to where you want to go. It's okay, it looks nice. I think it's just T11 I'm also concur that I think that's a wise decision to eliminate that at least from this, but especially on time of day, I mean that's 5 to 10 p.m. or night time. It's not up, you know, big traffic at Baker Park. Okay. And the only thing I'm tag on to that is perhaps if we're trying to get the six street garage that we would turn earlier on the east part just after T12 and then blow through and then go down to the west to basically eliminate the narse loop. You still have can be here at T2. Okay, but other than that, and you're coming on the reversing of directions. Was a blind spot on my part. Mr. Matati. Yeah, I think that's a good point. I think what you're saying is a six-half south coming down there. I think that's a great point. And I also would say I think for a pilot program, this is great. We're going to get good information once it's running. What, you know, heck, after these aren't in the right spot. You got to shift them. So we'll get that information, but I think for purposes, it's great. Thank you for it. Yeah, but there is a couple that I definitely agree on that six tab right there. Any other comments from the ward? We have public comments. Mr. Bagley. Yes. Good morning board members. Mr. Chair, Jason Bagley with Circuit. We are a national provider based in South Florida of on demand and fixed route EV Micro transit services. We work with CRA's, cities, private developers, special districts providing full turn key programs. I happen to reach out to Miss Jenkins earlier this summer just to introduce our services. And she let me know that this was already in the works and invited me to come here today and speak to you all. On our conversation, I recommended on-demand service instead of fixed route. What we have seen is most cities are moving away from fixed route because it's just far, on-demand is far more efficient and user friendly and cost effective. So our cost per rider, which is really the number that I think needs to be looked at, meaning that people are willing to take the service. It's useful for them and they want to use that. So that costs per ride for us in South Florida's between $5 and $7. And we see many of the fixed route services are between $40 and $80 per user. So just a recommendation on a pilot program might be smart to start with the on-demand. We would collect all that data, it's all app based, so people would request a ride, you do a geofence around the area that you're looking at. People request their pickup and drop off through our app. We collect all the data, we share heat maps, we know exactly where people are trying to go to and from. Based off of that and how the on-demand system works downtown. You could either continue with on-demand. You can scale up vehicles. You can adjust the fence. It's just maximum flexibility. Based on that, you could either decide to continue with the on-demand or you'll know the spots to put in a fixed route program. Couple other things with funding. So our last four contracts in South Florida that. So, the city came in and contributed an additional car so that we could connect to the beach. We built a zone around that on the back end of the app. We had a lot of people who were in the city. We had a lot of people who were in the city. We had a lot of people who were in the city. We had a lot of people who were in the city. We had a lot of people that. So the city came in and contributed an additional car so that we could connect to the beach. We built a zone around that on the back end of the app. So we know how many people are going there. The city and the CRA determined who's paying what share of that. But we're giving them actual data every month of how many people are moving between which points. City of Boca Raton, we launched that program in June. It was the CRA district, all trips have to either originate or end in the CRA district. So we go much further beyond there, all the way out to I-95, but if the someone requests to ride that doesn't touch the CRA district, it won't match with the driver. So that was all an economic development driver to get people downtown without having to drive people downtown without having to drive there without having to find a parking spot without clogging up the streets. So I think the big question is what is the goal and what does success look like here? Because there's a lot of ways of doing this and there's national grants that we're working on. There's F.Doc grants that some of our programs have that do a 50-50 match. So there's money out there to help support this, but I do think starting with one fixed route vehicle is not setting it up for success. And I think that people having to walk to a stop and wait in this heat for a vehicle to come is just not a user-friendly experience. So why not let them wait in the comfort of a store or their home bring people from further outside the CRA district and then get other groups to contribute. The advertising piece, I'll be honest, is going to be a very small portion. It's not going to cover enough to really make an impact. So I think getting the city to say we want to get people to the beach and to the CRA or to the pier, or to Third Street, or some of the hotels further north might contribute to have that accessibility to get people to and from. Terrific, well thank you for your comments. We appreciate your insight and experience here. Mr. Matanti. Do you have any locations that mix a fixed and on demand service? We do. West Palm Beach we do that. And so they had been running fixed through trolleys for about 20 years. They were large old town trolley vehicles that were clogging up the street. Very few people using them so they pushed away from those. We replaced them with Ford e-trans at electric vans. So we have two of those vans running on a fixed route but we also have 15 on demand smaller electric vehicles. And we're moving about 16,000 We have two of those vans running on a fixed route, but we also have 15 on-demand smaller electric vehicles. And we're moving about 16,000 people a month in the on-demand vehicles and about 2,000 people a month on the fixed route. Mr. Palmer? I think you may have answered the question, but I was going to ask what the vehicle mix in your mind should be. I think the number and capacity. 