Good morning everybody. Good morning. We're going to call to order the May 6, 2025 Committee of the Whole. Can we do a roll call please? Exanders. Here. Driscoll. Here. Give in. Floyd. Here. Here it is. Here. Here. Here. Here. Here. saying a motion for approval. All in favor? Aye. Any opposed? Motion carries. Okay, before we jump in a new business and I throw it over to Liz, just council members, we have lunch at noon. We will take a break in between now and then just to give you a heads up. And so, but if you obviously need a break or you want to take a five minute, just give me the nod and we'll do that. But otherwise, excited to talk budget for the day, I know, at least Tom, you and I are. So, we'll turn it over to you, Liz. Good morning, Chair and members of the City Council. Today, we will review the preliminary FY26 budget for the City of St. Petersburg. First, I'd like to thank our colleagues within the State Department to have participated and contributed to the development of this preliminary operating budget. The budget development process is a team effort, and on behalf of the budget department, I would like to say thank you to all of them. Also, I'd like to thank and introduce the members of the City's budget team. We'll be presenting all along side me today. We have our budget manager, Stacey McKee, our budget analyst, Lance Stanford, Jim Chisholm, who's back temporarily for a short period of time, Caitlin Verger and Patricia Pena. And we also have our administrative assistant, Shelley Graham. So we have circulated in agenda and subject to your approval. We propose to provide a quick summary of the operating budget process and an overview of the preliminary budget for FY 2006. We will then review each of the six city administrations in the older which they appear in the workbook. We'll start with a short review of each administration and then move on to the individual department summaries. As we complete each department, we will call for any questions. This slide shows the city's vision and the main principles for accountable and responsible government and our pillars for progress. This year and prior year budget processes are centered on ensuring our policies are deployed within our five pillars for principle progress. These pillars reflect what we do for the community and are guided by the six principles for accountable and responsible government. These principles guide how we govern. This year's budget process is also focused on resilience. While this has been a city priority for many years, the events during last year's dorm season have shown the need for this to make a top priority for the city. And our administration implements our as our administration implements policies. They too guide the budget process. So I mentioned that this year's budget focused on resilience. And on the screen we have a definition of resilience by the state's diversion of emergency management. In the state of Florida, resilience is generally defined as the ability of communities, infrastructure, ecosystems, and individuals to adapt to and recover from adverse conditions such as hurricanes, flooding, sea level rise, and other climate-related impacts. And this definition aligns with Florida's focus on minimizing vulnerabilities, promoting state- sustainable growth, and growing our communities back stronger after every event. There's a few types of resiliency in Florida, which includes environmental, infrastructure, economic, and community resilience. And this budget is a planning tool, and as part of the year's budget process, we'd like to focus on resilience planning throughout the city. So this next slide shows a quick overview of the annual budget process. Once the budget is passed each year we are already starting to plan for next year's budget process. Held in January the City Council priorities committee of the whole is a chance for City Council members to share their priorities with the public and city administration. We next have our kickoff meetings. We have one in January for CIP and our service funds and in February we hold our operating kickoff meeting with departments. These meetings start the formal budget process and we provide information training, direction and important budget dates to the departments at this time. Next departments will complete an internal review of their budgets and the changes to the budgets that organize into proposals. Once the department has prioritized their proposals, their official request is committed to the budget, communicated to the budget department as the department's budget submission. We then review the department's submissions and hold line on and review meetings to go over budget proposals with each department. City administration and budget review and discuss their proposed budget during this meeting. And during this process we also further prioritize proposals and an effort to make sure we're balanced and all of our operating funds. Next we have our budget open house which is held on April 14th this year at City Hall and Council Chambers and the open house is one way that the public can participate in our budget process. Today we are holding the preliminary budget committee the whole for the operating budget with City Council to review the FY26 preliminary budget. We held the CIP community the whole earlier in April. The mayor's recommended budget will be submitted to City Council on our before and at the July 17th City Council meeting we will ask City Council to set a tentative and the dates of the two public hearings. On July 31st, we will ask City Council to set a tentative military and the dates of the two public hearings. On July 31st, we also have another committee of the whole with City Council plan on the recommended budget. And finally, the two public budget hearings will be held on September 11th and 26th. Sorry, I think 25th and the fiscal year, 2000 or for 2026 starts on October 1. So the key areas of investments plan for the preliminary FY26 budget are aligned with the mayor's five pillars for progress. In the education and youth opportunities pillars, there is funding to continue programs such as the mayor's future readiness academy,-round youth employment program are you development grants and literacy and STEM steam programs such as Shirley Proctor Fuller Foundation and the USF Marine Science Center at Claim Bayou under the equitable development arts and business opportunities pillar we look to fund the continuation of many of our economic and workforce development and art programs while adding funding for new program program including individual artists grants and the poetry festival. In the neighborhood health and safety pillar we're continuing to fund neighborhood and public safety programs like the call program our community impact grants and program and the Healthy Neighborhood Store Program. For the housing opportunities for all pillar, they'll be funding to continue our progress on the 10-year housing opportunities for all agenda and provide resources for our social service programs. And finally in the environment environment infrastructure and resilience pillar, their preliminary budget will have funding for projects that protect our environment, increase our resilience and the diversity of our cities and infrastructure, including the State Pete Agile Resilience Program. There are a number of programs planned in the FY26 preliminary operating budget that address some of the city council priorities, including funding affordable housing education programs youth programs apprenticeships skilled training programs arts funding public safety staffing the CAD RMS and call programs stormwater water quality lake management and a sanitation routing system And again, this preliminary budget is a work in progress, and we're still waiting on more information, including the property value estimate from the Pinellas County Property Prizes Office to make additional decisions in the budget. Next, we'll move to an overview of the General Fund for FY26. At this stage in the budget process, we have a preliminary gap of approximately 8.152 million in the general fund with projected revenues of 4.414.3 million and projected expenditures of 422.49 million. And we are projecting expenditures to grow by 7.3% and revenues by 5.3% over the FY25 adopted budget. The FY26 budget will be balanced when Mayor Welch submits his recommended budget to City Council on or before July 15. And the gap at this time last year was just under 4 million. Fist chart breaks down the general fun budget by expenditure type. Sowering wages make up the largest portion of the general fund budget at 44.9% followed by benefits at 21.7% for a combined total of 66.7%. For salary and wages this year, the FY26 preliminary budget currently includes the contractual labor agreement increases for the blue and white collar and professional bargaining units and an estimated increase for the police and fire rescue departments, management and non-union employees. On the benefit side, medical insurance charges and the general fund are expected to increase by 3 million and FY 26. As compared to the FY 25 adopted budget, the pension contribution to the 3 pension funds is also estimated to increase by 12 million and FY 26 compared to our FY 25 contribution. And pension costs are determined by an independent actuarial study. In the contract services category, the increase is about 1.75 million over last year. The largest increases are in the software maintenance and utilities categories, which are partially offset by a decrease in other specialized services. for internal service charges, there is an increase of about 878,000 in the general fund. The largest increases in this category are for vehicle replacement, insurance charges, and rent. And these are partially offset by reductions in billing and collection charges. In our grant and aid category, in FY26, there is decrease in the category of about 300,000 in investments to outside agencies and details of the programs funded are listed on the individual department pages. And finally for transfers, the increase in transfers of 2.8 million is primarily due to an estimated increase of 5 million in transfers to the city's tax increment financing districts in FY26. Fun and this is partially upset by decreases in the transfers to the general capital agreement fund and the economic stability fund. This next chart again shows a general fund budget but this time by the Biden administration. The public safety administration makes up the largest portion of the general fund at about 53 time by the administration. The public safety administration makes up the largest portion of the general fund at about 53%, followed by the general government administration at 20%. Community enrichment administration is at 17%. Public works administration at 4%. City administration development administration at 4% and housing and Neighborhood Services Administration at 2%. If we look at the revenues in the General Fund, this chart shows the revenues by source, the largest revenue source for the General Fund Arches taxes which makes up about 73.5% of all revenues to the fund taxes include property values and add the alarm revenue. Currently we have estimated a 6% increase in property values, which generates about 13.1 million in additional gross add the alarm revenue. Additional revenue budget increases in this category include electricity taxes, franchise taxes, community service tax, the water utility taxes, and our natural gas taxes. And these reflect what we anticipate to receive after review of our prior year actuals and the FY25 year-to-date elections. The next category to look at is our intergovernmental revenues and they're estimated to decrease by one point, about 1 million FY26 and this decreases mainly due to the decrease in the COPS grant revenue that's associated with the ending of this grant in FY26. Shared state revenues are projected remains steady as compared to the FY25 budget. For the charges for services category, the 26th revenue budget will increase by 1.2 million and is adjusted to reflect what we anticipate receiving after the of the prior year actuals and FY25 year-to-date collections. Okay. Before I move to the next section, are there any questions on the FY26 General Pencil? By sure, Helen. Thank you. So on contingency, there was no description as to the preliminary budget of $5.3 million. The preliminary budget FY25 was $4 million. The budget FY 25 was 1.5 million This year the contingency increased by 255% and there is no description as to why which typically there are descriptions We don't describe every category but this but because just as contingency, we have our regular $1 million contingency in there and then we're also in the middle of negotiations with certain unions so there is estimated resources to cover those contracts once we're in agreement. Okay, so that's helpful. And then for transfers, it says there's an increase in transfers for TIF, but then that is offset by economic stability. So explain to me the offset with economic stability and increase in the. So in the categories, you know, some items are going to increase some of the tips. The tips did go up. So the transfers of those three funds are the main reason they're increasing. We did decrease transfers to the General Capital Improvement Fund as we're usually fund some capital projects during the year, due to the fact that we still have a big preliminary gap. We haven't spent a decided, we don't have a lot of transfer to the General Fund as we had in prior years. And specific to the economic stability fund, again, for the same reason as we're still have a preliminary gap, we're not contemplating a transfer in the FY26 preliminary budget to the economic stability fund. Later on the presentation, I think in the budget department is where that lies with more description on why, but if you'd like to, I can go into that now. No, that's fine. I just want for, so there, just so we understand and for those watching, because we've been talking about TIFF. So more money's going into TIFF and that affects other monies, obviously, economic stability and other, the general fund where monies will go in. Is that correct? That's correct. And if that's our estimate right now, we won't know until we get our estimate from the property of prazer so those numbers could go down. Right now we have the same transfer that we, the same person is that we had in last years. right now we won't know until we get our estimate from the property of prazer so those numbers could go down. Right now we have the same transfer that we, the same percentage that we had in last years as our estimates so if we don't have as high growth in those tip front or tip areas, we won't as high as transfers. Yes, I got it. And good morning, Mr. Chair, if I could. Thank you for that question. I just want to make sure we're all on the same page. That is not a direct correlation between the increase in TIF contribution and the reduction in the country. Thank you for that question. And I just want to make sure we're all on the same page. That is not a direct correlation between the increase and TIF contribution and the reduction in the contribution to the economic stability. Right. They're independent. But budgetarily, as Liz has pointed out, it does offset. But we do. Right. It doesn't have to be there. It doesn't have to be there. I get it. that money will go into the general fund and you can switch it around and that's how you're I get it but I just want to be there. I get it. That money will go into the general fund, and you can switch it around, and that's how you're, I get it. But I just want you to be quick. Yeah, I appreciate that. Okay, thank you. Thank you. Any other questions, councilmembers? Okay, let's keep going. Okay. So this next chart shows a breakdown of the total operating budget, which is all operating funds, excluding the internal service funds in our dependent districts by expense height. Again, salaries make up the largest portion of the budget. At 28.8 percent, followed by transfers at 19.3%. For the salaries and wages, the FY26 budget currently again includes the contractual. of the F-26 budget. Currently again, we have a contract for labor agreement increases for the blue and white collar and professional bargaining units and an S-DN increase for the police and fire rescue departments, management and non-union employees. The benefits, again medical insurance, is expected to increase by 5.1 million and FY26 and the net pension contributions are again shown here with the 13.6 million dollar increase as compared to our FY25 contribution. In the contract services category it's going to increase by 4.2 million in FY 26 over the FY 25 adopted budget. The largest increase again is in software maintenance, followed by tipping disposal fees and other specialized services. For commodities, the decrease in FY 26 is primarily due to a decrease in the use of fund balance in the internal service funds and details on the use of fund balance are listed on the individual department pages. For the internal service charges category, the increase is about 7.4 million and it made up of insurance and claim costs, payment in lieu of taxes, repair maintenance of vehicles, charges and data processing charges. For grants in aid, the increase of 3.1 million in the preliminary FY26 budget is mainly due to the increase of the budget for the South St. Petersburg redevelopment fund. And for debt, there's a decrease in the debt amount from last year, and that's associated with the PNC bank debt fund being paid off as of October for 2025 For transfers the increases and transfers and FY26 total Sorry, the increases 39.1 million and is primarily due to Estimated increases and the transfers from the water resources operating fund to the water resources capital projects fund and From the water resources operating fund to the water resources debt fund From the stormwater utility fund to the stormwater drainage capital projects fund and from the and from the general fund to the city's Tax increment financing district funds There are proposed rate increases included in the FY 26 preliminary budget for some of the S are in the numbers. The number of numbers is in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers in the numbers of the numbers increase in slip rental live-a-board premiums and dock boxes is proposed for FY26 and although budgeted no rate increases were implemented during FY 25. Municipal office building has a 5% rate increase to departments that needed in the municipal services center, city hall, and the city hall annex. For parking, for FY 26, there's also a number of changes proposed including a 25 cent per hour rate increase for the City Hall lot and all motorcycle meters a 50 cent per hour rate increase for meters currently set at a hour per hour a dollar per hour rate increase for meters in the beach drive and the Bayshore Drive zones meter payments required seven days a week instead of five in the University Village in City Hall zones. An extension of hours from 8 p.m. to 10 p.m. in the University Village, Innovation USF, Sixth Street North and City Hall zones. A $5 a month increase for Central Business District parking permits. A $15 increase for annual residential parking permits. $5 monthly increase for central business district parking permits, a $15 increase for annual residential parking permits, a $5 increase for monthly parking at the Port House locked to you in the Sundial rooftop, a $5 increase for monthly parking, a per hour rate increase for hourly parking, and a $6 per day increase in the daily maximum for South Korea Raj. For sanitation as recommended in the FY26 for the 25 sanitation rate study which was conducted in FY24. There's currently a 6% rate increase proposed for FY26. For stormwater as recommended in the prior year FY25 stormwater utility rate study. also conducted in FY26. First dorm water as recommended in the prior year, FY25, storm water utility rate study, also conducted in FY24. There's currently a 15% fee increase proposed for FY26. And for water resources, the recommended increase from the FY25 rate study is 6.75% for pod water, waste water, and reclaimed water. And just wanted to note that the ongoing rate studies for stormwater sanitation and water resources may modify the poolment rate for FY26 and the final rate of increase should be established later this summer. Liz, before we move on, could you send that list to all council members? Thank you. The next, over the next few days. All the rea- All the parking areas. They're in the work, though. Oh, are they all in one place? Yeah, there he is. Because they were, I saw them spread out. I'm sorry, I didn't see them in the place. I live Roman numbers I ask and they're also in each of the In production I skip them production Go ahead councilmember fix it. Thank you. I was going to ask the same thing. They are in the workbook. I do see them in the workbook. But when we're actually utilizing the workbook, we're sharing the website. It will be helpful to have those in one place. They are in the workbook and in the workbook. But they're throughout the workbook. No, they're in one page. We're okay. I'm sorry Liz, that's my fault. We're rolling you rural I.X. in the introduction. Council member fixanters, did you have anything else? I'm so sorry, yes, I'm dead. Council member gathered. Thank you, Chair. A quick question on the marina. So we budgeted for rate increases last year, but now recognizing that they did not get implemented, what was the reason for that? Good morning, City Council. Good to be with you this morning. And I think that we can give you more detail when the CDA administration is here. A lot of this will come up, the rate increases, and we'll have some more specific conversation. But my general understanding was, it was related to the hurricanes, some of the damage that we had at the marina, some of the inconveniences with the residents that we made a decision not to go forward with the rate increases. Okay, I'll talk about it later. Thank you. Thank you. Okay, sorry for throwing a wrench there. Thanks. That's okay. I was going to pause right then anyway. So we'll go for my next note. So now we're going to be on to the department summaries by administration and the first administration is going to be the public safety administration, which will be presented today by Stacey McKee's our city's project manager. Good morning. Good morning. And the Public Safety Administration section of the FY26 preliminary budget begins on page one of the workbook. Overall the Public Safety Administration encompasses two departments with a compliance budget of 248.7 million. As you can see on the presentation, 70% or 174.7 million is budgeted to the police department. The Fire Rescue Department's budget contains two funds. The General Fund and the Emergency Medical Services Fund. The total investment is 49.030 million in the General Fund and 25.0 in the EMS Fund. The Fire Rescue Department's FY 26 General Fund Budget increased by 1.7 million or 3.6 1 percent as compared to the FY25 adopted budget. Salary's benefits and internal service charges increased by 1.5 million. During FY25, a sold-time fire suppression division chief position was added. Also in FY25 funding for five cadet positions was reallocated in order to fund one full-time lieutenant of special projects position. These changes resulted in a net increase of two FTE. Funding has continued in FY26 for the Fire Cadet Program, which now includes five temporary cadet positions. Other increases in the FY26 budget include consulting 100,000 hours for the Tampa Bay Psychology Contract, advertising 20,000 security services 20,000, small tools and equipment 20,000. Repairs and maintenance grounds, 15,000. Water 14,231 dollars and miscellaneous line item adjustments of 21,000. Other reductions include training fees, 21,000 fuel, 8,000. Office supplies 7,000 and miscellaneous line item adjustments of $9,000. Revenue is expected to increase by $49,953 in FY26 based on increases in fire EMS training of $25,000. State-shared firefighter supplements, $18,400 and cost--fond to events revenue of $15,000. These increases are partially offset by a decrease in fire, false alarm fines of $8,000. The Emergency Medical Services Fund, FY26 budget, increased by 1.4 million or 6.12% is compared to the FY25 adopted budget. Salary benefits and internal service charges increased by 1.3 million dollars. Included in the FY26 budget are eight additional full-time firefighter paramedic positions and one full-time fire lieutenant position. The additional firefighter paramedic positions are the final year of a three year plan to bring the department position count up to the staffing multiplier with the count. And the lieutenant position will provide support to the training division. These changes result in a net increase of nine FTE. Other increases include personal protective equipment at $68,000, uniforms in protective clothing around $9,000. Office supplies, $7,000, medical services, $6,300, water, $5,427, and miscellaneous line item adjustments of roughly $12,000. Reductions for the FY26 preliminary budget include janitorious supplies of $4,000, reference material and other 4,000 and other miscellaneous line items and investments of $2,200. Revenue is expected to increase $782,756 in FY26 based on increases in fire EMS training of $749,000 anticipated higher interest earnings right around $31,000 in state-shared fire fighter supplements. Any questions on the fire rescue department? Council member gathered. Thank you, Chair. And I failed when I said my last comment. Good morning, everyone. Sorry about that. I went right into it. So thank you for getting us started this morning and wanted to kind of talk about my, I'm very happy about the increase in staffing, both on the MS side and the fire rescue side. I want to thank you guys for that. But do have a question. Just for clarification on the cadet positions. So that word temporary kind of jumped off the page at me when I read it this time. Maybe I've read it before and it didn't jump off the page, but it did this time. And I think it's because last year we budgeted but then those dollars got transferred or sent over to make the lieutenant position correct. That's just the classification. Okay. People are there for less than- Right, right. They're not like that. That's going to be there for five, ten, fifteen years. So the people are moving in and out. So it's just like in parks, we have temporary seasonal positions. OK. It's just an age or category. OK. And I just I thought that, but I didn't want to assume. And like I said, probably jumped off the page a little bit more because this past year, we reallocated that funding. So chief, good morning. Thank you for being with us. Do we see any positions that may come up with NFY 26 that would force a reallocation again of the cadet positions? Or do we believe that this time we will be able to fulfill those? So good morning, Chair and Vice Chair and committee members. So I've taken steps to identify some of the immediate needs of the organization. I know from some of the things coming up to answer your question more specifically. I don't see anything coming up. Okay, that's good news. And then my last question is, I guess maybe for administration. So in the salary and wages, you know, we are in the middle of contract negotiations. Have we built in contingency in these items for potential negotiations? It's in the contingency. In the contingency, which we were speaking of earlier. Okay. Okay. Okay, so what we see here before us today is the staffing with general, with just kind of, I guess, cost of living and stuff like that. We don't see the negotiation that will happen here. That is in the other item. Okay, gotcha. All right, thank you. Thank you. Council Member Driscoll. Thank you. Council Member Driscoll. Thank you and good morning. If before I go on, if you guys want to shift one mic over, then Tom can have one. Thank you. Okay, thanks. Thanks. Yeah, there you go. I just want to make sure you're on record too. Ha ha. Before I, before I ask my questions, I know at the very beginning, I was hoping to hear more from you, from Utah and Rob, or either one of you, just kind of setting the stage here because this is a tough year. This is the budget wise, this is the toughest year I've had since in my, you know, now in my eighth year. And so this is a year to truly focus on needs versus wants and to manage expectations. I understand that. I wondered if you wanted to say a few words about that. Yeah, good morning and thank you for that question, council member. As you kind of, artfully articulated, it's gonna be a challenging year. And we've had the opportunity to visit with each of you individually and share some of the, some of the drivers of the challenges. And I'll just point to one right off the top. We have been fortunate over the last seven years or so to have really strong property value growth. But the trend over the last three has been downward trajectory of those growth year-over year. And as we sit here today, we're uncertain as to what that number is going to be. And just to keep in perspective in our fiscal policies, the advalorum revenue that comes from property taxes funds first and foremost police and fire. And then if there's any extra, that is helps to fund other things. So that is one of the big challenges that we are just uncertain of at this point. And we'll know later, I guess, by the end of this month or first of June, what that estimated property value number is. The other side of the equation on the expense side, we've seen some large increases in pensions and in health care and in salaries. So, you know, some of those things are, you know, given the uncertainty of revenues and certainty of growing expenses, it is a challenging year to balance our general fund. But I'm certain that collaboratively we will get there and as Liz pointed out, and by the time we get to to July 15th Mayor Welch will submit a balanced budget to this council for consideration. Thank you. I do have quite a gap to Nero but I'm sure that we'll be able to get there and hopefully with our input today that I'll help to give you some guidance on that. So, good morning to you all. And thank you for all of you do in this department. It is just incredible the improvements that we've seen. Just within this short time that you've been our fire chief. And I'm proud of that. That work that you're doing, I'm proud to know you. And grateful for your service. Thank you. Thank you. I can't do it without the team, of course. That's right. And I had one specific question, and this might be for Liz or Tom. And it's regarding the $100,000 that's allocated for the Tampa Bay Psychology contract, which is wonderful. I'm glad to see that continuing. But then later when you look at the police side, that's not detailed out. And the same company, the same business has both. Is it two contracts or one? It's one contract. And when we were looking at it, the usage wise, police's budget was it was kind of right size, but fire was not. So we wanted to increase the budget to match the usage that we were expecting for next year. Okay, perfect. So they're both budgeted where we think they'll be with it where they need to be. in FY26. Okay great it's just since I didn't see it on the other side in the year. There was an increase right in the line or if it was a small increase it may be in that other you know if it's under like 5,000 we don't tend to you know list it out or else we'd have in five pages right right right but that we did look at that this year because I think during this year you know negotiation or we you know we had increased the blanket agreement so So we did look at that this year with both police and fire. Okay, okay, great. I like seeing the Lieutenant position providing support for training that leads me to think about recruitment. I didn't see like specific commitments here, financially for recruitment. So I wanted to see where you're sitting with that. Can you hear that? Oh yes, we did put in a request for a captain level recruiter position at headquarters, but I believe a funding source was not identified at the time. All right, thank you. Captain. Do you know off the top of your head what the dollar amount was that was requested for that? 172-873. Look at you. you had it right there. What else is on that list? Sure. So as we mentioned the Admin Captain Recruiter, staffing for truck 9, consulting for outside promotional processes, fire station, electronic billboard, consulting for EAP services, which is Dr. Benson. Add one new deputy chief, staffing for fourth person on engine 12, staffing for heavy rescue four, other compensation, facility repairs and and renovations, a bullseye digital fire extinguisher training system, which is a system that we use to help people learn how to train with the fire extinguishers. Facility repairs and I mentioned that one already. Net zero line changes, net new emergency management specialists and we go into some of the EMS service requests. Okay. And Mr. Chair if I may. Yes. I'll just remind council that we had provided previously the entirety of all the line item review materials to council So all of that has been provided to council under a different you know, I think a couple of weeks ago Thank you So It's important to look at again what the needs are versus the wants. And having said that, I think when we look at the items that have not been funded, have not had a funding source identified, some of these things like recruiting. I just strongly believe in this. I've asked for it for a couple years and I think that's something where we should try to find a way because no matter how our financial outlook is, we've got to keep drawing in the best of the best for our fire department. So I have a... We've got to keep drawing in the best of the best for our fire department. So let's make a note of that. We'll see if we can find some funding for that. Chief, did you have anything else that you'd like to provide input on regarding this? I, what I will say is that some of these requests, as I continue to identify some of the immediate needs versus some of the shorter or some of the mid-range and long-range goals, I do realize that these requests come at a significant investment for the city. So I'm taking that into consideration but I'll be back with other requests in the future. Great. Thank you. And just know if we're not able to find something this year, you know, it's still, you know, it stays at the top, rolling into the next round. So tough decisions have to be made sometimes. And if I could chime in again, Mr. Chair, thank you. You know, so we have, certainly we have, and this is more macro and not just specifically to the Fire Department budget, but because the situation is arising. I'll kind of talk or speak to it. So we have clearly things that we would like to do as the administration and have a nice list of things, of priorities that once we get to balance, we'll go back and revisit. And so this is certainly the recruiter position, in particular, is on of high priorities but you know as I as Liz talked about before we're facing an eight million dollar gap right now we we we'll close that but I'm not sure if we'll be able to fund other things on that priority list well it's good to know it's on the list all right that's all I Thank you. Thank you council member Arden. Thank you chair. Thanks for being here chief on the tail of Tom's Our understanding that that we are facing in eight million dollar change in this budget I do want to go the other way a little bit the the The cuts to to this budget so far, based on prior years, are in training and prevention. Is that a, we have to, can you walk us through why we started there versus other places? It would seem that training would be. Yeah, that's part of the reallocation of the cadet funding to finish. All right, that's what I didn't pick up on. Yeah, that's part of that allocation. All right, and that is that entire shortfall. It's a couple hundred thousand dollars. For the training of himself. Okay. All right. And Tom, I have a being, this is the first year budget. And this might be a reasonable exercise for anyone watching. The fiscal year 26 budget, the change column or the percentage column is based on adopted for the prior year. Correct. But the prior year has amended and estimated, which are in some cases actually different. How do we balance that out? Or how does that help me walk through how we make sense of a budget versus a budget, but we have some fairly close accurate numbers to compare to? Absolutely. So the adopted budget is static. So in September of this year when council approves the budget for beginning October 1 for the FY26, that is our adopted budget. It does not change its static. Now in the amended budget, those are all the things that we bring to council. At every council meeting, we're asking you to appropriate certain amount of resources for X, Y, or Z. That resides in the amended budget column. And then the estimated column is what Liz and her team and Erica, what we're forecasting, what we're going to end the year at. And I think that estimated is based on first quarter estimates. But so adopted is static. So what we compare is the static adopted to the FY26 static or well it's not really static yet until you can counsel adopts it but that's the comparison. No change year over year is adopted to adopted. Okay. All right. Thank you, Chair. Thanks you. Thank you. By sure, Hannah. Thank you, Chair. And thank you, Councilmember Driscoll, for bringing up the fact that we need to kind of have that conversation of where we are in the budget. And it is going to be a challenging year. So thanks, Tom, for providing kind of that overview of where we are. And also the fact that when we look, because we have new new council members when we look at this operating budget workbook departments have lots of needs that they ask for in their line item reviews that are not in here and so the gap that we see here is actually much larger in terms of our city's needs. And I think that's important for the public to understand. I also think it's important to, and I brought this up before, and I think because we're going to have this conversation for everyone to understand because this comes up at many of my neighborhood meetings. Well all are building all these buildings downtown and you're flush with money. That's what I get. Or guess where that 50% of that money is going, it's going into the tiff. And so when we talked about when Tom mentioned, the property growth, and that helps with police and fire. It's what makes it to the general fund. If it doesn't make it to the general fund, guess what? It's not helping police and fire. So I think it's something that's really important for everyone to keep in mind, especially when we have those conversations about Sunsetting and the downtown TIFF in 2032. So going back on the recruiter conversation, I just want to just got on the record. How many sworn firefighters do we have right now? And how many vacancies do we have? Where? Where are we? What are the numbers? We have around 380s. And then department wide we're at 28 vacancies. 380 and 28 vacancies department wide, okay. And so we're making increases obviously in terms of hiring for our EMTs, right, in our paramedics. Yes, we've, we've, we've, we've, have what we call part-time recruiters that have that are very active and engaged. Go, they go out to community events. They go out to schools. They're, they're very active in, in trying to engage the next generation of, of, of heroes we call them. Okay, so we're at the same number of sworn that we were last year I think when we had this conversation, which we're at 380, the vacancies actually are down. So those vacancies are just department wide. You want me to go through each one? Yeah, I'm just curious what our vacancies are. Like what are the areas? The majority is in the firefighter paramedics. Okay. And then we have five vacancies in our single-sert paramedics. Those are our peak paramedics. Okay. So I guess we're talking about recruiting. I mean, that helps to close that gap. That's what we're talking about. Okay. Could you come up through on my, sorry. Thank you. We gained positions for firefighter paramedics October 1st of last year. So yes, that is true that we have a same paramedics October 1st of last year. So yes, that is true that we have the same number of vacancies, but we actually had an increase of positions. Right. So we are actively moving in a positive direction for filling those vacancies and we anticipate having an additional 8th this October 1st. Yeah, we had, I mean, the vacancies last year were 35 vacancies. They went actually went down this year. Yeah, right? So even even more of a positive note, we increased positions and we have a decrease in the vacancies. Great. Thank you so much. Okay. That was it. Thank you so much for your service. And I will tell you she flats. You're doing a fantastic job. Thank you. We're very happy. Thank you Thank you any other account members Always good to see you chief Watts like was thank you. Thanks for all the work Okay, the police department starts on page five 5. The left white 26 budget is 174,680,250 dollars. It includes the General Fund, Federal Justice for Fitcher Fund, Local Law Enforcement State Fund, and the School Crossing Guard Fund. The police department's FY26 General Fund budget increased by 13,710,207 dollars or 8.55% as compared to the FY25 adopted budget. Salary benefits and internal service charges increased just over 12 million dollars. A factor in this increase is an increase of right around 11 million in the police pension, a manual recommended contribution or arc determined by an independent actuarial study. During FY 25, one part term police records technician position was added. Increases in the FY 26 budget include maintenance software at 471,000, electric at 140,000 consulting at 40,000 repairs and maintenance materials equipment at 26,000 subscription software at 24,000 repair and maintenance other equipment at 16,000 sewer at 11,000 water at 10,000 stormwater utility charges at 8,000 and miscellaneous line item adjustments at $15,000. The FY26 budget continues to fund the community assistance and life liaison or call program at $1,777,249, which is an increase of $38,511 over FY 25 to fund retention raises for navigator staff as well as overtime funding to ensure staffing coverage. Additionally, the FY 26 budget amount for a new agreement with AXON is $3.3 million an increase of $1.8 million over FY 25, which includes body-worn cameras, fleet-in-car video systems, tasers, drones, and other miscellaneous costs associated with that program. Reductions include other specialized services at $1.025 million, telephone external at $28,000, mis000 and miscellaneous line item adjustments at $12,000. Revenue is expected to decrease by a right around $200,000 due to a reduction in federal grants of 1.1 million associated with the COPS grant ending. This decrease is partially offset by increases in police off duty service of 450,000. Tropicana Field. with the cops grant ending. This decrease is partially offset by increases in police off duty service of 450,000. Trappocana field traffic and 140,000 in co-sponsored event revenue at 132,000. Also the school resource officer contract charges, those revenues are increasing 129,000. traffic at,000, and miscellaneous revenue adjustments of $34,000. There are three smaller funds that are included in the police department's FY26 budget. The federal justice for Fitcher Fund with a budget of $66,000. And the local law enforcement state trust fund of $92,508. The use of these resources, the of the resources in these two funds is restricted by state statute. Revenues are not projected for these funds and are only budgeted subsequent to approval by the chief of police and receipt from available fund balance. The other fund overseen by the police department is a school crossing guard fund at $450,000 which remains unchanged as compared to the FY25 adopted budget. The revenue and this fund is collected from parking ticket surcharges and is then transferred to the general fund to partially reimburse the cost of the crossing guard program. Any questions on the police department budget? Vice Chair Hanover. Good morning. Good morning, Chief. How are you doing? Good morning, Council members. Tell us a little bit. It was a large increase in terms of the body-worn cameras and all that. Can you just tell us where we are in that and what caused all these increases? Yes, Vice Chair. I appreciate the question. Good morning, Council members. The increase in the contractual cost with axon or a result of a couple of factors. One is that program has grown. As the budget indicates, use of drones is now included in that program and that has to do with the way that we utilize them and how we connect to them remotely is a service provided through axon. The drones themselves don't come from axon but the connectivity of them does. And it's also an expansion of primarily those services. Additionally, we're consolidating. There's the taser. And there's also the BodyWorn Camera Program. As they were acquired in different times, and we're working to consolidate those contracts, and some of the expenses related to the program. And then some of it is contractual cost increases that are associated with the program. Okay. And where we, let's talk a little bit just like we talked with fire in terms of the sworn personnel, where we are, recruitment that sort of stuff. Yes, ma'am. So as it sits today, we're staffed. We currently have 565 officers, sworn officers in-house that is 37 vacancies of our authorized strength of 602 sworn officers. We did this year just within the past couple of months actually. We reallocated an existing position from uniform services at the officer rank to a full-time recruiter position. Our, we've been managing recruitment efforts with what we refer to as part-time recruiters. By part-time recruiters, I mean officers who have other primary assignments were serving in a recruiting role and it was a shared responsibility. We saw that our numbers were not growing as quickly as we would have liked. Our net increases year over year weren't as substantial as we wanted them to be. So in an effort to try to close that gap and reach that full authorized strength, we've instituted that full time position and we've already seen an increase in the number of applicants in the pipeline, so we're seeing it's only been going for about two and a half months, but we're already seeing promising results. That's good to hear. What do you, and I'm glad that the recruiter is definitely helping in terms of bringing in some new recruits. What are some of the challenges you're seeing right now in terms of recruitment to bring officers here? It's so the law enforcement environment, I think, like the, as a microcosm of the employment environment as a whole, it's certainly a competitive environment. We are in labor negotiations right now. I think that will, you know, that process will obviously will continue to play into that. This is a very competitive region. So I don't think there's anything that we could be doing that we're not doing. I think it's about reaching out, finding those applicants, bringing them into our agency, because they have a lot of options. If a young person is considering a job and law enforcement, they have a lot of options particularly in this region. So where that recruitment effort is aimed at not letting the applicants come to us going and finding quality applicants and showing them why they want to be a part of our agency. So we're really focusing on that and we're working to ensure that our background and our onboarding team continues to do a very efficient job because sometimes it just comes down to if an applicant has an application and with two or three agencies competing right here in this region, it just comes down to which one calls them first to offer them a position. So I think our team has done a very good job and we continue to look if we can shave two days off that process that can make the difference. So we're looking for ways to ensure that we stay highly efficient. And Chief Surrata, are we keeping data in terms of why we may be losing applicants, for instance, let's say somebody is applying and the process ends and they end up somewhere else, is there a follow-up to find out why? Well, we didn't go with same-people-ease because it took extra time or, you know, what are the reasons why I'm just wondering is that data being collected now to find out why we may be losing some applicants? That is a