Okay, good morning. We are going to call to order the March 13, 2025 Committee of the Whole. If we can do a roll call please. All right. Here. Here. Here. Here. Here. Here. Okay. Thank you. Councilmembers, we've got an agenda in front of us and entertain a motion for approval. All in favor? Aye. Any opposed? Motion carries. We've got minutes from the February 20, 2025 meeting. All in favor? Aye. Any opposed? Motion carries. Okay. Just real quickly before we jump into this and I feel like I've just whistled twice somehow. I want to thank my colleagues for their flexibility today. I know this was kind of added 10, 14 days ago and then we've added a special city council meeting at 1130 so we are going to hard stop at 1120 and so I just wanted wanted to throw that out there. And again, thank you for the flexibility both from administration and to my colleagues. So let's jump right into it. We're going to talk about our community development block grant disaster recovery funds update. I'm going to turn it over to Tom Green for some remarks, and then he'll introduce the team. Well, good morning, Mr. Chair and council members. And I want to echo the thanks you just shared with your colleagues chair. We certainly appreciate Council selects ability and setting this cow for this morning. We wanted to provide this opportunity for an orientation to the process of developing the plan and executing the plan of this community development block grant DR, which we're calling Sunrise St. Pete for a marketing perspective which Logan will get into sometime later. But I did want to also point out that the city is one of two cities in the state of Florida to be given this allocation. And I got to believe it's not Partly because of our collective and collaborative advocacy over the last couple of years that helped us secure this Or made a difference in our securing this so thank you for your collaboration in your advocacy for our city One of the points I wanted to also share is as a recipient of these resources, HUD would like for us to designate an agency or a department that is going to be the lead. And I know I sent an email to each of you earlier this week and indicated that we've created a strategic initiatives and grants department. And we are super excited that Aubrey Phillips has accepted the position as director and she will be leading the coordinated effort citywide which is going to touch every administration across our organization and we're super excited that Aubrey has accepted this challenge. We know from her work here with the city she's a collaborator, she gets things done and we certainly expect that to grow exponentially as we go through this process. So I think those were the couple of things I wanted to mention right out of the gate and I want to turn it over to Aubrey to introduce our collaborators from the private sector and Horn and then we'll leave time for questions and answers. So thank you very much, Mr. Chair. Thank you. Thank you, Tom, and thank you, Council members. Again, for having us here this morning, we felt it was really important for you to get to know the team that is working on this action plan with us and we'll be interfacing with the community. So joining me today is Tyler Bridges, our deputy project manager and Ryan Vanery, who is a subject matter expert in CDBGDR funds, you'll hear a lot more from Ryan and Tyler throughout this morning's presentation. We are really excited to have this local and national expertise here on our team helping us support us through this process. As I shared with you previously, CDBG DR funds have a very complex processes and requirements that we have to comply with to ensure that those funds remain benefiting our community and so this expertise will help us make sure that we're compliant with that and these funds help support our recovery. Just a quick overview about Sunrise St. Pete and building a stronger community so So Sunrise St. Pete is the city's initiative for our allocation of community development block grant disaster recovery funds so that we don't all keep tripping up over those amount of the nation of letters. These are funds from the U.S. Department of Housing and Urban Development. We receive an allocation of 159.8 million in the CDBGDR funds. This is to support long-term recovery, and specifically, our allocation is for hurricanes lean and idelia. And then, importantly, this is one-time grant funding, and it's intended to be used to address those unmet needs that occur as a result of these federally declared disasters. So all the work that we do with these funds will have to have a tie back to those disasters and that's something important as we navigate our path forward with this action plan. I'm going to hand it over to Ryan now to share a little bit more about what is CDBGDR and give you a little bit more context on his background and why we're so excited to have them helping us with this project. Thank you, Larry. Thank you, Mr. Chair, Council members. My name's Ryan Flanery. Horns, Director of CDBGDR Policy Applying. It's a pretty much lead art practice across the firm. The firm has done about $60 billion worth of administration of CDBGDR across the country from California to Texas to Mississippi at Alabama, Puerto Rico, which is the largest CDVGDR across the country from California to Texas to Mississippi, Alabama, Puerto Rico, which is the largest CDBGDR grant in the