100%. I think the neighborhood electric vehicles are great for the core, for the CRA district, the six-seat jam vehicles. Everybody has their own door. They're all electric. They go about 70 miles to a charge. But the other benefit is that when you're not on a fixed route, if you're driving around empty, you're just causing more know when you're not on a fixed route if you're driving around empty you're just Causing more traffic and you're not moving anybody and I think you noticed that a lot of times if you look at the The city or the county buses there oftentimes one or two people on those This vehicle could sit in a strategic location until it's deployed until somebody requests it But I would I would recommend those vehicles for the the core to the beach. And then if you wanted longer range vehicles, we do EV sedans, testlers, and key at narrows, and we also do the 15 passenger vans. I have a question. So based on your experience with the sound demand services, what are the typical metrics for weight times, peak off peak? Our goal is always under 10 minutes and we'll flex up the fleet. A lot of times, many of our markets, we have an in-season number and a summer season when we'll scale down. So I think here you could potentially have four vehicles in season and maybe scale it down to two or three in the summer months to achieve the same ten minute. Yeah, or less. Yeah, time. Yeah, and then again the beauty of the flexibility as you can add as if you see those way times going up it means it's successful people are using it. We can add another vehicle and you, a matter of days. Right? One more. Infrastructure-wise, do you also provide the infrastructure that you need for the charging of the vehicles and does it need to be covered or can it be covered on the top floor? No, it doesn't need to be. We work with, you know, sometimes the city gives us a couple spaces in a garage or an underutilized lot. We work with hotel and private developers, but we've always been able to set up the charging infrastructure. That's another thing if the city's looking to add that for the public. Sometimes these charging systems can be dual purpose. We can restrict them at night when we need to charge and open them up to the public during the day. So would circuit be interested in what we're talking about? It seems so such a small pilot project for you. I don't understand yet the economics again. It's a small one and that's why I'm here. I have a family that lives in the area, I'm in Fort Lauderdale, so something we've been looking at for a while would love to be here. As a one vehicle fix drop program, we probably would not propose to that. But that's why hopefully we can Show what's been successful elsewhere and kind of lead things here And I do think it's important to get other groups involved as well. I don't think the CRA needs to be the only Funding source here. So I don't know if you've read the request for proposal yet. Would you I haven't seen it yet No, that's why I was helpful to hear the discussion before speaking. So in other words, you would be open to challenging sort of the parameters of what is in the RFP and maybe opening. I think it's worth at least maybe it's worth putting out an RFI instead of an RFP or in the RFP give the option for fixed route or on demand and let the providers make their recommendations. I think that'd be a great idea. Yeah, I would agree. I think again, I think some great experience here and some trial and error and other locations. Let's learn from your mistakes, right? Not that you made mistakes, but I have to answer. How long has it been since you have been servicing West Palm? Since 2014. Okay. So we've been operating since 2011. Fort Lauderdale was the first location. We have 20 cars there right now moving about 20,000 people a month in Fort Lauderdale. Are the cars owned by you? They are. It's full turn key. So we own and operate the vehicles. The drivers are W2 employees. We have our own tech insurance maintenance compliance. Everything full turn key suite. Okay, thank you. Is there, with West Palm Beach, I guess specifically, they had the route versus on demand. Have you seen, are you able to quantify financial benefit from what they were spending on the closed route loop and the effectiveness versus more effective. Yeah. And I got out of the financial benefits kind of. I mean, they're saving a ton of money compared to what they were paying for those fixed routes. Hollywood's another one. I know these numbers very well. City of Hollywood was running a fixed route that connected their beach to the downtown. It was costing them $1.1 million a year for that service. Ridership was declining year after year. They put out an RFP initially in 2019 that we wanted to replace that with on-demand service. So we do nine cars in the slower months and scale up to 12 cars in the peak winter months. Our cost year one