very good question. It's a question that we asked ourselves recently. And I had a lot of anecdotal information from my recruiters and from my background staff. And we could kind of put some pieces together. But what we found is we didn't have a great tracking system for applicants. We have a system that processes applicants paperlessly, which builds some fantastic efficiency into that process. For instance, we no longer have hiring meetings. The actual hiring process happens electronically with myself, the other two assistant chiefs, and ultimately chief hollow-way making a hiring decision. That has improved that process. But we didn't see what you're talking about, a tracking system to look at applicants and determine if there's a reason, collect data and see where they are in the process. So we're actually right now in the final stages of implementing a system that went through the city's technology committee and we're very hopeful that that helps us continue to build that process and make it better. That's fantastic. That's great to hear because I rather have data versus any total of it. Yes, we're very excited to see it come online. Great. Thank you. Thank you, Chief. Thank you, Chair. Thank you. Council Member Evans, thank you so much, Chair. And thank you so much, Chief Holloway, and I appreciate all of you all being here with us to support him. I do have a question about the off-duty services. I noticed that there was a increase. Looks like off-duty services by about $450,000. Can we talk about those services that we provide and specifically tropical field traffic? Because I know we're not playing games there now, so how does that work? Yeah, so I'll let Pam speak to actual numbers because I don't want to misspeed and I can speak to the operational part of it. Council Member. You want to increase? Okay, the reason why we did an increase is to match our revenue. We've had a lot of people requesting our services like Off-Duty. As the city is growing, you have a lot of businesses coming in. so you have a lot of people requesting our services like Hofduty. As the city is growing, you have a lot of businesses coming in, so you have a lot of people requesting our police services, and also sometimes depending on the event, you may have a small event, but you need most security within that event. So we've had those type of increases, and that's why we increased our Hofduty. For Tropicala, it's different. We have our baseball games and we have the non-Besible events. So for this year, again, as we all know, we don't have the non-Besible anything going on over there. But for next year, we are predicting that we're going to be into our normal businesses. So we're going to see an increase. Again, we've seen this increase because as the city is growing, again, we see a lot of people trying to come here to host the events because of the weather and the environment we gave them. And I'll just add that these revenue amounts match the 24 amounts where we had been and we had those. So we're actually increasing the budget when they were a plus came and we match it to the actual. So we think these are revenues that we've already gotten and we're just matching that budget to those. Revenue to the actual. Is there something you wanted to add to that? No, I don't believe so. I think they covered the budget aspect. There are some nuances to how traffic can't have in particular different from other off-duty services we provide happen. And I don't believe these numbers are impacted by, because we are providing assistance to Tampa PD with facilitating off-duty services for raised games while they're playing over at Steinbrunner Field here in Tampa, but I don't believe that impacts these numbers. This Tampa pay us for that assistance? The razor paying. The razor paying us. God, you appreciate it. Um, other questions, speaking of that revenue source. So we've identified a possible revenue source that we can tap into with these new businesses that are coming to the city. Are we being proactive, like with identifying those businesses, maybe a nightclub, a bar or something? This might be an opportunity for an opportunity officer to possibly provide services. Do we reach out to them or will we wait for them to reach out to them? We generally wait for them to reach out to us. I'd let Chief Holloway speak to this. I'm not sure about the idea of like marketing that, but we generally have a very, we have no shortage of businesses that reach us out to us for those services. So it's something that we have a robust demand for and we're able to provide that demand. Chief, good morning, sir. Good morning, Council. Yeah, we do not reach out to ask businesses do they want police officers? What we look at is there's an issue there in the owner decides that he or she wants more police coverage and we will recommend them to hire off-duty officers, but we do not go out and market ourself because we just want to put ourselves into that position of trying to put our officer at every business here in the city. I appreciate that. And can we go on record chief downtown businesses versus other businesses across town? I've heard rumors that downtown businesses get police officers for free. Our downtown business is paying for off-duty officers or police officers patrolling those businesses at no cost. Sure. So a couple of years ago, sir, I always say 10 years ago, the city hat was called a downtown unit of bar unit as a sign owner. So it's not for free. They're patrolling the downtown quarter. No business has those officers. They just patrolled from five to five, from the water to nine. So it's not free. It's just patrolling the area. And I say it works great because that's why people come to our downtown community because we hear all the time about people feel safe coming to our area. But they're not assigned to a business. Thank you for clarifying that. I appreciate that. You're welcome, sir. My other question and last question was regarding the call program. So I'm happy to see that we are increasing funds to allocate for increase in overtime positions. Are we looking at possibly hiring another navigator? Is there a need for that? I noticed that we're paying overtime, but is there a need for maybe one more position? Well this will be, fiscal year 26 will be the last year of our three year agreement with Gulf Coast for the call program. So that is something that we would be looking forward or looking into for our next multi-year agreement which would begin in fiscal year 27. Right now we are the call team is fully staffed but again these increases to support retention of the existing staff as well as have the additional funds for overtime we think are going to be really impactful. I appreciate that and I appreciate the work you do chief and all your staff. I'm one of those people I believe in funding our police not defunding our police. You all do a lot of good work you put your lives in the line and I don't think we should cut corners in our budget when it comes to public safety. So thank you all I appreciate it. Thank you. Thank you. Council Member Harding. Thank you, Chair. Chief, thanks for being here. Just to first clarify, under revenue sources, intergovernmental revenue, I apologize. I'm not sure what that is. We budgeted. Mainly grant revenue. That is all. OK, that's what I thought. I just want to make sure. Back to Chief, back to Axon. We're gonna all double the budget that we spend on that company next year. I find them to be pretty innovative and I think that they have an incredible suite of services available to your industry. But in that additional 1.5 million, how much of that is command staff deciding we're going to take more advantage of what they have to offer and percentage wise and how much of that is just axon taking price increases. Any ideas? So I think that's a really, that's a very good question I appreciate it. I think it's a very important point to make because there are certain price increases that we see with any vendor. But we have definitely adopted new capabilities and technologies that they offer us over the last several years. And what you're seeing, I think, reflected in next year's budget is an effort to consolidate those services and actually capture bundling preference in their pricing in doing so. So Axon does offer a lot of different innovative technologies to us and we're consolidating those. As I said a moment ago previously we had two completely separate contracts with Axon. There was one for administration of the TASER program, which is the less lethal weapon that officers carry on the street, and then completely separate from that was the Body Worn Camera System. I don't believe this budget reflects a complete consolidation of those contracts, but that is what we are working towards right now. And there will be a preferential pricing in bundling those services. Additionally, as we have increased our use of drones, small drones, and I believe we've done that effectively, that also plays into this, and that's a service that they provide through a partnership that they have with the manufacturer of those drones that we utilize. So that it enhances both officer's ability to use those devices out in the field effectively, but it also enhances capability for like a command and control function should we need that in a major incident. So it'd be really difficult for me to break that down as a percentage, but I think the majority of that increase is consolidating these services that we've been purchasing somewhat I don't want to say piecemeal, but we've purchased them at different times leading to separate contracts and we're trying to consolidate them in one pricing plan. So I'm interested culturally. Is there, do they have any competition? So yes or they do. They do have some competitors in the space for some of their products. There's no one that we have seen that can compete with their ability to deliver what they promise, and then also to get every, all of their different tools work perfectly together in their ecosystem. Yeah, I think that'll probably be an issue going forward. Yeah, so like the way our systems work, the fleet system in the car, which has expanded and that's another price driver in this increase because we have our goal is to have that fleet system, which is the in-car system in every single patrol vehicle on the street. That system integrates with the camera that the officer is wearing. Both of those tools integrate with the taser. They both integrate with the weapon mounted light. Then there's the digital evidence storage side of their services that have to integrate with all those products right down to the inventory control on the tasers themselves and the batteries, the probes that go in them. All these things are integrated through that digital ecosystem. I think they're absolutely incredible what they offer. I just, when they eventually become the only fish in the sea, we, not to put a plan where we become, we become held hostage eventually. So I'm interested in what that looks like in two years because they have integrated a lot of things that aren't put together in other companies. On page seven, just curious, just clarification. The appropriations by fund, we have school crossing guards on there twice, once for like a million three, once for about a half a million, is that are those the same different? So one is the program, the school crossing program in the police department that's funded in the general fund, which is the 1.3, and then the school crossing guard fund is a fund that has revenues come in that we transfer to the general fund to help, help offset the cost of the school crossing guard. Okay. Oh, all right. So that is what school system or county augments? No, it's, I think it's from traffic fees. Sorry, I can't hear you. Sorry, I can't hear you. So it's about 450,000 that offsets the cost of the program of the 1.3. So it's a revenue covering expenditure. Okay. And last question, Chief. The decreases in budget are all seem to be all administrative non-policing, legal fiscal compliance records. Is that, are we finding better efficiencies or are we at a point where we're needing to move monies around to fund operations. We're finding better efficiencies. So as we go on and look at technology, we're trying to replace those people that we can use for technology. The YouTube technology can replace them. So like the assistant chief, he does it all the time. He runs support services. So he really works with the non-sworn personnel. So where we can find that gap, we try to find that gap. Okay, I was just getting it, is that it will not big enough to fit the mission. And so we're looking for it in other places or? I think also some of those changes are also reflective of as we identify ways to improve efficiency or a process that maybe we can make better, we'll reallocate personnel within the agency. So we've done that a number of times this past year. So those changes in some of those individual lines are reflective, I believe, of that. So there hasn't been, like we have not had a net reduction in civilian support staff at the agency for those processes It's where they're housed where those individuals as employees are housed in the budget or the FTE lands better that than the alternative Thank you. Thank you. Thank you. Thank you Councilmember Driscoll. Thank you Simple question. Do you have everything you need in this budget? Never ask us that, man. No, to be honest, yes, we do. I wouldn't give my staff credit, because we're always looking to give counsel credit all the time. You're always asking at that. So the other police chiefs in the sheriff is kind of like, I'm on my tent, and I shouldn't say that like a honeymoon, you try to make sure that this city is safe at all times. You try to make sure that men and women get exactly what they do to make sure they can go home to their families. So I want to thank you for that. I wanna thank you for our community because you do. Every councilman always asks us that. So I appreciate that. All right, thank you. Thank you. Tom, this question is actually for you. And I certainly don't wanna go down a rabbit So if we need to one on one, that's fine. The question was brought up earlier about the contingency versus the operational budget when it comes to the negotiations. Does this budget reflect the previous negotiations on GWI and steps? It would include steps, but nothing for GWI. Okay. So essentially, we act like that GWI has ended and contingency would be for the new GWI in the next budget. Okay. I just wanted to make sure I understood it when looking at it side by side. Thank you for the clarification. I don't have any questions. Thank you so much, thank you so much for being here. Thanks for all you do. And we're going to continue to support. Thank you so much. Appreciate it. Thank you, members. Okay, let's keep rocking a roll. All right, we're moving on to our next administration, which is our public administration. Public Works administration, and we have Jim Chisholm here today to present. Hello. I begin the public works administration begins on page nine of your workbook. Overall, the public works administration encompasses five departments, with a total budget of $364.2 million. as you can see from presentation page up there. About 60. total budget of $364.2 million. As you can see from presentation page up there, about 69% or $250 million of this administration budgets in the water resources department. 18% or 67 million is the storm water pavement and traffic operations department. 10% or 38 million is in the fleet management department. 2% or 8 million is in the engineering and capital improvements department. And less than 1% or 1.4 million is in the public works administration department. The first department on page 10 that will go over is the engineering and capital improvements department. The total FY26 budget is $7.8 million. And it's housed in three different funds, the General Fund, the Stonewater Utility Operating Fund, and the Water Resources Operating Fund. The engineering and capital improvements department's FY26 General Fund budget increased by $501,000 or 9% compared to the FY25 adopted budget. The salary benefits and internal service charges increased $647,000. During the year, during the FY25 year, there were changes in the labor distribution charges to other departments, resulting in a net increase of 0.2 FTE. And in the FY26 budget, the department will reduce the amount of salaries that they charge out to projects to account for the increase, expected increase in fiber optics, and other private utility permits, which results in an increase of $500,000. Other increases in the FY26 budget include trading fees, small equipment per petrile software, equipment repair and maintenance, and software as a service. purchases for FY26 include $35,000 for which is a decrease of $72,000 over FY25 and is for the purchase of one new hybrid truck for the construction administration division. Reductions for FY26 include increased charges to external projects, facility repairs and renovations, and miscellaneous line animal adjustments. Revenue is expected to increase about $10,950 due to an increase in state shared street lighting revenue. In the engineering department's stormwater utility operating fund, their budget remains unchanged and reflects the engineering services that will be provided for the fund. The engineering and capital improvements departments water resources fund budget increased by 76, excuse me, $70,000 or 6.9% and reflects the FY26 engineering services that would be provided in the water resources operating fund. Are there any questions on the engineering and capital improvements to carbon? Thank you. So someone's going to have to explain that second paragraph to me. Because the part where it says the apartment will reduce the amount of salary burden out to projects account for the expanding increase in fiber off based on the quality permit. And is that related to the FY 2020, six change in wages and benefits which is shown in the column as an increase of 56%, then the capital is a decrease of 67%, and the engineering support below is 64%. So. The budget going to put a budget technical side. Engineering, a lot of the personnel charges out to capital projects. Yes. So we have their budget, the salaries and benefits shown, and then we have a line item that reduces that because it's not actually going to hit there's going to hit the capital project. So that amount that's going to go out to the projects next year is going down so that we need it, they're engineering operating, but it's gonna be increased due to some new things that are coming up and I'll let Bradge go into that piece, which is the permitting. So the budget needs to go up because those FTE, the personnel won't be able to charge projects because of some of the permitting fees that are heard. Okay. Yeah, so right now there's a big rush on fiber optic permitting within the city. Just within 2024 we did 1.7 million linear feet of permitting and that's just fiber optical that's separate from all the other right away permitting. In the next year that that was just with one company. In the next year, we're expecting three companies to do $2 million, $2 million linear feet each. So just to give you perspective, there's about 1,200 miles of roads and alleys across the entire city. And we're expecting to permit just in one year, approximately 1.1, well, 1100 miles. So just about the same amount of miles in the city and alleys, we're expected to get that much permits in our review next year. So because of this, we have very tight timelines to turn these permits around to get them approved. But these permits, because they're within the right away, and they're relatively shallow within that range of clean outs, water means, stormwater pipes, requires substantial review on our time. And, you know, we've had hits on our utility spots, we have to inspect all of these. So one permit company, one utility provider alone, had approximately eight installers across the city. So if we push that out by three different installers, now three different providers, and multiply that out, we'll looking at about 24, probably contractors, of course, the city directional drill and at any time. So it's quite a big lift. And you know, there was a big push on this when, um, frontier when fiber optic a few years ago, and happened and then we went back. So we're, we're looking, hopefully this is not some, I mean, to come be sustained for five, 10 years but once the buildout is done it's just a risk to get that buildout done as quickly as possible. Okay so hopefully this is not some, I mean, it can't be sustained for five, 10 years. But once the build out is done, it's just a race to get that build out done as quickly as possible. Okay. So just for those that maybe watching because there's going to be a lot of work being done on the streets and on the right always next year, right? So you're talking about 1100 miles, right? A fiber octaves being laid. So curious, A number one, obviously you've covered this in the budget to what is the practical effect? So we, since we're just talking about it our doctor. So we're talking about it right now. Why is it happening now? Just a simple thing. So we're aware of it when we start getting the calls and all that. I appreciate this really. So for the communities and the neighborhoods, we do require the contractors to put out the notifications when they're going to work in these corridors. And that's why we want to have more inspectors out there to stay on top of the contractors to put out the notifications when they are going to work in these corridors. And that's why, you know, we want to have more inspectors out there to stay on top of the contractors when they're out there working. But for the residents, they may not see work in front of their property because a lot of this is going to be done by directional drove. And hopefully, they don't see anybody. So they will probably be at one end of the block, direction on drilling to the other end of the block. I do encourage residents if they do come home and they do see, you know, a loss in power, well, sorry, not power, hopefully, but a loss in water supply or anything of that nature, we will provide that contact information and our door hangers provided to the contractor. Please call us right away. We will make sure and follow up on it because we want to make sure that their services are not affected. Those instances do happen when you have this much going on by multiple contractors across the city. So again, I will gladly provide contact information for notifications so you all can pass that out out to neighborhood associations as well. I appreciate that question. And then when this build that happens, I guess we'll be good for how, or how that just cloud like I just, cloud gives me a look. I'm just curious. Until the next great technology company. Until the next great technology. Okay. So that's the expectation. When is gonna start? It's already started Okay, and when is it supposed to end so they're looking to do a three-year build these three companies and they're basically Competing against each other right now. Okay, so do as much as they can okay great That's all my question. Thank you chair Chair. Thank you. Any other council members? I just had two quick ones and it's kind of follow up to Vice-Sharon Hannah-Witz and thank you for bringing the question about, because we actually had in District One, we had a water main get hit last week. And so we had a couple of houses without water, but we got through it. So thank you, Vice-Sharon, what's for the question. My two questions are on the appropriation side under community development. There was the 25 amended at 955,000, and then the housing trust funds, and part of that was 900,000 to housing trust funds. And then it was a zero adopted, and then we amended it it and it's going back to zero. Can you just walk us through that? That's a grant. So we got an EVG grant, mitigation grant and we have to keep that in a separate fund. Okay. That's why you're seeing it in the adopted. We came to council during the year to appropriate the funds and that's showing up in the CDVG as the Community Development Block Grant Fund. Okay, so as we get those, that's where we'll see them land. So that's the CDBG mitigation, which is- For mitigation. Yeah, there's different grants, and that one will keep it. But mitigation specifically, that's where it all land. Yeah, DR is gonna be different. It won't be there, right? Okay. To give perspective as well, and to Consumbering the Hardings question, the adopted budget, as opposed to the men and men as to me, it is really projects that we're implementing, and those are road ahead purchase orders, because it's going from one fiscal year to another. OK. That's really the big difference. So that funding sources are grand. There may be other projects from other funding sources like in the park and revenue or the pay. And those are just rule ahead, put your sawdust. OK. And not to get over my skis here Liz, but when we're talking about CDBGDR, because of the percentage of where we have to spend them, my guess is it'll end up in multiple different. We may be talking about this later, I don't know. I mean, if 70% of it needs to be spent on housing, 70% of it will end up in the housing and again it's probably going to be we probably will create you know we're working through with financial probably one fund but you'll see it in multiple departments. Okay similar to the ARPA fund where we had the ARPA fund and you see it in parks you see it in the housing it's It's gonna look like that. Perfect, thank you. Just trying to get an idea as that come, as that comes. It was still kinda working through the detail. Yeah, I get it. Before I see it at this point. Okay. Arpa fun and you see it in park you see it in the housing. It's gonna look like that perfect Thank you just trying to get an idea as that come as that we're still kind of working through the detail Yeah, I get it. I see it at this point. Okay, great all right Thank you very much council members any questions any more questions for engineering capital improvements Okay, thanks, brish Clouds probably gonna hang out all right. We're gonna take we're gonna go Nine minutes come back at 10.35, committee of the holes in recess, till 10.35. Thank you everybody. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to be doing this. I'm going to do a little bit of the same thing. . . . . . . I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. you and you and I'm here. and Oh and you and Oh I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm in! I'm gonna go to sleep. I'm gonna go to sleep. I'm gonna go to sleep. I'm gonna go to sleep. I'm gonna go to sleep. me I've been trying to breathe I know what I'm I've been trying to hide my thumbs K, I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to be a good guy. I'm not going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. you . the you We'll keep moving with public works. Okay. Page 13 was the next department fleet management. Their total FY26 budget is $38.1 million, and they are in four different funds, the fleet management fund, stormwater equipment replacement, equipment replacement, and water resources equipment replacement. In the fleet management operating fund budget, their budget increased $1.2 million, or 6%. Soweries, benefits, and internal service charges increased $988,000. There were changes during the year of FY25 in the labor distribution of a senior operation specialist resulting in a net increase of 0.2 FTE. Other increases in the FY26 budget include facility repairs and renovations, pest control, other specialized services, and there were miscellaneous line-on adjustments. Capital purchases for FY26 total $120,000, which is $120,000 increase over the 25 adopted budget, and includes three toable backup generators to power the outside fuel island, tire shop, and specially shop during power audages. Revenue is expected to increase $1.4 million, primarily due to increases in repairs, which are 1.9 million, which are partially offset by reductions in fuel, accidents, and miscellaneous line items. fleet management, departments equipment will replace and fund budget, increased by $1.4 million or just over 18%. The citywide vehicle and equipment replacement requirements total $9.315 million, which is an increase of $1.4 million over the FY25 adopted budget. Revenue is expected to increase the $1.4 million, which due to increases in fleet equipment replacement charges of $906,000, higher intersternings and data communication charges. The fleet management stormwater equipment replacement fund budget increased $427,000 or almost 20% over the 25 adopted budget. Salaries, benefits, and external service charges increased $2,000 and this budget also reflects stormwater, vehicle, and equipment replacement requirements in the amount of $2.5 million, which increased $425,000 over the FY25 budget. The fleet management's water equipment replacement fund budget increased $111,000. Or almost 4% over the FY25 adopted budget. There were increases in salaries, benefits, and internal service charges. And this budget reflects increased water resources vehicle and equipment replacement requirements in the amount of $3 million, which increased $109,000 over the 25 adopted budget. Revenue will be, is expected to be unchanged in this fund. But any question on the complete list? No, no, no. Councilor Murgell. Thank you. Early in this day, as we're going over the presentation at the beginning, it was mentioned that vehicle replacement was a chunk of the, was it internal services? Remembering, I must be awake now. Um, and I made a note of it because as we are looking for savings, as we're looking for ways to tighten our belts, I wonder how closely did we look at fleet management, how closely did we look at vehicle replacement, are there vehicles that can go one more year? Everything, I think people understand if everything isn't bright shiny and new. Of course, we want to make sure that we have vehicles that operate efficiently. But tell me about the process of landing on this number and any other information that that informs us on how you determine that a vehicle needs to be replaced and how we looked at every single need to make sure that we can't stretch it a little bit more. Well, I'll get started and then I'll have Liz and maybe Randall respond with more detail. But to answer your question directly, we spent a lot of time this year in particular looking at the fleet charges and how the acquisition of new vehicles. And I think, you know, candidly, if we are in a place where we need to find a way to balance, this could be another place where we would. Now, and it's a little bit of a long esoteric explanation, but any adjustments that we do on some of these vehicles have a, it's kind of like kicking the can down the road, so to speak. So we know that we're going to have to replace vehicles. And we know that as vehicles get older, they become more expensive to maintain. so there and as we push out acquisition of vehicles they become more expensive in the out year. So there are a lot of different variables in moving parts associated with our acquisition of vehicles and how the Fleet Department operates but we have spent a significant amount of time this year in particular looking at this. And I'll ask Liz and Randall if they want to add some additional input there. Is there anything? I think we also looked at the amount we're paying into the replacement fund as well as the vehicles that we're replacing. So we looked up both sides of the equation. Yeah, just to clarify our processes in turn within the department. What we do is we kind of narrowed it down over the last few years to kind of assume a metrics for each vehicle on a device and when is the sweet spot for moving something beyond its life expectancy, its life cycle. So every year, and even in the past years, we take each vehicle item item, if they land on, if they hit our metrics for replacement, we also talk and work with departments directly and put eyes on the vehicle. We do an inspection of that vehicle at that time to see if that, if it's got low mileage or if it's a specialized vehicle that we should stretch out when is our replacement going to come in for is it four years in the making like it might be for like a fire into tea or something of that nature. So we look at those processes very closely and have been for the last three or four years. Okay. This could be something we need to take a closer look at. Just even, I try to think of this challenging time as short-term and think about what can wait till next year. So this might be a spot to look as we move forward. Thank you, Chair. Thank you. Vice Chair Hanowitz. So looking on the other side of that coin, you remember the COVID supply chain issues and the challenges we had in terms of obtaining equipment and the delays and delivery of equipment. So we talk a little bit about that. Obviously, there are issues with the tariffs and systemic issues that are arising in terms of materials. Yeah, that's an excellent question and it's an excellent observation. We deal with this every since, you know, COVID was kind of a trigger spot for us and it made us really look at supply and demand how that can change on a dime. And we struggle with that since that timeframe. Everything up to that point seemed like it was pretty standardized. And then when we hit that trigger in that year it's been a fluctuation every year to decide when to decide if we need to be purchasing early or if we need to, for for example, now to try to get ahead of expectations of tariff and things of that nature. So we have had to manage our business in a way that we hadn't be more fluid and we had to move quicker when it's time to move. And council was a big part of that because you allowed us to be able to buy in bulk versus going vehicle to vehicle to get approval for smaller packages. Now we do larger packages, which makes us way more agile in getting our prices. Our vendors that we work with and our consolidated contracties that we use, these are all vetted vehicles. They're all best pricing, they're all best builds. And so we're able to use those as a way to decide what our cheapest or what our most effective mission requirement is. So yeah, that was a, that year really changed our business in a lot of ways and tried to move that forward. But we do have to look at all of those delivery times or longer and honestly in this field, having valued trained professionals that can put these vehicles together, get them delivered, and internally in other areas like, for example, vehicle repair, upfitting of vehicles, marking of vehicles, those have been tough to fill those positions and feel them accurately with trained personnel. And it's across the board in my field. So that's made a lot of these lead times harder. And we've had more mistakes with things coming off assembly lines which you wouldn't even think that we would have, but we have. So we've had to go back and do a lot more warranty work in things of that nature too. So there's a lot involved in that now that we've had since that time. Well, you mentioned vendor relationships. So hopefully those vendor relationships will keep us informed as to what we need to be focusing on in terms of the future and what you're seeing down their line. Because you're seeing here and you're seeing further down the line where the issues are cropping up and give you that flexibility to respond and I'm sure we will too but I don't that envy your position so thank you. Council members any other questions? Randall I was good to see you ma'am. Thank you Thank you. Okay, the next department is on page 17, the Public Works Administration Department. Their total budget is just under $1.4 million. Their budget increased by $185,000 or 15% over the FY25 adopted budget. Soweries, benefits, and internal service charges increased $82,000. During FY25, a full-time operation specialist position was added, which resulted in an increase of one FTE. And then adjustments were made to salary and benefit allocations of a full-time senior operations analyst to other public works administration departments, which was a reduction of 0.8 FTE, and so the net increase was 0.2. In FY26, the mayor's mini tree grant program will be moved from the neighborhood of Relations Department to the Public Works Administration Department. We're an increase of $100,000 in grants and aid. And then there are miscellaneous line-anim increases of about $2,600. Revenue is expected to increase just over $2,000, which is an increase in general government administration charges. Council members and the questions. Council member Gents thank you chair. Question what was the reason for moving the tree grant from neighborhood relations to public work? I think think it was to better align the program with the department that was doing a lot of the work. It can be OSR division was doing a lot of the tree planting. So it just seemed like a better fit to move that into that shop. Hi, Greg. Thank you just wondering. Thank you, Cloud. Thank you, Joe. Thank you. Any other questions, council members? He peasy, glob. Thank you. Page 19 is the stormwater pavement and traffic operation department. Their total budget is $66.9 million and shows up in five different funds, the general fund, sanitation, operating fund, stormwater equipment and replacement fund, and the stormwater utility operating fund and the water resources fund. The, their department's general fund budget increased by 547,955 dollars or 5.4% over the FY25 budget. The salary benefits and internal service charges had a $487,000 increase. And during FY25, there were changes in the salary distribution between the general fund and the stormwater utility operating fund that resulted in a decrease to the general fund at 2.1 FTE. Other increases in the 25 in the budget include equipment uses charges to projects and miscellaneous line and adjustments. Capital purchases total $24,000, which is a $24,000 increase over the 25 budget and includes a purchase of four arrow boards. These increases were offset by decreases to facility repairs and renovations. invenue in the general fund is expected to remain unchanged in FY26. In the sanitation operating fund, the storm water pavement and traffic operations budget remains unchanged. There's no storm water equipment place fund budget for storm water. It shows up in the fleet budget. The revenue is expected to increase $423,000 in FY26 due to an increase in the transfer from the operating fund for vehicle replacement of over $305,000 and it's estimated higher intershurning. In the stormwater utility operating fund budget, they increased by $15.253 million, or $37.4% can over the 25 budget. The salary's benefits and internal service charges increased $2.1 million. During FY25, there were changes in the salary distribution between the general fund and the stormormwater Fund, which increased in the Stormwater Fund by 2.1 FTE, and there was an adjustment in labor distribution charges resulting in another increase of 0.06 FTE. The most significant change in this fund is an increase of $14.7 million in the transfer from the stormwater utility operating fund to the stormwater drainage capital projects fund. The total transfer of FY26 to the stormwater CIP will be $24.624 million and will be an estimated to be 50-50 cash to debt funding ratio in the capital program. Other increases in the FY26 budget include the transfer to the stormwater equivalent replacement fund of $305,000. Other specialized services, $593,000, refuse and miscellaneous line item adjustments. These increases are offset by reductions in capital, just over $2 million, consulting, and software as a service. Revenue is expected to increase $6.1 million in FY26 as compared to the 25 budget. The 26 revenue includes a 15% stormwater utility fee increase, which was recommended by the FY25 rate study conducted in FY24. The FY26 rate study process is underway, and the final rate increase will be established later this summer. The stormwater pavement and traffic aberration department 26 water resources budget is expecting to increase $48,500 or 14.3%. This reflects the FY26 utility restoration services that would be provided for the water resources operating fund. Council members, any questions? Vice Chair Hanover. Thank you. Hi, Marshall. How are you doing? Good. And tell me a little bit about the significant, obviously, its significant change, so I want to talk a little bit about it. To let you know, the transfer from the storm or utility operating fund to the storm water drainage capital projects fund of $14.7 million. And then the total transfer to the storm water drainage capital projects of 24 million. And I can answer part of that is the inclusion of the SPAR projects in the FY26 CIP fund. So that's going to increase the transfer we have to do the operating fund to cover those because we do 5050 cash debt. So this is the cash portion that comes over to match the debt that we do in the fund. And then also the CIP storm under program is getting larger every year. So some of the management study projects are also coming in to FY26. So we're at the increase that transfer because the CIP budget is larger than it's been in past previous years. Okay. So there are some, because I thought Spar wasn't funded. This is some projects that are funded that within the Spar. The day. Only for fiscal year 26. Beyond that. Only for fiscal year 26. And then we're taking money from stormwater utility operating fund. To fund those projects. So when the utility rates revenues come in, they're placed into the operating fund, and then the funds that are used for the CIP are transferred out of the operating fund into the CIP. And so, and then that goes to my follow up, which is, this is all based on the fact that we have an increase of 15% utility fee if that occurs. Okay. Thank you. So that's that that revenue number is the amount that's in the current rate study. So when we go through the new rate study that amount may change. No, I understand that may be changed, but these numbers are based on that projection. Based off the current year of 50. Oh, it's based on the current year, not the 15%. The 15% is the number we have from last year's rate study. So we have as part of the current year rate study, we build in the budget to the new rate study. So once we go through that process, the new rates will include these numbers. So until we have a better number, we budgetarily use last year's rate study number because that's the best number we have right now. Right. So it doesn't include changes from, you know, increases from what we've had in the rate study last year. Okay. But it's still the 15%, we haven't increased it 15% yet. That's just the projection, right? That's the projection? Yes, that's okay. We're on the same page. Okay. You're explaining it in a different way in my mind worse in a different way, but I appreciate it. Thank you. Thank you. Any other council members? Council member already. Council member Hanoetz was headed down the same path as me and I apologize. I just want to make sure that the revenue projections are not, you're saying they're not based on the, what is recommended for this year that we haven't been, that we haven't been through yet. They're based on last year's rate increase. That's correct. It's based on last year's rate study recommendations. Okay. And we're in the middle of the rate study process now. So we're building all the FY26 requests in there. So there could be changes from what was in there last year. And so then the new rate study, when we have those numbers, we'll indicate what the new rate amount needs to be. So that's why we want to point out that that's going to happen later this summer. So the 15% is a placeholder right now until we complete this year's rate study. Understood. And back to the transfer of money into the operating fund and then out to CIP. That is standard operating procedure. That's the way it normally works. Okay. And those budgets are just written off what has been approved in the past and now we're moving forward with it. Okay, understood. That's all I need to thank you, Chair. Thank you. Any other questions, Council members? Marshall, I just have one, and it's just a check-in because I know, hey, I know it's been very busy. I know that's probably never going to change, especially with some of, you know, sparring, things like that. First, I wanna thank you for your agility inside of your department, both post or pre-storm and post-storm, just from me personally, it's very appreciative, and your communication is very appreciated. How does the vacancy list look in your department? Great as far as we have very low vacancy. Okay. Through administrative support and also being creative and finding ways to give people to us. Yeah. We're typically around 10% and not less. Out of 235 full-time employees, We have approved for the apartment. Okay. Because we're typically around 10% at least. Out of 215 full time employees, we have approved for the department. Okay. So we're here on 10. The way I look at it is, your department is one of the most seen outside of Parks and Rec. Because you're fixing a storm drain, you're fixing a thoughtful, you're striping a road, you're fixing one of thousands of signs that were bent. And so I wanna make sure that we can continue to be agile like you have. And also just run. Ants want to win. Who's with our restoration team? Ants want to know. I'm sorry. But these with our restoration team, so the repairs that we do open cuts, these are one of these those You want to see what the budget's all got? Awesome. Thank you for being here. Thank you. I'm doing a prank. I'm doing a prank. I'm doing a prank. I'm doing a prank. He's part of the day right there. Right. You need to switch seats with me, man. Right. Let him go to work. Right. We're going to the mayor tonight, then. Well, anyway, I just wanted to, again, go back. Just want to make sure, because I very much appreciate the agility. I want to make sure you always have the access to be able to do that. Thank you. Appreciate it. Okay. Yeah, by your hands. Chair and chair brought up a good point. You do a lot and with resources you have, but we know and this was covered in the meeting recently that if there is an increase in projects in terms of spa, then your department needs are going to need to change. Would that be correct? Would that be fair? Okay, so right now we're good, but if spar does happen, then this has to change quite probably drastically. Okay, okay, yep. So if I may, luckily there is a lag there between when we do the construction and then when we'll need the operating team. So we'll always be able to watch what construction we're doing versus okay well we're gonna need additional people next year or the year after so for instance whenever we do these these lift station these pump station projects as you know they take a while to construct about two to three years and so during that period we'll know that when it's done and it's ready to go online then we'll need to have the people available to operate it. Great. Well like the shear said and he said it very eloquently Marshall you do a great job with what you have and communicating with the community on issues that could be very volatile. I've been a neighborhood association meetings especially after the storms where people start talking about the storm water issues and all that. And you've always been extremely gracious and respectful, even when it gets heated. And that is very much appreciated because it always brings the temperature down in those meetings. And I love watching you manage that. And not just in the meetings, you do it with through the emails. And that's very appreciated because those are some of our most kind of difficult situations to deal with. Well, thank you. Thank you. Yeah. Oh, I saw it. Oh. Oh. Oh. Oh. Thank you, Vice. Thank you for bringing up. because the reason I asked about the vacancy list was, and I wanted to make sure we were behind the A-Ball before all those things happened. That was really the impetus behind that. So thanks for bringing it the extra step. Yeah. If I may address the vacancy issue, so we monitor on a monthly basis the vacancies within all the public works departments. Our bench line is if we're at around 5%, then we consider ourselves to be at full capacity because we're always losing people to recover. Yeah, right, they're certain. Right, if we get beyond 10%, that's when we really start to get worried. And so we'll change the way or ramp up what we're doing to recruit people in. So we try to manage it within