history of the program, and also with Florida Commerce, where we spent a time with that math and hurricanes Michael and Ian who are actually working with both of their housing programs as well. Before my time at Horn, I was with HUD. I was the assistant assistant director of the office that administers the spouse. So I spent about a decade there as the assistant director. My job was to, basically, I was responsible for the entire portfolio about $40 billion of funds across the country and the southern part of the country. Texas, Louisiana, Mississippi, Alabama, Florida, again, much of the same grantees, same state names and so on. And it happens to be the humor most of it is the natural disasters we've heard, right? So pretty busy. I led a team of C.D. Specialists where we worked very closely with grantees all of them. And all across the country, as they administered their grants. And also it was part of the policy development effort there at HUD, helped write regulations for register notices and so on and so forth. So a lot of background there and I'll just say I am also a state-of-the-art local. So I live about a half mile here in the sort of downtown. So it's really a pleasure to be here to be a part of this effort. It's very exciting. I mean I know it's a trying time and that we have a lot to do, but to be here in my health town to help with this effort is really honor. So I appreciate you, Dr. Cheney. Hi, good morning everybody. My name is Tyler Bridges. I'm a senior program manager at Horn. I've been working with Ryan in one capacity or another since 2011. I've been working in CPD and CDBGDR related programs since 2009. I'm My recent CP, St. Pete resident, I'm a California native. I also worked for HUD in their disaster recovery office for five years. So I worked in both of, you know, private and public sector as Ryan has, a horn in addition to, you know, working with great researchers self-directly. I also had our HUD TA division, if you will. So we're a HUD TA provider where we worked directly for HUD. We get dispatched to Granty such as yourself to launch Granty's grants like this, provide other technical assistance and resources wherever HUD wants to dispatch just essentially. Thanks, Tyler. So we'll get into this. And so what we wanted to do is start with just the the high level, make sure everybody has a base foundational understanding of CDBGDR. And I'll be talking both in terms of a prior Fed as well as an implementer of these grants administrator on the private sector side. So CDBG DR is a supplemental program as Aubrey mentioned, it's one time thing. This occurs when there is a disaster that just overwhelms the traditional resources, FEMA, SBA, local state resources and Congress will then pass a bill that is specific to particular disasters. Now the way that it works is they use the CDVG as many of you, you'll show you all vote on CDBG projects, things like that. So the CDBG program is the, that's the conduit. That's the way that they, that the federal government can get money from treasury down to grantees. So usually these funds go to entitled grantees like yourselves or to states. And it really, so what that means is, is a sub-minimal appropriation that lays over top of the CDBG chassis. It means that most of the rules that accompany CDBG are also applicable to CDBG disaster recovery funding. Now, the tweaks do come when HUD does have the public a publisher, federal federal federal notice. Those notices are sort of the modifications and the additional rules, waivers, alternative requirements that the federal government puts in place specific to these grants. And they do change. They change from time to time pretty much every appropriation, there is a change in those rules to some extent. But they're really intended again to focus on, load of modern income to moderate income persons is consistent, that tends to be consistent, as well as the activity types. They're about 25 different activity types that are eligible under CEPG. And it's intended really to fund a broad range of activities. Now I will say, in terms of the rules, the federal registered notices, this program or quasi-programmed start back in the 93 after Hurricane Andrew, they provided funding Hurricane Andrew. They provided funding to support that recovery, but it was pretty much just here. Use some of this money in your CDVG program to help recover. They didn't really have much in the way of roots. Fast forward to Hurricane Katrina, that's when this program sort of became a more formalized program. They developed Feb a Register notice that provided for additional rules, our Turner requirements, waivers, new activities and things like that. That notice was only about eight pages long. The then fast forward again now to where we are today and HUD recently published what is called the Universal Notice. This is taking into account all the precedent, the experience that HUD and grantees have had with this program since the 90s. And they tried to come up with what is sort of a replacement to regulations because they can't quite get this past Congress, through Congress, right, as an authorized program. So they wanted to create consistency. That universal notice is about 120 pages long. So I highlight that just to say that the rules of the program, the Aubrey's point, have progressively grown over the years and grown and grown. And one item I'll note is that Universal