was $885,000, so we saved them $250,000 in year one. Then we added advertising on the vehicles that was, think about another $100,000 that year. A couple years in, the ridership was so high they asked us, what do we do to manage the demand, the wait times are going up. So we implemented a fair and went to $1 per rider and we actually gave more rides the following month. So now, five years later, they're paying 75% of what they were, but more importantly, we're moving five times as many people. Right. So there's obviously, does it affect a better, there can be an effective benefit if given the time. Absolutely. The um, that's all I got. Right. Just, I'll be sort of touched on a bit. I was going to ask the question of in the various locales, free versus paid participation by the writers. Yeah. A lot of our locations are transitioning over to paid because the free has been, sometimes you can be the victim of your own success. When free, I don't want to anticipate what would happen much here, but in some of our markets, people, if it's free, they'll just request a driver shows up and nobody's there. They don't bother to cancel, so we're wasting time for everybody. So that $1 skin in the game really makes a difference on behavior, believe it or not. But again, it's something that can be turned on. You can start up most of our markets. We start up with the promo code, so your first three rides are free, and then we turn on a $1 fair. But you can also get the businesses to pay for that. The business can create a promo code. Anybody going there essentially gets a free ride. Great. So I just want to thank you at your input and your information has been extremely helpful. Thank you very much. I appreciate it. Mr. Matati. So it sounds like you have the backend hardware for the application. How long does that typically take to onboard a new client? I mean, once we sign an agreement, we can typically get launched in 60 days. The hardware we could set up a location in 20 minutes to do the on-demand, geofence, and the location in the app is no time. Circuit privately held? Yes. Any other questions from Mr. Bagley? Thank you so much. Thank you. I appreciate your input. Very helpful. We have some other public comments. Mrs. Bell. Elizabeth. Good morning everyone. This is Bill. Elizabeth. Good morning, everyone. For those of you who do not know me, I'm Elizabeth Kurtz. Isbell, the volunteer president of the Naples Design District. I also represent the Collective and Kurtz. Homes Naples as businesses in our district. I've talked to need about this. I've talked to Meg with Fifth Avenue. And as the Naples design district, we really do appreciate this effort in one, connecting us to Fifth Avenue South, especially if it is a fixed route, to encouraging our guests to explore the whole district, whether they come for golf store playhouse or they come for Lake Park Diner, we want them to experience the whole district not just one location. Throughout the Puff Master Plan I know continuity was very important. So again this will kind of give people an idea of everything the district has to offer. Knowing this is a pilot project we can't check off everything. But I do support taking off Baker Park for now and adding more of a west edition to Fifth Avenue South. And I do really agree with the hours that Megan and I represented to Anita in a previous meeting. I also want to extend my support. I know how are we gonna advertise this to the regular visitor. As a district, we always look for unique ways, especially cost effective ways to promote any effort that the city does. So we're happy to be here as support. So that was just my quick insight. I appreciate all you guys are doing. If you have any questions, let me know. Great. Thank you very much. Thank you. Any questions for Elizabeth? Yeah. Great. Happy to be able to. Thank you very much. Thank you. Any questions for Elizabeth? All right, next comments Mr. Trambino. Big stack today. Good morning. So my name is Mike Trambino and the CEO and founder of Slyther. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. I'm going to go back to the question. We've moved over half a million riders here in Naples alone, all free of charge, and it's been solely based off advertising. But the on-demand service is obviously a key component. We think it's very, very successful here, with really no advertising outside of word of mouth, hotels, and just people continuing to use their service year over year. But this talk about the data and everything like that. This season we've moved over 80,000 people, over 40,000 rides. And the wait times were less than 10 minutes. Nine and a half on weekends, and then seven and a quarter on the weekdays. The busiest hours were from four to eight and basically 80% of the people were going to the CRA. So we're taking people from their houses where it's freeing a parking, especially, we all live here and we know that in season at parking is big challenge, especially more people moving in. And so freeing up that on street parking is a huge concern. So how do we get people from their house who probably wouldn't be going downtown when it's busy and they're like, I know how long it's going to take to find parking. I don't want to really sit on fifth or third waiting, especially as the police chief said during, you know, Fourth of July fireworks or any parade that we have. So they use us to get there so they don't have to, you know, worry about parking, they don't have to worry about drinking and driving. They don't can, you know, just leave their car at home and use us to go do what they need to do. But