that five to 10% range. Awesome. Thank you for the perspective. OK, Marshall, thank you. Yeah, yeah, please. I think Jim Chisholm, for stepping in, usually we work in our grid. Jim, come here and retire. We have to help us with the budget process. He's very patient. So I want to say thank you to Jim. Jim, you may be. Appreciate it Marshall. Thank you for everything you and your team. Thanks for being here man. Thanks for being a part of it. Okay, let's keep moving. Okay, the last department in this administration is the Water Resources Department. Their total FY26 budget is $249.852 million, and they show up in two different funds. The water resources operating fund and the water resources equipped to replace and fund. In the operating fund, their budget increased $29.2 million, or 13.2% over the 25 adopted budget.. The salary benefits and internal service charges increase $6.8 million. During FY25, two part-time security officers were upgraded to one full-tempozition, and there was an adjustment of allocations based on actual hours work for a net increase of 0.34 FTE. The most significant change in this fund is an increase in the amount of $11.548 million and the transfer from the water resources offering fund to the Water Resources Capital Fund. The total transfer in FY26 will be $56.275 million and it estimated to be a 50-50 cash to debt funding ratio of the capital program. Other increases in the 26 budget include a transfer to the water resources debt fund, $9.7 million. Other specialized services, consulting, commodities for resale. And transfer to the water equipment replacement fund of $77,000. The sale of repairs and renov, and other miscellaneous line-amma adjustments. These increases were offset by reductions in operating supplies, capital purchases for $26,000 total, $822,974, which is about a $7,000 decrease over the 25 adopted budget. Capital purchase included F-150 truck, three trailers, 12 actuators, two monocloramine analyzers, valves, flukes, valve cleaners, and excavators. Revenue is expected to increase $12.75 million in FY 26 over the 25 budget. And that includes a 6.75%, 6.75% increase in water, wastewater, and reclaimed water, which was recommended in the FY25 rights study conducted in FY24. Again, same storm water, the FY26 race study is underway, and the final rate of increase will be established later during the summer. There's no budget in the water equipment replacement fund. In the water resources budget, that expense is part of the fleet management budget. But revenue is expected to increase $271,000 due to an increase on the transfer from the operating fund for vehicle replacement. Council members, oh, excuse me, Vice Chair Hanowitz. Thank you. Hi John. So tell us just like I asked Marshall a little bit about the change, the significant change of $11 million transfer from the Water Resources Operating Fund to the Capital Projects Fund. What's that covering? So hello Council John Pallantor Water Resources. Similar to the capital projects fund, what's that covering? So, hello, Council John Pound, our water resources. Similar to the discussion for the storm water, it is to cover the increase in the CIP budget. So it would be the cash portion of the transfer to the CIP fund for projects. There are some resiliency projects that would be sparse related within the FY26 in addition to our typical enhancement projects and our repair and replacement projects, our asset management projects. Okay, and the revenue increase is based on the project, the 6.75% that was in the study. We haven't made that decision yet, so I just want to make sure that's kind of covered. Still waiting on the this year's rate study. Right. Find out where we land. I would look at that as the floor rather than the ceiling. Okay, and then. Wow. And then the. Increase administrative support services. That was like 18.93%. So tell us a little bit just about that. In terms of change from FY 25 to 20. The programs that where the transfers are located. Is that where the transfers are located? Okay. So if you look at the table bets on page 24, you can see 21.3 is an increase in transfers and they're all in that program. Oh, okay. Okay. That's it. Thank you. Thank you. Council member Gavry. Thank you, Chair. So, John, I wanted just to kind of circle back to my memory serves. I could go into my notes, but I'm going to go off memory. We had a conversation during CIP about the meter replacement. And if I recall, you said that that was in operating for the routine replacement of meters when the mechanical goes out and we have to put in the electronic meters. So can we talk about where that is in this budget? And I'm not. And correct me if I'm not. I apologize, maybe if I'm a spokeer or there's a misunderstanding, but no, the purchase and installation of the meters is a capital project. So the purchase of the equipment? And the installation of the equipment is a part of the CIP project. Okay, and that was reflected in the CIP when we had that conversation. The meters, meters, thousand, and back flows. And there were two of them. If you remember, there was some confusion because there were two of them. One of them was customer-funded for large services, and one of them was our residential services meters. Okay, so there isn't anything in operating? Not specifically. Specifically to those items. It's just the staff time. Yeah. OK. All right. I will go back and I'll compare the two together. And then I'll circle back with you guys. Maybe we'll have a sidebar conversation about it. Because I just, after what we've been through the share with our utility bills. And I think that one of the things that came to light really was the benefits overall, not only to us, but to our residents of ramping up, getting the electronic meters installed across the city. And we recognize that that is not going to be something we can do in all one year, but we really need to kind of start to prioritize what this looks like. Just because, I mean, you talk to Pinellas County and the benefits are there. The benefits are there with, you know, making sure that when bills start to spike, people are notified sooner, all of those things. So I really wanna get to a place where we're having a comprehensive conversation about that. And like I said, I thought that the answer last time was that more of it was in here, but then I didn't see any of it in here. So that's probably my confusion, but we'll have a one-on-one about it, and then maybe a future new business item may come for a conversation so that Council can collectively talk about what a plan might look like to make that happen. Absolutely, and we are focused on delivering the project as expeditiously as we can. And as resources are available, right? Yeah, so we recognize the challenge around all of these sort of projects. But that one specifically, I think that there's a lot of benefit to it on both sides. It's a win-win for both the residents and for the city as a whole. So I want to kind of elevate that and move that forward. Yeah, I haven't talked to anybody that's not excited about the program. Absolutely, absolutely. All right, thank you. Please have a councilman. Oh, yes. If I can add to that, so particularly for maybe some of the newer council members. So John's team every year will replace a certain number of meters. Our desire is that every year we're replacing a certain percentage of the meters so that we're not having to replace them all at once and then doing nothing and then all at once. And so that happens every single year. We bring it in that line item that John was referencing. But as we transition now to the overall AMI program, that's just going to be an additional work on top of the annual work that we're doing. And we'll be looking for outside help, outside contractors to help us do that more quickly and get that done more quickly. As we mentioned last time in the COW, the CIP COW, currently in the CIP is currently shown in fiscal year 27 and 28 because that's when we were looking at it when we put that CIP together back in January. But since then we've been working to see how we might be able to advance it. And as we go through that process and we go out for a request for proposals to work with consultants, and we get everything the whole package together, we will be coming back to you to demonstrate how we want to move that program up. So I just wanted to make that clear, just in case there was any questions about that. So thank you very much. Absolutely, thank you. Thank you, Chair. Thank you. Council Member Horry. Thank you, Chair. A little bit off topic, but relevant to the discussion about meters and I apologize. It is more related to us rolling them out. The technology that's built into that will we, will individual households be able to access that data without going through the city without asking for it. If they, if they get a spike in usage, is there a mechanism to alert them beyond the city being, personnel being involved? Absolutely. We are, are looking at different customer portals. The, the vendor allows integration with several different customer portals. All of them have the basic functionality of if you sign up to be on the customer portal. And you'll have to create a user name and password and be able to sign up with the customer portal. But all of them have the basic functionality of being able to set alarms for high water usage, be able to look at your hourly water usage. So they all have that basic functionality and that is the intention that any product that we deliver for the AMI will have that customer portal. Okay, so we're headed that way. We'll hold online app. Thank you very much. Thank you for that, Peter. Thank you. Council members, any other questions? Thanks, Claude. Thanks, Sean. Appreciate it. Thank you. Well, now we're going to move into our third administration, which is our community enrichment administration. And here with us today to present is Lance Stanford. Good morning, Council Chair, members of Council, the steam colleagues and administration, Lance Stanford Budget and Management Department. I'm Dr. Prasad. I'd be happy if there wasn't any. Oh, here it is. It's literally this storm. Yeah. Sorry, it's sorry. Is this picture of the new council members? This is our annual Highlight Gold. Very subtle. Which no one else does. So I will just point out, I would like for council to keep in mind and weigh Mike's product versus the product in September when you adopt the budget. And you'll see that our 400-page budget far out, L.P. I only see that in Richmond. I mean, it's just friendly ribbing here. But in all fairness, Tom, it all starts at parks. All starts at parks. Oh, OK. All right. We can actually start now. You just didn't want to drop the gun on our beautiful book there. Thank you for the opportunity to present to you the Community and Richmond Administration portion of the preliminary FY26 budget. The Community and Richmond section starts on page 26 of the workbook, not the supplemental book here that's beautifully done. Overall the community enrichment administration's portion of the preliminary FY26 budget encompasses four departments and 76.728 million dollars. Out of that 76.28 million dollars, the Parks and Recreation Department makes up about 77% of the community enrichment budget. The remaining 23% is comprised of the library department with 11.061 million golf courses with 6.037 million and the community enrichment administration departments with 348,000. With that moving into the Community Enrichment Administration Department, beginning on page 28, the Community Enrichment Administration Department's FY26 budget increased by $34,733 or 11.05% as compared to the FY25 adopted budget. The change in year over year budget is driven by increases in salaries, benefits, and internal service charges of about $34,803. And revenue is expected to increase $2,376 or 2% and this is based on an increase in general government administration fees. Are there any questions on the Community and and the administration department portion. Council members, any questions? Okay. That would bring us into the golf department, golf courses department on page 30. The golf courses department FY26 budget decreased $723,423 or 10.70% as compared to the FY23 adopted budget. Some notable increases are in salaries, benefits, and internal service charges, $117,470. Facilities repairs and renovations, $23,500. Stormwater utility charges, $10,431, and commodities for resale $6,935. Capital purchases for FY26 include two green moors and a sprayer for a total of $135,000, which remains unchanged from FY25. There's also a decrease in the transfer to the golf courses capital projects fund and the amount of $905,000, which will bring the FY26 transfer to the capital fund to $180,000. This transfer will fund the main growth bay on golf course restroom and shelter renovations and Twinbrook's golf course pump station CIP projects planned for FY26. Other reductions include recreation supplies for $11,000 and various miscellaneous line item adjustments at $5,145. Additionally, the FY26 budget includes a transfer to the general fund, the amount of $125,000, and this transfer will continue the repayment of previously advanced operating funds and is unchanged from the FY25 budget in amount. Revenue for the FY26 budget is anticipated to increase 5,400, 541,000, $36 or 8.67%. I'm always good for one or two mis-worded numbers there. That's all right. I've already screwed up 12 times. The revenue increases include several rate adjustments and an anticipated increase in utilization. Some of the major increases in revenue are in green speeds, $283,965, rent electric golf carts, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280,000, $280 an increase of $2 to the shoulder rate at main growth bay, an increase of $5 to the summer discount card at all three courses, and an increase of $2.80 to the GHIN handicap fee. Are there any questions on the golf courses department? Councillor Moreruhardy. Thank you, Chair. So might get looks like this as an entity, the three golf courses are operating in the black. And I assume it looks like that was not the case in the past. So we're still repaying some sort of a loan. And I, congratulations. And I am curious, what do you, how did we do it? So a couple of different things. We think the golf industry is right sizing, as we speak. The other key component that we've really been enjoying is folks found golf during COVID. It was one of the few things that you could do that was outside. You could socially distance and folks have not forgotten that they found golf. And so the golf course department under Kinney's direction has also been very aggressive at cultivating new golfers. So he's got a golf program that I'll let him talk a little bit about that kind of creates future golf players. We also have first tee, which is doing the exact same, which is a hugely successful program for our youth. So I think that Kenny and his team have really done a great job of kind of multifaceted looking at all the different areas. One of the things I want to point out, not only are we operating in the black customer hardening, but we are also able to really take care of some of the deferred maintenance that has been an issue for decades, frankly. So when you look at some of the CIP that's here on the list for golf, he's paying for it out of the player fees. So we're really excited and really happy to share some of these numbers. Before I let Kenny jump in with a couple of quick comments, I do want to share the handbook that we just gave out. That's part of our accreditation delivery. Most of you know that we are an accredited agency, one of the few in the country. We just went through that process. We are obligated to benchmark and to make sure that we're data driven and everything that we do. So that's one of the reasons why we create the highlights and goals. We are obligated to communicate that with our elected officials and so this is the mechanism in which we use. So just kind of wanted to give you a cliff note on why we hand that out. But thank you for your questions. Yes sir, congratulations. The idea of public government and in the black, those two don't normally fit together in a sentence. I do have a follow-up. What bait in the past seems like the entity operate in the red. What's left or what will, when will we satisfy that loan or how much is in that loan so that we can work on golf courses this morning? I have a spreadsheet but I don't have a one. I can get back to you in that. Thank you very much. Congratulations. Thank you. Thank you. We were paying $50,000 a year back on that loan and we were able to purchase our golf cart fleet out of our fund bounces here. So the $75,000 that we pay usually for our golf carts is now included in that we're paying back $125,000 a year. Just to go off of what Mike was talking about, we in 2019, our projected budget for rounds of golf at all three courses was $111,000 or $111,000 rounds. This year, we'll project an 163,000. So our business has grown 31% since 2019. And it continues to grow. The demand for golf is real. We took in just under $1.5 million the last two months. We had two record months. We played 35,452 rounds of golf at our golf courses, and we sold 21,000 buckets of balls. At Mangro Bay at typical morning, you book seven days out on the online and we start at 6 a.m. And if you're not in within 15 to 20 seconds, you won't get a T time before noon the following week. You all have received those complete emails and letters, I'm sure. It's a challenge. It's gotten to be where our software companies, as we've been working with them, and we implemented a program to stop the use of bots that's gotten that far away. We use these bots and get three or four times. So we've got to, it'll detect if it's a bot and it'll ask you to do the bicycles or yeah, so it's gotten busy. But our big challenge is weather. We have good weather, we have golfers. Thank you. Anything else, Councilmember Ari? No sir, thank you. Liz, let's go back to your report. So I have my spreadsheet now. The balance at the end of FY26 is going to be 1.326 million. So at the rate we're going right now, it'll be just over 10 years to replace. We could go faster, but we're trying to balance some of the CIP needs and trying to take care of that at the same time. And also adding to the golf carts, we are also including in our target balance for the fund. We're adding a certain amount each year to the fund balance target so that we can replace those out of the fund at the end of that year. so that we'll have that kind of built in as an equipment replacement plan in the fund balance. Awesome. Councilmember Herney, did you have any follow-up to that? Yes sir, thank you, Chair. Vice Chair Hanowitz. Thank you Chair. And thank you all for the update. I have to say so when I look at the revenue that is expected. That's a nice increase from FY 25 to FY 26, more than other years. Yeah, well, we have the increase in the fees. Mm-hmm. And then we're tying in three of our biggest years because we typically project our revenue on a three year, our past three years. So we've kind of gotten rid of you know we've been here that wasn't our best. So these past three years boosted up our our projections. Well that's fantastic. Mike I'm looking at your golf courses department FY25 goals in your book and your revenue projections are pretty on point for the past, which is great. So how are your goals being met? Are you, how are you feeling about what the projections were when this was done to now? I'm very impressed with all the departments in the administration. They all do a fantastic job of meeting their goals and quite honestly exceeding them. Great. Well, thank you. Thank you, Chair. Thank you. Councilmember, fix Anders. Thank you, Chair. Well, first of all, yes, we do know that it does start in parts because I want to commend many years ago, twin bro Brooks provided free golf lessons some of our community's youth. And my question is, and please forgive me if I don't see it in the budget, are you still offering that or would that be considered as far as the special programs? Because I haven't had a chance to look at this. What is that still a part of Twin Brooks' budget? So it is. So first he was founded and was under the golf course department. And we found that it was difficult to receive donations if it was part of the municipality. So first he spun off and is now their own entity. So it's not in the budget book. So that's not something that we provide. We provide them space, we provide them the access to the course, access to the equipment, and all of kind of the logistical components. They built a clubhouse on Quinnbrooks, and they house a lot of programs here. A lot of inner city schools, they go pick the kids up, they had a bus donated to, they lost their bus in the flood. Some people put together some more, an auto-menu bus, they take this bus into the schools, bring the kids out, they do tremendous things with our community and our kids. So is there a reflection? Most of that is free of charge. It is. And I just thought that that was such an awesome program that we've really had as a city. And children that wouldn't normally have the opportunity to experience what golf was. That was their favorite. To win the golf first tee. So I just wanted to see if that was something we still contributed to. We do. But it Okay so thank you for is it in your little highlights book. We have first T information in the highlights book. Okay here. Thank you so much. Thank you chair. Thank you. I'm going to sound like a broker record over the last four years but I continue to be impressed with the golf courses in the city of St. Pete just doing some quick math. By the way, just to piggyback real quickly, Squirrel, the first T-1500 children participated in first T-various programs. That should be the number one bullet point, my opinion. If there's one critique, I'm going to give you that's it. That's fair. That just, first T continues to crush it out there and the programs that they provide and make available continue to blow me away. I did some quick math. If the course is open every day, which I know it's not, but almost every day, it's 60 rounds a day. That's incredible. 60 rounds of foursums. Yeah. And so that it's just bonkers how many rounds are being played at Mangrove Bay. Do we know like what are what's our capacity like how many how many foursums could go if everybody kept pace of play. How many foursums could go in a day? Well, you can go eight times four, you can go 32 golfers an hour. So if you went 10 hours straight, three times, so if you went from seven in the morning to five, that's 300 golf, 320 golfers. Yeah, we're doing 270 today on average. And it's probably more than that because I'm using every day of the year. We did 9,000, the numbers right in my head, 9,072 rounds of golf in March, which was 293 a day. That's crazy. So what the advantage is, no rain. Yeah. You lose a day, you lose 300 players. Yep. Just from my perspective, growing up, I think I started playing a mangrove, I don't know, 9 or 10. It's the best shape it's ever been in. The clubhouse is the best shape it's ever been in. New carts are awesome. I got I went over there a few months ago and then I happened to fly over it coming home from California and it looks gorgeous. I just it for all for all the play that it gets for it it to look like it, how it looks, is incredible. He's got an amazing, can he's got an amazing superintendent? He's got an amazing back office staff. We frequently hear from folks that they're shocked to learn that it's a municipal course. Yeah, that surprises them. And it's, I mean, obviously it's busy on play, but the range is also constantly busy here. And so this is me nitpicking, but I'd love to see, we've seen step up in the grounds and the carts and everything. I'd love to see a step up in the gear and the pro shop. Like I wanna see people walking around in Mangrove Bay, college shirts. I wanna be one of them, right? And so that would be like my nitpick. We've had a lot. I know. You know there's our, our, my guess is the median age though is a little higher of the selling a lot. I think the biggest challenge that we have is, you know, if you're gonna carry a certain shirt that you're gonna buy, say it's a foot joy. Yeah. It's gonna cost you $85. When our customers are only paying 50 to play golf, it's hard to buy $85 shirt. So we try to get good quality and keep that price down. and we have a head. We do have foot joy in there, but we sell a bunch of shirts and a bunch of hats with our logo. And we tinkered your comments you brought up last year about the logo. We tinkered around with it and we've got hats that you'll see out now that say the grove or muni. So it's all tied in and I appreciate that. And I should have brought that up. So certainly thank you for making those. I just the comments I still get are younger players who, again, this is complete nitpicking that we want to see a different style of sure sure here yeah that's all otherwise we can do that it's awesome we'll take that criticism yeah especially what if the only one awesome job awesome job we have a great a great team a greatously impressive. Awesome. Okay, let's keep moving. Okay, with that on page 32, the library department's FY26 budget increased $756,456.734% as compared to the FY25 adopted budget. The change in year over year budget is driven partially by increases in salaries, benefits, and internal service charges, which were $900,243. This increase includes the addition of two full time and five part time security officer positions. Some other increases of note are other specialized services, $12,125, and stormwater utility charge of $9,000, $5.00. Capital purchases for FY26 total $475,000 for library collections. Some of the major reductions in the department's budget includes security services, $72,400 due to the addition of the new security positions, aid to private organizations, $50,000 and facilities repairs and renovations, $47,000. Revenues expected to increase $97,160 in FY26, mainly due to an increase in the contribution from Pinellas County for libraries of $89,707. And with that, are there any questions on the library department? Council members. Council member Flixan? I have a question. I just want to say thank you all extremely excited for the participation opening of President Obama Library. I'm looking at some of the programs and events and the outreach that you're actually doing. And I one recommendation and hopefully We can have when I look at this I don't see anything in regards to young authors and Promoting we do have some local young authors to our miller being one and I love to encourage the Fact that we do have a young generation that is still excited about reading that they're not into electronics and I'm hoping through our library system we will find a way to also celebrate them as well. Perfect. Thank you, Chair. Thank you. Council Member Gouns. Thank you so much. Thank you for all the work that you do, Mike. I appreciate you and your team just to add on my colleague just mentioned, culturally competent material. That's important. I know a lot of local authors, both young and seniors who have written books that are relevant to the communities that we serve. And I would love to see more of those authors showcased here. So if you'd like a list of those, my cap to share with you. I'd love to. But if we can just take mention of that. And I also just mentioned for the public that we have a mechanism if somebody is an author. We frequently get contacted by authors that would like to have their books in the library and there's a form that's available. We will take a look at it, make sure that it's available, make sure that it works in the library system. But I know that Angela and her team, I should say Beth is finally taking a bit of a vacation, so we have Angela here with us today. But we have added numerous local authors and it makes us very proud to do so, so 100% on the same page. Thank you. Thank you. I don't have any questions. I'm good. Awesome. I will say that just like a Councilmember Fick Sanders said, we are extremely excited about the opening of the Obama Library. We cannot wait. That is going to be one of the most exciting ribbon cuttings. We have reached out to President Obama's team to invite him or a rep to the ribbon cutting. So we'll see. Very excited about that, and we did a walk through here recently, and the facility will absolutely blow you away. It's everything that we need for it to be, and it's going to be very, very exciting. Awesome. Thank you for the update. Yeah, Councillor Flaur. Do you have any sort of time frame? Yes, we do. So we are aiming for beginning of September to open. We will do more of a soft opening before then. We need to move all the books in and get staff situated. As you all are aware, we are centralizing a lot of our IT function and a lot of our administrative staff. So that will take a bit. I'm happy to report that we are actually on timeline. We're exceeding that. The contractor we have is fantastic. So we have every confidence that we'll be able to open in that timeframe. Yeah, the last I heard, it was, I feel like everything was hinging on like the chiller. Is that, that's going well then? That's, that's going just fine. Okay, all right. We've had a couple of other hurdles since then and we were able to get over those two. So as you talked about with Fleet, it's super challenging right now to get some of the equipment and to get it, you know, spec'd and built and Clawed's team has been doing a fantastic job of helping navigate that. Great, thank you. Thank you. Thank you all for your support on the Obama Library. Every one of you has been a huge support. Thank you. Council Member Driscoll. Thank you. I'm not sure about the timing, but I wonder if at some point maybe after our, the council summer break, if you can look at when to invite us, each of us to visit with you and do a hard hat tour. Yes. Just to see how it's coming along and I'll let you decide on the timing for that. We will do that. We will invite each one of you. I'd love to see the books you brought in. I'd love to see the books being brought in. It's a lot of books. A lot of books. But just an idea. you know, it's such a long time coming and I'm really excited about it. It's a legacy project and you all will be very proud. Yeah, I can't wait to see it. Thank you. Thank you. Mike, I did have one question. We're going back to kind of the norm of library collections. Is the spike in that? Has that been because of storage? Or is that we had a spike in 25. It was at like 584 or 405, 475 was the FY25 adopted. But then we upped it and the amended for 2 million and now we're going back to the mean. Was that storage? That's rollovers of prior years amount. Okay. To the next years and that's all pretty much associated with the Obama-Made Library opening and getting back and waiting. And the waiting. The books, the materials. Got it. So we've been kind of rolling that over and now we'll use it. And now we'll use it. Yeah, we've been holding that funding. We want to have the library open with fresh books, for material, and so that's the plan. Actually, the acquisition team has been purchasing and processing for the last couple of months. It's been wild. Cool. All right. I'm.as. That's awesome. Good to hear. OK. Any other questions on libraries? OK. Thank you. Thank you, Angela. Any other questions on libraries? Okay, thank you. Moving into the Parks and Recreation Department General Fund portion on page 34. The Parks and Recreation Department's FY26 General Fund budget increased 3.159 million or 5.69 percent as compared to the FY25 adopted budget. The increase in year-over-year expenditures is mainly a result of increases in salaries, benefits, and internal service charges at 2.635 million. Other major increases include stormwater utility charge, $165,645. Field trip costs, $149,326, water $95,345, and small tools and equipment $75,659. Major reductions include inner fundee investments of $64,778 and road materials and supplies of $59,300. The program funded in Grants and Aid is the Healthy Neighborhood Store Program, which remains unchanged from FY25. And revenue is expected to increase $326,606 in FY26 as a result of increases in community centers, $200,000, M6TI's beach, $42,000, and rent facilities, $35,000, M6TI's beach $42,000 and rent facilities $35,000. The ARPA fund for FY26, there is no budget. However, any remaining unspent ARPA funding at year end will be requested to be rolled over into the next fiscal year. And that's through the annual budget reconciliation process. The South St. Petersburg redevelopment fund on page 35, but FY26 budget increased $26,000 and compared to the FY25 adopted budget and the costs in this fund are associated with the youth farm program. And with that it would bring us to the conclusion of parks and recreation departmentation Department and are there any questions? Councilmember McSanderson. Thank you. I don't have any questions other than again to commend what you've been able to do fiscally for our parks and rights and one that was directly associated with a lot of the parks and rec staff. They are awesome seeing what they deal with on a regular and how their mentorship with a lot of the youth that they work with. It's just so amazing to me. And I often wonder, do we pay them enough? To me, they're on the same level as teachers. It's like, do we actually pay them enough for everything that they do? I'm also very excited about the, I know it increased our cost, but what we're doing for the youth farm. I am honored that, you know, I still see we have one full time employee that's truly rocking, but I'm also glad that now we have the nine part time positions for the new farm and how it has grown and how it has not only shown our youth agriculturally what we were missing in the community but it's now fiscally supporting them as well. So you know, I thought, you know, TASCO was awesome and they still are, but I'm even more excited about the opportunities that we've now fostered into the youth farm program. So I just really wanted to commend Parks and Rec and you might particularly for how we've allowed the youth farm to transition because at one time we were kind of nervous as how we were going to fund it, but now that it's in Parks and Rec and we don't have to worry about those funds right now. I appreciate that. Thank you. Thank you. Councilor Marvigirisko. Thank you. I have quite a few questions and then glancing through the new book. I've got a few more. I was looking at my budget priorities for this year, for this particular department. And one of the things that I had asked about was more funding for swim lessons. You know, there was a goal, a proposal last year to help fund more swim lessons. The goal being basically, let's be a city of swimmers and teach everyone that water safety. The state has a voucher program now. But I'm not sure how that's going and how that might impact what we need to do to achieve this goal. So that's definitely a fair question. The way that we have currently tackled swim lessons and you know where our heart is at. I think swim lessons teaching our children how to swim is one of my personal top goals. One of the ways that we've tackled swim lessons is through partnerships, through the juvenile welfare board, through all children's hospital, through the raise, and we have numerous dollars that are coming in to offer that swim lesson component. At last check, I'll let Rick kind of child a little bit about it, but we were able to fund the first level, so level one for this summer. We were able to cover that. Now, again, that's based on our estimates on the folks, the number of people that come in. We typically do between four and five thousand swim lessons each summer. And so those numbers are based on that estimate as well. So I don't know if there's anything else you want to share Rick. Yeah, now there's five levels and we fund the first two. That's really the learned to swim piece where they're, whether you can get in the pool and swim and not be able to hold their rounds. Okay, those are typically funded. We actually didn't spend all our money last year from the donations that we have, so we roll it over for this year. and the pool and swim and not be able to hold their own. Okay. Those are typically funded. We actually didn't spend all our money last year from the donations that we have. So we roll it over for this year. And you mentioned the voucher program as well. You know, we're still working through that process. It's a little bit funky. That doesn't, imagine that. It doesn't really fund the municipality. You have to be an individual lifeguard instructor and apply for reimbursement on the lessons you give. So, and we don't really operate. Oh, model. So, we're working with the state to try to get better clarification on that. And hopefully we can... It reminds me of their derelict vessel reimbursement program. Sure, we'll pay you for it. We have got all kinds of money for this, but we look getting it. We commit that we'll be as creative as we possibly can be. can be, You know, we try to make the model work as best we can. But as Rick said, we're still kind of peeling back the onion and kind of the fact finding older. Okay. So what I think I hear you saying is that we are well positioned to meet that goal right now. Yes. Okay. Great. Then we'll move on to trees. Right, Tell me how trees are going in light of the storms and the goals that we had long before the storms came. Yes, absolutely happy to talk about trees. I wanna get the Lorax tattoo somewhere on my body to be the tree a guy. But long story short, as you implied, the storms really hurt our tree canopy in the city, especially on the waterfront. We lost numerous trees. Barb has worked very diligently with FEMA and Boreana and her staff. So most of the trees that we've lost and the sod that we've lost on the waterfront are covered by FEMA at this point and so we're working through some of those details as well. I'll let Barb chile a little bit about the number of trees that we were able to plant. We have kind of also been in a holding pattern on a few of the parks because some of the parks experience drainage issues after the flooding, floor wily, alvarouse. as we've been able to level those and correct some of the infrastructure that's there, we'll be able to start planting, But we didn't want to plant now knowing that we were still working through some of those details. So I'll let Barb go over some more of the details. Yeah, you're exactly right. So she doesn't say that very often. Wow. And here in public. Yeah, we've got a couple points. Yes, we lost a little thousand trees during the storms, which was a big hit for us. Boyd Hill alone lost about 600 trees, so that was by far the hardest hit. And also the waterfront. We do have a sodding project going on currently. So Venoi Park will be the next to be resided, which we're really excited about. Looking to replace those trees on the waterfront strategically once the sodding project is complete. It's also a very dry season, so we have been planting hundreds of trees. We've been working with the Office of Sustainability to plant trees, keep panels beautiful. We just had our Earth month and an Arbor month, so we've been really working with a lot of organizations to get trees in the ground. Now we just have to water them because we're not getting rained. So we've kind of ummm. Tilt that a little bit on that just so that we don't lose it. It's from from drought. But yes, we're making huge headway with trees and and thanks for the support because it's It's important. I think every one of you in each of your districts have seen new trees go up, you've all called and asked me about them. And we have kind of put the paws on right now through the dry months because we're having an issue keeping them all watered. So we don't want to plant anything that doesn't survive. So as soon as the rainy season hits here in the next month So we we'll start planting some more but I am I'm always given Barbara hard time I see the stick trees everywhere and I love it it's fantastic so. Yes thank you and when you talk about heavier damage to trees in our waterfront parks I just want to agree and make it clear that we're not just talking about downtown waterfront. We have many waterfront parks up and down both of our coastlines of our city. It really does go far beyond that. And I appreciate the attention that's being given to all of that and kind of working on those hardest hit areas. We do see the difference and appreciate it so much. The third thing I wanted to bring up was transportation for youth programming to and from schools. I noticed that that was something that had been brought up. I wanted to see if that's been funded in here. So I think transportation right now we have vans at all of our rec centers that handle either before and after school transportation. We work very carefully with the school board and they're a great partner when it comes to the buses. We pay for those buses, we pay direct costs when we are moving the children back and forth. So at this point, I think that we are in a good position to handle the number of kids that we have. Okay. One of the things that we've talked about in the past is, if we were ever to really kind of get crazy with the swim lessons and do something like we wanted to do with the Florida Orbishtra or Boyd Hill, where we're taking every first grader or every St. Petersburg second grader, whatever that sweet spot is through a swim lesson, then we would depend on the school board to help us with transportation there. But I think as we stand right now, I think that we're poised to provide fantastic services. Okay, because there was a mention of hiring a part-time person to help with transporting through using city vans. So I want to, that stuck out because anyway that we can help get kids to great programming. We want to do it. We've been able to incorporate a few other vans into the system. So we're using some of the office on aging vans as well to kind of pick up some of the capacity to increase capacity. Okay. Okay. Going back to swimming real quick in your in your book here. I noticed With North Shore pool there was a mention of redoing the fencing and having more than one entry entry and exit point and Then a little few pages later, there were actually five neighborhood pools identified as meeting, fencing, and this is what jumped out at me, including panic eggs at hardware, at five of our neighborhood pools. I think about how once in a while you hear a tragic story of and you know people getting hurt or worse trying to exit during an emergency situation. And I want to I know that that our pools are a safe place, but between North Shore and the use that it gets. And then this panic exit, I know we're talking about two different things here. So how close are we to being able to fund that? Because I feel like this is a sooner than later situation. It is. It is. And that's not a funding request. So we have the funding available for that. That is working with the contractors to get that taken care of. And candidly, we've had to triage the fences that blew down during the storms versus replacing the fences at the pools that aren't functioning the way we want them to function. When we say panic hardware, that's something that we work with the fire department on. So, panic hardware is something, obviously, and I know we're on the same page, a pool needs to be secure, so you can't come in. You can only come in through one entry point to get checked and to pay your admission and whatever the case may be. and then the panic hardware allows you to go out quickly and to get out of a situation to get off the deck if there were an emergency. And so we are, I know Rick is working with our facility manager. We're working with our vendors to get that taken care of. But we've had to work on fences that are completely entirely down in areas that have kind of taken a priority. So I don't know if you have anything anything else you want to share. We're actively installing them now. So, it's fire. That was a change in fire code. That's why it's coming light today. Okay. You know, they've been, our pools have been the same for decades and fire code changes. So we, we've notified and we started installing the panic hardware. Mm-hmm. All right. And then I know these aren't funding requests, but I've got some other things I'll talk to you about at another time, just to kind of see where the schedule is with funding certain items. Most of it's small stuff I wanted to bring out the big stuff in the meeting here today. Are you giving us staffing? Yes. We, you know, we are at a situation right now where staff has worked very hard. I know that some of the council members were asking about vacancy rates. We've worked really hard. We've done some career fairs. We've worked with some of the high schools. We've worked with, I might call it P-Tech, and I know it's not, I know it's PTC, but it won't change in my mind. We've worked with them as far as staffing, but we are doing well on vacancy and we feel like there are a few positions that we've requested and I have to say that, Rob and Tom and Liz have been fantastic and figuring out where to best fill those in. We've given our priority list on kind of what we need to continue to move the ball down the field. And they work very, very closely with us to try to figure out how to make those happen. Okay. All right, sounds good. Well, thanks for all that you do. All of you, we appreciate you and... Well,. Well, we appreciate all of your support. Each and every one of you is passionate about parks and rec, about libraries, golf courses, and it shows. I work with colleagues throughout the state and throughout the country, and it's not always this way. So your support is what makes it successful. Thank you. Thank you. By sure, Hannah. Thank you, Chair. I going to hit on a couple things that have been touched upon. So the North Shore Aquatics Complex has a lot of needs at some point, lots of potential. And one of the things that's amazing about that location is it brings Olympians. It trains Olympians. It's amazing. It is amazing. It really is. I've stood on the deck with Michael Phelps and he told me he was one of the most amazing facilities he's ever trained in. That is, I mean, that is fantastic. That is a basically neighborhood pool that is like training kids to become future Olympians. Absolutely. So I just want to see, because I know I saw in your book, I know it's been there for a while, but at some point, obviously, I know you have to pursue funding opportunities and secure maybe capital funding from visiting Peaclear Water or whatever in the future, and there may have to be a master plan. But it would be nice to see that at some point because that really does have the potential to take off more so than it is. And so I would definitely love to see that because I get so much. I do so many children that only that go and train there and schools that have their club and the clubs that go there. So it's not just that, it's people that actually travel here and compete in the meets that happen there because of the type of pool. So that, and then the location, which is right on the bay, I mean talk about the best advertisement for our city right by downtown. So I think it's just it's wonderful. But anyhow, I would like to see that at some point, some plan for that. And then the Vinoe Park master plan, we kind of touched upon it. You know, we had the issues with the sods through the storms. There are lots of use at that park. The current issues weren't cause of use, were cause of the storm. I've had a lot of complaints about that. That park has a ton of heavy use. So we have a master plan that we need to implement. And this was, you know, infrastructure upgrades were highlighted back in the downtown waterfront master plan goals back in 2022, I think. Now we have that plan. It needs to be implemented. I'm just wondering where we are in terms of those infrastructure upgrades looking into the future. Hi. So we are currently we've just received the final report as far as what the what the consultants review has said about the improvements we want to make it annoying. And so at first, quite honestly, the consultants figures were frightening and they included seawall and they included things that were less park related, less special events related. And so we went back, Barb went back to the consultant and said, hey, this is really what we're looking for. We're looking for a convertible space, if you will. That is a park that can be used for Frisbee's and picnic