Notice has now been pulled back by the New Administration to modify and then to republish for our use. They're going to be removing much of the language that's associated with the presidents executive leaders and some other Policy perspectives bless you. Thank you. And so we are in a sort of a Period right now. We're waiting to get back back from HUD to be able to finalize what went to know what the rules are under this administration Quick quick overview of the funding process. I won't go through the schoolhouse, Rob. We also go all know that Congress passes bills and the president signs them. But it then goes to HUD. And so HUD determines the allocation amounts through a formula process. So a formula is created. And that formula does change from time to time. But it takes into account things like census data, FEMA data, SBA data, other data sources to determine out of all the major disasters that occurred across the United States in a particular period of time, which grantees should receive funding from CDB-NPR and how much. And so they use that formula to create that list and then the amounts which we refer to as allocations. HUD will publish a federal register notice they have. That's where we got our notice that provided the $158 million. And then they will also provide for federal register notices that offer rules and regulations which is the universal notice. So in this case we have two separate notices. The allocation much less information in it other than the allocation amounts. The universal notice has the rules that we have to follow. Once the awards are made to the grantees, the grantee is then responsible for publishing and action plans. That's where we are today. We're in the middle of developing the action plan. We're in the middle of collecting public input of determining what's the highest invest use of these funds. Figuring out how do we make the most effective use of the amount of funds that we've received? The $160 million is a lot of money but it's not near the end and close to touching all of the unmet needs that we still have as a city. So we have to figure out what's the highest best use, and that's what we're doing right now. Once the action plant is submitted to HUD, HUD reviews it. They have 45 days to what they call accept the plan or to reject the plan. We don't plan to have it rejected. So we have plans in place to make sure to accept as quickly as possible. And once it's accepted, then we move on to a grant agreement. Once the grant agreement is executed, then we move on to administering programs. We have access to a line of credit that we've done to administer programs. So steps to program launch, again, we're going to develop our action plan. The action plan then has to be published, or published, or published, or published the comment, which I had mentioned before. Once the city, that period of time is 30 days that has to be published, or public comment. Once public comment ends, there are modifications that will be made, will address the comments that are made, the common themes, things like that. If there's anything significant, and we need to be that we have covered through public comment that we hadn't heard previously, will incorporate that into the plan to the extent it's applicable and should be included. We'll then submit the plan to HUD for review. They have their 45 days. Once they review the plan, they accept it. It then goes to HUD for the grant agreement to be executed. Grant agreements usually have certain grant terms and conditions. HUD has, in some instances, created unique terms and conditions for each individual grantee. I've seen that happen a little bit less and less more recently. We're not quite sure what the new administration is going to do here, but we have good eyes and ears in the administration and good friends back at HUD. That will give us heads up about that too, but we don't foresee anything crazy coming in the grant agreement. And then once we have the grant agreement, we get to launch our programs and we get down to work and start helping people and rebuild the homes and all the great things that we could do with these funds. So we're now going to just walk through some of the basic requirements of what must be completed in the development of the CDBGDR Action Plan. And again, all of this comes straight from the Federal Register, and what's called the Universal Notice, which is being updated as we speak. But first and foremost, the City must conduct what's referred to as an unmet needs assessment, and that's basically going through all the data and other on the ground information that's available or collected. And in order to determine what the city's current unmet disaster recovery needs are. From there, programs and projects then can be explored, developed, and funds are associated with MDR funds in order to address those unmet or also mitigation needs, which we'll talk about in just a moment. Program budgets generally speaking must be proportionate to identified unmet needs. So once you conduct your unmet needs analysis, then HUD expects to some extent that there's going to be some tie back proportionality between what you've identified as an unmet needs and how much funds you're providing for that unmet need. The city, of course, must contact public or excuse me, consult the public and stakeholders in the development of the action plan. I think we talked about this at the end. The pretty robust process the city has developed. And then this is a requirement as well for all grantees. 