the fix route is awesome. We actually just launched one up in Oberlin, Ohio two weeks ago. And so kind of king off all your other points about, do we start with one vehicle, multiple vehicles? They started with one transit van. There's so much success with it. They've already had to ask us to get another one. Just because, you know, headways are about 40 minutes. Grinder they have about 19 stops in a similar area, but still it's, you know, multiple vehicles are kind of a key just to get the best success right off the bat. But I'll yield back. So great. Thank you for sharing those comments and your experiences. Any questions, Mr. Palmer? Thank you for sharing those comments and your experiences any questions What's your reach North and South for servicing this district sure so we have a on demand app we can also toggle it between a fixture out in North out we have a service area in North Alabama that Has an on demand and fix route we can set up different destination islands for Naples specifically. Our service area actually we can go to Venetian Village as kind of a destination island so not including all of the moorings or North Gulf Stream. But we go up to Mooring Line Drive for far north public shopping center, Coastal Mall and then as far south as, why am I blanking right now, Royal Harbor and Port Royal, and then Bayfront everywhere in between. So also Fifth Avenue North as well. I missed an important point. How are you getting paid for the service now? Sure, it's all based on advertising, on the outside of vehicles, so they're all vehicle wraps. So we've partnered over the years with Carl Wilbanker, Tin City, Compass, everybody and anybody in the area. And we've also had some national advertisers as well. But it's all been 100% advertising. And where are you presenting those ads and within the app or within the vehicle are both? Sure. So in the app, we also have for like local businesses. We have like an explorer directory, it's really cool. So if you go in and you're not from Naples, you can go in and see everything like everybody that's gone to say meanos or tutorial or you know third street. You can see that how many riders have gone there that week and it resets every single week. So it's promoting local businesses as well. But we have in App Add, so Kupons, Tin City has a promo for their Jetsky Rennel, so it's a little banner ad, it's really nice and friendly, it's not like in your face, but it's a little banner ad at the top of the screen where you can see who's advertising in the app. On the outside of the app, on the outside of the cars is a vehicle advertising. But we also do other things inside the vehicle as well. So promoting local bars, restaurants, there are menus, things like that. Great. And maybe I believe I heard you say, yummy, you've done both. Fixed route and Don Demand. Do you have any say yummy you've done both fixed route and on demand Do you have any areas where you're doing both simultaneously? You mentioned Ohio, but is that just fixed? So just fixed in Ohio. It's a we have two trains advance there now one is Completely running all day and we have one that's For you know in case anything breaks down, but they're all electric so we swap them out halfway throughout the day North Alabama is on demand and fix route. So for the students, we do fix route through the morning, 7 a.m. to 5 p.m. and then from 5 to 9, we do on demand. So it's interchangeable, it's very unique. So you can go in there, see on the app, the hours of operation for both services and toggle in between back and forth. And based on your experience in Naples and elsewhere so far, I mean, do you think of fixed route or on demand or a hybrid is what could work best here? Just I think definitely a combination of the two. The trains advance are better for, you know, moving people around on a fixed route. The gem vehicles are good for the downtown core, but I think we're maybe adding a different type of vehicle just because we do get a lot of rain in the summertime. And we do scale operations accordingly. So we ramp up in season, we scale back in the summer, but we've been using gem vehicles since 2017 here. We just kind of have to shut down when it of the monsoon out there, especially with all of flooding, the recent flooding. So what we have, we're transitioning to is more of a Tesla, you know, sedan model. So but still the gems are great for Naples, it gives them, um, we're taking people to their houses in Port Royal that are, you that are north of eight figures now. So those types of people are still using our service and the gem vehicles and they love it. So anybody and everybody from kids to families to workers going to to their jobs are using our service. So it, you know, gems are great, tassels are great, they all have their purposes. Okay, great. You allow tipping, of course. Yes, but in some areas, they don't want us to allow tipping so we don't. So like Oberlin, there's no tipping allowed so drivers cannot accept tips. But yeah. So and then I think to your point, how fast can we get into operation? We're already here. So, let's ask be literally running right now. Not today. So we, like I think Jason was saying, they scaled their operations in different cities since it's, we've been technically running a pilot for the past seven years here. We have more data than anything. So if you guys would like, I can share all that information with you But yeah, so in the summer we figured out that not as many people are using our service during the day So we scaled it to the evenings three to nine seven days a week This year it's gone a little bit. I