and hammock and all that good stuff. But then can transition to be used for a 10,000 person concert. And we want it to recover and we want it to bounce back. So there are lots of elements that the consultant has given us, lots of elements that the consultant has given us, lots of concepts, if you will. And right now, and I'll let Barb speak more about it, but we're working on drilling down on what that budget looks like. And once we get the budget numbers, then we'll have to come back to council and figure out how we correct that nut. Because there is a lot of infrastructure. And there are things that we should be doing differently out of a noise. So for instance, that irrigation system that's out there is antiquated. It's one zone for the entire park. So if you have a stage that's set up, we can't irrigate anything. So now imagine you have 10,000 people trampling the park, we can't irrigate because will be getting the stage wet so Those are some minor components the bigger components We have met with the the consultant and we've gotten ideas on how other communities have used space like that where we would like to widen the The sidewalks if you will so that that would be the only space that any vehicles load and load out for events would use. So now that cuts down on the ruts and the impact to the sod. One of the things that we've done in the meantime while we're waiting for these reports to get finalized, we've really worked hard minus the last two hurricanes at building in kind of baking in recovery periods for the park. In in the past, council would never have allowed us to, not this council, previous councils, would not have allowed us to skip events or to have weekends where we didn't have events in the park. And so it was love to death. We were loving it to death. Since you all have been in office, we haven't had that issue. We've been able to bake in some recovery dates, and you all have supported us on that. And so that has made a huge difference. The biggest component, the reason that the park looks that it does right now is we've just come out of our busy event season, where in the middle of one of the worst routes we've seen in a while, and all the turf, all of the same Augustine was destroyed with the saltwater. So as Barb indicated when she spoke last, we are getting ready to re-sod that park. It will have a fresh look. That will give us time to get the rest of the components that we need taking care of. So I'll let you speak some more if I've missed anything. In our talented team in House Armandus Mechanics, they are actually going to do some basic rewiring of the irrigation in the interim so that we're doing some upgrades of the irrigation in preparation for the new sod. And so that will carry us through design and then eventually hopefully construction of implementing the master plan. And it also has programmatic improvements, which is great like Mike said, staying, you know, all vehicles staying on the path. We will be programmatically dictating what setup options are available versus just allowing the event planners to decide how they want to set up, so that will go a long way and help triaging, you know, what area of the park is in use so that other areas can be resting during smaller events. But I do want to share when we get to the implementation beyond the sod, it's going to be expensive and it's going to be something that we have to invest in. And once we have the number, we will share that with you. Well, just so you know, it was part of my budget priorities for 2026 and I put budget location. What I quoted, I'm going to quote, the N. Town. C. R. A. and the plans objective for the and tails the continued revitalization of the waterfront parks. So there is a funding source. It's just a matter of prioritizing. Yeah, and I'll follow up on that. We invited Barb and Mike to our downtown waterfront meeting to be included in that. So we've had that discussion. I don't think the full park is actually in the downtown. No, they're not. But so we're we're we're we're we're we're we're we're we're we're we we've had discussions obviously for different parts of downtown and different projects. And I just want to make sure this is an area that I get a lot of feedback from people that are in my district and from all the visitors. and so I want to make sure that obviously it does have a lot of feedback from people that are in my district and from all the visitors. And so I wanna make sure that obviously it does have a lot of activity and there could possibly be some funding that could take care of some of the issues that are being experienced. So thank you. Thank you, Chair. Thank you, Council Member Gibbons. Thank you, Chair, I appreciate it. And thank you so much, Mike. Thank you, Barbara. appreciate all of you being here. I wanna back up again to pools. I know we all love swimming, right? Yes, got the funnest apartment in the whole... Thank you, Chair, I appreciate it. Thank you so much, Mike. Thank you, Barbara. I appreciate all of you being here. I want to back up again to pools. I know we all love swimming, right? Yeah, it's got the funnest apartment in the whole city, right? Tell us not. Until it's not. So free swim, we've talked about the lessons for kids. Mike, you and I have kind of talked about this a little bit. what I've been alluding to is open pool for those who already know how to swim, right? Like I love the fact that we are teaching kids who do not know how to swim, how to do so. But for those kids who are interested in swimming, I know last year I think we did it with called the safe summers and we would open the pool up I think some Friday nights. Are we anticipating doing that again this year? Will there be more days besides just one day out of the week that the pool will be open for free swim? So we will be doing the Friday night program that you mentioned. We also received donations from organizations in the community that allow us to offer free swim at certain pools. They pick where they want to sponsor. You know, the other thing that I will share with the group is we have drastically lowered our prices on admission. So just to kind of level set admission for a child is a dollar. And, you know, we are much lower than any other municipality. And frankly, they ask us how do we manage that. And it's because we want to do exactly what you said. We want children to use our pools. There is a somewhat of an issue that occurs sometimes if we open for free. And again, we do it where we can Friday nights and special events. If we were to go to a total free model, we have tested that. And it has created some serious safety issues for us. So we want to be really delicate as to how we walk that tight rope. But to answer your original question, yes, we have funding from sponsors and we will be doing the specialty free events that we started last year. That's great news, Mike. And I'd like to talk with you one on one about how we can work around some of those safety conditions. Absolutely. So one of the things that's been brought up to me in the community is, well, the county offers clam by you and we, Nile and preserve free of access, right? But we charge to get into Boyd Hill. I obviously know there's a cost that's associated with keeping up Boyd Hill. It looks like in our matrix that was provided, it kind of lumps up clam by you and Boyd Hill together. Can you break down the cost of how much is appropriated to each of those? I don't know that we can do that right now, but I could definitely get back to you. You don't mind, yeah. And I think what I would kind of suggest is that we, Nylon and clam by you are very different than Boyd Hill. You know, we have the birds of prey, we have the tram services, we have the educational components, I'll let Barb. Most of you know that Barb was the supervisor at Boyd Hill, how she started her career with the city, so she's got a lot of intel on that. That's a person answer. Exactly. Yes, so we have quite a robust program there between 350 active volunteers at any given time. The Bird of Prey program and all the captive animals that require food. You know, we buy beef heart and chicks and food for this wildlife to eat. I think she does, I just, just for reaction. Just for reaction. But, much different set of, I mean, the programming, there is so robust. Whereas Clambaiu is a passive preserve where people just kind of self-guide, not as much as, you know, Boyhill is an environmental education mecca between seven different camps at any given time, and all the adult and children trial programs that go on there. It really is a hub for environmental education, which is really unique in an urban setting. And I would say that we're more, if we were to compare apples to apples, I would say we're more like Fortisoto and the county does charge for Fortisoto. So we kind of, Fortisoto and Boyd Hill are kind of more similar than I think some of the other ones though. And that was the comparison that I made, Mike. And I want you to know I did defend you guys. So I just wanted to go on record comparing the services that we offer versus what's offered at those other two sites. And there have been times that we've open Boyd Hill, free of admission during COVID. We opened it for free admission. So we do try to stay as nimble as we possibly can. I remember we talked about B-Fart, and I remember in a council member, Gabbard bringing Keegan out to our, out to Boyd Hill, and he got to feed the birds of prey, some frozen mice and rats. I thought she was, She's really seasoned. He like threw it at us. Let's be honest. She was horrified. She was. But she talked about partnerships, you know, this is another partnership opportunity. If there was an organization out there that wanted to give a young group and Exposure opportunity, that's an opportunity for them to sponsor those emissions. Absolutely. And one of the other things I'll share is with Boyd Hill. Boyd Hill is really that model that we are looking to emulate with the swim lessons. So every is it third grader? Fourth grader. I'm always one year off. Every fourth grader in Pinellas County goes to Boyd Hill with their school and does scientific experiments. They check for turbidity, they check for salinity in the water, they do temperature, so it's really every child is getting exposed to Boyd Hill through our partnership with the county. I appreciate the immersive learning opportunities that you do provide for all of our community so thank you all so much. Our principal at Hill also offer scholarships for groups. Good information. Thank you, Barbara. I appreciate you. Thank you, Chair. Council member, fix Andrews. Thank you. I had this question and I failed to ask in regards to the Healthy Neighborhood Store programs. Now, I know we have six of those and the budget amount did not change. Are those our for grant dollars that we use for that? So those were in the beginning and because they've been so successful that we're looking to fund those through general fund moving forward. Oh okay so that's what I was going to ask because those dollars have to be spent by the end of December this year so we're going to sustain it with that okay. We've already spent those funds so this year and this year we started the general fund okay so we're continuing that that's why you don't see the change because we initiated that this year funding it with a city since the ARPA funds ran out and we're continuing that. Okay so with the partnership with St. P. Free Clinic and what they're looking to do We're gonna sustain those six stores in the community that we have we're not looking to increase any additional Right, okay, okay, okay, and my last quick note that I had that I failed to ask When we were talking about pools and I know we we are focused on our pools But do we are, are are we a resource for homeowners and their pools in regards to safety? So that's, we partnered with the fire department on that. That's more in their wheelhouse. But just last weekend we did a pool safety day. We gave away life vest and we did buzzers for sliding doors and for doors. There were a couple of different things that I'm going to test. I know that because I just had a constituent who was in the studio, 20 minutes in the Jacuzzi last. And so it came to me it's like what are we doing as a city? And I do know that we had that program on Saturday, but I didn't know if we had an ongoing resource opportunity. And we do so the part apartment, Parks and Rec and Children's Hospital, the Safe Pool Coalition. We work throughout the year primarily during the summer because that's when most of the most of the kids are out and about and we do educational components at special events. We do the giveaways. We look to connect with the public as best we can. Okay. All right. When I just didn't know if there was a budget area that we can actually provide ourselves as resources but before answering the questions. Thank you. Thank you. Council Member Gov. One more question. Mike, on my C here on page 38 it says, extend the season at two locations to provide swimming lessons to after school's program participants. Which two pools is that? We all can. Guess and McLean pools probably one of them. Extended seasons for some lessons. So I believe it is McLean is one of them, but I think they're talking about the seasonal pools. So wherever the lessons go might have might have been Northwest pool. Wherever we can coordinate with the schools, where we can get what school starts in the season ends to get kids from the public schools in, with the assistance from the principal, we'll extend our season at our seasonal pools to get kids in. So the three pools that are open year round are North Shore, and then we have Walter Fuller, and then we have McClendon. So those three are open year round and then this topic we work with the principals at the local elementary schools primarily. So for instance at Lake Vista we work with Bay Vista Elementary. They walk over no burden on the transportation, they walk over and they learn how to swim right at the end of the school year and then that preps them for summer. And so what we do is we kind of we open, we open a little earlier, we stay open a little later, whenever we have a principal that's willing to walk their kids over. We also do it with Northwest, they walk over to JDBK and I'm sure there's many others I'm not that I'm not thinking of. Yeah, this is already swimming this year. Yeah, in the spring. go this bringing in the fall. Great. I appreciate that. Thank you. Thank you. Just to piggyback Council member Fig Sanders. I'm just waiting this year, in this spring. So we'll do it this spring and in the fall. Great, I appreciate that. Thank you, Jim. Thank you. Just to piggyback Council member Fig Sanders, I'm 99% sure you can walk into any fire department and you can get a door chime, a sliding door chime or a door chime. And then they will also check pool safety. If you have them come do a smoke detector check. So they will do safety if you have them come do a Smoke detector check so they will do both if you have them and you can you can ask them to do that at any time So that that is available and I part of their budget and then they do that every giveaway I've ever seen they have the door chimes that yeah, thank you Any other council members Okay, real quickly, I'll just echo what Vice-Sher Hannah would say about North Shore. I'm obviously biased. I've looked at those black lines way too much in my lifetime. But, you know, if I have to think about it from a city-owned asset, I'll bet you, North Shore has created more high school and college athletes than any other city-owned asset. I've got one swimming, I've got one of the jacks of a right now myself, all three of my girls have swam, so. I'm sitting here. And so it's an amazing asset and I totally am with you on the continued investment in North Shore. These aren't so much budget priorities, but really just it's a thank you for continuing the budget priority, the TR program at Azalea, one of the coolest programs across the entire city. And so, you know, I know I say it every year, but if there is a possibility to continue to look at capacity to that, I know you do, but I'll just say it all out. Well, and I have to give you all credit, and I have to give the mayor credit for the therapeutic rec programs, because many of the cities that are here in our local area, and I don't wanna use their names, but they have cut those programs. And now we have them at ours, because you do not have be a city resident. That is correct. And one of the things that I love best about our CTRS, our certified therapeutic correct specialist, is that they allow the parent and the child to decide do you want an inclusion model or do you want to do Camp Redbird or what we offer out at So it is So it is a fantastic program. When our accreditation visitors were here a couple weeks ago, that was one of the things they said, we're surprised you still have therapeutic recreation. And it was really, it made me proud to think that, with all of our elected officials helping us support that, it's we're becoming a rarity with that. I think the only appetite on this council was to make it bigger and not smaller. Yeah I say Carlos Childs is the new sewer out there he's doing a great job. He's awesome fantastic and his goal is to expand the program. I just put the brakes on him for this year. It's for summer so I wanted to get a few more but he's actively. They've been speaking the water for years. Yeah we're gonna we're gonna actually pursue that. And we're going to be back at the elementary school this summer as well. So it's one of those things where, you know, that will give us some capacity. We've tried different models and we're going back to the elementary school. Love it. Awesome. Just specifically to district one, Mike, thank you for, you know, the continuing communication about some of the damage that happened to some of the assets on the west side. We won't go into it today, but just know that I think I've set it to you and I just want the whole team to hear. I certainly want to continue to help re-imagine what that's going to look like, because it's not going to be the same on some of those assets. And I know that. Last question, and really, it's just because I have the opportunity to ask, can you give me a quick update? I'm not sure whether it be record barbed on lights at Northwest. I know that the I know we've been waiting on the utility. So let Barb give us. I saw that budget got a PO. So yes, that's a good thing. The PO has been issued and I believe we have already coordinated with Duke Energy. So now we're just waiting on permitting. Okay, awesome. Thank you. Otherwise, I mean, all of my colleagues have said just all the things that happen all across the city and the department, I mean, you guys touch every inch. And so thank you for all the work that you do. I know that this is one of those areas where it really is so many needs and limited resources. And what you guys do with what you have to play with is nothing short of miraculous in my opinion. Thank you. Well, sincerely thank each and every one of you for your continued support. Your one-on-one conversations. I've never, every one of you has always been a strong advocate and have worked very, very hard for the entire city in the parks and rec opportunities we offer. And I will close by saying I've got the most amazing team ever. I knew that and then we went through the storm and we did all of our storm-related duties and now I know, now I know a thousand percent of it. Yeah, right. So thank you all again for your advocacy. Well, I wouldn't be sitting here without all the things that you offer. So I very much appreciate it. I would definitely not have the life I have without parks and rec. It's amazing. Thank you. OK, council members, we are going to recess for lunch. I'm going to cut lunch by five minutes. Let's come back at 115. Is that okay with administration? Yes, sir. James, you give it that 115. All right, we'll recess to 115. Thank you, everybody. Thank you. Thank you. I We're trying to breathe our no-water We're trying to hide those unskate Those huge images were from the other But it doesn't mean so much in the end I'm going to be a little bit more careful. the and and and I'm going to do it. and . . you Yeah. I'm going to put it on the top right corner. I'm going to put it on the top right corner. I'm going to put it on the top right corner. I'm going to put it on the top right corner. I'm going to put it on the top right corner. I'm going to put it on the top right corner. 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I'll be presenting the preliminary FY 26 budget for the city Development Administration, which starts on page 38 of the workbook. The City Development Administration encompasses seven departments and totals $91,650,843. 29% or 26.95 million is budgeted in the Enterprise Facilities Department. 28% or 25.623 million is in the Economic and Workforce Development Department. 17% or 15.251 million is in the Building Department. 11% or 10.652 million is in the Transportation and Parking Management Department. 7% or 6.093 million is in Real Estate and Property Management Department. 4% or 3.607 million is in real estate and property management department 4% Or 3.607 million is in city development administration department and finally the last 4% or 3.475 million is in the planning department We'll start with the building department in FY26 There is a reorganization that split the planning and development services department into the planning department and the building department The building department starts on page 39 and it's budget totals 15 million 251 million sorry 50 million 250 one thousand dollars It is composed of the building permit special revenue fund portion of what was the planning and development services department budget With the changes will note below using that as a reference point. The building department's FY26 budget increased $1,516,000 32 dollars or 11.04 percent as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges increased 1.1 million as part of the creation of the Building department. 96.71 FTE were transferred from the planning department. Other increases in the FY26 budget include other specialized services and maintenance software. Reductions include facility repairs and renovations and other miscellaneous line item adjustments. and revenue is expected to decrease $353,250 to reflect the funds anticipated interest earnings budgeted in the finance department as is done in other funds. Are there any questions on the building department? Council members, any questions I'm building? Council member Driscoll. Thank you. First, with the re-org of the department going into two, at some point this isn't budget-related, I just think it would be great to have a one-pager that shows us who goes to which one for what? Whether it's a flow chart or memos or whatever that would be helpful for us if we have questions that come up and then also to you know talk with the public about so that everyone understands who does what at what point in a process whether it's a repair or a renovation new construction, whatever it is. Absolutely, we can provide that in detail, but quickly for the planning department, basically it's zoning and historic preservation, everything else is in the building department. That's the easiest way to kind of make the duty where we will provide detail. Okay. If you just look at the titles, it's like, well, I'm planning to build something. Right. Which you got to play before you build. Okay, good. Well, thank you. And then do you as you move forward in this, you might identify either savings or some additional expenses that are needed. When you split, it could go either way. There's, and it's kind of hard for us to see which way that goes from based on this. So what do you think in? Well, I would say one of the main differences is in the current or the previous structure, there was one director that basically oversaw both departments and that the funding was split between the building department and the general fund. Because we're separating it, the director, that part of their salary will no longer be paid out of the enterprise fund. So that will be one difference. Generally, I don't anticipate, and obviously we'll have to see how it works out, but I don't anticipate there will be a large increase, potentially some savings, but I don't expect that there will be a significant increase because of the split. One of the things that I mentioned to Don and the team as we were talking about this, the main difference is the reporting structure, both the director's report directly to me. The work that they do is hand in hand, right? So you gotta go through planning, you have to go through plan review ultimately and then you do construction. So the expectation is that they will still work together as one unit, but the reporting would be directly to me. That's the main difference and then the split on the salary for the planning director. Okay. And if I can add, there's one change that you book on page 56 and planning that you'll see. And it's the, within the Internet Service Charges, where the rent point is split up between the two departments. Okay. So it's more on the general fund side and the building, the building, the building, the commercial revenue fund side. So it's under that second paragraph, second under the general fund, the second sentence, the change reflexe of creation, the building department, and of course, funding adjustment to personnel and space distributions. That's the rent that's paid to the municipal office building fund. It's gonna be a little differently between the two departments. That's one of the biggest changes that we're seeing. Okay. Got it. All right. I think that's all I have for now. Thank you. Thank you. Any other council members on building? I'll just say, you know, Don, thanks for the continued communication throughout, you know, not only this transition, but the forms, the one-on-ones we've had, the community to nest with my office, and then some of the larger meetings we've had, and it's very appreciative of continuing to work together, and looking forward to this reorg, and continuing to get the work done. So, thank you very much. Thank you. All right, let's keep moving. All right, the city development administration department is the next department and starts on page 41. The department's FY26 budget totals 3.607 million and consists of two funds, the General Fund and the Art and Public Places Fund. The City Development Administration Department's FY26 General Fund budget increased by $52,482 or 1 or 1.5% as compared to the FY-25 adopted budget. Increases in FY-26 include salaries, benefits and internal service charges, grants and aid, rent external and advertising, and these increases were partially offset by reductions in consulting and other specialized services. Programs funded in the grants and aid category include the Arts Grant Program at $557,000, which is an increase of $7,000 over FY 25, palladium at $250,000, which is year two of a four year commitment to the palladium. The Museum of History at $75,000, which is a reduction of 12,000 from FY 25, Florida, Orchestra at 62,000, Locotopia, Arts Conservatory for Teens, Arts Microgrants, and the New Year's Eve Fireworks are all at $50,000 each, Solfest at $20,000, and Community Interest Events organized by outside entities, is $20,000, which is an increase of 5,000 over FY25. There are a few new programs funded in Granson Aid, which include individual artists grants at $60,000. The St. Petersburg International Folk Fair Society at $40,000, and the Poetry Festival for $10,000. Revenue is expected to increase $4,860 in FY26 due to an increase in general government administration. The Art and Public Places Fund's FY26 budget increased 8,750 or 16.35% as compared to the FY25 adopted budget. And that increase is an increase in other specialized services. There are no projects currently planned for FY26 and all future projects will be brought to City Council for approval. Revenue changes in the Art and Public Places funded fund are budgeted in the budget and management department. Are there any questions on the City Development Administration department? Council members, any questions on CDA? Council member, Driscoll. Thank you. A couple of things here. Now, of course, I appreciate the arts funding. It's really important. I'm glad that we're still committed to that. I went through it because arts funding is found in a couple of different spots. I was looking at what was what I could find so far that is specifically benefiting artists or arts organizations that directly benefit artists. And I want to make sure I didn't miss anything. So I'm going to list to you the things that I found. And then even if it's later if there's something that I missed that you don't think of right now let me know. But I've got 557 in arts grants, 100,000 total for Florida Orchestra, 50,000 for ACT, 50,000 and in micro grants and 60,000 in artist grants for a total of 817,000. I would add the post-requestable as well. But that one's an event, so it doesn't end up in the hands of an artist or an arts organization. I want to handle events separately, so I'm just thinking about this stuff that is directly going to people creating their art. So let's correct me if I'm wrong. Do believe a large portion of that actually goes to artists, the portraits are first. Yeah. Yeah. We just have, OK. So then would, so spiffs is more culture, so is that how you're, but the difference would be because I thought, gosh, if I include one event, where does it stop? So, and we're, this is the first time that we're contributing 10 grand to the poetry festival. Yes, directly. I use roll over ones and the past. Um, did I miss any others? Liz, I don't know you can help me out, but I think isn't the police department also, um, doing some funding for act? Oh, it's part of the forward together. there's funding for ACT in there as well. Do you know how much? That off the top of my head. We can get that. If you can let me know. That's great, because I know his ask was bigger than 50, but probably also bigger than what we could fully fund. Yeah. But I know we all thought it seemed that we all thought it would be great to look and see how we could help. Okay, that's good. And I'm looking forward to our upcoming meeting, committee meeting where we'll talk further about our cities's investment in the arts and the action plan that's been put together along with the ideas for the 1% for the arts and also the artist sustainability fund looking at events, since there are a few that are listed here, it's hard to say this, but when we are having to look for savings wherever we can, we might want to add up how much we're spending, but the total is that we're spending on events. It's different when it's a co-sponsored event, and there's not a check that's being cut. But we have money going out for so many different events. I think that that could add up to looking at perhaps reducing that at a time when the people putting events together, things are getting tight for them too. But if we're all in this together, I think we can get through it. But if we're looking for some savings, I think we might need to consider all of the different events and maybe just reduce each one by a little bit see what see what we can come up with there I know I'm looking for change in the sofa cushions at this point but you know sometimes that's how you make it add up so I wanted to put that out there as much as I support all of the wonderful events that we have here in the city supports. We might have to maybe give each one a little trim to help fund some other things. I appreciate that suggestion, council member. And I appreciated your comments earlier on fleet and appreciate you at least trying to point out opportunities where we may look. Thank you. Thanks. I'm trying to look for ways that we can save without it hurting too much as far as what our needs are and the expectations of our of our residents and partners. That's all I have right now. Thank you, Chair. Thank you. Councilmember Fick Sanders. Oh, I'm sorry. Councilmember Fick Sanders, real quickly.. Let's go to Liz Just was able to look up an email and it looks like the proposed amount for act and board here. It was about 70 70 70 thank you Thank you, Liz Go ahead councilmember fix Sanders. Thank you. Sorry about that. No, no Thank you because I actually appreciate that information because act was one of the ones that I was going to look at but Just let me give my choices into looking at the situation between Events and programming so I do understand that programming actually changed lives long-term and so I appreciate the fact that we Understand the importance of that some of the events also change lives and we're looking at it as an event but those participating in the event look at it as a way to pay their rent. Look at it as a way to provide you know before and after care. There was an event that I attended this weekend where one of the vendors in four hours made $3,200. So to us, it's an event. But to them, it is life-sustaining. And so when we're looking at cuts, I don't want us to look at it just as an event. Because for a lot of people that live on limited incomes, it can make a major difference. I'm glad that Liz gave that $70,000 amount because when I look at add in a couple of others, and that would be my question, other buckets that some of these are being funded from, how could we get a total dollar amount? So that was just helpful. So now we're looking at act of $120,000. I know he asked for $325, and I know that that's more than what we could actually fund. But I was hoping if we can get some of these that are here, the multiple buckets that they're in, that will be really helpful the next time we meet for to decide rather than not we're going to and our subtract from some of the events so my question was answered but I did want to kind of make that clarification about events so us their events but so others so we do have is when we finalize the budget ordinance there's a list at the end of the ordinance of all the non-departmentals Okay, but you'll still not get everything in there because the four together is a separate person That's not funded through grants and aid so that piece wouldn't show up in there But that would get you the majority of it all in one spot. Okay, we don't have that ready for FY 26 we don't have the ordinance written up, but we do have a list that we could provide of what's in the 26 preliminary budget in those granades, cattle worries. Okay, that will be very helpful. Thank you so much, that's my question. Thank you, Chair. Thank you. It's a pleasure, Helen. Thank you, Chair. So going back to just looking everywhere for savings opportunities during lunch, you start looking at the news, the economy, and what's happening when you see apartments in Tampa and St. Pete being part of foreclosures. It's kind of telling you where we're going. And I think that homeowners are starting to see that. And when we think about the money we get, we get it from whom? We get it from property owners here in our state P and it come from taxes. So at some point between now May 6th today and the budget, I don't know where the economy is going to go. And I think that's where we all are. So there may be some harsh realities coming hitting all of us at some point. And I do think it may be prudent at some point to if you have to go that route in terms of budget that we may have to. We may have no choice. So I completely understand the environment that we're in because I think we're seeing it everywhere. And every time I look at the articles that are coming out and the indicators and the economy, they're just not great indicators right now of what's coming. So I just wanna put that out there for those that are watching, I think administration and city council is well aware of where we are and we're considering all those issues that we may be facing in the future in making this budget. So I really appreciate everyone. It's all hands on deck and I think everyone is really working towards making sure that we do a budget that works for everyone. The question I want to ask is the new programs funded in Grants-A-Day, the individual artist grant program and spits, those aren't new programs. It's listed here as new, so I'm just trying to understand, is it moved from somewhere else or? It's more technical, so it wasn't part of the FY25 adopted budget, it was part of the amended budget. Got it. It's year over, year new, so it's a little bit of a budget technicality. We didn't have it in the adopted budget last year, We did it as part of that contingent change during the year in the world. So we hadn't highlighted it before. So we're translating it's the first time showing it in the adopted budget last year. We did it as part of that contingent changed during the year in the world. So we hadn't highlighted it before. So we're planning it's the first time showing up in the adopted budget. Those budget technicalities always give me. So I appreciate that. Thank you. And then the community interest events organized by the 20,000. Do we have an idea where this is going? Is that just like a blanket $20,000 that you put in there? For events. The placeholder approach by an event that we wanted to support to be able to provide. Okay, so that's a play. Okay, I wasn't sure if there was something already in the works. I do want to say that in terms of art, art, grants, and correct me if I'm wrong. I mean, we have $557,000 that we have in the budget. But when we go in the Arts Advisory Committee, there's usually over $700,000. I think that organizations are looking for it. When we look at the total sum of monies, we only have about $557,000, but the need is much higher, right? I just want, and that's been like that for years. So, I mean, we are at the 557. We realize that the need doesn't cover what a lot of these organizations are looking for. So I just want to put that out there. But, okay, thank you. That's all I had. Thank you, Chair. Thank you. Council members. One question on funding for both programming and events. Are we, when we fund these, whether they're in their align item in the budget or we do it as an amended, do ever require, like, first-pissed? Do we ask for an economic impact report? Not an economic impact report, but we do get a final report where they describe exactly how the funds were used and attendance numbers and things like that. We do have just measures for that they have to come back and let us know how that money was used. Okay. I'm probably speaking for all the grants and aid not just in this department. There's usually an agreement with the organization that does have some reporting or different measures and it varies by program, but there usually isn't agreement that goes with that. Okay, I'm just thinking, you know, my experience on TDC, if we sponsor an event, there's an economic impact report to make sure that the level of sponsorship is commensurate with the impact that you're getting and You know we're talking we keep talking about you know, we have to tighten the bell and You know, I'll be the Linus and Charlie Brown story if I have to I said the budget priorities. I really think we should be looking at all Funding from programming and events both from an economic income accident. I hate to be the bearer of that news, but it's just like we continue to fund things. Now I know on some programs we're getting data, like I think we're about to get an update on some programming with some data reports. We got the Shirley Proctor data report from them. You know, I really just think as we're really examining this, we have to continue to think that way. And so I'm just giving you my perspective. I know that's not a budget thing, but I mean, we're spending a lot of money with a lot of organizations. I'm glad that we're tracking where the money goes, but I mean, they can be spending it on marketing, and that's good. We want them to spend it on marketing, but who are we marketing to, and how is that impacting, isn't helping our residents, isn't helping people from out of town? Those are the things that I'd prefer to know. So I'm just putting that down there. Council Member Dr. Schultz. Thank you. You just made me think of something. I wonder if there could be a scenario where in lieu of a portion of what we are budgeting, we could do a certain value in marketing, which costs us a lot less. But look at our reach. Look at the value of that. Something where we're helping, but maybe it's not all monetary, although there is a value to it. So, I mean, there's a reason why TDC allocates a certain amount to marketing, right? And that is something that we already have in-house unlike many of the organizers of events. So it could be a way for us to help and save some money at the same time. Thank you. Thank you. Councilor, over there. Thank you, Chair. And thank you for your comments. I just kind of wanted to echo what you're you know Talking about when it comes to direct impact to the residents of the city of St. Petersburg I think that through everything we do that should always be the lens that we look through I look at the Historical arts grants that I've had the pleasure of sitting on. Several of us have set on. We weigh those grants. And there's always the piece in there about number of residents that you serve that are specifically St. Petersburg residents. Sometimes it's an event and you can calculate the number of residents that come, but sometimes it's programmatic and your reach is specifically those residents. And so when it comes to the new programs like the individual arts grants, I really would like to see us make sure that we are aligning those goals and those opportunities because I don't want there to be inconsistency within these types of programs. If I'm an artist and I'm applying for one thing for an organization that I work for, but I'm applying for something else for myself and my own art, I think there should be consistency as it pertains to that. And then philosophically, I think this conversation about making sure that everything we do has a direct impact to a resident. I think that has never been more necessary than it is now. After what our residents have been through, I mean to your point, with the economy, with the foreclosures, we have countless number of residents who not only were impacted in their business, maybe they're an artist, maybe their business was destroyed, but also they're paying rent, they're still paying a mortgage, they're not able to sell the homes the way that they were hoping to to get out from underneath that. They can't find all the resources to rebuild their homes. So it just continues to add on top of people and we fought for so long to be a city where everyone can thrive and everyone can live and I'm afraid that there are a lot of people that are getting lost in that net because we do have such a large kind of distraction against our focus. We have so many things to fund and I don't want individuals who are having all of those different issues, hitting them all at once to get lost in this. So I think just looking at impacts specifically to our residents for everything we do would help us kind of catch those individuals who maybe are falling through the cracks. So thank you for bringing that up, Chair. I just wanted to echo that I support you and that philosophy and hope that as a city, that's how we're always looking at every program, every dollar that we put towards any sort of grants, anything that we do, that it specifically helps those who are residents of the city of St.P. Thank you. Thank you, by sure handlers. Thank you, Chair. And again, to highlight what the Chair said on this issue, I've sit on've sit on the Arts Advisory Committee right now and Celeste, we've had those discussions recently at the committee level and I will tell you that the individuals who by the way are just volunteers in our community that are in the arts industry are very aware of the impact that has to be to the city and to residents. And it's funny because we just had a meeting where they were giving out $2,500 grants. At one point, the conversation went along. It's like simple as either impacts us or doesn't like like they were so serious about the impact and making sure that we're giving money to organizations that are within our community or have an impact to our community. So to your point, I think it's absolutely critical that we continue to do that. And for us who sit in those committees to make sure that those that are involved are have that at the forefront of their minds when they're looking at these applications to know that that is the focus of city council because that way by the time it gets to us, they've kind of already looked at it through that lens. So thank you for those comments. Thank you. That's Merck excited. And again, thank you, Chair. And I concur, which is why I gave the previous example. So you have a teacher that goes to one of these events and is able to make $3,200 and four hours. That can be more impactful. And you can document that. So again, I totally agree. We need to look at how it impacts our residents. So I just did not want to categorize certain things that we have because a teacher can go in four hours. And we know what our teachers get paid and can go and be able to have the rent for the next month or two from those events. I think it's well worth it and I do think that those that are truly impactful would have that data and documentation to be able to bring forward with every quest. Thank you Chair Chair. Thank you. Any other questions or comments? Well, I appreciate you hearing me out. I know it wasn't exactly, you know, line item budget, but just wanted to. Point we'll take it and I think that as we go forward, we will, so everyone's point, standardize, and make sure that the expectation of providing impact is no one up front. Yeah, you know, they're going through it. They're collecting the data and they're ready to provide. And here's where I'm at on this, right? Like I know it's hard to pull back, right? Like that's the realization. It would be very hard to pull back from where we already are. But going forward maybe it's okay there's a new program for spiffs for $40,000. Spiffs of the $40,000, $5,000 has to be spent on economic income. That's, I think, how we start going forward. Now, that's an idea is what I need. It's not that they end up be all. But I think those are some of the ways that we can continue to move forward. Because I know it's really difficult to roll back. don't expect I don't expect this to do that hardcore I do expect this to look at it but I don't expect this to do that hardcore. I do expect this to look at it, but I don't expect this to do it. So those are just kind of things that I appreciate you taking the feedback. Thank you. Okay. All right. Let's keep going. Okay. The economic and work first development department is our next department and starts on page 43. The department's FY26 budget totals 25.623 million and consists of two funds, the General Fund and the South St. Petersburg Redevelopment District Fund. The Economic and Workforce Development Department's FY26 General Fund budget decreased $182,157 or 3.82 percent as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges increase $68,825. During FY25 adopted budget. Salaries, benefits, and internal service charges increased $68,825. During FY25, the budget for one full-time training coordinator was transferred to the Economic and Work First Development Department from Human Resources to administer the Mayor's Future Readiness Academy. For FY26, there is an adjustment of salary allocations to better align the work performed within the department and within the city development administration, resulting in a decrease of 0.35 full-time FTE, and these changes result in a net increase of 0.65 FTE. Additional increases in the budget include Internet services and other miscellaneous adjustments, and the major reduction in the FY26 budget is to the consulting line item. Programs funded in grants and aid in this department include the Mayor's Future Readiness Academy and youth employment programs, both at $500,000. Small business grants and programs at $250,000, which is a decrease of $50,000 from FY25. Main streets at $220,000. Gross and Workforce Development Initiatives Program, and the Citywide Workforce Development Programming at $200,000 each. Economic Development Corporation and the Greenhouse Partnership with the Chamber of Commerce at $150,000 each, corporate relocation and expansion grants at $100,000, which is an increase of $100,000 over FY 25, business recruitment