70% of the allocation of that nearly 160 million must be spent for the benefit of low and moderate income persons, which is localized for the St. Pete Metro. And that's basically families with up to 80% of area median income, just like the regular CDBG program. Just around $74,000 for family and for just putting in context. And I'll just mention here as Tom said, we're working across all of the administrations. And we've as informing this Unmet Needs Assessment is not only collecting new data, but also the information that we've already, we know our community's been talking about recovery since the storms happen. So any surveys and engagement that's already happened, We've been collecting that data and making sure that it's being incorporated into that unmet needs assessment. So there are lots of caps that are also kind of tucked into the CDBG program. So these are some of the high level ones. In the federal register, when the formula was conducted by HUD, HUD determined that St. Pete's unmetly was approximately $139 million. Then every grantee got a 15% plus-up, if you will, which is referred to as the mitigation set aside. These funds must be used exclusively for mitigation activities, such as elevation, for example example they can be paired with you know regular disaster recovery programs like single-family rehab and so that's how I'm hot arrived at St. Pete's total allocation of 159.884 and then also of that amount of funds the city may expend up to 5% of that amount for administrative costs so So the cost of actually developing action plans and implementing the programs. Right. So every single project that is deemed to be compliant that we can carry out the CDBGTR must meet these three criteria. One, it has to be an eligible activity under the regulations. Again, back to the roughly 25 eligible activities that are listed out in the CDBG regulations. Or it must be an activity that's made eligible through a federal register notice. And again, they do that by waivers and alternative requirements that are granted to the secretary. There are some interesting activities that put us in the universal notice that maybe of interest to us. We can explore those to some extent. But they have to be eligible activity. You have to be a national objective, free national objectives. Again, as we mentioned, the load of moderate income beneficiary, national objective, LMI, national objective is the primary because 70% of the funds we must go towards serving persons or households at that income level. But then there's also the urgent and national objective, which between us is sort of like the not LMI. It gives us some flexibility to do other things that are not LMI's. We can serve non-LMI, non LMI areas if we're doing infrastructure and things like that. But it has to meet an urgent need that was identified in the action plan. Pretty simple, pretty simple to do, but it is a requirement. And then the third national objective, which is used much less frequently is called the slum and blight national objective. And that is what it sounds like if there's a building that's been condemned as long as you can connect it back to effects from the storms, you can do things like demolition and clearance of those properties again used infrequently but it is sometimes used. And then third and this is critical on what is unique because these two things, eligible activity and national objective are consistent with the CDBG program. What is different from the CDBG program is the tieback or mitigation needs. So again, tieback is, it could be either direct tieback or an indirect tieback. The direct tieback would be houses that was damaged or destroyed by the storms, love it out. We can repair that home. We could bring it up to code and even do more. We can add mitigation aspects and resilience to it. And indirect tie-back would be an example, for example, affordable housing. We know that affordable housing prior to the storm has been a challenge for us and for Florida and for the country in general. We know that there most likely was some impact on affordable housing as a result of the storms, right? Your units, damaged units, some potentially reduction in affordable housing, or people who have moved into a maybe a less stable job situation. So there is a programmatic tieback at that level to say we can then, you know, for example, increase the amount of affordable housing. The same holds true of things like homelessness and so on. You know, homeless shelters that were impacted. If they're directly impacted, that's a direct tieback. If they're indirectly impacted, we're talking about a reduction in services. We can help increase that services and so on. That's on the tieback side. Everything Everything has to be connected. If this is on the CDBGDR funding stream, the 15% mitigation set aside only has to have a mitigation connection to an mitigation need. So, connection to a mitigation need is something that is demonstrated and described in the action plan that there may be a need for flood reduction or buyouts or whatever the mitigation activity, hardening of infrastructure. If it's identified in the action plan, it's connected back to a mitigation need. And I'll highlight that the mitigation itself is of a ceiling and a floor, meaning that you can't spend