don't know if it's the weather or anything like that But weekends are more popular during the week. It's really not worth our cost to put somebody out on the road. So we're only operating on the weekends right now in the evening time. And then in season, we run seven days a week, 11 a.m. to 10 p.m. every day. So. Two questions quickly. What type of license is your driver's that is show for a license and is a million dollars insurance enough? So we personally have a million dollar automobile and liability insurance for our vehicles, but we also have a $5 million umbrella. We can extend that if you'd like. It would increase the cost. Obviously, insurance is one of the biggest costs in drivers as well. Drivers, if you would like, some areas require a CDL or chauffeurs license like you mentioned but here they just have to have a clean background check so all of our drivers are locally based on they've been with us for five plus years most of them and our retention rates fantastic so yeah any other questions all right terrific awesome thank you thank you, Mr. Panean. Thank you, Mr. Panean. Thank you, Mr. Panean. Thank you, Mr. Panean. I mean, terrific. Awesome. Thank you, Mr. Panean. Thank you, Mr. Panean. Thank you, Mr. Panean. Thank you, Mr. Chair. Appreciate the efforts of Anita and PD. I mean, obviously what you're looking at is a very comprehensive plan. You guys have brought up all of the same questions we had when was initially put forth to us. Yes, the 53 hours was, in fact, by happenstance. So we all felt really good about that. I think what's important to note is that this type of program really is going to be fundamental for our future within the business district. For both the design district, for connecting the districts we have, but the number one goal and right now the design district is not facing this at this moment in time, but probably well in its future, was to take the pressure off the parking and the density of the parking into these areas. Our economics suffer because of that. And again, would say, and I can't remember who brought it up, but it needs to marry. I think it was you. It needs to be a successful program so people begin to adopt it. And as a team, we've all had conversations about how is our audience different than maybe an Ohio audience? Or how do we convince our Port Royal folks to utilize it as many as much as the folks that are coming in maybe from North Naples that are parking and going to see a show and then wanting to go to Fifth Avenue later. If they don't have an easy way to get from that show to Fifth Avenue then then our businesses are you know 200 plus businesses on that avenue are not gaining the benefit that they should be gaining. So that's why I say this is gonna be fundamental to the future of our business districts. I think that we're all kinda like, obviously all kinds of logistics and choices to discuss, but 20 minutes probably is not ideal. Slider, as he just mentioned, has a tremendous amount of data, so that's amazing, and pretty much everything came through the one to three mile range within the CRA. So we are absolutely well targeted for a project of this kind, a pilot project. The do. We're going to be doing a lot of work to do. We're going to be doing a lot of work to do. We're going to be doing a lot of work to do. We're going to be doing a lot of work to do. We're going to be doing a lot of work to do. We're going to be doing a part of this route, one way shape, form, or the other. And then, again, for whatever it's worth, the six passenger vehicle, the gem rate, is going to be able to put five passengers in. If I've waited 15 minutes for my ride, and we have two groups of four. How do we navigate that? So I wouldn't be a very happy user if that was the case. We've got quite a few examples of areas within the state of Florida, that done some nice job. I was traveling to Sandustin earlier this year and it was a little three mile loop and it was Easy's Pie and Met Lots of Friends and it was fun. So anyway. So that's my two cents for the conversation. Any questions for me? Any questions for Mr. Panyan? Yep. Thank you very much. Thank you very much. Thank you. So we have made our way through our stack of public comments. Thank you everybody for your comments. This is super helpful. It's great to have some comments from a lot different stakeholders here. So I guess reflecting on what we've heard, I think perhaps if we could give some latitude to proposers to propose something that they may feel is optimal and will provide the best quality of service, you know, kind of within the bounds of the scope of this, whether it is a fixed route. I feel like there's been some pretty strong arguments for having some on-demand component here at least. So based on experiences, both of a business that's been operating in the city for a number of years as well as another business that has some great experience elsewhere. So it feels like we need to be able to accommodate those experiences in their, in their, their know house. So yes, Ms. Waller. Yes, before we make a proposal, it gets in need of, had you guys considered the on demand program? Was that any consideration and if it was, what was the outcome of it? Today what has been in the work program was the idea of fixed route. So we haven't necessarily considered it past the information that's been shared with you today. And so the idea in the beginning was let's look at a fixed route, but as we take public comment and your direction we'll go with on-demand fixed route, whatever your recommendations would be. We'll take that to the CRA. Okay, so if I want