aid at $40,000, and qualified target industry commitments at $30,000, which is a decrease of $20,000 from FY 25. The Economic and Workforce Development Department's FY 26 South St. Petersburg Redevelopment District Fund Budget increased $4,081,883 or 24.08% as compared to FY25's adopted budget. Salary's benefits and internal service charges increased $171,137. For FY26, there's an adjustment of salary allocations to better align the work performed within the department and the City Development Administration, resulting in a net increase of 0.95 full-time FTE. Also included in the budget is an increase to grants and aid, totaling just under $4 million. As in prior years, funding in the CRA will fall into one of four categories, housing and neighborhood revitalization, business and commercial development, workforce education and job readiness, and personnel and operations. Details on the programs funded will be finalized throughout this development budget development process with the input and approval of the citizen advisory committee. Revenue changes in the South St. Petersburg Redevelopment District Fund are budgeted in the finance department. The Economic and Workforce Development Depart's budget also includes the other community redevelopment agency funds, programs and projects, and these funds will be brought to council for approval as they're implemented. Are there any questions on Economic and Workforce Development? Okay, before we jump into questions, I'm just going to sound like a broker record. Everything we should be doing for other people, we should be doing it for ourselves, too. should know if we keep a business on the street, how much payroll do we keep on the books? How much revenue do that business create and how much are we keeping it on the St. Pete street? I think everything we expect an artist to do or an event to do, we should be doing it too. I think we're doing a lot of it, but I think the impact of knowing like revenue of the businesses that we're helping the payroll, which we keep keep the number of employees Those are all things that I would like to kind of raise the level on Counts excuse me by share handouts and I echo those comments I Just want because we have two new council members last year was the first year in FY 25 that we had been including the South St. Petersburg redevelopment district fund within this budget as opposed to the amended budget. So I just just for kind of level set for everyone to kind of understand this because this is a little bit different. So I just want to make sure that we kind of give an explanation whoever can do it best. There's many capable people in front of us. So I think it's mainly because it's such a big fund and we have programs that are ongoing during the years who wanted to include in the adopted budget where the other CRA funds are more as the project comes up. So these are recurring year. So we want to put it in that adopted budget where the other ones, you know, it's like in the end time, maybe a seawall project or in the peer and we do those in the CIP fund mainly. So this is like the first time one of the tip funds has become more operating in nature, which is why we want to include it in the operating budget after, you know, it's been, it was like, I think three or four years and it had have been and it just made sense to start putting it in there. And just to add a little more clarity to that. So right now, you'll see in the South St. Petersburg budget, about 20 million in grants and aides, that ultimately we work with the CAC, we work with administration, we work with council members to further refine that, and ultimately then allocate that entire money, that entire pot of money, two different categories, whether that is our multi-family developer incentive program, our single-family developer incentive program, our business incentive grants, the youth farm is part of this. So we will, as this process moves on and as we understand exactly how much we will be receiving from the county as part of their tip allocation. We'll refine this and continue to get a little more specific in the actual budget. So when it does come in front of council as part of that budget adoption process in September, we'll have very specific categories with very specific dollar amounts assigned to each of those categories as we continue to work with the CAC and the community on needs for FY26. And just also to give a little bit more clarification, CRAs typically are more place-based, right? And our other CRA programs have more economic impact in terms of projects, right, to take care of blight and other issues within the CRA. That's what happened the downtown CRA. So you have the big projects. So the money is used for economic development. All this tax money that's kept in there is focused on that economic development and these type of projects. The South St. Pete CRA is more people-based. So the programs you see are different and that's why you see them here right and it's the same thing like the other CRAs the tax money goes into the area stays in the area and are used for these for these kind of programs. And that's a good point we do have city employees now that are funded out of the the Sal St. Dietzer CRA fund so if we waited So when we used to come like back in December to do this the appropriations we wouldn't have authority to fund those positions Right on October 1. So that's again why we're moving it so we have the authority on day one and and Can have it all in one place? Okay, I just wanted to clarify that chair. Thank you so much. Thank you, Councillor Murrerskull. Thank you. I actually like having this CRA within the budget, even though the details are yet to come from, it's just, it works a little bit differently than other parts of our budget, but it works differently from other CRAs. I have both in town, every CRA that we have is in my district at some point. So it's a lot to keep track of and they all operate in different ways as they should to benefit the people, right? All CRAs are about the people, the projects themselves, and the initiatives themselves are what make them different. This, I mean, every year my job drops when I see the increase in the South St. Pete CRA. That tells us it's working. And after you want to compare, you look at how many years of in town CRA was it working well at the beginning? No, that's why we had one. He got better and better. And now people are saying, what? There's still light. That's where we're headed with this one. And seeing it as part of our standard budget reminds us that we all have skin in this game. I can't wait to see what is in the works and what is planned for this budget year for the CRA because we have opportunities to do things that are truly transformative. We have already done some. The youth firm is a great example of that. I want to see what's next and how our renewed sense of urgency around resilience and sustainability play into that. Now, we'll go back on page and talk about the other stuff. And I'm just gonna focus on this last paragraph here where things are split out. Tell me what the Gross Martyr Economic and Work First Development and Senate's program is doing now. It's been a couple of years since they stopped calling it Gross Martyr, like that plan, but I know that this is where that came from, so it helps me remember. But it also makes me wonder like, are they still operating that and how is that going and what are we getting out of it? So there are two programs comprised of that $200,000. The first is a TIC job creation incentive that is worth $100,000 a year. So as part of the peer construction, there was an agreement that was reached for 10 years. would provide $100,000 for hiring of residents in the South St. Petersburg CRA. So every year they demonstrate that they have either hired or retained that CRA resident and then they receive $10,000 per job created up to a maximum of $100,000 per year. We are in year five of that 10 year agreement and every year they have hit the 10 employees in order to hit $100,000 maximum. The other $100,000 is for our growth smarter job creation and talent attraction program, which desperately needs to be re-named to something that's much easier to say and can be remembered. But that is for our small businesses that have 50 employees or less that are in our targeted industries. We pro- much easier to say and can be remembered. But that is for our small businesses that have 50 employees or less that are in our targeted industries. We provide a job creation incentive that is a flat $2,000 incentive and then it increases depending on the wage levels being paid. There's a bonus there as well as if they are a resident of the Selsing Theatre's Burke CRA so they can get up to a maximum of $6,000 per job created and that job needs to be retained for up to, I believe it's one year before that is ultimately paid out. So we have obligations from those businesses that have hired that resident last year. We're now waiting for them to certify and demonstrate to us that they have been in that position for a full year before we go ahead and we pay out on that incident. All right, thank you. It's good to know that it's working. That's what we want to focus on and continue to fund. The next one I wanted to ask about was the Economic Development Corporation. So I'm trying to remember when was the last time and we had a report by them or an update to council. I don't know if I missed it. It has not been since the new CEO. That's what I was wondering. I didn't know if Mike had been before us yet. I am going to request that. So I'll be getting with Mike's Ways A to C when he can come to Council for a report. Because I mean, this isn't a lot to put in for what we Should be getting out of an EDC. But I think there are a lot of people out there who aren't really sure how that's going and, you know, do we have things in the pipeline, especially right now as things become uncertain? I'm looking more urgently at things like that to help us continue to grow our economy right here in our city. The corporate relocation and expansion grants sounds new because it's 100,000 and it says it's an increase of 100,000 compared to this year. So this is new. This is, I think, another budget technicality. So we had roll over funds last year in FY25. We did not extend to the full amount in FY24. It was rolled over so we didn't have any new funding in our current budget here. We are now adding it back for next year. That's great. That's why we didn't put new on this one because it had been budgeted in FY24. We had the funds, A, enabled to carry over to 25 so we didn't have to budget anything last year. This year there are questions to fund that again. Yes, the funding will be expanded. We expanded this. This is a fun locker. Yes. Okay. Then you've got the QTI commitments, is down by 20,000 is that another trick? No, that's the amount varies for you it varies as I'll let you go more on the why it varies But it's not the same amount any year. It's based on So this is a legacy program at the state this was a state of Florida program that sunset several years ago. It provided for businesses that were either new to the state of Florida or expanding within the state of Florida. We had a local financial match that we had to agree to via a council resolution that said we would provide 10% of that incentive locally. As we do not have any new businesses coming on to that because the state has sunset, that amount has been decreasing every single year. But we still have those agreements that were approved years ago because it was always forward looking. You had three years effectively. And then you can ask for extension. So some projects have been going on for six, seven years where we're still obligated to pay out that local financial match. So as we get farther away from the sunset of that program, our total obligation is less and less. But if those businesses that were already approved when the program existed, all came through on what they said they were going to do, we would be obligated to pay out $30,000 for our local financial match. Okay, so it's not like we're paying all of it out at once. So this is like the sort of the tail end. Correct. Yes, we will continue to have this decrease until effectively, we no longer fall. It's getting pretty small now, so. All right, and then the corporate relocation expansion grants along with the investment in EDC really should be where we're focusing our spending that goes towards attracting new businesses. Are there any other funding streams that we have that we're using specifically to attract businesses here? Specific to the attraction, not programmatic, I would say staffing. So our team assisting the EDC in those recruitment efforts, but not in terms of a programmatic spend. Okay. All right, that's all I have for now. Thank you. Thank you, Council Member Gavardin. Thank you, Chair. So I want to kind of continue the same thread of my last comments regarding resiliency. And resiliency looks like a lot of things can live in a lot of different departments. For me, there is an opportunity here within our economic and workforce development that I think we had a small shot at with the $20,000 crest program grant that we got from the urban league that we utilized earlier this year around resilient contracting, resilient building, helping more of our workforce get ready for this large amount of work that we're going to need to do in our city, specifically when our neighborhoods need to be more resilient, rebuilt, and rebuilt better. I don't see any funding here in all of these programs that you have laid out for a program like that. We can't just do it once and be done with it. We're having a conversation next week. Very much looking forward to about other resources that might exist from NOAA and other places, but we know that those federal and state dollars, they're too iffy for us to depend on, right? And so, you know, when you get to this last line, talks about a decrease of $20,000 for the qualified target industry that we were just discussing. Could that $20,000 now be allocated to continuing the program that the office of supplier diversity has already stood up and make sure that we can continue to do those courses, get those certifications, help our contractor community because there's so much work that needs to be done in this space. We do not have enough people to do it and people are are depending on us to fill those gaps, and to help our neighborhoods move forward faster. And so I'm just asking if we can pay some attention to that, and look at ways that possibly we could fund another round of that. I think that there would be an incredible amount of return on investment if we continue to sustain a program like that. So I don't know if there's been any conversation about continuing that, but I wanted to bring it up in this because I think this is a huge place that we're missing out. Thank you, Council Member. I have not had direct conversations with Stephanie and her team regarding that, and I'm not exactly sure what she has put into the budget for that, but I'm more than happy to have those conversations with her. I mean I will just highlight we do have $200,000 in our budget right now for workforce development programs. I think I've spoken to many of you. Our agreement with St.P. College is sunsetting this year. It was a maximum of five year agreement. It was three years with two one year renewals. We have done those two one year renewals. So it is now up to go to RFP, and we will be doing that this summer. Our team is currently crafting some of that RFP language. And so we are looking for an expansion of what can it be other than specific to when it was last released and it was generally aligned with the growth smarter industries. We have moved from that. So what are sort of those new areas that we need to be making sure that not only is the city investing and that our partners are investing in a workforce development perspective. So we'd love to have that conversation with OSD and we'd love to continue the conversation to make sure that that is reflected in the RFP that we'll go out later year for a new workforce development program. Okay, wonderful. Well, I look forward to our conversation next week that we'll be having with the greenhouse just to, you know, kind of talk about what could be possible. You know, we could really be a leader in this space. I believe that our contracting industry here in the area has the opportunity to really grow and make an impact in people's lives, but I think we need to be the leaders in that. And I think for a very small investment, like I said, the return on investment I think could be huge for us. So I want to make sure we're keeping our eye on the ball. And I just wanted to share, you know, I know in the Procurement Line Item Review we talked about this, but as we talked about this morning with fire, you know, there are certain things we'd like to do, but because of that $8 million gap we just didn't. So this is on the other list of things that, hey, once we get to balance, we're going to revisit, because it is a very interesting program with a lot of good success and like you said, it's kind of a low dollar investment. So it is on that potential list to revisit once we get to balance. Perfect, I'll keep my eye on it. Thank you, thank you chair. Thank you, vice-chair handler. Thank you. And just on the gross martyr, I know that's an old name, but back in August of 2023, we had this conversation, the workforce and development where we discussed the plan, which by the way is from 2014, which is extremely old. And one of the things that I remember, when I looked at the original work product from whoever we hired, it was really data-driven. It was extremely, and I made a comment that me, I want to make sure that whatever we do in the future is the same. I've seen reports that are not data-driven and they seem more anecdotal to me. They're not driven by data from different regions and where we should be where that one was. And so I want to make sure that whatever we do come up with is something that is a picture for the future for our city. That is a very comprehensive report. Not just what we want to see. You know what I mean? Sometimes you have consultants and they put in exactly what you want to see, but what I really want is something that is data driven because I think that's where our city is growing. And it's a fifth-large city in the state and that's what we deserve. We deserve something that's forward looking and we need the experts to kind of tell us where we should be. Now, you know, the other way around. Thank you. Thank you. Any other council members? I'll just quickly piggyback off that. Part of my budget priorities was redoing completely redoing that and having the data. And so I'm not a massive fan of asking for money when we already don't know how we. But I think if we find the opportunity in that RFP, we break it up. Maybe if it's part of our agreement with the Chamber or the greenhouse, I think there is a massive opportunity to be had by reading that study. And we should be doing it sooner rather than later. So, Okay, council members, any other questions on economic and workforce development? Okay, let's keep going. All right, on page 40. On page 46, the Enterprise Facility Department's FY26 budget totals 26.95 million. It includes 12 facilities and is funded by 11 funds. General Fund, the Airport Operating Fund, the Coliseum Operating Fund, the Jamestown Complex Fund, the Happy Theater Operating Fund, Manhattan Casino Operating Fund, Marina Operating Fund, Pierre Operating Fund, Port Operating Fund, Sunk and Gardens Operating Fund, and the Tropicana Fields Fund. And now everybody knows why the room is full. Yep. For this one, I will pause after each fund for questions. I won't do the whole department. Starting with the general fund. That's probably a smart one. Yeah. Yes. So for the general fund, the enterprise facilities general fund budget decreased $159,138, or just under 16% as compared to the FY25 adopted budgets. Of that decrease, about 92,000 is from an FY26 reorganization that creates a new enterprise fund for the Manhattan Casino. Increases in the General Fund budget include internal service charges, interfund reimbursement commodities, stormwater utility charges, and other specialized services. Reductions include salaries and benefits. For FY26, there is a salary adjustment, allocating a salary, an adjustment of salary allocations to better align the work performed within the department, resulting in a net decrease of 0.62 full-time FTE. Other reductions include facility repairs and renovations and training and conference travel. Programs funded in grants and aid in this department include the Woodson African American Museum of Florida at 107,000, the Florida Orchestra at 38,000, and Juneteenth at 10,000. Revenue is expected to increase $2,843, an FY26 due to an increase in rent and utility reimbursements at the Dwight Jones Center. Are there any questions for the general fund? Council members, Council members, your school. Thank you. Why do we have reductions on facility repairs and renovations? I mean, now of all times. I think that's related to Manhattan Casino, which is moving into its own fund. Okay. So no reduction in repairs or renovations to any of the others. No, this is how it's categorized. It's another little budgetary. It's not like you're sort of a budgetary. Not sure. I'm not sure we should call it tricks. I was kidding. That line is now going to be in another fund. So there's not a reduction moving it as part of the re-orbed. Okay. That makes me feel better. Thank you. That's all I have. Council members, any other questions on the? Can you just give a little background on the 107,000 per wood sin and the 38,000 for floor to work or share on what that's going towards? The 38,000 covers the floor to work or show is ghost towards their rent. The 107, I may Beth can help me out with this. I believe that covers a position that we pay for at the Woodson Museum. What? Beth here on Dean. City Development Administration. That 107 does cover one administrative position. it includes facility repair and maintenance, and I believe a portion of that may be for landscaping as well. Okay, that goes directly to the operating of the woods. When you get a chance, Beth, could you send us a break down? Absolutely. Thank you. Okay. Did you have something? No. Okay. I think that's it for now. I won't go down the rabbit hole. Okay. Any other council members? Okay, let's keep moving. Okay, I'm page 47 there I think that's it for now. I won't go down the rabbit hole. Any other council members? Okay, let's get moving. Okay, on page 47, the airport operating funds FY26 budget increased 135,741 dollars or 7.32 percent as compared to the FY25 adopted budget. Increases include salaries, benefits, and internal service charges. And FY26 there is an adjustment of salary allocations to better align work in the department, resulting in a net decrease of 0.2 full-time FTE. Other increases include stormwater utility charges, water property tax, operating supplies and management service fees. Reductions include other equipment maintenance, network external and electric. The program funded in Granzenade is the Albert Whitted Airport Scholarship Match for $16,500. The budget for the airport's loan payment to the General Fund remains unchanged from FY25 at $220,620. The amount owed by the airport to the general fund at the end of FY26 is just over $750,000. There is no transfer to the airport capital projects fund for airport-related capital projects, which is a decrease of $4,000 from FY25. FY26 airport capital projects are funded using grant funding and fund balance in the airport capital projects fund. Revenue for the Airport Operating Fund is expected to decrease $124,715 in FY26 as compared to FY25 due to a decrease in anticipated rental revenues due to storm damage to airport hangers primarily. That's just about 460,000. This is partially offset by increases and fixed bulk hanger lease holds, which were folded into the fixed base operators portfolio of managed premises upon vacation from tenants, tie down rentals, and special event parking. Are there any questions on the airport operating fund? By sure, Ann So all of these enterprise facilities that usually says whether there's a budgeted subsidy or no budgeted subsidy on this one it doesn't say that. Just because we can't subsidize. Okay just want to make sure like there's a repain alone. They're repain the loan. From future previous so instead of subsid, we have to do a loan. Got it. That's a good clarification. Thank you. Thank you, Chair. Thank you. Council member Hardy. Thank you, Chair. Bigger picture with all of the enterprise entities. Just for clarification. Are they designed built to stand on their own? Back to that napkin math, we will, whatever terminology loan or subsidize. This budget calls for about $5 million worth of general fund money going into them. Are they designed to stand on their own? Is this culturally the way that these are handled? Or how do we look at this? Yeah, I think that's a great question council member and I'll speak a little bit generally to it and I think Mr. Green and Mr. Corby can weigh in and you know we've talked about this before that typically a city government or any government is going to step in where the private sector doesn't act. Now sometimes we certainly go outside those boundaries but that's our guiding principle. And I think a lot of this kind of goes back to our discussions with the community really going back to the 80s. And I think when we purchased the Coliseum in the 80s, we really took on this philosophy that we wanted to save some of these historic buildings, have some activated event spaces that otherwise the market wouldn't provide. That went into the 90s and we had the referendum on Sunk and Gardens, which was overwhelmingly supported by the community. So that was the next step we took. And now Manhattan Casino is a very similar prospect. Although I think Sunk and Gardens now is making money, it wasn't necessarily the point. The point was to maintain those beautiful places. And Sunkin Gardens now has become a destination wedding place where people come from all over to have weddings. It's a tourism attractor. Some of the other facilities I think are a little different. Jamestown we know that affordable housing is a subsidy business. You know we've talked about that in the past and you know the Marina I think can be a profit center. So each one's a little different but that's just a little bit of the historic philosophy and I don't know if you guys want to add anything to that. You know the only thing I would add to Mr. Curtis is really good summary is summary is that for accounting purposes, there are certain funds that we have to separate and treat as enterprise, even though we may end up ultimately subsidizing their operations. So the part of it is kind of how we have to treat it under government accounting standards board. I understand. The only thing that I would add and Rob said better than I could have. But where appropriate and where we can, obviously the goal is to reduce the subsidy. For example, the subsidy for the Coliseum is expected to go down this year versus last year. But there is a balance. I mean, we could obviously charge more. But there is a balance between the rates we charge and it being a affordable city facility. But the goal is we're appropriate to bring the subsidy down to nothing if possible. And again, I would just add, I think this is a very legitimate conversation to have on all the facilities and to revisit at appropriate times. I mean, I'll just give you an example. We're going into a Port Master Plan. I personally would love to see the Port do better financially. That's been a struggle you know historically but I think these are very legitimate conversations to have. Okay thank you for that. And I had the same the same question that Vice Chair Hanwats had. So so subsidized some, but when it comes to the airport, because of what it is and how it exists, we just, we loan money to it. And that's, is the, and I get it. That's the mechanism that we use. Curiosity does the airport generate the funds to repay the loan, or we beholden to FAA grants, or how do we ensure that that goes forward? So it depends on the year right now. We are able, the airport is generating enough funds to cover the loan payments and its operations with the storms, maybe not, what we'll have to check. So we did do an additional loan this year to cover some of the storm expenses. Right. So it just kind of depends on the year, but there's been years where it did cover all of its expenses, and then there's years it does in and we have to increase the loan. Okay, if I can add Mr. Chair. So the FAA actually requires that we make any advance or subsidy to the airport as alone. They require us to kind of paper it as alone with an amortization schedule and everything. And each time, like Liz mentioned, we added to that after the storm. We kind of add that to the loan and re-emeritize it. But so it's really an FAA requirement as opposed to like all our other facilities, you know, we don't have that same obligation or requirement that it be alone. And I was more interested in understanding what is it that drives the airport? Is it revenue from operations or is it FAA grants or how does it balance out? It's both and there are some opportunities obviously the revenue is decreased because of the hangers that have been lost. We're in conversations to replace those hangers, bring them back through a potential partnership but also talking about adding additional hangers because that would be an additional revenue center for the airport. The grants help a lot on the CIP side, on our capital project side. So that's where we get a lot of our grants and not to go over the operation. The IP side of the. Got it. That makes sense. Understood. Thank you very much. Thank you, Chair. Thank you. Vice Chair animals. Oh, I'm sorry. She and then I'll go up. Okay. So legal question. So we'll bring up sunken gardens and now we're talking about making the Manhattan an enterprise fund, and I didn't even live here in 1999, so I wasn't part of that whole referendum, but understanding that at that point in time, we had to purchase the entity in order to make it an enterprise fund. I believe that's correct. We own the Manhattan. So how legally are we able to just create an enterprise fund without going to a referendum? Is it because we already own it? I guess I'm confused about process. Yeah, I think you answered your question. OK. That's my understanding of understanding of how it works too It's not something that we have done recently Mm-hmm. Or updated any research on so that I mean that's right for another look if you would like us to I'm happy to Yeah, I'd like to understand that more because um that wasn't something I had been briefed on before getting our budget book So I just wanted to kind of understand why it's a different process now than it was then. So that would be my first question. And then James, you brought it up, this public-private partnership. So I had my first stakeholder meeting about that yesterday to learn a little bit about that. I left there with way more questions than answers from the very brief presentation I was given. But now that we're having this conversation and we're talking about, you know, to Councilmember Harding's point, like how the funds operate and all of that, I already had a lot of concerns leaving that meeting yesterday. And now I'm thinking, well, if we're talking about potentially entering into a partnership and that 501C3, if it's the way that it was designed and presented to me, would have ownership of those new hangers and they would collect that revenue. What does that do to our bottom line? Well, the stuff... So I'm just, I'm not asking for a presentation on that today, but we don't get to talk any other time than in the sunshine and I just wanted to bring up some of my concerns around the financial pieces of that, what that looks like for repayment of these loans, how it would be affected. I think that like I said, I have more questions than answers at this point. And now having this conversation today, it's added one more on top of that. So when we do get to a place where you all feel like you're going to bring this forward to us, I would like to have one on ones. I had asked the stakeholder group about it actually coming to a committee first before it goes to full council because I think it's a big deal. Like I'm not I think it's a very outside of the box way of looking at doing the airport. I'm open to the conversation, but at the same time I feel like the devil's in the details. And so my request of administration would be to bring it to a committee first and not just bring it to council thinking that we're We're gonna say yes because I don't I want to feel good if I end up pushing my button yes. And if I may I should clarify the preliminary early conversations that I was referencing was a potential partnership with the current operator at the airport shelter because the work works right now is we receive 70% of the revenue from the hangers, Shelter receives 30%. So the idea would be if they were to front the money to pay for the hangers, we would just adjust the percentage potentially, we would still own them. So I'm not speaking about, I think I know I'm talking about, but the early conversations are... So I have even more questions. The conversations that we've had, we're very early on and it was based on, obviously, Shelter is losing revenue right now because hangars don't exist. There is already an existing relationship. So we were talking about potentially creating, or revising the partnership where the split possibly changes, but they would pay for the hangars to be installed the ownership structure would stay the same. So I think these one-on-ones are probably due sooner rather than later. Now that stakeholders are reaching out to council members about a different plan, I'd like to have those conversations. So yeah, thank you chair. Thank you. Thank you, press your hand. Thank Thank you chair. Just to go back on the subsidy issue. So the airport, the total loan to the airport is $750,000. Right? How, what time period does that cover? Like from yeah, we should be for a long time. We should be paid up by FY 30 because we're set that to our 20 amount of set. Not what I mean is like it covers like in the past. So what we look at subsidies on our sheets here to the other, to the other policy in the games down, it's the subsidy for the year. So compare 750,000 that we've subsit loaned to the airport for a long period of time, right? Through many years, when we looked at the Coliseum, the subsidy for FY26 is 350,000, yes, for the year. Right? Am I getting that right? Okay, because I just, it's apples and oranges, right? When we're looking at the loan amount for the airport, it's the whole amount. When we look at the subsidy, I mean, it would be interesting to see what the subsidy is for all these things in total for 20 years or whatever it's been. I'm sure it's a huge number for some of these. And we do have like a five year history in the industry. Yeah. And that would be great for us to see a longer term subsidy of what these enterprise facilities So we can because it's very hard when you look at it for one year versus I think a long period of time So if you can provide that, and I think for new council members, that way they can kind of see where the money's going and how we're subsidizing these different facilities. That would be very helpful. I believe Liz was mentioning, I think there's a five year history each year and adopted by the executive summary. So yeah, we've got that in the can and that would be we get so many books and so many charts I'm I'm sure it's somewhere Tom but if you can give it handy that would be great thank you so much thank you chair thank you councilmember Driscoll thank you you know another way that we can look at possibly reducing subsidies is to look at the capital improvements that are on our, on the wish list. The upgrades or needs that we have at the Coliseum would that translate to more revenue? Are you keeping track of when someone comes and looks at this space for an event and they decide not to go there? Do we find out why? So that we can figure out what do we need to improve to increase revenue there for reducing the subsidy? So that spend money to make money thing, it actually can work in government too. So I'd love to see what that looks like on some of these facilities because we have lots of facilities that need work. Maybe we look at what are the upgrades, renovations, whatever that can be addressed that are going to translate to more dollars coming in. Thank you, Chair. Thank you. Okay, I want to get some clarity on one thing because I frankly was good to go and then I got a little confused with Councilmember Irvice-Sherhano with his comments. Sorry. No, that's okay. The 750,000 due to the General Fund, that's just what's owed today, right? That's that number, we've been making payments to that number. And so what you're saying though is we wanna compare what that has been over the period of time. Okay, I got confused because it made it sound like it was like, well well they only owe 750,000 over that period of time in comparison to 300 in another fund, but you're talking about just I want to compare the total number to the total number of subsidy over that I want right I want the I want the whole period. I think they understood me I'm sorry if I was an eloquent with it, but I thought it was apples. No, no, no, yeah, yeah. Okay. I just wanted to make sure I was understanding too. Yeah. Because I agree with that. I think when we're looking at, and I've said that in past budget meetings, when we're looking at subsidy, I don't think we should look at it in a snapshot. we need to look at it as a whole. I totally agree with that. Okay, I don't... I'm going to go to the last year's budget because this year, this the workbook doesn't have the detail. But I just want to try to understand the difference in revenue because of the storms and the hangar damage. And so obviously, I think where this lies is charges for service, right, in the airport operating budget. And it's either under transportation charges and rents and royalties. But rents and royalties last year were in the adopted. We're only 286,400. And I did some quick math. And that seems like if we're getting 70% of the entire rent for the hangers, that seems significantly low. So I guess what I'm asking is, can you tell me the difference between transportation charges and rents and royalties? What's driving those and where the difference is going to be this year in comparison to last? So it's a good thing. And if I didn't say that. And are we looking in the revenue sources on page 54? He's looking at it. I'm in last year's operating. You want to see you on it? Well, I will see Thursday we do our second quarter. on page 54. He's looking at it. I'm in last year's operating. Last year's adopted by DMSO. Okay, yep. You want to see, you want it? Well, I will say Thursday we do have our second quarter estimate and so we do have more of that information but by fine, I don't have that in front of me. Okay. We will see that in the estimates and F by 20, 25. I'm more looking for the understanding of where these revenues lie in these two line items and what creates these revenues is what I'm looking here. I'll just give it to you. I'm trying to pull it up online. Here, these two. I'm trying to change that to some world, please. Like when I hear transportation charges, like... I'm going to have to go back and look into the transportation charge because my sheets don't turn this. So I mean, the vast majority of all the operating revenue on the airport comes from the hangers. From hanger rents. That's really the big driver of it. So and that's why, of course, when we lost the T-hangers, that's why it hurts because that's the big source where we get our operating revenues from. Totally get that, just trying to understand which of those lines and what's driving those two. And if we don't have to go down it right now, but when I was reading this, it's hard to match up what I'm reading here in comparison to what the budget had in it last year. So I know for that charges for services that transfer to Jason charges, those are more the hanger charges, the rents and royalties are the agreements with the operator. Okay, I'm going to ask a silly question. Why do we call rental for hanger revenue, transportation charges? I think it's literally the time they're not moving. It's noraclees always been used maybe. Okay. All right. We're not money. I feel bad bringing it up in this meeting, but I just couldn't, I really couldn't understand it. Okay. Otherwise, I'm excited about the conversations we're having surrounding the airport. I'm very happy to support last week's item on the vault. I'm glad we're moving forward with those things. I think in general, this is one of those build back better situations that we're going to come out better than where we started. And so I will end it there and not try to make it more muddy than it already is. Any other council members? Sorry for making it a little coo-coo. All right, let's keep going. All right, also on page 47 is the Coliseum operating fund and its FY26 budget increased $65,194, or 5.51% as compared to the FY25 adopted budget. Increases include salaries, internal service charges, other specialized services, facility repairs and renovations, and security services, along with other miscellaneous changes. These increases are partially offset by reduction in reparations supplies, which was for the 100th anniversary event, and benefits commodities liquor liquor as well as a few other miscellaneous adjustments. Revenue for the Coliseum's operating fund in FY26 is expected to decrease $124,995 as compared to FY25 adopted budget due to a reduction in the budgeted subsidy, and other miscellaneous changes. and these reductions are partially offset by increases to rental revenues, which was 115,000 food and beverage charges, equipment charges, and a few other miscellaneous line items. As previously mentioned, the budgeted subsidy for FY26 for the Coliseum is $350,000, which is a $250,500 decrease, as compared to the FY25 adopted budget. Questions on the Coliseum operating fund? Council Member. I would just echo what I think Council Member Driscoll brought up. I mean, do we know I rented the Coliseum once a long time ago? I'm not sure it's changed a whole bunch from a rental standpoint. If I remember correctly, the first three or four hours is part of the agreement and then you can, there's a upcharge for the next hours, right? So, is it three or four or so I use the right one? Four hours. Okay, so how much to rent the coliseum for four hours today? Right now it runs anywhere from I think $2,000 to $3,500 depending on the time of the day and the day of the week. Okay. Yeah. And how many people does the coliseum hold? Depending on the- Seated. seated you can get up to a thousand people. Okay. Yeah. And how many people does the policy in the world? Depending on the see did see did you can get up to a thousand people. Okay. So I'll just use me because it's easy. That number really hasn't changed since I got married. Right. 10 years ago. And for the number of people it holds and certainly with the investment we're putting into it this year, I know we've put some investment into it the last couple years, but a significant investment this year. I really think we have to look at rates. I totally want to continue to make it affordable for everybody, but four hours in a place that holds 1,000 people in one of the most historic buildings in St. Petersburg is the biggest steel in town. Yes, we agree. And we are looking at rates right now just for a little bit of historical perspective. You know, in 2019, we had 181 events and then obviously COVID came. So 2020, we were down to 97 events, 2021, 46 events. Then we started to come back up 118 events in 2022, then 129 and then last year, 158. So we feel now like we are, it is a good time now. We have built our business back to look at our rates. Thank you so much for bringing up the events, because this is where I was going next. I mean, $1,000 increase takes half the subsidy away. Yes, right. Right now we were looking at 500 across the board, but we can go look at what we're looking for. Frankly, you could take the 500, because I think it's 500 for the extra hour and just make that a thousand. And there's 25% of the university. And so I'm glad you do. And listen, I would even be in favor of looking at it from a case by case basis, if there's an organization that needs it that maybe doesn't have the revenue, but we want to host that organization because we believe that's part of the DNA of St. Petersburg, then we should look at that. I'm okay with that. But for me to be able to rent that for my wedding for $3,500 and be able to do whatever I want is bonkers. And I'm, and I just think we're doing us ourselves a disservice by not capturing that revenue so we can continue to invest back in the building. Because what I don't want to do is be back in this situation 10 years from now. Chair Gerrard, it's totally agree. We've been having those conversations. I think we were trying to build a business back. And then we're back to where we were pre-COVID. So it's kind of the supply demand. The demand is back now. It totally makes sense to adjust the rates based on that. And thank you for that. And I'm very, very happy to hear that. Because listen, we've heard it over and over again, right? The less we have to subsidize, the more stays in the general fund, and we don't have to worry about some of the conversations we've been having for the last six hours. And so that's really where my head's at. Do I want it want it to make a million dollars a year? No. But if my subsidy was zero, when we get to keep $350,000 or $550,000 last year in the general fund, that moves the needle. And so I'm very happy to hear that. So thank you for level setting. Council member Driscoll. Thank you. And so in the hotel business, so 150 eight events a year, that's three days a week every week. And so you're basically always booked. And in the hotel business, we say, if you're always sold out, you're not charging enough. So I like where you're going with doing a very reasonable increase. And I like to share Gertis' idea of that giving us one thing it can do is give us a little wiggle room if we need to work with someone. A great example would be that earlier this year in February, keep panels beautiful, how their annual awards luncheon there. And one of their members of leadership there, it had always been her dream to host it there. And they paid, I don't know if we worked with them on the price or not, but we also contracted them to help with our cleanup. And so I think about an organization like that. I know we don't have a ton of them out there where the scenario would come up. But if they wanted to do it next year and we're renewing a contract with them, maybe we work that into the agreement. And they get a little bit of a discount, which is offset by the market rate stuff that we get in. Also, that increased revenue, increased events, increased capacity, or, sorry, increased bookings like that, it creates more wear and tear on the building too. And we already have needs for the Coliseum. This is going to help fund that. So it all kind of goes in a nice cycle that way. It may not necessarily be pulled in to go out and fund other things, but to keep it moving forward with that list of repairs, renovations, upgrades that are that are very much needed there at the Coliseum. We got to take care of of these things and I looking forward to hearing what you land on as far as the pricing for that just for my own information. People ask about it sometimes. So it would be good to know. Thank you. Thank you. Any other questions on Colceum? Thank you so much. All right, let's keep going. All right, on page 48 is the Jamestown Complex Fund's FY26 budget, which decreased $60,949 or 5.86% as compared to the FY25 adopted budget. Increases there include janitorial supplies, which were offset by reductions to salaries, benefits, and internal service charges, facility repairs and renovations and refuse. for the James Town Complex Fund is expected to decrease $62,496 in FY26 as compared to FY25's adopted budget. There are increases in rental income due to unoccupied and newly renovated units coming online, totaling just over $46,000 as well as some anticipated higher interest earnings in the fund. Those are offset by a decrease in the budgeted subsidy. The FOI-26 budgeted subsidy for Jamestown is 300,000, which is a decrease of 111,000 as compared to FOI-25. Questions for Jamestown? Council member Givots, thank you. How many units are at Jamestown? 