more than 15% of the funds, of the total funds that were received, on mitigation only activities, but you have to spend that much. So it's both a ceiling and a floor. We can talk about that if you have any questions. So again, with the eligible, back to eligible activities, there are a host of eligible categories. And so this is where we're at right now in this slide. Housing obviously is tends to be the largest. When we talk about housing, we're talking about things. This is not exhausted with things like single-founded rehab reconstruction, multi-family rehab, multi-family new construction, housing incentives, buyouts. There's many things you can do, home ownership assistance and so on. Infrastructure, again, water, sewer, roads, waste water, anything that we would typically consider to be infrastructure that was impacted by the event is, it tends to be eligible under CDVG. Economic development revitalization, small businesses are the focus. It's written into the notice that small businesses must be assessed if we go down the path of economic mobilization, must be prioritized in technology that they use. But you can also assess larger businesses if it makes sense. You can also do workforce training, incubators, there's a whole host of things that we could do under economic mobilization as well. Mediation as we've had mentioned before, it runs from the elevation of all the way to infrastructure, heartening and many other things we consider to be a mitigation. A lot of these things are going to be described in the mitigation, hazard mitigation plans we put together as a state and as localities here, they're called the local mitigation strategy LMS. Public services, we can also fund public services. Most folks here are public services, I think, you know, meals on wheels. That's a good one. But there's also housing, counseling, and many other traditional sort of public services that are carried out oftentimes by nonprofits or governmental agencies. I will highlight one of the unique new activities that HUD provided as a public service was the ability to provide disaster relief payments to people who have been impacted by the disaster. Disaster relief payments are really subsistence-like payments. You can pay up to six months of subsistence-like payment to folks. Or you can reimburse them for payments they've made in the past. HUD's still working through the policy around this, but we've had a lot of, we've done a lot of thinking here on this as well, but it's a unique and new, very flexible activity, but it does get in the cap. You can't expend, we're at 15% of your overall funds on any public services period, so it does fall within that cap. Of course, we can do planning with these funds, and then the administrative funding that is provided. So we touched on this previously. So there's both the unmet needs analysis and then also the mitigation needs analysis. And so there's a variety of data sources that feed that information and Aubrey touched on the local surveys and the feedback that you've already been receiving. These are the main ones that often grantees use for their needs analysis. So FEMA data is definitely a big one as is SBA, Small Business and Administration, and then NFIP data. All three, we do data sharing agreements with these different agencies. And so here's the status here. I think we're still waiting for these. For FEMA and for NFIP, they come under the same data source or still waiting to receive that from them, but we have received the SBA data. SBA data is critical, but we need all three to do the Unmet needs assessment. Those are the critical data sources that go into every unmet needs assessment. Everything else that we do is supplemental and can help add to our understanding and demonstration of unmet needs across the city. And we are using publicly available data in the interim while we wait on this address level data from these federal agencies. And they tend to run very, very closely. So we're not going to see big swings from one to the other, but we do want the most granular data possible again. With respect to the mitigation needs assessment, it's the FIIM Proof State or local hazard mitigation plan, as we just mentioned, and then also other resources community wildfire protection plan and any other resilience or long-term recovery plans, both you know whether it's the local level, the county, the state, what have you. Okay, so this is the more granular timeline. So these funds were appropriated by Congress in December, had published the Federal Register, what's called the Universal Notice on January 8th, and then the allocation notice allocating the nearly 160 to St. Pete and other grantees on January 15th. And I will say very quickly that is very fast for HUD. Extremely fast. I personally spent a year working on notices in the past or longer and to put things in perspective, this funding goes back to Maui. So Maui, back in 2003, were devastated. I'm sorry, 2023 were devastated. It doesn't matter. That's not that it is. But I think about that. So they have been going through this for years. We are fortunate enough to have this very quickly. And it does present unique opportunities because we do have, we're still sort of, we're still in recovery with FEMA funding. Usually grantees FEMA is pretty much done. They're done, they're folks are, wherever they may be from that point forward and have they've been in