to make a proposal that we look at the fixed route with an option to have the on demand, can we do that? Yes. Okay. I would like to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to do a motion. I'm going to make the motion. But yeah, so I'm very good idea. So maybe starting at the end of the time. So I just want to throw this in there too, because a fixed route keeps us within the CRA, right? Yeah. An on-demand service, no one wants to hear. You're on 7th and 8th. I can't take it to your house. So it's either, you know, we work with a fixed route, but if it's on demand, we need to extend it trips in and out of the CRA within some type of window, or that's where I see there being a pinch. No one wants to hear that. You can't take it to your house. No, no, no. Good point, good point. Yeah. I don't know if that's a motion, but maybe we give them the latitude like you're saying to provide that and in the RFP Yeah Okay, maybe it's both maybe I mean, I'm really starting to think we need it back to Till Mark's point of the timing maybe we have a fixed route. Maybe it's not every three minutes or five minutes Maybe it's every ten minutes going in each direction because the economics of it I I think I forget whom said it, but it was nine to twelve cars for on demand. If we've got a fix route, I don't think it's going to be nine to twelve cars. So there's a little bit of a scale there somewhere. So maybe somewhere on demand, somewhere fixed, I don't know the answer to it though. But yeah. Oh, within the bounds of a pilot as well, right? Correct, correct exactly. Within the bounds of a pilot. Miss Waller. Basically, I like the on demand and I like the fixed route. But I also like having one fixed route vehicle. The on demand is the on demand. That would be up to the operator because you get a private operator. So if we're going to do an app and we can do the on demand, we don't have to worry about how many vehicles they have. It's just on demand. That's up to them. Correct? If you want to sign up that way. Yeah, why not? Anything else? Miss Evans? If you want to sign it up that way. Yeah, why not? Anything else? Miss Evans? I feel like there's really two different things going on here. Hearing that Slider successfully has been taking people from Port Royal downtown. I feel like I've been missing. I've had my head in the clouds. I've been using Uber. I had no idea. I don't live in Port Royal, but it sounds like a great service. So, I mean, are we really dealing with two different things here? I think the proposal with the fixed route was really to enhance the design district and to make people aware of, you know, traffic congestion. So, yet again, the on-demand is something that would help with traffic congestion. So, I feel like there are really two different proposals here that need to be addressed. And is it going to, obviously this gentleman is not going to be interested in just picking up on demand, but he's got the fixed route. So I think that we really need to think about in this pilot project, what is our objective? Is he objective to keep people in the CRA and this fixed route and is that one objective, the second one might be for making people more aware of on demand. So I feel like there are two different things that we're looking at here that need to be addressed by us to make a recommendation to the CRA. And it also comes down to cost and how does this get paid for. Like you said you're not interested in one bus going around the city in April so you're not going to play that game so we have to think about who it is we want to attract to bring into the city on our behalf. Mr. Palmer I think sort of to concur and build on Ms. Evans' comments. I think the fixture out really is moving within the district. It's also leveraging the assets of the parking broads that we have. And we just spent 15 million building and other ones. So we certainly want to build as much as we can from that investment. It's very interesting though,, the on-demand bringing people from outside the CRA into the CRA. I would feel like that would fit within our mission that we're enhancing the prospects for the businesses within the CRA. And hopefully keeping us from having to build another garage if we have that sort of subscribers to the service. So I think you're right. I think it's two propositions, but I think we've made this too much to buy it off right now, but the on demand certainly I think could be a driver of growth within the districts. Thank you, Mr. Ruff. I think in the guys of a pilot program, within the districts. Thank you, Mr. Ruff. I think in the guys of a pilot program, utilizing public funds to create ease of use on public thoroughfares. I, a fixed route might come into play. I think in our proposal, we should open the door to have on demand as an option But we can't lose sight. There's a couple things not to lose sight of one is this is publicly Provided money to create ease of use around our CRA and So there's already the foregone conclusion that there's a car park somewhere and it's a matter of getting around back to the car. And so we're not all of a sudden, you know, there's a great private business and town cider that helps prevent the cars. And once you're in the district, you can certainly move amongst the district and then, you know, you come and go not with public funds to get everybody from their home because tourism is certainly a focus. And then like I thought walking into this, I thought this, a lot of this was brought up also for employees and for business interaction to better function within our CRA, because that's certainly a