76. 76 units and how many of those are newly renovated? Come on. Got it. Good afternoon. The newly renovated units, there are 28 and then there are 10 in queue right now that are already budgeted to all be renovated. All the plans are to draw on contractors and everything they need. We're just waiting for plans. Gotcha. So what do we credit this expected decrease of $62,000 to? That's the subsidy decrease. okay. So why would we be decreasing that subsidy if there's still more innovations that are needed? I've been out there recently. I've seen the need for some repair, some upgrades to the facility. Are we concerned about those needs? The renovations were done as part of the capital improvement budget. We have a big project that's covering those renovations. So those are outside of the operating budget. In previous years, we've had some, I think we did some HBAC replacement and some termite repairs that had increased operating budget. Those are winding down. So then we're back to kind of like our normal facilities for pairs of renovations. Thank you, I appreciate it. Thank you, Chair. Thank you. Council Member Giver.. This be a good time to get an update on. It's been quite some time since we talked about the property that's close to Jamestown. And I think there was some legal work that was being done. I can't really recall all the details. But would this be a good time to just get a real short kind of where we are with that project and if we're gonna bring that back to council Yeah, we had a conversation about it after the legal review we believe that it would be possible to potentially Change the use of that property would definitely require a referendum What I asked our team to do is to put together at least a proposal or what we believe would be a good alternative for that land and bring that back to council. Okay. And I think we can do that within the next 60 days. Oh fantastic. Okay. Great. Glad to know that you're still making some progress. So look forward to it. Thank you, Chair. Thank you. Council Member Driscoll. Thank you. to follow up on that I did put forward the new business item last year to discuss this and was just waiting for, first you have to give a heads up. Of course, we've had some other priorities pop up since then, but it is still on my mind and I really look forward to having that conversation whenever staff is ready. Thank you. Thank you. Any other questions on James now? Okay, let's move to the behalf of you. On page 49, the behalf of the theater operating funds, FY26 budget decreased $392,442 or 29.17% as compared to the FY25 adopted budget. There were increases in salaries, benefits, and internal service charges. However, one of the theater's naming rights contracts is projected to end in FY26, which resulted in a budget decrease of $394,465. This decrease in expenditure is offset by a decrease in revenues that will touch on on a second, having a net zero impact on the funds balance. Revenue was expected to decrease $328,600 in FY26 as compared to FY25's adopted budget. As mentioned, this is primarily due to a decrease in naming rights revenue, which is partially offset by an increase to the budgeted subsidy and a typical higher interest earnings. The FY26 budgeted subsidy from a half-e theater is $749,500, which is a $65,000 increase as compared to the FO25 adopted budget. Questions on the half-e? Vice Chair Announcement. Thank you. So can you tell us a little bit more about the naming rights contract and the status and what's going on? That is the Duke Energy naming rights for the Duke Energy Center for the Arts. And so I'm working with Melissa Satius to put the parties at the table to talk about a renewal. Okay. And I, I don't know if this was the one. I remember at a meeting asking where they came up with the number for the naming rights, like the, the form. This was way back back and I don't know if it was this one specifically. I want to say it was this one. So I'd be curious to find out how they come up with this number and going to the point of, are we getting what we should be getting for naming rights and so that's what I just want to kind of touch upon. Certainly, yeah, I'll certainly get that for you. I know it was when the Mahafi was renovated back in 0405 obviously and and the right. And there was another con I know we had this conversation at City Council where naming rights were came up with, and I brought up the issue when I looked at the contract itself, and it's like, why did they come up with this number? And I can't remember specifically getting a satisfactory answer, so if this is coming up again. I will. I would love to have that conversation. Okay, great, thank you. Thank you. Council Member Harding. Thank you, Chair. I realize this one gets a bit complicated. It has private management back to to minister Gertis's comments about about places being a part of the fabric of our culture. I get it. According to this, we'll subsidize this building over the past two years for a million five. And that's back to the conversation about how do you balance out the – what is important to the culture of us versus the cash outlay? Is this historically what we have done with this facility, or has it grown or lessened over the years in terms of us subsidizing it, not including CIP projects? I may. Well, historically it has been subsidized under city, when it was city-owned or city operated, it's still city-owned. The subsidy was even higher. We were not able to necessarily do the at-risk programming that an outside company, a big three or another management company could do. So the subsidy going back in time was over a million dollars. This subsidy is reduced and generally in line with other subsidies, I believe the city of Clearwater subsidizes Ruth Eckert to the tune of about half a million dollars, city of Tampa subsidizes stress, so it's not out of line. That was my follow up question. Okay. All right, okay, thank you very much. You're welcome. Thank you, Chair. Thank you. Any other questions on behalf of you? I just have two. Have we explored outside of the Florida orchestra? Because I know they have explored what I'm about to ask. Have we explored TDC capital improvement? We have not explored it to date, but we intend at this moment in time we're looking at applying for the next round. Next round. Okay. And then when does our contract with big three come up for renewal? It expires at the end or September 30 of 2026. Okay. And so do we have a plan yet or are you as administration having that conversation? I think we're having that conversation now while they're looking at renewing it in RFP. We're having that conversation now. Okay. I'll just give you my perspective at this point. I'd love to be a part of that conversation on how we go forward from that without going down the rabbit hole this afternoon. Same. And I appreciate it. Any other? Okay. Let's keep moving. All right. The new one. Yes. Also on page 49 of the workbook is the Manhattan Casino Operating Fund. And in the FY26 budget, a new fund for operating the Manhattan Casino will be created as facility repairs and renovations are estimated to be completed and the city will operate this base for events similar to the Coliseum or Sunkin Gardens. As noted above, this facility was previously included in the Enterprise Facilities General Fund budget, and the comparisons described below reference that portion of the budget from FY25. The Manhattan Casino Fund's FY26 budget increased $344,314 as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges increased $206,621. NFY26, one full-time facility supervisor, one full-time facilities assistant, one full-time maintenance worker two, and four part-time event aid positions will be added for a net increase of 4FTE. Additional increases in the budget include other specialized services, advertising, financial services, software, electricity, security services, and other miscellaneous linings related to the facility opening. There is a small reduction in and interfund reimbursement commodities. Revenue is expected to increase $439,375 in FY26, as compared to the FY25 adopted budget, due to increases in rentalsals, liquor budgeted the budgeted subsidy and a few other miscellaneous line-in adjustments. The FY26 budgeted subsidy for Manhattan casino is 175,000 are there questions on Manhattan casino. Sheriff, if I may. Yes. I would just like to first apologize. This is my baby and then I had another baby named tropical field that I wasn't expecting. So normally I would just like to first apologize. This is my baby and then I had another baby named Tropicana feel that I wasn't expecting. So normally I would have liked to have brought this to you in a different way, but we did want to make sure to get it included in the budget so that if construction happens the way we hope for it to happen, we got it covered. So I do apologize. Thank you. Council member, McSand Thank you and I'm glad that you acknowledged that it was your baby. Yeah. Because I want to commend you on getting this done and knowing that it's going to be something that's going to be a pride for the city of St. Petersburg. It has gone through so many different iterations of what we think it should look like and I think we finally come up with solution for that particular area and especially how the deuces and the warehouse district is how they're growing and so this is going to be a very much needed asset for the city of St. Petersburg and I'm still very very proud of the fact that we recognize the history of the Manhattan casino and that the acknowledgement of still making it an affordable place for our constituents to host and have their events. So I just wanted to thank you and Mr. Corbin in the mayor's office for understanding the importance of this location and what it is that we've gone through to get to this point. But I think here on out it's going to be something that was needed but it's definitely going to be something to our advantage so for that I want to thank you so much for that thank you chair thank you councilmember give them thank you and thank you Miss Herndon I appreciate your work on this thank you for making this your baby to councilmember fig sanders point you know this is this is a our community. It's a historic building. It's part of the fabric of our culture and part of the fabric of our history. And I think it deserves the same love, the Colosseum and something gardens get. So I'm glad that we're taking the step forward in that right direction. I do have a question for you. Do you receive any sort of subsidy from the county for capital improvement projects regarding the Manhattan casino? Do they fund this in any way? No. Is that an option towards a bed tax dollars? Is that like I'm thinking about like a re-inclave center? I know they funded that before in the past. Is this something that we can look at reaching out to them? If I could step in here for a second, I don't know if Mr. Caper still here, anybody from our artiff team, I mean I think we're going to be coming forward with a GMP and I think that probably the South St. Petersburg CRA is going to be a potential funding source there and I don't know if we're using county contributions on that portion of it or not. In the past, when we are using South St. Petersburg C.R. Tiff, the county's been reluctant to use any other funding sources to contribute because they're already contributing to that Tiff fund. I appreciate that clarity. Thank you, Mr. Curtis. And my next question was the state. So state has ordered preservation grants. Do we solicit any grants like that for this specific project? We have not yet, but we do intend to. And it's on our grant Aubrey. It's on our grant committee radar. Good to know. Thank you so much. I appreciate that. Thank you. Council member Gavard. Thank you, Chair. So Beth, thank you so much for your work so far on this. Looking forward to learning more about it. Certainly understand you've had your hands full. We spent time together last week and I certainly know that you've got a lot going on, but this, you know, I asked the legal question earlier just to make sure that Council is dotting our eyes, crossing our teeth, making sure that we're doing everything we want to do in the right way because I do believe that this, you know, we've tried a lot of creative things in this space and I think it's incredibly important that the next reiteration of the Manhattan is sustainable and that it lasts for future generations. And this is the way we can make sure that that happens. So conceptually, I'm very much in support of us doing this just with like a little bit more detail. Really want to make sure that Council is in as a partner on this and that we're not coming in on the back end. So I'm not sure if administration, if you were going to bring this as a report item to Council, if you were going to bring it to committee, I'm not sure what your plan is, but I look forward to seeing it sooner rather than later so that we can all vote for this budget and be supportive of this as part of that. I'd be happy to bring it forward in one-on-ones or to committee or both and just for those who are listening with the plan at this point and I appreciate administration support because we do want it to be sustainable is to create a two-floor event rental space. If you had toured, there was a very large kitchen space that we don't necessarily need. So the first floor will be expanded. It'll still have a catering kitchen, so catering will be supported, but it won't have that very large commercial kitchen. So we will have a downstairs event rental space as well as the ballroom upstairs rental space. So we'll be able to house many more events and different types of events. And can you just remind us because, you know, kind of last time we talked about it, you know, the building wasn't a lot of disrepair. The AC wasn't working, the roof was leaking. Have we, like, kind of at least gotten all of that taken care of so that whenever we go in, we're kind of trying to go and like redo old damage we're just really building out a shell in a beautiful space for the community. So the upstairs air conditioning was actually just replaced through a federal grant? Oh good, okay. Is that okay? Making sure the grant money through a federal grant and the roof is sound and so all those infrastructure type things have been addressed or will be anything that's remaining will be addressed as part of the renovation. Okay, I look forward to learning more so thank you. Thank you chair. Thank you. Any other questions or comments on the casino? Excited for this Beth, thanks for God in multiple ships at the same time. Okay, let's go into the marina. On page 50, the Marina operating funds FY26 budget increased 216,540 dollars or 4.68 percent as compared to the FY25 adopted budget. Salary benefits and internal service charges increased 268,431 dollars. For FY26 there's an adjustment of salary allocations to better align the work performed within the department, which resulted in a net increase of 0.82 full time FTE. Additional increases in the FY26 budget includes small equipment, sewer, water, credit card settlement, and store monitor utility charges, reductions include other specialized services, debt interest notes, and other equipment maintenance. The FY26 budget does not have a transfer to the Marina Capital Improvements Fund. As the FY26 Marina Capital projects will be funded using fund balance from the Marina Capital Improvement Fund. The amount of the return on investment to the general fund is expected to remain unchanged in FY 26th at 310,000. Revenue is expected to increase $46,1115 in FY 26, as compared to the FY 25 budget due to an increase in anticipated higher interest earnings, live-abored premiums, and a few other mislaneous items. These increases are partially offset by decreases in slip rent, and again, a few other miscellaneous line items. Slip rentals and associated rates at the marina will be increased up to 5% and FY26 to facilitate marina updates, maintenance, and facility repairs. And this was mentioned earlier, although budgeted due to the storms, the scheduled FY25 rate increases were not implemented. Questions on the marine operating fund? Council members, Council member already. Thank you, Chair. The decrease in slip rentals, is that related to the storm? Is that a normal cycle that we go through or is that something different, something one time that we're headed into. Sure, good afternoon Dave Worth, Marina in Port. So we track and kind of hold steady every year over year about 95% occupancy. After the storms we saw a drop, probably about 85% occupancy and then going through kind of the repairs slash prolong rebuild conversation we had to take ten or twelve other slips offline after the storms. Okay so some of this isn't running about it's they're not rentable. Correct. Yeah so learn such bad shape that they're not rentable. Yep that explains explains that puts a lot more perspective on it and a bigger need for us to do something sooner. Absolutely. Thank you, Chair. Thank you. Council members. David, you're getting off easy. We've got the bar net for now. We've got the board. Yes, we've got the board, I guess. Uh, yeah. Yeah. Did you have something else over there? And I could come up with something. We're good. Yeah, I'll just say I'm excited to get the arena where it needs to be. All right. Thanks, Dave. We'll see you in a few minutes. OK, let's go to the peer. All right, on page 51, the peer operating fund FY26 budget decreased $1,393,247, or 16.36% compared to the FY25 adopted budgets. Increases in the budget included benefits, water, facility repairs and renovations, and repair and maintenance materials equipment. These increases are offset by reductions to grants and aid, which is for the fifth anniversary event, transportation management fees, other specialized services, sewer, electric, salary costs, and internal service charge costs. The FY26 budget does not have a transfer to the General Capital Improvement Fund for peer-related capital projects, which is a decrease of $516,000 from FY25. There are currently no new peer capital projects planned in FY26. Revenue is expected to increase $35,899 in FY26 as compared to the FY25 adopted budget. Some of the increases include rent, anticipated higher interest earnings, utility reimbursements in the budgeted subsidy. These increases are partially offset by reductions in parking revenues and other charges for services. The FY26 budgeted subsidy for the peer is currently $1,747,000, which is an increase of $230,000. As compared to the FY25 adopted budget. Are there any questions for the peer operating fund? Council members, questions on the peer. I just have one question. Are we thinking creatively on how to reduce the subsidy to the peer? Absolutely. I mean, can you share some of those creative ideas? So the main source or the main source of revenue for the pier is the rental, right? So those leases are up for renewal. 2020. So we're going to start looking at that obviously. The pier is now open. It's proven as a destination. So we would look to renegotiate those leases based on today's standards. Other than that- Today's standard meaning the traffic we're creating. The traffic, the world-class visibility. It's one international awards. It's kind of proven that it's a main destination of the city. Beyond that, we're limited in ways that we can increase revenue. There are not a lot of ways to generate revenue at the pier. I think it was mentioned parking. Revenue has gone down. And I think it's interesting we talked about this earlier today. The parking revenue going down means less people are driving and parking there. It does not necessarily mean that less people are visiting. So we want to kind of get a better understanding is the parking because people are finding other more sustainable ways to visit the pier and not driving a car on parking in the parking parking lot. Or is the visitation of the pier dipping off? I think it's more to do with less cars. Definitely not the latter. Right. It's less cars, not less people. Right. Which is, I mean, the main source is going to be the rental rates for them. Well, I'm glad to hear that. And you know, look, for a couple of different reasons. One, obviously, I think what you said, the concept is proven. I think the other, one of the things I think about is, you know, if you see, if you're watching the Grand Prix on television, and you see a visit St. Pete clear water ad, I won't say none. Eight out of ten ads start or end with the peer. And so I mean you're getting free marketing. I mean you could have a zero marketing budget in your foot traffic alone would create enough business for those businesses to not only survive but thrive. And so I'm very glad to hear that. I certainly don't want to hold anybody hostage. I'm glad we had partners to dive into this together with Doc Boards and T.K. and Peter T.K. in the coffee shop in the whole nine yards. But it's time to level set and our market viability there is beyond strong. And I think we need to act as such. So I'm very happy to hear that. Chair? Yeah. Ask a question. Have at it. Thank you. Sorry, James, I should have asked this. So that enterprise, does that include the three restaurants on the land? Does it include the- Presses now. Is it the pier over the water or does it include the- It includes spa beach, bistro, dock fords, pier teaky, teakak and then the smaller of drift drift yeah so so this so does this this budget is this include a rent that didn't exist last year from the new restaurant the The restaurant is a part of the museum of history. Okay. It is not, it is not okay. That's not, I'm sorry, I don't know. I don't know. The geography of what? Are you talking about Paris Fort? It's Paris Fort, right? Yeah, that's a part of the museum of history. Okay, so that's not included in this at all. Got it, okay. Yeah, that's going to be it. It's going to be a hard road to, hard road to hoe. Thank you, Chair. Thank you. Councilor Rodriger, is that your hand? Yes, thank you. I have a couple of years ago, we talked about expanding the number of the vendors on the peer approach, the marketplace vendors. But I don't think that ever did that happen because I feel like it's the same number we've always had for those stalls. We looked at the university. Yeah. She's hiding. I'm not going to call. Hi, it's my friend Rodriguez, peer manager. So yeah, we are basically fully leased there. We try to keep everybody under the shade structure. So at some point, where as far as you can go with the shade structure, after that point, they would be out in the sun, which already makes it very difficult in the summer. So we have approximately 25, and we have two or three vacancies that are rotating per hour. OK. So that's enough. Because I think we had originally built it to accommodate 32 if memory serves me correctly. Was I right? Well, you can add more. You still can add more. However, they just wouldn't be. So what we're looking at? Well, we just push them together because they have some space in between. Yeah, what we're looking at doing to expand that further is investing in some additional types of kiosks where they're more like semi-permanent and they have air conditioning and electric. Because then they can be, it's a lot easier for the tenants to get in and out right now the biggest complaint. And we have more turnover is with the tents because it is a lot for them to bring in an out-of-the-tot. So there is a way to expand it. And I think the best way to do that would be invest in some sort of more, like the shipping container, some way to do that tastefully. Taste, thank you for that part. Yeah. Yeah, you got to be careful about that, but I think it can be done. Yes. I mean, yeah. Okay. There is, I will tell you that I recently spoke to someone who does have business out on the peanut one of the marketplace vendors, but other and they told me that they could not speak highly enough about the way that the peers run. That's great to hear. Thank you for sharing. So from you to all the way to security, they said it is, it has been a great experience. And so I wanted to make sure that you knew that. I'm glad you were here. You sure you don't get that right? I know. I know. The thing I heard about was the parking and it's fun. Yeah, we're not liking people, but it seems, the parking revenue is down. It seems like a traffic jam there. So often and a lot of it is at that weird spot to go over to, I don't remember what the lots are called. The one by the museum of History. It's all come on the pelican lot, we name them. Yeah. And then is that those pedestrian's and the trams, and it can take like 20 minutes to get out. Yeah, there's one way in and one way out. So during events is when it becomes difficult. Yeah. I wonder, because sometimes it'll be like that for a while until PD arrives to help with things, and I'm wondering if the here management can have, can help with some traffic control there, because I'm just thinking people that are already there on the seat, you know. We actually have senior reduction in the amount of parking traffic, but right now when you have those, usually it's during a holiday or there's some event. And when we have those, what we do is we increase the amount of traffic control that we have, because we pay PDE for off-duty officers to do traffic control. But they don't often do what we call a push until we tell them to. So we always try to make sure that we have staff there that can contact PDE out front, because a lot of times they're there, but they're not standing in the middle of a direct in traffic. And so, yes, there is a way to do that. And we do currently do that, but it doesn't completely. I'm eliminating the traffic congestion. OK. Also, it seems that there are more events at the pier than ever before. Do they make us money or do they cost us money? They do make money. For us? Depends on so there are events that we host being the peer host. We don't make money on those because they're often free and open to the public. Such as YMCA will do yoga or we do the Easter egg hunt and we do a spring festival or we do those are big sea city events. Yes. And then we have third party events which you charge rental fees like the Derby that just happened the 13 ugly metal there and the Derby party we charge a rental fee for them to be there. So we do make money on the third party rental. And. Sometimes those events, I'm told, that those events take business away from those, the ones that are permanently there. I also think there's, it is possible to over program a space. So I want to continue making money, but I wonder if we can be more thoughtful in how we go about it so that there is a little bit better balance with events and make sure that the pier is not known for just for events. I'm afraid it's going to get that way. It was built for people to be able to enjoy all the time and each, each, everywhere you turn, it's been thoughtfully designed for that kind of enjoyment. The peer is so cool, it doesn't need an event, you know? People are going to go anyway. I think there is a fine line between how you program it, you program it, also we wanna look at reducing the subsadoo so we are very capped on where we can generate revenue. And doing third party rentals is one. So we do have to be careful, like consider all of that. Cause I do think you could over program it as well and you can maybe program events that aren't necessarily the best for the environment. So it's a fine line. It's about to be done. And you also want to keep in mind that before this peer, down to how we didn't have, there weren't a whole lot of places for families to have a truly enjoyable day that's affordable. And now we have that. That's one of the things I'm most proud of at the pier that it was built first and foremost to appeal to people of all ages and that includes families. I think that should be our mindset as we're thinking about the programming and all of that and make sure that it stays that way. That's all. Thank you, Chair. Thank you. Council Member Gilman. Thank you, Chair. To Councilmember Driscoll's point I agree let's keep family at the front of the focus. I always talk to people about the pier and it's always the first thing I recommend to visitors when they come here but for those who remember the old pier they say oh it's not like it used to be well it's better if you ask me I think we have more amenities and features and perks that we didn't have at the old inverted peer of men. So I like it. But there were some things that did work, some things that I liked. I don't know how much of a revenue generator it was for the city. But I think about things like the old Dock slip, right, where you had the little wedding chapel. I don't know who owned that or how much money it generally is. Oh my gosh, I forgot about that. But yeah, you had things like that. We were getting rich up a little bit. Yeah, or the family bicycles, right, that we ride around the pier. But little things like that. And then the events, I'm happy to hear that the Derby Lane event was very popular, but as you host more people in different groups here in St. Petersburg, you want to showcase what makes us the best in the brightest, right? That's our waterfront, that's our pier, that's our museums. So I really would like to look at highlighting more private events there. I definitely think there's some spaces that will be perfect for that. But I definitely want us to look at those underutilized spaces like the future dock that we can build right over there behind the museum. I definitely think it could be beneficial to the businesses, the restaurants, everyone. Thank you, Chair. Thank you. Any other questions on the pier? I just have one last one. How many digital visitor boards do we have out of the pier? Five. Five. I mean, I know it was very particular during the original peer discussions and construction and implementation about advertising and not making sure it's not this, you know, one big billboard ad. But have we monetized those digital bill you know visitor boards with the surrounding? Yeah, so we that's an interesting question. We've been asked to buy some of the surrounding businesses if there was an opportunity for that and we Started to look into that program, but then it became a concern of how long do you have to stand there in in order to see all of the messaging and how long would the average person stand there in order to see all of the messaging and how long would the average person stand there in order to at least see the main things that we want them to see which is some of the advertisements for the businesses on the pier themselves. So currently we've only reservived it for the businesses on the property plus whatever events we have posted. So is there a way to, if I remember correctly, one of the things that flows through or maybe even the main thing is a map of the pier with the existing businesses on it? I mean, for those commercial, could we just add them to the map and charge them for that? You mean for the marine attendants? Yeah. For those out there, maybe there you could add them to that. Possibly, yeah, we could re-draw that map. Again, just trying to find creative ways to help create some revenue. Sure. Might be something to think about. Yeah. So, otherwise, thank you very much. You're welcome. We sure enjoy the heck out of it. So. It's a great place. Okay. Thank you. Let's go to the port. Okay. Also on page 51 of the workbook, the port operating funds FY26 budget increased $42,291, or 5.97% is compared to the FY25 adopted budget. Increases in FY25 include salaries, benefits, and internal service charges, water and refuse. These increases are partially offset by reductions in electric and security services, as well as a few miscellaneous line item adjustments. The FY26 budget does not have a transfer to the Port Capital Improvement Fund, and there are currently no new Port Capital Project planned for FY26. Revenue is expected to increase $63,159. Dollars in FY26 is compared to the FY25 adopted budget. Increases in the FY26 budget include cruise passenger fees, rent and the budgeted subsidy, and these increases are partially offset by a decrease in utility charges. The FY26 budgeted subsidy for the poor just $15,000, which is a $60,000 increase as compared to the FY25 adopted budget. Questions for the Port Operating Fund? Questions on the port. You did get off easily. I'll ask one just for fun. All right, Council and I were just going. Well, the port is part of the innovation district and we have the master plan process going on. So maybe we don't have something right now, but there are, I mean, it was said earlier that we wish there was more happening at the port and of course we've got lots of things that we talk about. If we get into conversations with the innovation district folks and there are some great things ahead, there's so much fantastic potential there and some needs too. as well as the opportunities, it's actually an area where they didn't have the effects of storm surge like for the most part right in that area and it is such an asset to have that deep water access right there commercially and for research all kinds of things. So I look forward to I just want to state that you know we're okay with this not because everything is perfect there now but because we know there are great things to come. And I do hope that as we have the conversation about the Innovation District Master Plan, that more of those ideas will be revealed and discussed. And it's not going to look like this next year. I'll tell you. We'll have some plans by then and I look forward to that. Thank you. But David, I will take the moment just to thank you for all that you do between your different responsibilities and I talk to Allison and them and they just they love you, man. I mean they really think the world of you and I'm really glad that you're on the team. So thanks for all you do. Thank you, Chair. Thank you. you. Chair if I may. Just in addition to the Innovation District Master Plan we are also launching a Port Master Plan. Oh right. That is going to be looking for ways to increase revenue at the port as well as other business opportunities. So yes we that will be completed in I believe we're shooting early 2026. Should be in the calendar 25 early. So you are absolutely correct but will not look like this next year. We're very excited for future opportunities. Thank you. And if I. Thank you. Thank you. And if I may, just what you didn't know, I'm already starting the very beginning of the process of looking at what kind of referendum we need to put on the ballot for next November to create those possibilities. So that is forthcoming. Thank you. Thank you. I think Brian David, you know how I feel about the port and we're out. We had a great, I think we heard from the industry last week on what they'd like to see from the port. And so however I can be supportive. I'm in. So, Chair, we absolutely agree there's a lot of exciting opportunity and potential there that we want to tap into. So, yeah, we're looking forward to it. I mean, the market is there for you. Just got to put it there. Absolutely. Okay, thank you. Let's move to Sunkin Gardens. On page 52 of the workbook, the Sunk and Gardens operating funds FY26 budget increased $118,500 in $19 or 3.73% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased $52,400 in eight dollars. During FY25, one part-time recreation specialist and one part-time horticulturalist specialist one positions were upgraded to full-time positions, which resulted in an increase of 0.2 FTE. Also, the FTE for another part-time horticulturalist specialist one position was reduced by 0.4 FTE. And together, these changes resulted in a net decrease of 0.2 FTE for Sunken Gardens fund. Additional increases in the budget include other specialized services, rent other equipment, repair and maintenance grounds, pest control services, and janitorial supplies and services. Reductions include sewer, refuse, and water. The new is expected to increase $221,514. FY26 is compared to the FY25 adopted budget. Increases include admissions, rent, and other miscellaneous line items, which are partially offset by a decrease in memberships organizations. Second Gardens is not projected to need a subsidy in FY26. Are there questions for the Sun Gardens offering? I'm gonna make a t-shirt that says don't mess with Sun and Gardens. I share hands. I agree I'll buy it. So that might be the overwhelming sentiment. Well I was just there actually at Grade X Tampa Bay water has a new exhibit and was fantastic and of course every time I go to Sunken Gardens I have to stop at the gift shop and I do say this every time I put a shout-out for the gift shop they do a fantastic job if you ever need to get gifts for anybody go to Sunken Gardens gift shop it's open till 4.30 we've already told Sarah to give Kenny Betts a call at Mangrove Bay to work on the book. They can work with you. I'm telling you, they do such a great job. They'll have seasonal items all the time. All the new stuff. They have Saint Pete merchandise. It's fantastic. I mean, every time I go, there's amazing stuff. So they should work with the golf courses. My plan again is going to cut this in a little commercial. I see it on St.V. TV. So enough, I will tell you this. Sunkin Gardens has been since 2021. They have not had a subsidy. So a fantastic job. And every time I go, there's always new things happening, lots of events. It's so packed, you know what your biggest problem is? Parking. That's what the problem is right now. That's what that's just an indication of how busy it's got in there. So if you need anything, let me know, but great job. Thank you. Thank you, Chair. After that, I'm going to ask you for a trolley system. Quick Quick question. Council member. Thank you I know vice chair just mentioned the biggest part of the second garden is parking But we share our parking with the business next door, don't we? Yes, we share our parking with great explorations and Carabas, yes, okay, and then also the floor is on the other side because I've heard their commercial saying The second garden is parking that their customers also I've heard a commercial. Oh the the Baker is at the bakery so the the bakery is no longer there we have actually taken over that space for our our staff for our receiving for our gift shop. So I thought that that was strange when I heard a commercial saying using Sonny Gardens parking and I was like we don't have enough Sun and Gardens. Okay, all right. Well, thank you for that clarification. Thank you, too. Thank you. Any other questions on Sun and Gardens? I guess I'm going to go shop later. Awesome job. Awesome. Yeah. I think you finished it. It's been 40 minutes to make it. I don't know about you, but I've been moving this thing long. It's all new guys. OK. All right. Tropical care field. OK. Page 53 is the final fund for enterprise facilities and is the Tropical care field operating fund. The department's FY26 budget increased $559,133 or 14.24% as compared to the FY25 adopted budget due to an increase in insurance charges and security services. Revenue was expected to increase $809,883 in FY26 as compared to the FY25 adopted budget, due to increases in the subsidy transfer, expenditure reimbursements, and naming rights. The FY26 budgeted subsidy for Tropicana Field is $2,990,420, which is a $771,000 increase, as compared to the FY25 adopted budget. Questions for Tropicana Field Fund. Council member gathered. Thank you. Real quick, Beth, on the security services. So you and I discussed this last week, and I understand that, you know, once the roof starts to go on and all of that, there's, we may take over that security, is that what's built in here, or is this just a general increase in other security? No, that's what's built in. So there have been some discussions for the other council members' discussions about when construction starts. Right now the raise provide 24 hour security, but when it's under construction under a city project, the city may be taking that over and say we just took the money in the budget to cover that. Perfect, thank you. Thank you, Chair. Any other questions on Trappi-Kanna Field? Beth, thanks for all your work on this. I know it's, I'm not even going to call it a labor of love because I'm not sure there's any love, but I appreciate all the work. It's very appreciative. I'm grateful to be here, so thank you. Okay. We are going to take a break. Thank you. I'm grateful to be here, so thank you. Okay. We are going to take a break. Great. Thank you. And so let's come back at 345 Committee of the Holes and Recess. Thank you, everybody. Thank you, Chair. Thank you. Thank you. Thank you. you I'm going to make a little bit of the dough. I'm going to make a little bit of the dough. I'm going to make a little bit of the dough. I'm going to make a little bit of the dough. I'm gonna go back to the room. 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The planning department starts on page 56 of the workbook and the FY26 budget totals 3.475 million and consists of two funds the general fund and the preservation reserve fund. The Planning Department's FY26 General Fund budget increased $363,595 or 11.97% as compared to the FY25 adopted budget. Salary benefits and internal service charges increased $396,095 as compared to the FY25 budget. This change reflects the creation of the building department and corresponding adjustment to personnel and space distributions that were previously split between the general fund and the building permit special revenue fund. There is an increase of 0.45 full-time FTE as a result of this redistribution. In addition, during FY25, one full-time plan or two was removed, which was partially offset by the addition of 1 0..75 part-time planter 2. The exchange's result in a net increase of 0.2 FTP. Reductions in the FY26 budget include grants and aid for the U.S.F. internship program, postage, tuition reimbursement, and other specialized services. Revenue is expected to increase $41,500 in FY26 as compared to FY25's adopted budget due to an increase in licenses and permits and charges for services. Additionally, the FY26 budget includes a transfer from the preservation reserve fund and the amount of $72,500, which is an increase of $27,500. compared compared to the FY25 budget to partially fund one full time urban forester position. We are going to touch on the buildings, permit special revenue fund, and that's on page 57. The planning department's FY26 building permit special revenue fund budget decreased 13,734,822 dollars or 100%.. As compared to the FY25 adopted budget, this budget will be fully transferred to the building department as part of the FY26 reorganization, building the planning and development services department. During FY25, one full-time construction inspection technician and one 0.5 FTE part-time senior Your plans examiner removed. NFY 26 as part of the organization there is a decrease of 0.45 full-time FTE which will no longer be split between the building and planning departments and a transfer of 96.71 FTE to the building department. These changes resulted in a net decrease of 98.66 FTE. Revenue was also being transferred to the building department, resulting in a decrease of 9,454,363 dollars as compared to FOI 25. Finally, on also on page 57, the planning department's FOI 26ervation Reserve Fund budget increased $27,500 or $61.11 compared to the FY25 budget. And that is to partially fund the full-time urban forester position via transfer to the general fund. Revenue is expected to remain unchanged in FY26 as compared to the FY25 adopted budget. Are there any questions on the planning? And council members, I'm sure you've noticed. We're also joined by a retired all-star. Uh-huh. She's not here. Oh, wow. She's retired. She's retired. Pinch hitting for the day. Liz Abernathy, Liz, thanks for joining us. Any questions, Council members? She's here, but actually not here. Council member Gibbons. Thank you all so much for what you do. Appreciate all your heart work. Good to have you, Liz. So one full time construction inspection technician. Of course, we all hear from our constituents, you know, folks out there in the community. City's not doing enough when it comes to, you know, permitting, planning and all that stuff. So do we have any plans to maybe solicit other input from outside organizations to fill the gaps that we have? How many vacancies do we have? And do you think one full-time position is enough? So, Don Tire, our building official who is in charge of this team, was here a little earlier, and don't think he's still here, so I don't have him to answer all those questions, but I think it was he has assessed the positions on his team and that may have just kind of been an extra position that he hadn't filled and didn't see the need to fill. So those construction inspection positions are generally looking at sites during the course of construction to make sure that the silt fencing is up, that they have the, that they keep the sites neat, tidy, and the volume of work that he had for those positions. He had the correct number of positions for that. So I think it was just kind of a correction on his organizational chart for an unfilled position. Appreciate you explaining that. Thank you, Liz. And thank you, Chair. Thank you. Councillor Hartley. Thank you, Chair. There's a glow about you. Where you go, I've got your 2025 player card if you'll sign it. I'm going to appreciate that. The department went through with all the storms is there and I realize there's new position on here. Did that change the dynamics of the thinking of the dynamics of how the department works? Is anything we've caught up, we're out of the weeds, kind of thinking we're back to normal more or less. Does that change the dynamics in any way of how we do what we do? Do we? I mean, definitely there's lessons learned for our disaster operations plan and looking at how we go into the next storm season for being as prepared as we can. But I think some of the thinking also had to do with just the volume of people and work and being able to divide that into, you know, to separate director teams that would be, would help with moving forward with the efficiency of the work and the teams. Okay. Yep,. Yep. Was that decided before storms or after storms, that we wouldn't do it in fun anybody else at Liz's caliber. And we're going to. It was decided more to do with Liz's when I learned Liz was going to be departing, and I needed to replace her. All right. I'm just wondering how that fit in. Thank you, Chair. Thank you. James just said, well, because we needed two people and not one. That's right. That was it. We heard people and then one. Council member Floyd. Thank you. Council member Harding mentioned something said some words like we're out of the woods. I just wanted to hear if that's how administration felt about it. No, I would not say we're out of the woods. I would say our time to approve a PDA permit is running about a week, which is not what we want to be. What we are, we really have some work to do is our blue sky permits. So our new construction, ADUs, renovation permits, we focused heavily on trying to get the post disaster emergency permits caught up to the detriment of those other permits. And that's where we're now shifting focus. We have teams working, review teams, inspection teams working on Saturdays. And we have a waste to go there. And I would expect another three weeks before we would be back to where our review times that we're comfortable with. So we're much better than we were before on the emergency permits. We don't have the lines and the long waits for the emergency permits, but we still have quite a bit of work to do as it relates to the normal blue sky permits. And that's what we're focusing on now. Okay, thank you for that. Just two things to follow up. One is, yeah, I have a blue sky permit that I've been waiting on for a good while now. So I was intrigued, just wanted to mention that. But two, there was new plan reviewers brought on contractually from the state is what I believe and I just wondered if I could get an update on how that's been going. You want to answer that or me too? I just haven't heard anything recently. So that work has been helpful to get us. Basically, that was one of the things that helped us get the post disaster emergency permits down to the one week period. So I would say that that has gone really well. They continue to focus on that, which allows our team, the city staff to now redirect their attention to the blue sky. Because as you stated, we are quite behind on that, and we're refocused in all of our city staff to review those permits. Okay, cool, thank you. And I'll just mention, yet mine is also storm-related, like it's work that needed to be done, but didn't exist before, and so I had to do it this way. So I think, and I've heard of some other people in the community that have kind of got themselves into a weird situation like that as well from needing to do things the right way this time around, is how I'll describe it, from renovations that they may have inherited or did before without doing the correct way. And so sometimes some of those permits are also so-or-related even though they're not going to be PDE's permits as well. To bill back better. Kind of, yes. Yeah, we'll do it that way. All right, thank you, Chair. Thank you. Council Member Gavick. Thank you, Chair. Quickly, I just want to thank all of you for all of your work. Don isn't here anymore, but we send a lot of issues, you know, kind of trying to help residents navigate the process because it's not necessarily that we're trying to expedite anything. We're just trying to give them guidance, right? And so you guys, your team has been phenomenal in trying to help us help our residents. I think the one piece that I think all of us could use a little bit of assistance on is kind of the same. Now we. Okay, now we want people to build back better. They are, you know, their home had the substantial damage. It hit the 49%. Now they are tearing down and they are building a new structure. And it seems like maybe that process is a little bit less expedited than the post storm disaster permitting. And I don't know if there's some like way that maybe we can work offline to try to figure out ways that we can help people get through the new construction portion of their permitting because as I talked about earlier, we have so many people who, you know, they have to rebuild completely. They have to, you know, build up or they want to build on top, and they're also paying rent where they are. And that is not sustainable for people. And so anything that we can do to try to move people through that new construction portion of the process for them, because it is really a post storm situation, right? So I'd like to have more conversations about that and just see what opportunities might present themselves to kind of find some way of expediting that for people. And we have we have shifted. I would say when we were in the heavy post storm recovery, it was probably 90, 10 with 90% of our staff focused on PDEP. We've now shifted that to the reverse. So I hope to see a very sharp and quick turnaround as it relates to new or post-normals. Yeah, and don't even know what we really classify that. It's kind of like this, you know, they wanted to just rebuild, but then they hit the 49, so now they're forced with demo and complete new construction, but it's still in response to the storm. So it's like this weird gray area that I think. They're not as easily flagged because the PEP is are clearly struggling. Right, right. As opposed to any new single family, there's, you know, I don't think they've been tracking separately those that are related to rebuild. So I'll talk to Don about that. Okay. I lost a few days here. Thank you. Yeah, I know, just from some of the individual stuff that we've all worked through, I know there's a way, it's just how do we go about kind of trying to prioritize some of those and help people move forward sooner rather than later. Yeah, we can actually look to ways to flag those in particular because I do agree that's a recovery type permit. One thing I will say is those permits require more review. They're a little more involved. The PDE permits were basically just trying to make sure that the value, this is more involved. So it takes a little longer, but we will certainly work towards making those a priority. Yeah, but in true St. Pete fashion, I know we can find a way to develop some sort of expedited process for those. And I think that it will be who of us long into the future to have that. So I look forward to talking with you more about that. Yes. All right. Thank you, Chair. Thank you. Councillor Ruford. I was just going to mention I'd love to be involved in that conversation because I do think I could add a little bit of nuance to it as well. It's a similar situation to what I've heard from other people and that I've ended up in myself, although I'm not tearing down my house and rebuilding it. Yeah. But still. So thank you. Thank you. OK. from other people and that I've ended up in myself, although I'm not tearing down my house and rebuilding it. Yeah, but still. So thank you. Thank you. Okay, Liz, thanks for joining us. Always good to see you. All right, let's move into real estate and property management. All right. Starting on page 59, the real estate and property management department's budget total is $6.93 million is comprised of two funds, a general fund and the municipal office buildings fund. Real estate and property management departments FY26 general fund budget increased $44,549 or $3.1% as compared to the FY25 adopted budget. Increases include salaries, benefits, and internal service charges, security services, and miscellaneous line items. And these increases are partially offset by reductions in property tax. Revenue is expected to increase $89,000, $15 due to increases in annual rents and royalties. On page 60, the real estate and property management departments FY26 budget for the municipal office buildings fund, decreased $576,312 or 11.11%. As compared to the FY25 adopted budget. Increases includes salaries, benefits and internal service charges, electric and janitorial supplies. These are offset by reductions in security services, engineering services, and miscellaneous line items. The transfer to the General Capital Improvement Fund for building repair and improvement capital projects decreased $790,000 from FY25 for a total transfer of 1.21 million. Revenue is expected to increase $260,755, and FY26 due to a 5% rate increase in rent to departments located in the municipal services center and city hall buildings. The rate increases needed to fund building repairs and maintenance scheduled over the next five years. Are there any questions for the real estate and property management department? Council members. You might have got off the easiest. You're the leader in the clubhouse. Now the bad place to be. Aaron, thanks for everything you do. I know, over the last couple of months, you and I have had some one-on-ones working on a couple of different things. You just always appreciate your collaboration, your willingness to talk it out, and frankly, you're willing to go look at something that maybe is a little creative. little creative that I know I'm sure all of us do, but just always appreciate the collaboration. My pleasure. Thank you. Thank you so much. Okay, let's keep moving. All right. On page 62, the last department for the city development administration is the transportation and parking management department. The department's FY26 budget. Total is $10.652 million. total is 10.2 million, and it's also comprised of two funds, the general fund and the parking revenue fund. The transportation and parking management department's FY26 general fund budget increased $77,985 or 4.82% as compared to the FY25 adopted budget. Increases include salaries, benefits, internal service charges, operating supplies and miscellaneous line items. These increases are partially offset by reductions to consulting and small tools and equipment. Programs funded in Granson 8 include the downtown looper for $20,000, and 12 months of service for the Cross Bay Ferry at $306,000. It is expected the new service agreement will be renegotiated for FY26. The FY26 budget also continues to fund the transportation disadvantage fair by-down program, which is unchanged from FY25 at $175,000. Revenue is expected to do crease $18,000 and FY26 due to reduction in scooter share revenues. On page 63, the Transportation and Parking Management Department's FY26 Parking Revenue Fund budget decreased $1,532,318 or 14.61% as compared to the FY25 adopted budget. Increases include salaries, benefits, capital equipment, other specialized services, transportation management fee and postage, reductions include consulting, electric and miscellaneous line items. There is no transfer to the downtown parking capital improvement fund for parking related capital projects, which is a $2,000,000,000 decrease from FY25. FY 26 parking related capital projects will be funded using fund balance in the downtown parking capital improvement fund. The amount of the return on investment paid to the general fund is $775,000, which is an increase of $250,000 as compared to the FY 25 adopted budget. Revenue was expected to increase $2,086,476 in FY26 as compared to the FY25 adopted budget due to anticipated usage of facilities and rate increases, anticipated higher interest earnings, and co-sponsored events. These increases are partially offset by a decrease in parking citation revenues. For FY26, there is a 25-cent per hour rate increase for the City Hall lot and all motorcycle meters, a 50-cent per hour rate increase for meters currently set at $1 an hour, a $1 an hour rate increase for meters in the beach drive and the Bayshore Drive zones, meter payment required seven days a week instead of five in the University Village in City Hall zones. An extension of hours from 8 p.m. to 10 p.m. in the University Village, innovation, USF, Sixth Street North and City Hall zones. A $5 monthly increase for central business district parking permits. A $15 increase for annual residential parking permits. A $5 increase for monthly parking at the courthouse Lot 2 in the Sun Nile rooftop. And a $5 increase for monthly parking. A $1 per hour rate increase for hourly parking. And a $6 per day increase and the daily maximum at the South Corgarage. Are there any questions for transportation and parking management? Questions on parking. Council member Driscoll. Thank you. So the revenue is supposed to increase. So we've got lots of increases on meters and passes going on for next year and just over 2 million increased revenue because of that. So Evan, tell us what you're going to do with all that money. Well, first off, we're going to figure ourselves out of a little bit of a hole that we're in. You may recall that based on contractual requirements, we had to sell the sell, sundial parking garage. We sold all of that except for the rooftop, and that used to be a money maker for us. So, you know, we feel like these rate increases are reasonable, but if we want to keep making sure that this enterprise fund pays for itself, we need to implement most of all these rate increases. So we've added some things lately that weren't necessarily anticipated, that have to be worked into this budget. For example, we are now paying for the extended services on the Sunrunner on Friday and Saturday night that increased frequencies paid for the parking from the parking revenue fund. And then it also allows us to keep paying for the subsidy for the looper and we help subsidize the transportation charters for special events from the parking garages to the cost-bonsored events. We're able to continue to do what we've been doing and make sure that we have cash flow to do new things in the future. So fortunately we have money in the CIP program already that we don't have to do that transfer otherwise it wouldn't look quite as good this year. So this allows us to keep the funds strong and continue to make those investments that I mentioned plus have the opportunity to look for new ones. Mm-hmm. Right. I think these are all reasonable increases, I think, are parking compared to other cities that you go to, are parking rates or even with this increase, it's still reasonable. The residential parking permit program is going up. I'm surprised. Yeah, I think I suggested it my first year on City Council that it go up like $5 at a time. But this is still, it makes it like $30 per year pretty good for resident department permit so and you get a visitor pass two visitor passes that's right It's pretty good. I think increasing it this much is reasonable. And I'm glad that you did it. The extension of the hours to 10 p.m. over at University Village area, we've got Madison, I think it covers fourth up. Is it fourth up news out to six Avenue South over there? Not quite. That's into USF, but that general in North of USF and South of Central is our University Village area. Mm-hmm. Is has that been discussed? Because we've got, I mean, is that where you're hoping that the residential parking permit program will become more popular for those who, I mean, going from 8 to 10, I just know from living downtown that depending on which block you're on you can you can sort of work the system and not even have to have an RPP but people have visitors people have a one-space allocation and the parking garage that they have I'm thinking of like I think the Madison has one space per unit. Maybe it's somebody with two cars. Yes, so this doesn't change the upper peak program, all the spaces that are exempt now would continue to be so. We just thought it was reasonable to not, you know, with this busy as it is downtown, to not just make the parking for the after-eating economy. So it could catch up a few people that then do need a biressential parking permit if the change of hours affects them. I don't think that'll be too people. But- I'm just trying to think of unintended consequences and that where you could still do this, but maybe conversations need to be had. So for the residential parking permit increase, did have a conversation with the Downtown Neighborhood Association president. She thought that that was reasonable, but probably shouldn't go any further than that. Talk to the Downtown Business Association about, a lot of these, you know, about the meter increases. So if, you know, there's more folks that we need to talk to, that would be fine. We have some time before implementation, but I don't think this will catch too many people as a surprise or cause them a big problem. Yeah, all right. Sounds good. Thank you. I have. Thank you. Did I see a hang-up down there? Nope. Anybody else on parking? I'll echo Council Member Driscoll from a standpoint of I'm glad to see these increases. I mean, frankly, I hope we see them incrementally over the next few years. I agree that if you look at surrounding areas, we're still very inexpensive to park. I think if we want to continue to encourage people not to bring their cars downtown, then this is a way of doing that. And so I just think it's an opportunity for us. I think it's an opportunity out at our property on St. Aaron, Church, Ireland. It's the same. And so I'm certainly in favor of continuing to look at this as a increased revenue source for parking and making sure that the enterprise is profitable. So, but thanks for all you do, Evan. I appreciate it, man. Okay. James. The Development Administration portion of the FO26 operating budget. James, thanks for hanging out with us for three hours. I'll pass it. Excuse me. Right on the money, three hours. Blame it on you. All right, let's move into housing and neighborhood services administration. All right, good afternoon. I'll be presenting this administration. Okay. Second. You want to. So we have the housing and neighborhood service administration portion of the preliminary FY26 budget. This section starts on page 65 of the workbook. Overall, the administration's portion of the preliminary FY26 budget encompasses five departments and 88.6 million. Of the 88.6 million the sanitation department makes up the largest portion at around 80% of the administration's budget. The remaining 20% is comprised of the housing and community development department with 9.8 million. Our CODE's compliance department was 6.4 or 3 million. Our housing and neighborhood services administration department with 334,000 and the neighborhood relations department with 985,000. So first we'll go to our Co's compliance department starting on page 66. It's funded by three different funds, the general fund, the sanitation operating fund, and the South St. Peter's Bird Redevelopment District fund. The department's FY26 general fund budget increased by 160,000 or 3.8% as compared to the FY 25 adopted budget. Some notable increases are on the salaries, benefits, and internal service charges, small tools and equipment and advertising. Reductions include legal and fiscal of about 50,000 and we will have FY 25 funds rolled over at year end to that will be utilized to fund the programs in this line item. We have our property held for resale and training conference travel as other reductions. Revenue is expected to increase in FY 26 by 50,000 as compared to the FY 25 adopted budget due to anticipated increase in civil code enforcement revenues. On page 66, the Code's Compliance Departments FY26 the annotation operating fund budget decreased by about 313,000 or 14.7%. Salaries benefits in eternal service charges decreased by about 100,000. Other decreases include demolition and securing of structures and legal and physical. And again, we have FY25 funds expected to be rolled over at year end to utilize and fund these department needs. Capital purchases for FY26 include a new NTEAM utility trailer at 5500. And revenues expected to remain unchanged in FY26 as compared to the prior year's budget. On page 67, we have the South St. Petersburg redevelopment district portion of the Code Compliance Department's budget. It decreased by about 37,000 or 13%, as compared to FY25's adopted budget, 2G decreases in our salary benefits and internal service charges. This budget covers four FTE for the NTE, and there's not a reduction in staffing, but a budget reduction is due to a few retirement and position vacancies held by previously higher 10 year employees. Any questions on the code compliance department? Council members, any questions on codes? Council members, thank you. So help me understand please. So there are a lot of folks who are retiring. People are changing, moving out. I get the complaints all the time. I've submitted these codes and complaints having heard back and then I'm told from codes, okay we have labor shortages. these positions are vacant. So are we looking to fill these positions? I see that there's a position that's open. Yeah so from a codes investigator standpoint we have three vacancies right now. The pool just recently closed so we'll be conducting those interviews within the next two weeks and then we'll be looking to fill those positions. Things were delayed a little bit, and I think that our response time is decreased because we're dealing with the impacts of the storm as well. I appreciate you. Thank you so much, Chair. Thank you. Council Member Floyd, thanks. I'll be enough to follow up a little bit on that. Just how are things going since after the storm is probably my first thing. Yeah, things are busy. So we're still. I area in. Yeah, we're still navigating the flood hazard cases. We're currently going through the process right now of closing out all of the ones that were just listed as affected. So that's going to drop off about 1800 cases from the initial 10,000. So that that's going to free us up a little bit We've found I think close to 300 violations at this point so you know the cases are doing what they were intended to do And our goal is as that you know gap kind of closes up a little bit we'll be able to get back to normal operations and Hopefully within the next two to three months that's kind of the timeframe we're looking at. Okay, that sounds good. I'm glad to hear that there's light at the end of the tunnel. I guess you mentioned interviewing for codes investigators, was that what you mentioned? Correct. Yeah, you know, previously you and I talked about you hiring. I've forgotten the name of the position at this point. Yeah. The housing equity house. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. That's something that we could fully focus on and with this being a new initiative, we wanted to make sure that we could put 100% into creating that new program. So our goal is to get the Coates Investigator position spilled and then once we get them trained we'll have the resources available then to go and post those positions, hire them and get the training that they need. Okay, so your intent is still continue to get your legs under you and move forward with it still. Okay, that's good to hear. Yeah, I hope some of the people that applied last time are still interested as well as I'll say, but yeah. Okay, thank you for the update. Thank you, Chair. Thank you. Any other questions on codes? Joe, thanks for all the work, man. I appreciate it. I know, you know, you and I are on the phone often. The work you guys have handled being down. It's just, you guys have been great. So I very much appreciate you, man. Thank you. Thank you. Thank you. Okay, let's keep moving. Hey, on page 69 starts the housing and Community Development Department. And this department's budget contains 12 different funds including the General Fund. The Housing and Community Development Department's FY26 General Fund budget decreased by 188,000 or 4.6% as compared to the FY25 adopted budget. Salary benefits and internal service charges decreased about 146,000. For FY25, one full time special projects coordinator and one full time rehabilitation officer, one position. We're removed resulting in a reduction of 1.02 FTE. Also in FY26, there'll be an adjustment of salary allocations between the general fund and the different grant funds resulting in an additional 1.25 FTE. And these changes result in an increase in the general fund of about 0.83 FTE. Increases in the FY26 general fund budget includes consulting, software as a service, and miscellaneous line item adjustments. Programs funded in the Grants and Aid category, total 2.138, 6.138 million, and is a decrease of about 100,000 over FY25, due to the West Care Opioid Treatment Assistant Program, be moved to the opioid settlement proceeds funds for FY 26. Programs funded in grants and aids for the veterans, social and homeless services division includes social action funding at 700,000, rapid rehousing at 400,000. The childhood homelessness project at 260,000, Nellis Hope at 215,000, Pinellas Safe Harbor at 150,000, St. Vincent de Paul at 215,000. Pinellas Safe Harbor at 150,000. St. Vincent de Paul at $148,633. West Care Turning Point out of 125,000. Neighborly Care Network Meals on Wheels at 100,000. Pinellas Homeless Leadership Board at 25,000 and a Continued Sea of 15,000. On page 70 is the Department's Affordable Housing Fund's budget and the FY26 budget decreased by 500,000 as compared to the prior years adopted budget. And maintaining the city's commitment to continue funding for the city employee housing assistance and the rebates for residential rehab programs remains and the funding, there's gonna be funding. Remaining in FY25 will be requested to be rolled over to the next fiscal year to be annual budget reconciliation projects. You can fund for full programs. Revenue is expected to decrease 500,000 in FY26 as compared to last year's adopted budget due to a decrease in the transfer from the general fund. Also in page 70 is the American Rescue Plan Act Fund. There is no budget in FY26 for the ARPA Fund. The full-time grant funded housing development special position that was added in FY22 will be funded for the duration of the ARPA funding. And for FY26 there will be an adjustment of salary allocations between the general fund and this fund resulting in a decrease of 1 FPE. And any remaining unspent ARPA funding at year end will be requested to be available into the next fiscal year to the annual budget reconciliation process. Funding both the position and any remaining ARPA funded projects. Funding for ARPA runs through December 31st. It is the first quarter of that FY26. We'll still have some ARPA funding left. Also on page 70, we have the community development block ran fund. The FY26 budget decreased by just under 12,000 or 0.60% as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges decreased in FY26. For FY25, one full time rehabilitation officer position was removed, resulting a reduction of point 0.098 FTE. Also, in FY26, there will be an adjustment of salary allocations between the general fund and this fund resulting in an increase of 1.26 FTE and these changes resulted in an increase of 0.28 FTE to the fund. Also included in the budget is a decrease in loan disbursement, which is partially offset by an increase in training and conference travel. Revenue in this fund is expected to decrease 10,000 in FY26 due to a decrease in expected federal grant revenue. For the Community Housing Donation Fund, there is no budget in FY26 for this fund. On page 71, we have the Emergency Solutions Grant Fund, the FY26 budget decreased by $1. As compared to last year's adopted budget, this decrease was primarily in salaries benefits and internal service charges due to an adjustment of salary allocation between the general fund and this fund, which resulted in a decrease of 0.11 FTE. These decreases are offset by an increase in the CDBG services budget and revenues expected to remain unchanged in FY26 as compared to the FY25 adopted budget. On page 71 we have the Home ARPA fund. There's no budget for this fund in FY26. The FY25 amended budget contains the rollover prior year grant funding that occurs during the annual budget reconciliation process for various housing pandemic relief programs. And if any funding is left over, we can roll that over to FY26. Also on page 71 we have the home program fund. Both the funds revenue and expended for FY26 remain unchanged as compared to the FY25 adopted budget. On page 72 we have the local housing assistant funds. Its FY26 budget increased by 76,000 or 2.7% as compared to the FY25 budget. Increases in the budget include salaries, benefits, internal service charges, loan disbursements, and training and conference travel. Revenue is expected to increase by just under 130,000 to reflect anticipated higher interest earnings and program revenues. There's no budget for the Neighborhood Stabilization Program Fund in FY26. Both NSP programs are in the process of being closed as requested by the Department of Housing and Urban Development. And any remaining program income earned will be transferred to the Community Development Block Grant Fund. There's also no budget in FY26 for the operating grant fund. The FY25 amended budget contains the rollover of prior year grant funding that occurs during the annual budget reconciliation process. This is these grants were for various housing pandemic relief programs and the lead hazard reduction grant. And any remaining funding at your end will be requested to be rolled over into the next fiscal year through the annual budget reconciliation process. Finally, we have on page 73, the South St. Petersburg Community Development Fund, FY26 budget. This increased about 70,000 over the FY25 adopted budget. There's increases in salaries, benefits, and internal service charges due to an investment of salary allocations in FY26 between the General Fund and this fund, which resulted in a decrease of one FTE. Any questions for the housing and community development department? Councilmember, questions on housing and community development. Councilmember Goodwood. Thank you chair. Homeless services trying to find which page this was on. Page 69. So it looks like we have funded the homeless leadership alliance to the tune of about 260,000. Is that correct? That was for the childhood project. So the money was going through the homeless leadership alliance to another subcontractor. This year we've eliminated that step. We will directly subcontract with that. And Councilmember Givens, that originated from a previous council members request. It was too onerous at the time for the city to conduct the procurement quickly. And the nonprofit could conduct that procurement process more quickly quickly and so that's why it went through them. Now that we're not rushing to get something started, we were able to go through that process ourselves three years later when that contract ended and so now we don't have that middle man. Gotcha. So, I like eliminating the middle man. That's good news. What other organization's school about becoming direct subcontractors? I'm thinking about like Daystar, Penolystani Opportunity Council. Do we work with them at all for the- Everybody has the opportunity to apply for social action funding. Daystar used to receive social action funding. They stopped applying a few years ago. But many entities are funded every year through that process. Thank you, I appreciate that. Thank you. Thank you, Chair. Council member Floyd, thank you. So I guess I'm have a question, but really it's just for a little bit of an explanation for the the public sake in general I think, you know when you look at our you know like the bottom line expenditures in our revenues they decrease significantly due to like things like ARPA funding rolling off and there's one of the people could talk to that in general. Yeah I mean I think one of the things I'd like to highlight for Council today is that the proposed federal budget completely eliminates CDBG. It completely eliminates home and our ship dollars partially comes from document tax stamps at the state level, but it is also funded by the Feds. So if those things happen, you would be looking at a completely decimated housing department and a missing, you know, over $5 million that right now goes into the community. So, you know, that's proposed. We don't know that that will happen, but I do think we've seen those decreases year over year. And so I think the importance of working with our lobbyists to share the good work that our team does for our residents is important. Dr. Sikers' team has already started on an achievements. White paper to be able to share that with our lobbyists and David Thompson and others to be able to say here's what these dollars have accomplished back home and please don't cut those funds because it's really important to the work that we do in the community. Yeah, I mean, I appreciate you presenting that information. I don't appreciate the information, but, uh, yeah, I mean, that's not even where my mind was going. I was thinking just like, you know, the end of ARPA funding and other programs that had been, you know, it gets temporary or one time things. We're showing a big difference here, but now, yeah, we could be looking at it even more situation going forward. I do think the good news that I will mention there counts member flow rate and again I don't know that it's good news but you know we do have the community development block grant disaster recovery funds that we are currently working to program that's $160 million of one time funds. Certainly the community has to tell us what's important about that, but we're in the final stages of completing that action plan. And the community did tell us that certain things that we are currently funding with ARPA is important to them and could possibly be funded with disaster recovery funds. So for example, mental health is something we're currently funding with our American Rescue Plan Act dollars, but would be an eligible expense under public services with the disaster recovery dollars. And the community has told us that's important to them. So we're trying to think about how we sync up the ending of one funding source with another coming online in order to continue those things that our community needs most. Okay cool. That's great news and you know I've been having conversations with your department and the Affordable Housing Advisory Committee and we're looking at we've been talking about looking at anyway, we can create alternative revenue streams, different ways that we can continue to do all sorts of great work. And so I look forward to that conversation as well. But yeah, I see that things might get tricky here soon. So I appreciate everything. Thank you, Chair. Thank you. Any other questions on housing and community development? Okay, it's key moving. All right, beginning on page 76 is the Housing and Neighborhood Services Administration Department. The FY26 budget for this department is 333,000 and encumbrances three funds, the general fund, the ARPA fund, and the opioid settlement fund. For the general fund, the portion decreased by $74,273 or $18.2% is compared to the FY25 adopted budget. This change in your year-over-year budget is mainly driven by the decreases in salaries, benefits, and service charges due to a senior operating analyst position being allocated to other funds like the ARPA and opioid settlement fund for the time spent on projects funded outside the general fund in these funds. Other increases for FY26 include training and conference travel, food and ice and uniforms and protective clothing, clothing, and there's also a decrease in advertising for both the American Rescue Plan Act Fund and the opioid settlement proceeds fund. There's no budget in FY26 for both of these funds, but any remaining funds at year end will be rolled over as part of the year-end reconciliation cleanup process for in FY26. Any questions on housing and neighborhood services administration? Council member. Okay, let's keep going. On page 70, it starts the neighborhood relations department. It's FY26 General Fund Budget increased just under 60,000 or 6.4% as compared to last year's adopted budget. Salary benefits and internal service charges increased by 156,000. The FY26 budget also includes an increase in consulting for the annual contract with Polkot, which provides for annual community quality of life surveys. And there are also miscellaneous line item increases. Programs funded in the grants and aid in this department includes the neighborhood partnership matching grant at 35,000, the mayor's mini grant at 15,000, storm drain murals at 50,000, and keep panelists beautiful at 15,000. And as we discussed earlier this today the FY26, the Mayor's many tree mini grant program was moved to the Public Works Administration Department, which resulted in a reduction in the grants and aid amount of 100,000 as compared to the FY25 adopted budget. Any questions for neighborhood relations? Council members, Council member Demons. He says heie, how's it going? Good to see you. How is the storm drain murals project going? Has that kicked off yet or? Not quite. We're actually waiting on policy, revision of the policy. And as soon as we have that available, we'd be happy to kick that program off. We are, however, working on the storm during markings with the plates, we have a fairly robust volunteer group and have been out in a number of the neighborhoods on the northeast area of the city. And we actually have a group who wants to cover probably four or five neighborhoods on the west side of the community as well. So we are, you know, we want to make sure that we're raising the awareness for our storm trains. I think we're able to do that while we're waiting in the end of the road. Gotcha. And I would love to work with you on this. So I'm as you're in the planning stages, solicit the efforts of the St. Pete Storm team, maybe some of our neighborhood associations, some of these artists in the area. So just to kind of identify some of those hotspots across the city that might be a good idea. Thank you, Susie, I appreciate it. Thank you, Chair. Thank you. Any other questions? Neighborhood relations. Susie, thanks for being on all our neighborhood meetings and continuing to support our neighborhoods for a much appreciate. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank sanitation equipment replacement fund. The sanitation operating fund portion of the FY26 budget increased by 7.59 million or 12.9% in FY26. Salaries benefits and internal service charges increased by 3.2 million, and during FY25 a full-time solid waste equipment specialist position was added for FY 26 a full-time application support specialist position will be added. This will change these changes resulted in a net increase of two FTE. Other increases in the FY 26 budget include the disposal tipping fee under 1 million due to an 8% increase imposed by the county Software as a service for routing software other specialized services Sormotor utility charge and miscellaneous line item adjustments Capital purchases for FY26 include two forward F20 utility trucks, a total of 140,000, which is an increase of about 98,000 over FY25. The FY26 budget also includes a transfer to the sanitation equipment replacement fund in the amount of 4 million, which is an increase of 3 million over the FY25 adopted budget. The FY26 budget also includes a transfer to the sanitation debt service fund in the amount of 1.286 million for the new sanitation administration building, which is a decrease of 2,300 over last year. Other reductions in the budget include gas, small tools and equipment, and other miscellaneous line items that partially offset the increases for FY26. Revenue is expected to increase just under 4 million in FY26 as compared to the FY25 adopted budget, which includes a 6% rate increase as recommended by the FY25 rate study conducted during during FY24 and anticipated higher interest earnings. And the FY26 Raid Study is underway and the final rate of increase will be established later this summer. On page 81 is the sanitation debt service fund. There's no budget in FY26 for this fund and the sanitation department as the debt service payments are budgeted in the finance department But revenue is expected to decrease by 2300 in FY26 due to a decrease in the transfer from the sanitation Operating fund that paid back the debt issued to finance the new sanitation administrative building And our sanitation equipment replacement fund also on page page 81, the budget increased by 2.53 million, as compared to the FY25 adopted budget. This increases, and the budget is for the replacement of vehicles and equipment, and the total budget amount covers the replacement of four trucks and container replacement. Revenues expected to increase 3.3 million in FY26 due to an increase in the transfer from the operating fund to the replacement fund to fund the vehicle and equipment replacement and also includes anticipated higher interest earnings. Any questions on the sanitation department? Council members, questions on sanitation. Council member Harding. Thank you any thanks for being here. Vehicles, how are we doing on vehicles in sanitation? Are we, I know for a time we're using rental vehicles, maybe still, how are we on parity for? It's definitely getting better. I'll let Mr. Joseph share a little bit more. Thank you, sir. Due to the, doing the supplemental last couple of years that has definitely increased up to me, we did have it one time of total three rentals. We reduced that down to one now. We're just kind of holding that just to make sure everything is okay, but we are looking much better than we were last year. So, the getting behind on vehicles, is that more funding or more availability? The... It's a little bit of boat. A little bit of boat. It's an 18-month delivery period minimally. So you have to kind of get ahead in ordering before you know they used to deliver within the year typically right so there's some of that and then some of that is you know the rates we try to keep our rates down because we're passing that on the grandma if we have to increase our rates in order to purchase all the vehicles that are needed. So we feel like we're in a good place and certainly we feel like we can come back to council if there becomes a need. One of the biggest drivers that drove some of our vehicle challenges in recent years has to do with people putting flammable materials in trash cans. And, you know, that's one of the things when a truck burns up. We actually had that happen to a couple of new vehicles. And so that's always a big challenge. We have had that decrease since we did a public service campaign. So that's good news. So budgetary pressure, 25, 60 million. Now we're looking at 70 million. Where's the pressure? What's the biggest point? Sipping fees. Okay. It's all right there. That's what I figured. All right. Thank you, Chair. Thank you. All right. My name is Sheran. Thank you. I just want to give a shout out to your team and you will leave for always being extremely responsive for any sanitation issues. When we get sea quick fix, there's a lot of sanitation sometimes and you all do such a good job at responding. The other thing is I want to hear, when is the grand opening? For the new building, I'm sorry I took it off, sorry. Okay, we all want to know. And when we cut in that ribbon. I know. I really appreciate that. And the other thing is I wanna hear, when is the grand opening? For the new building, I'm sorry, I took it off, I'm sorry. Okay, we all want, you know. And when we cut in that ribbon. I know, I wanna go. I'm 30. I'm 30. I know it was coming out. Okay, nice. I saw it on my calendar somewhere. Yeah, well, I have a lot of things. I know me too. That's why I was going to ask. That is how it's all this mix. May 30th. OK, good. Very excited about it. I'm sure you are too. Oh, damn. Just a little bit. I just know it's on the list. May 30th, okay, good. Very excited about it. I'm sure you are too. Oh, damn. Just a little bit of time. A little. Thank you, Jim. Thank you. Councilmember Dresskull. Thank you. And that is exciting. Just a few weeks away. You're the, it feels like it's taken a long time. Or almost there. I know. Yes. Well, I won't name them, but we do have other projects that started before that that still haven't finished. So it's not the worst one out there. But thank you for all you do. And I can't wait to celebrate the new building with you and with your team who it just seems like They are you and You know whether it's something specific that's needed from it from a neighborhood president or Just your folks being out there every day day helping everyone and doing their job and doing it in such a friendly way. It really matters. It really matters. I wanted to look at your whole division administrator foster. You have so many, you know, housing, sanitation, codes, neighborhood relations. This, the budget looks pretty good, but are you getting everything that you need? And is there that one thing that's out there that has gone unfunded that you wish we could fit it in somewhere? I think while my team does amazing work for our residents, it's a little less complicated in some ways than say storm water or sewage. And so we have less capital project needs and that kind of thing. And our real excitement over the next year would be to pivot from we're still in Grace Guy work and doing Blue Sky work at the same time. And so we're really looking forward to that office of housing justice work that was talked about earlier. That is funded. We repurpose positions in order to do that. And so there's no needs that we have at this time. Okay. Good. Thank you. Thank you, Chair. Thank you. It's really super excited to celebrate on May 30th. And you know, thank you for all the work that that you do and I just want to say thank you to the team too because your team is awesome. Love the collaboration that you guys have internally and then with us it's phenomenal. And so just a big thank you for me and looking forward to celebrating on May 30th. Looking forward to it. I bet. Can't wait to see what you guys do with that type of resource, because you guys are already blowing the away, and where you're currently at. We'll just call that the current spot. Okay. Thanks so much. Thanks, administrative foster. Okay. We're in the home stretch, people. General government. Maybe a little bit biased, but we save the best most exciting administration. And we have Patricia Penu with us today to go over the General Government Administration. Good afternoon. Today I will be presenting the General Government Administration section of the preliminary FY26 budget, which begins on page 83 of the workbook. Overall, the general government administration encompasses 13 departments with a combined budget of 290, 290, 7.523 million. Of that, 298 million, the human resources and finance departments make up a combined 73% of the budget. This is mainly due to the insurance funds in the Human Resources Department's budget and the debt service funds, which reside in the finance department's budget. The remaining 27% is comprised of the Billing and Collections Department with a budget of 16.726 million budget and management at 13.353 million. The city clerk at 2.5 million. City Council at 2.353 million city clerk at 2.5 million city council at 2.587 million legal department at 5.064 million marketing at 3.962 million the mayor's office at 7.737 million the office of the city auditor with 841 thousand procurement and supply management at 4.574 million strategic initiatives and grants at 491,000 and technology services at 22.681 million. The first department on page 84 of the workbook is the Billing and Collections Department. In FY26, the Billion Collections Total Budget is 16.725 million. The Billion Collections Department's FY26 Operating Budget increased by 965 or 6.1 to $964,000 or 6.12% as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges increased by $574,000. Increases in the FY26 preliminary budget include penalty and interest expense, credit card settlement fees, postage, small equipment, other specialized services, each ex-settlement fees, general administration, operating supplies, and miscellaneous line item adjustments. Revenue is expected to increase by $742,000. The increase is directly attributable to the charges for services provided to customers and customer departments to recover the estimated costs of providing the service and interest earnings. As in past years, the department plans to use fund balance to reduce the cost to internal customer departments with the FY26 amount being $400,000. The plan use of fund balance is possible as this fund exceeds its fund balance target. Are there any questions for the billing and collections department? Council members, billing and collections. I just have one question. So when we process a credit card or an e-check, we're eating that expense. For e-check there are no costs, but for the credit card fees, for credit card settlement there are charges that we get. there arecheck there are no costs but for the credit card fees for credit card settlement there are churches. If there are if there if there's no fee what is the e-check settlement fee of $20,000? That is the vendor that is our vendor that charges us we don't pass the cost on to the customer the e-check vendor I'm gonna try to just let that go. Okay. So... Okay. Okay. So. Here. Council member Ernie. Thank you, sir. And you were thinking the same thought as me. Is there ever been any thought? And it's a bigger discussion. But lots of industries are passing those along. Yes. They actually see them as another line on them in restaurants now. But it's been used for quite some time and online purchases and Amazon and whatnot. So the, I mean, it's 3% of whatever our billable is that are used. Is that a, is it a discussion, or is it a discussion worth having more? Yes, and I think, you know, just to maybe spend just two seconds on a little history, probably 10 years ago, we had a conversation about this and quite candidly the council at that time was not interested in it. But what we do currently is we do subsidize the charges because, or recharge on credit cards, but it doesn't cover the entire expense. So yes, we are happy to have that conversation and Candice and I have been talking over the last year or so about what that would look like and truing that up. And so what I think I'm hearing from council is that there is a lot of head shaking up and down. You could revisit this. So I would stress, well, first, any idea what that line item is? Roughly. You mean the total expense? Yeah. My guess is we're charging a flat fee to use a credit card rather than a percentage. And the flat fee doesn't't cover the percentage. Absolutely. And in theory we're subsidizing. I probably should know that, but my wife pays the lot. Right. But in theory we're subsidizing people who pay with a credit card over top of people who direct transfer cash or check. So I the philosophical part I can get past. But yeah, I think it's a discussion that's worth having. We agree. Now I would just say that in the context