need. And so when I think of the CRA and public funds and introducing folks to the whole district, helping our businesses and our employee base. I do like the guys of this proposal. I do based on information today. I think we should not limit this proposal to fixed route but other options from somebody that might provide a proposal. But we do have to make sure I think that we focus like we didn't hear that we are going to add like the west side and best serve the CRA and have the slider or the jam or the Tesla vehicle be a CRA vehicle, and that's getting folks moved throughout the district and helping with the issues of the district instead of running all over Naples trying to get folks here. Just a quick comment on the parking garage because it's a long time resident of this town. That parking garage on the west side not only should have been built but it still needs to be built We can't lose sight of that whether it's the city council is CRA here to have her The and there's gonna be additional garage that needs to be built west of our east of ten street as well You know because that's the whole picture is is to needs more services along that light But anyway on this proposal, I just mind only guys would be that we open the door to possibly having on demand to be considered. It's a pilot. It certainly reached to the west side of Fifth Avenue and see what we can get as far as the most effective system brought in using CRA money. I agree with all of you. I agree with Greg's points. And I think we just don't want to lose track of why we started this whole concept. And it was like people going from the CRA, from the 10th Avenue, the alleyway, the improvements, get them through fifth and get them back, use the parking garages and just make it at easier and convenient as possible, not complicated. I think it's a pilot project. Let's focus on what we wanted to accomplish, try to make that successful and then bring on on the man and other things that will make the project even better, but just like stay on task for it to be successful. That's all. Great. I just wanted to say your comment about the parking garage near the beach. I think that was such a vast missed opportunity, but I actually think that's one like they do at Laudermouth that you actually could pay to use it. So the city wouldn't be looking at another $15 or $20 million obligation. So just something to think about that I think, you know, we're going to need that. I think it's very, very difficult, especially on holidays. People are lined up 200 cars long trying to park at any of these beach access places. So I just think for the future, just to thought. And I happen to agree with my colleague on that comment. Thank you. Right. A lot of great comments, thanks. I mean, I'm in agreement with just about everything I've heard. So the challenge that we faced right now is crafting a motion that can capture all of this in a concise motion to make a record. Mr. Chair, I'll be happy to summarize what I think that I've heard. And then if you, someone would like to put that in a motion. Mr. Chair, I heard provide latitude in the proposal for both fixed route and on demand. With destinations in and out of the CRA also to reach the route towards the west side of Fifth Avenue and to remove the T11 stop at Baker Park. And to add to the proposal a timing. Oh, a metric for weight times. A metric, yeah, timing metric for weight times. Yeah. The only thing I would change is just like we said, in and out of the C-Ray, I would say two and from the CRA. So we have the CRA connection within the CRA. So a fixed CRA route, an on-demand service option with extended pickup and drop off two and from the CRA. That gets them started. And once they get there, then they can ride the fixed road. Question for you. On T11, if we remove that from the permanent route, it could still be a spot for on demand. Yeah. Correct. Yeah. Okay. All right. I don't, I, I think Natalie and Patrick made some great points, so I don't want to make a motion because I think it was very well said by them with the idea that this is a public project within the CRA leveraging the assets that we've put together here. But I'm having to make a motion, but I would just make the motion that we proceed with the request for proposal with providing the latitude of any proposers to look at both fixed and on-demand, but to ensure that both origin and destination are within the CRA. Origin or destination. Origin and. No. Orgent and. No. Or okay. You want to bring someone into the CRA and then you want to take them home after. Yeah, but you want them riding around within. We don't go there. Issue or did you? I, I, I'm more in favor now of staying within the CRA. No. Yeah, but I'm just there. We don't cover it. OK. OK. Or. We'll go with the OR. So just to jump on your guys, and I'm kind of in line with you, too, there's certainly options that get you to the CRA. Once you're, the question is, are we going to provide transportation that's within the CRA? And I think what you were initially saying is that it's transportation within the CRA. And so how you get to the CRA and how you get home is a different option than jumping on the CRA funded free vehicle. The CRA funded free vehicle service should only be within the CRA. Do we have a second for the motion? I think we have, with regard to T11, did you want to make T11 expressly on demand option for T11 so that way doesn't get dropped off? Because I think that's important for employees to get to businesses. Yeah, very, yeah, I wouldn't drop it off entirely But in that and that guys that none that on the fixed