of kind of the crafting of the FY26 budget, I don't think we can put that together in time or October 1, but it is absolutely a conversation we should have and build a plan of action. Just one of those cultural things that comes up that's worth adding to the pile of things to talk about. Thank you. And just correct me if I'm wrong. I think if I'm using a credit card to pay my utility bill, I have to put it in every month. You don't have to. Unless it's saved on my computer. Unless it's saved in your wallet. We don't say you're right. The vendor is on the vendor's server. We don't store the information. No. I don't think that's right either. I could save it on my computer. Right. Okay. So here is something that I would like just, because this is the complaint I get for most people about that interface, is that if we go to charging it, then we need to have an interface that I can log in, and whether we keep the data or the vendor keeps the data, that's gonna be a conversation for something else. But paying that bill needs to be significantly easier if we're going to pay this, if we're going to charge the consumer. And so, which I want to do, I don't want us to be spending $100,000 a year subsidizing the utility. And so, but I do think that the interface with the user needs to be easier. And so, if we are going to pass this along our vendor, whoever we use, that we're going to have the consumer pay for, it needs to be easier. And I think, just to chime in on that point, Mr. Chair, I think with Tyler Tyler technologies and our transition I think that user platform will be simpler for not only our customers but for our internal city team. Well then I would say then the timing works out well because we'll get to see that going into the 27 budget. And we can make that decision. And so I think at some point when Tyler comes online we need to have a report item and walk counsel through what that looks like from a user's perspective and your perspective because come 27 I want to make sure that we've got this ironed out that that's where I'm at on this. I mean, I understand that it's only $120,000, but multiply that every year, you know, that moves the needle. Okay, any other questions on billing and collections? Otherwise, thank you for everything you've done. I know it's been a rocky six months. I certainly don't want to end on a negative, so I apologize. That's not where my heads at. I very much appreciate all the work. In fact, I got a compliment from a resident calling in just the other day. And so please know that this is just me pointing out something that I think we can get better on. Thank you for all the work that does not get lost on me and I think all of this council. Great. Thank you. All right. Let's keep moving. Next on page 86 we have the budget and management department. In FY26 the budget and management departments total budget is 13.353 million. The budget and management departments FY26 general fund budget increased by 3.3 million or 33.33 percent compared to the FY25 adopted budget. Salaries, benefits, and internal service charges decreased by $462,000, primarily due to an FY26 reorganization that will transfer three positions, one full-time strategic initiative and grants director and two full-time grants officers, from the budget and management department to the new strategic initiatives and grants department. Increases in the FY26 budget include contingency, postage, copy machine costs, and miscellaneous line items. These increases are partially offset by reductions in consulting and memberships due to the reorganization. For FY26, there is a total increase in subsidy transfers of $959,500. There are increases in subsidies including $771,000 for Tropicalanafield, $250,000 for the pier, $175,000 for Manhattan Casino, $65,000 for the Mahafi Theater, $60,000 for the port. These increases are partially offset by subsidy decreases of $250,000 for the Colosseum and $111,000 for Jamestown. The transfer to the Economic Stability Fund is not planned in the FY26 preliminary budget. We will look to continue the transfer after we start receiving FEMA reimbursements for storm expenses related to hurricanes Helene and Milton. Revenue is expected to decrease $92,000, primarily due to a reallocation of a portion of general government administration revenues from the Budget and Management Department to the Strategic Initiatives and Grants Department as part of the reorganization. The Budget Department includes a small portion of the Equipment Replacement and Technology and Infrastructure Fund's budget. There are no changes to these budget amounts for FY26. andvenue in the arts and public places fund is expected to increase $16,655 due to anticipated higher interest earnings. Revenue in the technology and infrastructure fund is expected to increase $232,000 due to anticipated higher interest earnings. Are there any questions about the budget and management department? My name is Chair Hanley. Thank you, Chair. Tom, can you just, and I know I went through this when I started on City Council, but just to make sure that we understand your items that are in the budget and management that you kind of put in there, my contingency and others, just kind of explain real quickly, you know, they need a place. That's why they end up there. And then kind of cover also the economic stability fund. I know we had a one-on-one on that, but kind of the thought behind that and not funding it this year. Sure. And you know you'll see those expenses recorded in the budget department like the subsidies subsidies and things like that. And you also see that in finance department where there are expenses, just because we need to have a place for those expenses so that we can, it's like good tracking and housekeeping or bookkeeping on those expenses. Now with respect to the Transfer to Economic Stability Fund, we are in a situation financially where we're recovering from the two hurricanes. We are depleting some of our reserves at this time in the general fund most specifically. We have been very mindful not to tap into the economic stability fund for these expenses as of today. So at this point where we're still kind of, you know, using some of our fund balances, we don't think it's a wise idea to use more fund balance to go into the economic stability fund until we, and I think Liz probably pointed this out earlier, once we get to the place where we're getting some reimbursements in, we're not using fund balances, then it would be a time to revisit that discussion of contribution economics. I'm glad that you mentioned reimbursements because we're supposed to see some monies coming in. So I just want to make clear that the hope is when we get money's coming in, we are going to be putting money into the economic stability fund, obviously, because we're getting these money's reimbursed. That is true. After a couple of things, we are going to have to repay the loan that we've drawn down. Of course, right. And we're going to replenish the funds that we borrowed money from and then yes we will get to a place where we will. Hopefully. Yes. No, absolutely. We will. Okay great. Thank you. Thanks, Eric. Yeah, thank you. Yeah. 25 we've repaid some of the large loans that we had from the economic stability fund. NFY 25 so that fund balance increased about we pay back the the duces rise in about five Finally, so it's all paid yes the economic stability fund to NF by 25. So that fund balance increased about, we pay back the, the Duce's rising in about five. I know it's all paid. Yeah, so that's paid off. So the, the, the, the, the economics, Billy fund, the fund balance is decreasing and we're seeing interest earnings almost double what we budgeted. So it's so growing, even without our contribution. I'm glad that you brought that up. I forgot to mention that and it's a very good point. Councilmember Montenegro will be happy to hear that. You're still a couple, there's still a couple that ten year. Former Council Member Montenegro, obviously, but yes. They're out there, but yes. Airport General Fund and I'm sorry, airport, golf, and the deuces rising are all paid back. Yes, we had many discussions about that. Thank you so much. Thank you. Thank you, Council Member Driscoll. Thank you. So just staying on that, are you saying that we'll be able to contribute a million by the end? Not at the end of this fiscal year or a fiscal 26. what I'm saying is that absolutely when we are recovered, it is prudent and makes very good fiscal sense to contribute to an economic stability fund for future events. That has been, it's embedded in our fiscal policies. But at the same time, when we're recovering from a natural disaster, or three natural disasters to be exact, it makes sense to suspend that practice while we're still using fund balances. But I guess my point was, we will absolutely get back to that point where we're making contributions. I don't know when that's going to be. It may be two years, it might be three years, but it is incorporated in our fiscal policies to do that. Mm-hmm. Do you know offhand what the balance is right now? I wanna say 32 million, but. Look at that, it's. Yeah, so at the second quarter estimates, we're looking at 32.7, and the beginning year, the end year was 24.3. So that's, we've done during the year with the payback of the loans, the extra interest earnings, and we do have a contribution schedule for FY 25. Oh, so that hasn't gone through yet? It's estimated to go through. So we're including our second quarter estimate. We're just not including the transfer for FY 26. FY 26. Okay, got it. Thank you so much. The other question I had was just the paragraph above that. And I think this is what we were talking about earlier, just finding a spot for certain things. But the decreases for the Coliseum in Jamestown were explained earlier. And then the increases. So there's nothing different here. It's all related to everything that we've talked about earlier today. That's exactly right. This is the expense side and the department's is the revenue side. Yeah. I just wanted to make make sure. Thank you. Thank you. Thank you. Okay. My second kindergarten or moment of the day. I just, I feel like I just want to simplify this both for anybody that's watching or listening and just to make, to make it total clear. The way I look at this is our gen, our, our fund balances, our, our savings slash emergency account. And in my world, we would call the economic stability fund the OECO. Okay? Oh no, this happened because we've depleted the emergency account. And while you have an emergency going on and and you're using emergency funds to pay for the emergency, you wouldn't put money in the Oak account. You make sure that you're paying for the emergency. And so that's really what we've done. We've suspended the ONO account, paying for the emergency. Once we've paid for the emergency, slash reimbursements Then we start funding the oh no account again, and I would add to that Mr. Chair that Typically we would be tapping that oh no account in in this event. We're not we're not so we are preserving those resources and using current cash flows or money in our checking account to ride the storm out, so to speak, which then preserves those resources for heaven forbid we have more storms coming. So it's kind of a, you know, we try to look at the really big picture and make sure we're being as physically prudent as pop. And I'm glad you brought that up because really I think one of the important things to talk about just quickly is one of the reasons we're not tapping it is because we get to arbitrage the I mean we're going to have to pay some of the back. But the interest we're getting on the ONO account comparison to what we're paying an interest on on the notes that we've taken And it helps offset that. And so I'm glad you brought that up. So anyway, that's just the way I look at it. If I made it more complicated, I'm sorry, but to me, that's how my brain works. Okay, any other questions on budget management? All right, let's keep going. Great job, Liz. Next on page 88 is the City Clerk Department. In FY26, the City Clerk's total budget is $2.5 million, and includes two funds. The City Clerk's FY26 General Fund budget increased by $167,000, or 10.78% as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges increased by $76,000. Increases in the FY 25 budget include other specialized services related to elections, training and conference travel and electric. Reductions in the FY 26 budget include software as a service, advertising, and reductions in miscellaneous line items. Revenue is expected to increase by $18,548 in FY26 as compared to the FY25 adopted budget. Based on an increase in candidate charges for services, general government administration, and late penalty fines. The city clerk's portion of the municipal office building funds,26 budget increased by 95,872 dollars or 14.21% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by 95,000 dollars. Another increase in the FY26 budget is for telephone. Revenue changes in the municipal office building fund are budgeted in the real estate and property management department. Are there any questions about the city clerk's department? Councilmember City Clerk's office. Jan, what's the new chair? Yeah. What? Jan, what's the new chair? Jan, I'm the new chair. You should got a new chair. Shit I got in a line, item, Chan. It's one of the lines. It's one of the lines in this bad boy that got next night. All right. No questions on CityClerk? Chan, I just really appreciate everybody and you and everybody in your office. Thanks for all the work that you do. I know public records, quests, for loan, you guys can be busy. So just very appreciative of you and everybody in there. Always great to work with. Thank you. Seeing that. Yeah. Okay, let's keep going. Next on page 91 is City Council's budget. In FY26 City Council's total budget is $2.6 million. The City Council's FY26 budget increased by $64,723 or 2.57% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $65,223. Increases to the FY26 budget include printing and binding and memberships. There are reductions in the FY26 budget, intuition reimbursement and training fees. Revenue is expected to increase $6,468 in FY26 as compared to the FY25 adopted budget based on an increase in general government administration. Any questions about City Council's budget? I feel bad for an interview that question, Jayny. Any questions? Can we get more money? I think she got everything she asked for. All right. Good job, Jay. Thanks for all the work. Okay, let's keep going. Next on page 93 is the finance department. With a total budget of $109,265,668 for multiple funds, including the General Fund and various debt service funds. The finance department's FY26 General Fund budget increased $2.4 million or 6.26% as compared to the FY25 adopted budget. Salaries, benefits, and internal decreased $5,527,000 during $527,000. During FY26 there is an adjustment in the salary allocation for a full-time debt financing director from the finance department to the mayor's office, resulting in a net decrease of one FTE. Increases in the FY26 budget include transfers to the tax increment districts, the transfer to the housing capital improvement fund, and legal and fiscal services. Reductions in the FY26 budget include the transfer to the general capital improvement fund, the transfer to the affordable housing fund, and transfers to debt funds and fees on debt. The finance department's expenditure budget also includes changes in other funds besides the general fund, including net increases to other funds of $94,000 in debt funds, $8,400. The revenue increase in the general fund of $20,102,661 is reflective of an estimated increase in revenue from property taxes, pilot and GNA, anticipated higher interest earnings, electricity taxes, franchise taxes, community communication service taxes, water utility taxes, transfer from parking revenue fund, and miscellaneous line item adjustments. The remaining revenue change and increase of $19 million includes revenue changes in other funds in the finance department's budget. Are there any questions about the finance department? By sure, Hannah. Thank you. Can you explain to me the adjustment of salary allocation for a full time debt financing director from the finance department to the mayor's office? Yes, ma'am. So that position reports directly to me as the Assistant City Administrator. Initially we had it in the finance department. And so we're moving her from that reporting structure and finance into the mayor's office. What's Oh, I didn't, you see I didn't realize this was happening. So yeah, this is kind of a housekeeping thing that we should have done last year in the budget and we did not. But effectively it moves the one position from finance into the mayors office, reduces the expense and finance increases it in the mayor. So it's a net zero change. Got it. So Ann is going to be and functionally has been reporting to me for the last year and a half. I just want to I want to make sure I understand all this. Yes, I got you. Thank you. It was typical. Understood. Under the budget to see kind of that movement. Agreed. Okay, thank you. Council members, any other questions? Okay, let's keep going. On page 96, we have the Human Resources Department. In FY2626 the Human Resources Department has a total budget of under $108 million and includes eight funds. The Human Resources Department's FY26 General Fund budget increased by $568,590 or 11.26% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $530, $4,953. During FY25, a full-time human resources specialist position was added to the workplace culture division, increasing departments FTE by one. This is in the FY26 budget include advertising, food and ice, mainly for employee appreciation event, subscription software, training and conference travel, recreation supplies, and miscellaneous line item adjustments. Reductions include other specialized services, consulting, and miscellaneous line item adjustments. Revenue is expected to increase $32,000 in FY26 as compared to the FY25 adopted budget based on an increase in general government administration. Should I pause between the phone user? Thank you. I would just keep rocking the roll. Thank you. the Commercial Insurance Fund's FY26 budget increased by $2 million or 18.9 percent as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $14,000. There is also an increase in insurance charges of $2 million. Revenue is expected to increase $2 million in FY26 as compared to the FY25 adopted budget due to an increase in department charges based on market conditions and valuation of city owned property and an increase in anticipated higher interest earnings. The deferred compensation ICMA funds FY26 budget increased by $7,000 or 11.14% as compared to the FY25 adopted budget. Adjustments to salaries, benefits, and internal service charges make up the total of the budget increase. There is no revenue captured in the deferred compensation ICMA fund for the Human Resources Department. The General Liability Fund's FY26 budget increased by $470,000 or 15.07% as compared to the FY25 adopted budget. Salaries, benefits, and internal service charges decreased by $34,000. These reductions are offset by an increase in claims and court costs. Revenue is expected to increase $446,000 in FY26, as compared to the FY25 adopted budget due to increases in charges to departments for department liability and anticipated higher interest earnings. The health insurance funds FY26 budget increased by $7.8 million or $11.54% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $12.8, $12,860. Other increases include other specialized services. FY26 health and dental insurance increases for both active and retired members total $7.5 million. Changes are based on the anticipated number of employees enrolling in the medical, planned, offered, and account for the increase in total health plans cost as estimated by the plan actuary. Additionally, there is a reduction to consulting in the amount of $51,000. Revenue is expected to increase $8.7 million in FY26 as compared to the FY25 adopted budget. This reflects the anticipated increase in departmental charges to fund the group health plan expenses for employees and retirees. Charges to employees and retirees for medical and dental and anticipated higher interest earnings. The life insurance funds FY26 budget decreased by $7,206, or 0.67% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $1,794. In FY26 there is a reduction in consulting. Revenue is expected to decrease $80,791 in FY26 as compared to the FY25 adopted budget, primarily due to charges to employees and retirees. The Human Resources Department's FY26 Parking Revenue Fund budget increased by $20,000 or 37.7% as compared to the FY25 adopted budget. Expenses budgeted in the Parking Revenue Fund are used by the committee to advocate for persons with impairments or capi. There are increases in the FY26 budget in other specialized services and consulting. There is no revenue captured in the Parking Revenue Fund for the Human Resources Department. And finally, the Workers' Compensation Fund's FY26 budget decreased by $202,000, or 2.23% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $37,961. In FY26, there is a reduction in workers' compensation, assessments. Revenue is expected to increase $550,918. In FY26 as compared to the FY26 25 adopted budget, mainly due to anticipated higher interest earnings, which is partially offset by a reduction in department contributions. Are there any questions on the Human Resources Department? Councilmember, Human Resources. Let Chris off the hook. All right, let's keep going. Next on page 103, we have the legal department. In FY26, the legal's total budget is $5 million. The legal department's FY26 budget increased by $252,000, or 5.23% as compared to the FY25 adopted budget. Salaries benefits and internal service charges increased by $250,612. Increases in the FY26 budget include training and conference travel and other office supplies. These increases are partially offset by reductions in training fees and miscellaneous line item reductions. Revenue is expected to increase $19,728 or 1.7% in FY26 as compared to the FY25 adopted budget based on an increase in general government administration. This increase is partially offset by a reduction in other charges for services. Are there any questions about the legal department? Jack, you all say first you have everything you need. We did at the time of asking. I will, there have been some, there are some changes coming that I didn't have today. But they're not, I haven't really discussed them with the office yet. We're going to have some staff turnover. So things could change. For now, we're OK. And administration has been very supportive whenever we've asked for anything. I'd be remiss to get the pointed question and not say maybe maybe not depending on that. I'll say for me come and tell us I want you to know what you need. Thank you. Thank you. I think by my colleagues lack of questions they agree with me. Appreciate it. Anything else? Sorry I beat everybody to the punch, but few and far between were I'm gonna jump at it. I'm jumping at that one. Thanks Jackie for everything you do. Thanks for leading the great department. Okay, let's keep going. Next on page 105 is the marketing department. In FY26, the marketing department's total budget is $3.96 million. The marketing department's FY26 General Fund budget increased by $321,000 or 8.93% as compared to the FY25 adopted budget. Salary is benefits in internal service charges increased by $302,000. Other increases in the FY26 budget include photographic, small equipment, and other miscellaneous line item adjustments. There are reductions in personal computer replacement and other miscellaneous line item adjustments. Revenue is expected to increase $70,220 in FY26 as compared to the FY25 adopted budget due to an increase in internal charges for printing and binding and general government administration. There is also $49,000 for the marketing department included in the technology and infrastructure fund budget. This budget is for a placement of storage drives that are reaching their storage capacity limit. Any questions about the marketing department? Council members on marketing? By sure, Ann. The only thing I'm gonna say is, love the marketing department. No, no, you don't even have to get up. Love marketing department y'all do a great job Logan is not here anymore If you want to come up come up come up my come up I speak into a mic How are you doing, Mike? I'm hanging in there. How are you? I'm doing well. Thank you. So, what is there anything that you need in the marketing department that's not here, Mike? Wow, I wish I had prepared for that. But I thought I'd defend the things I already asked for. No, we're feeling good or we're at. We've rolled over some money from last year and we're ready to handle any requests that come through all the departments. Well, I know I'm speaking for myself, but given the fact of the reaction from other city council members, we appreciate everything that the marketing department does, I think you all do a great job in communicating and so thank you for everything you do. Thank you for saying that. Council member Dr. Schultz. Thank you and yes, I agree thanks for all that you do. The whole team is phenomenal. Earlier today, I brought up the amount of money that we put out there for different events and that maybe there's like in-kind services that we can do instead and I gave marketing as an example. So if we decide to explore that, we would want to see an example of what the value would be in something like what that would look like. If we did a small decrease in the amount that we actually give out and did an amount of marketing in lieu of that. Okay. What that would look like. So nothing to work on right now. I have no idea how anyone feels about it or if we even need to go there. But wanted to give you a heads up that that's something because we have such a great reach. I'm thinking there's real value in what we can provide, especially for some of these smaller organizations that maybe don't have the resources or the bandwidth to do what we do. Sure. We're always happy to help out wherever we can for sure. And we're having conversations about event production and things of that nature already. So we'll include sort of what your line of thinking is in those conversations. Yeah. OK. Thank you. And thanks for deciding to be on camera today. And you are a button down shirt and everything. Thank you for noticing. Yeah, you got fancy for us. Thank you, Jair. Thank you. Thanks for everything you do. Yeah, of course. I think, you know, the amount of things that happen across eight districts, the mayor's office, all the different departments to see the content, the quality of content, the diverseness of content is pretty incredible. Thank you. And it's, it doesn't go unnoticed. Appreciate that. So, thanks for all you do. Okay, let's move into the mayor's office. I was going to sneeze throughout that entire. Up next on page 107 is the mayor's office. In FY26, the mayor's office total budget is $7.7 million. The mayor's office budget decreased by $214,000 or 2.84% as compared to the FI25 adopted budget. Salaries benefits and internal service charges increased by $474,000. During FI26 there is an adjustment in the salary allocation for a full-time debt financing director from the finance department to the mayor's office. This adjustment results in a net increase of one FTE. An increase in the FY26 budget is an interfund reimbursements. Reductions in the FY26 budget include grants and aid, software subscription, small equipment, printing and binding, telephone external, training fees, local tolls and parking, advertising, other office supplies, and miscellaneous line item adjustments. Program funded in grants in aid total $1.8 million. Program funded in grants in aid for the education and youth opportunities division. Include the Boys and Girls Club $250,000, Shirley Proctor Polar Foundation $250,000, intervention and prevention through the core court of champions programming $234,320, USF Marine Science Center at Clam Bally $100,000, Community Impact Grants $80,000, USF Camp Bulls Eye $68,750. Junior Achievement Class Sponsorship $45,000. And SPC Camp $32,000. Programs funded in the mayor's office division include aid to private organization, sponsor donation, sponsor slash donation, $60,000, and programs funded in the Community Impact Division include the MLK Festival, $230,000, Community Impact Grants of $425,000, and the MLK Community Day of Health and Wellness, $30,000. Revenue is expected to increase $12,636 in FY26, as compared to the FY25 adopted budget, based on an increase in general government administration. Are there any questions about the mayor's office? Council member Gavry. Thank you, Chair. So we'll go back to the conversation that we had about the transfer of the debt financing director from finance to the mayor's office. So when that happened in finance, it decreased wages and benefits by 2.8%. And then on wages and benefits in the mayor's office, there's actually a total increase of 10.11%, which is effectively about a 7.0% increase. So is there something else in here with employment that we might be missing to equate to a 7 and some change? So is there a percent increase? Are you looking at these where we talk about salaries, benefits, and trials? Well I'm just looking at wages and benefits and increase change of 10.11% where it was a decrease on the finance side of 2.8%. So, wages and benefits, that includes every person air, it's every person in the apartment. So, finding a person that had high-end employees leave and then you have a problem at the lower level. So, that category is every position. Yeah. And we were just talking about one change. Right. The one change is a net zero. So the increase and decrease that are listed under wages and benefits. That includes everything salaries, benefits on there and it changes every, health insurance. Well, as a person, it will change from 25 to 26. It could be quite different depending if you have someone retiring and a new person coming in. Okay. Yeah. I see where you're going. I see where you're going. But at the same time, the full time equivalent in finance is 28 people and in the mayor's office is 27 people. And you know, so it's still very similar numbers of people. But it could have very drastic, you could have all 28 people staying in the mayor's office where you could have 10 people changing and you could go ahead and look at each employee, each position and see that change here to year. But that's what it is. It's hard to say exactly what happened without going and looking at each individual position, but department-wide that is the change. Okay. And also since it includes health insurance, yeah, that's probably the hardest part. Yeah, only for ways and maybe they got married or had a child and that could also be counting towards that as well. So there's a lot of different things that could be done to that. Okay. All right. Thank you for that explanation. Thank you, Chair. Thank you. Councilmember Driscoll. Thank you. A couple of questions. First with the The Boys and Girls Club, the 250,000, the Boys and Girls Club, the Sun Coast just did a merger with Boys and Girls Clubs of Tampa Bay, or maybe that's just the new name now. But rather than just being Pinellas, it's now Pinellas Hillsboro Pasco. How do we know that a quarter of a million dollars is going to have Dr. Brown come up. Dr. Brown's on her way up. Hi. I could afternoon everyone. This is where I go. So how do you know? So I had the same question. So what is very specific for you to know? I'm going to have Dr. Brown come up. Dr. Brown's on her way up. Hi. I could afternoon everyone. This is where I go. So how do you know? I had the same question. So what is very specific in the, what was very specific in the RFP and in their reporting is they have to specifically identify every child and that they're coming from a St. Pete School and a St. Pete address. So in their reporting, that's how we keep up with that. Okay, and how do we assign a value to that then? Ask me another way. $80,000, so you know, they send us a list of... Okay, so it's a very specific RFP. So there, in total, are 100 students that are being impacted with this. And so it's very specific to how many you're having internships, how many are being paid for in program stipend, with in program stipend for workforce development opportunities. It's all, let me back up. The name of the program is prosperity pathway. So the whole thing about it is about workforce development. That's our specific money in the wing. Yes. OK, so that does narrow it down some. And then even narrower than that, it's going specifically for St. Petersburg. Absolutely. Absolutely. OK, and you've got the report. The report is back it up. Yes, I do. Excellent. OK, we need to make sure of that. I agree. I think there's great power in them becoming one of the largest boys and girls clubs organizations in the country. Having those extra resources can have real benefits to our young people. But we want to make sure that we've got our straight line of vision to where our money is going. Because now it's going into a much larger organization. I don't want it to get lost. I agree. OK. Thanks. The other question I had was on the Community Impact grants. Can you remind me what those are? So those are going to be impacting or connecting with our safe neighborhood programs that we have done for. Also we have and actually usually called community impact grants. But what we wanted to do this, or for F426, is kind of combine all of them since George is our new equity office. I was right here, but I was a bit somewhere. So we wanted to not be so regiment. And it came to how much we were given to like, safety neighborhoods. We wanted to be able to kind of let George be flexible. Yes. So that's kind of why we made a community impact grants, but it's going to hit on all of all of ours. That's great. I hear you. So we'll spread it around and we're doing it now through an RFP process. So we'll make sure that all community organizations that are interested in serving have an opportunity to apply. OK. That's fantastic. I hope we'll hear more about that. I'd love to know who gets selected and what they're going to do because it's a name. It's a little bit of a broad name. Now I know why. It totally makes sense. But then at some point, we'll want the big reveal on. You can make us have word counts on these. You know, we can't make it out of our own. This word count doesn't mean anything. Wow. You can say in words we can say. Yes. Yeah. Kind of how we feel at this point, too. So thank you for that explanation. I look forward to hearing more about it. I know it's in good hands with you. You know what people need. And now you can help get the right funding out. Thank you. Thank you, Chair. Thank you. No, I was laughing over here. Not you. You did good. Vice Chair. That's a boy. I'm getting punchy. I'll be honest. I mean, it's past 530. I'm going to die. I'm going to die. I'm going to die. I'm going to die. I'm going to die. I'm going to die. 30. I'm almost done. I like numbers and this is a lot of me. So I'm just going to, you know, this is kind of in line with council member, dress goals, point on these programs. I think there are some new names that we see here, and I remember probably may have been in 2022 where we had kind of a conversation of we wanted to see numbers and data on some of the programs. And this is like a couple of education directors, a couple of ways back. And so I think we're at that point where we probably are going to need something because I've lost track at this point. And I think we are giving to a lot of organizations, and we need to start seeing the data. And this was a conversation we had way back. I think when, oh my God, the education director was hot three years ago. Yeah, huh? With Leah. It was Leah. I remember we had that whole meeting, and we were having that conversation that we needed to have this and I don't think we've had it so it's about time So I think that would probably be good. Yeah. Thank you. Thank you chair. Thank you Yeah, I mean I'll just piggyback quickly. I'm not gonna be that horse, but yeah, we talked about it Yeah, and some of the other sections I, I don't know how we want to go about this. I know, Doyle, you're bringing a couple of updates to us to be a report, right? I think, I don't know that we need to have a report every time, but as these organizations are reporting to us, I don't know if it comes like the ECID reports where we could pull them if we want them. I think there's got to be a process to where we can feel better about overseeing the budget process of this. I'm not trying to go away with the power of you being able to select things and go to RFP and do those things, but I do want to make sure that when we're allocating dollars we're doing our jobs. And so again, I'm not trying to fill counsel with report after report But I want to make sure that the information is available to us and however we decide to do that together We can figure that out, but I think I said enough on it earlier and I think you get I think everybody gets to just Any other questions there councilmembers? Okay, let's keep going. Thank you Up next to on page 109 is the office of the city auditor department in FY26 the office of the city auditor's total budget is $841,000 the office of the city auditor's FY26 budget increased by 51,000 or 6.46% 6.46% salaries, benefits, and internal service charges increased by 53,000 dollars. In FY26 there is a reduction in software as a surface and revenue is expected to increase by $7,548 in FY26 based on an increase in general government administration. Are there any questions about the Office of the City Auditor's budget? Council members, any questions on the auditor? Okay, let's keep going. Next on page 111 is the procurement and supply management department. In FY26 the procurement procurement and supply management department's total budget is $4.5 million and includes two funds. The procurement and supply management department's FY26 general fund budget increased by $261,000 or 7.5%. Salaries benefits and internal service charges increased by $257,000. Additional increases in the FY26 budget include other specialized services, tuition reimbursement, and other office supplies. These increases were partially offset by a reduction in consulting. The programs funded in Grants and Aid are the Florida Minority Enterprise Development Corporation and other events for FY26. Revenue is expected to increase $8,700 in FY26 based on an increase in general government administration. The supply management operating funds FY26 budget increased by $24,000 or 2.98%. Salaries benefits and internal service charges increased by $26,916. Increases in the FY26 budget include water, janitorial services, repair maintenance, other equipment maintenance, and other miscellaneous line item adjustments. These increases were partially offset by a reduction in electric. Revenue is expected to increase $60,730 in FY26 due to an inventory markup and anticipated higher interest earnings. Are there any questions about the procurement and supply management department? Council members, your procurement supply management. Okay, keep going. Next on page 114 is the Strategic Initiatives and Grants Department. The total budget for this department is $491,000. In FY26, there is a reorganization that moves the grants division in the budget and management department to its own department called the Strategic Initiative and Grants Department. The Strategic Initiatives and Grants Departments FY26 budget decreased by $65,000 or $11.74. Salaries, benefits, and internal service charges increased $66,713. The reorganization transfers three positions, one full-time strategic initiatives and grants director and two full-time grants officer positions, from the budget and management department to the strategic initiatives and grants department. There is an increase in the FY26 budget, Intuition Re tuition reimbursement, which is partially offset by a reduction in memberships. Additionally, there is an increase in subscription software for grants management system software. The cost for the software is offset by project burden charges as it can be recouped through indirect cost recovery. Revenue is expected to increase $99,000 in FY26 due to a reallocation of a portion of general fund administration revenues from the budget and management department to the strategic initiatives and grants department. Are there any questions about the strategic initiatives and grants department? Council members. Council members, just go. Thank you. you know, you know with this change and you know pulling these departments together I just wanted to do a temperature check see if you're feeling good about how this is how this is going so far. Yeah now to ask Aubrey folks to join me if you would like to but I think this is allowing Aubrey and the team to really focus in on a couple of things. First and foremost, the CDBGDR, Sunrise St. Pete, and not only her department, but, you know, Amy Foster's organization. I mean, it's a really big lift and there's a lot of good collaboration and cooperation across our organization. So I'm very excited about that. And then, you know, oh, by the way, they still have to do grants for the organization citywide. So it's, I think it's been a really good, starting to a really good future for a new department. So, I'll have you have anything you want to add to that? Thank you, Tom. That sounds good. All right. Well thank you for asking Councilmember. Yeah. It'll be interesting to see how this goes. But it feels like the right idea. I just want to make sure you guys have everything you need to. I have a successful merger. And thank you for asking that. I've worked on 13 budgets. I don't think any council member has ever asked me directly if my departments have what we need. Oh. I'm totally kidding. I'm telling the day for that talk. Are you feeling left out? Are you? Are you? Are you? Are you? Are you? Are you? Are you? Are you? Are you? are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you, are you to the team, and she surrounded herself with a couple of really talented folks too, so we're super excited about that. Yeah, good. Well, thank you for all you do. I'll just quickly, and I know you're joking about it, but I really do think some of the organizational changes you've made make this significantly more efficient. And I think at glance, at maybe the very beginning of this process, it could have been taken as more complicated. I don't think that's the case. I think it really did simplify some things. It gives ownership to some areas where I believe ownership should happen and makes the budget more efficient. It already is tricky with all of the things that we've talked about, placeholders and transfers and funding one thing from 47 different things, right? I mean, it's already a complicated matter and I think all jokes aside, I really do think, this is probably the most complicated, but maybe the most efficient budget I've seen in four years. And so, well done. So, okay, great job, Marry. Thank you. All right, let's keep going. Last but not least. And finally, on page 116 is a technology services department. The total budget for technology services is $2.22.6 million and includes two funds. The technology services funds 26 budget increased by $1.46 million or 7.13%. Salaries benefits and internal service charges increased by $715,000. Increases in the FY26 budget includes software as a service for additional software and licenses and increased costs of licenses, software maintenance due to increases in software maintenance agreements and upgrades and other specialized services. Equipment is increasing $60,000 for a placement of servers, additional backup storage to account for increased data usage and systems, and additional production for Oracle databases. Other increases include training and conference travel, general administration, and miscellaneous line item adjustments. Reductions include repair and maintenance materials equipment, small equipment perpetual software, for network switches, access points, point to point antennas of miscellaneous items, training fees, telephone, operating supplies, other office supplies, and miscellaneous line-item adjustments. Revenue is expected to increase $1.2 million in FY26 due to an increase in data processing charges, anticipated higher interest earnings, and telephone charges. The technology and infrastructure funds FY26 budget increased by $149,000 or 25.19%. In FY26 there is an increase in small equipment perpetual software and repair and maintenance equipment. These increases are partially offset by a reduction in subscription software. Purchases in this fund fluctuate based on the current needs of the city on an annual basis. The FY26 budget reflects the cyclical nature of technology needs and replacements. Revenue is expected to decrease $493,000 in FY26, to a decrease in charges to departments which is partially offset by an increase in PC replacement charges. Are there any questions about the Department of Technology Services? I have one technology. She had an over under on when we were going gonna finish. I just won. Over. Okay, any questions on technology services? Down some members? All good? Plus that's gotta be somewhere got a kid to pick up. My husband's picking. Okay. Thank you so much. Thank you. Awesome job, everybody. Thank you. Council members, any closing remarks or questions? Great job, Tom, and the team, and everyone involved. Thank you. Thank you. Thank you. It's been a long day but a good day. And maybe I'll just add one other, Mr. Chair, you know, this is kind of an update as to where we are. We're going to get to balance by July 15th. And we will certainly keep Council posted on, you know, the number we get from the Pnelles County property of Prazer, Mr. Twitty towards the end of this month. And I think we explained in our one-on-one meetings, from here, when we get to the recommended budget, we'll have the summary or recap of changes of how we got to balance. Both decrease in expenses and increase in revenues. So that's kind of just a little forecast of what will happen after this meeting. And then of course we have another cab planned in July. So. Okay. So just quickly one of the things I'd like to follow up on is that I don't think is going to look. And if I'm because I've already missed something already at the very beginning of the meeting, nice job, Gertis. Is the FTE count in total? And so where that has swung between the FTE total comparison to 25? Oh. We can go into count if I can have my tag players. I almost did it. And then I was like, there's no I'm gonna do this all day. We have a report that we could run. I'd just be interested in that. I know it's something I talked about in budget priorities. I just wanna follow up to what I originally said during a couple of minutes ago. Listen, and I don't mean to make a pun, but I really think we're kind of in this perfect storm right now. We're a bunch of things have happened outside of our control. You think about three storms, an unsure housing market, a very volatile market. We're in the middle of two labor negotiations, pension contributions, first real healthcare jump, and I think six or seven yearsze left. I mean, it's a bunch of things out of our control that we're having to deal with in a single fiscal year. And so, I'm just going to go back to, I appreciate all of the work on this because I really do think that all of these things force us to be very efficient. And so, this budget, I think, and I want to compliment my colleagues, today was a day where all of you were trying to find opportunities to make sure that we were being fiscally conservative for our city. And this was not a day of let's spend, we see it, let's spend it. This was, we see the opportunity to make sure we're being very cognizant about how we spend our dollars. And I just want you to know I very much appreciated today and spending the time with you and listening to your feedback and your ideas. I think it was super helpful and I think it sets us up for success no matter how it comes back from the county. And so I'm just very appreciative of all your perspectives, your inputs. So thank you so much for yielding the day with us today. Any other questions or comments? There's nothing else for the good of the order. Committee of the whole is adjourned. Thank you so much everybody. Thank you. Thank you. you [♪ OUTRO MUSIC PLAYING [♪ Thank you.