route I think we've dropped it on the on the still the option within the CRA to have on demand that it's it's someone lives In Baker Park and they need to ride to work they can pick up the app and they can request to write on demand for TLO. But if you're proposing to only have on demand within the combines of the CRA, then you're missing the opportunity that people can park. They're outside of the CRA and be brought into the CRA. That's the fact that the OR, that's why we're here. Because otherwise, you know, they're having the park within the CRA to then ultimately just walk a few blocks. You can put a fence around how far you want to go outside of the CRA. I think that's, but I think it, you know, we, correct. We, for example, if you want to bring people to our Naples Beach Hotel, which is outside the sea right into the sea right, you'd have to say, you have to comment it. I get where you're going. No, no. Also, I think that the applicants were saying that they handle that on their own. They would do that separately for a dollar or a ride or for a wheelchair advertising or something. It wouldn't be the public funded. Right. But and I get that for tourism, but you know, if you have the four real people going to the sign district, you know, you want them to have access as well. If they were, I mean, this for me, it's more parking related than it is, you know, the ability to pay for somebody to then take you to the certain destination. I make a motion, we have a need to clean up our language. You can count hers back. So I guess just a procedurally, do we do not have a second to the time to do that? Well, I'll second once we get it, yeah, I'll second a motion and then we get in it straight now correct well well I don't I think we need to probably my my motion I think I'll probably to rescind my motion because it's it's not um the end in the or is it is a big determined so I'm gonna rescind my motion I need to read what you have. To give latitude to proposals for fixed route and on demand with destination two or from the the CRA, you may want to put the city limits in there. We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- We're finn- on the fixed route. And add a timing metric for the route. Great. I'll make that motion. I'll make that motion. I think that would do just for it. That is my motion. We just need a second. Can we do that? Or do we need to actually articulate a motion that includes the verbiage that we just heard? You can say I make a motion to adopt what staff has recommended based on our discussions. And then that will you don't have to say it again? All right. OK, so I will make a motion based on what staff have just read. All right. Sure. Second. Do we have a second? Second. I think we're all in agreement. All right. All in favor. All right. Any opposed? No? Terrific. Great. Thank you. No, no. About a dangling things in that motion. Terrific. Great discussion too. Thanks everybody for participation. And does it make make sense it was mentioned earlier to ask for an error five before the RFP? I think it does make it makes sense to explore that and I will explore that with the procurement to see which which is the best route to go to whether it's a request for qualifications or requests for. Yeah, I got some information on how that would affect timing. Yes, this would be important to understand if that's pushes it out nine months. I would. Right, right. So how, yes. We can make it open-ended enough that they can propose different options that would all be part of the RFPs. Oh, within an RFP early time. Yeah, it's pretty broad at this point. So they could talk about how they're going to pay for it, how many cars, what types of cars they're going to have, what their hours would be. Yeah, all right. Good. Thank you. Thank you, guys. Yeah, thank you. Thank you for pulling all that together and good conversations. Can't we deride it? Yeah. Yeah. So done with that item. I believe. Yes, that concludes that item. Correct. Great. Item 9. Public comments. Any other public comments today? No. No slips. No slips. Thank you. Communications from Chair, members and staff staff any I have no further comments great members It's Matanti sure apologies. I've missed the past two meetings. We had a couple items. I could not miss so but it's it's great to be back Thank you look forward to the fall and I'd like to just take a personal item, wish my son, Maverick, Matante, happy sixth birthday. Oh. So, yeah. We can say. Yes, yep. And my daughter just turned one last week, so happy birthday to her to Gemma. And thank you to their very supportive brother, Jagger. Thank you. Thank you. I just want to say welcome back to everyone and everyone who had a great vacation. It was very nice. I missed everyone. I'm glad to see your faces. Thank you. Thank you. Anita, again, thank you. I always say for making certainly niece sound more intelligent, but thank you for the work both of you do on our behalf. And would you send again the calendar for the upcoming meetings? I don't think there have been any changes but just to make sure we're all on the same page. Thank you very much. Thanks, Mr. Palmer. Robert, the tester. Happy to be back. All right, great. Thank you again. This was a terrific meeting and welcome back. Everybody great to have you back as well. And if nothing else, I believe we can adjourn the meeting. Well, I think you do a great job as chair. So I want to thank you. You're very patient with all of us. So all I have to say is great to meet you. Yeah. I had a hard deadline today, Mr. Ruff. And call this meeting. This is adjourned. you you you you