temporary shelters. They've gone somewhere else at that point and FEMA has stepped back then HUD funding comes in. We're in a unique, a unique overlap opportunity right now that we are working through right now. Thank you. So since then the city is now in this you know development of the action plan phase where we're doing the unmet needs assessments, the community outreach consultation, two public hearings at minimum are required for the universal notice. And so once that process is complete, which city believes should be by late May, then it goes, the action plan is then published for public comment review. And so that's a 30-day public comment period. After that's complete, review and respond to any comments, incorporate those, and then submit to HUD for their 45-day review. That should be sometime in July. If they take their full 45 days, then we're in either late July or mid-August. And then after HUD accepts the action plan, we're not anticipating any trouble there. Then we'll move on to the execution of the grant agreement in Q3 2025. And once that's executed, we're ready to begin launching programs. And this is a conservative timeline but we also think there may be opportunities on the HUD side for them to move quickly. We HUD has been very efficient as of late and so we hope it won't take 45 days we have strategies to help them understand the plan so they don't necessarily have to read it and Hondaonder over it for 45 full days but that sometimes they take the full amount of time. And then again with the grant agreement, it's usually takes a few weeks to get the grant agreement we're hopeful that that could happen faster as well. So we'd like to see things around late August, right around that time, spring or up, fall time. And one thing I'd like to emphasize before we move off of this slide is all of the steps you see here represented in this timeline are steps that were required to take by HUD. So when constituents see the headline that the city of St.P. gets nearly $160 million, the reason why those funds aren't out in the community today is we have to go through this prescribed process. I also wanted to thank particularly housing procurement and others around the city emergency management for helping put together a we called it a mini RFP so that we could competitively procure a consultant to help us through this process. That was important to make sure that we were compliant with the requirements of HUD and that our costs for bringing on Horn is a vendor to support us in this process will be covered under those administration costs of the grant. And now we'll hand it to Logan to tell us about marketing communications. All right. So I'll give you guys a quick, just kind of run down of what we've done from marketing communications perspective and then what's going to happen next. So I do just want to mention, corn has been super helpful and just guiding us in this process to make sure that the practices that we're using are proper for all of the different requirements that we obviously have to abide by. But we did do a significant amount of research on other communities that received these funds just to see how clearly, clearly complicated I had to create an aim for it, so because I couldn't keep saying CBTG. So I did that for myself. Thank you. So, but we did do a significant amount of research on other communities and how they have communicated this and got it from their residents. So, just wanted to mention that. So we obviously established the branding. The initial communications did launch last week with a press release and the website launch, social media and some stakeholder and neighborhood information distribution. But I do just wanna mention that today, you're gonna do another launch for City Hall and Tor, which obviously, I guess we haven't talked about that. So the initial community engagement piece is gonna happen at City Hall on tour on March 26th. You can go to the next slide, Kim. So that will be the in-person engagement opportunity for the first phase reaction plan. So we're gonna have an activation barrier, have your regular city hall in the call colosseum and then on the side will be the valve goes will be activated for sunrise, a key, though we different ways to provide input and then an online survey before starting on March 24th and then it will be open for those who missed city hall and for to give them an opportunity to provide their input. I then want to action plan is created, we will have a second phase of public engagement. The action plan once complete, there will be I think a formal public hearings and a council and then also an online engagement opportunity for people to provide their input online. So all of the information will live on my and some rising heat down the work webpage, the presentation, the materials that people can review and provide their input there. And that concludes our presentation. We certainly open to any questions or comments. Okay, start with Council Member Dabbard. Thank you, Chair thank you all for the presentation today. Thank you Aubrey and congratulations on the new position. Very excited to work with you on this and welcome to the team and we're looking forward to working with all of you as well. This is great information. I got especially excited. I'm sure nobody in this room will be surprised to hear when I counted the number of times the word mitigation was used in the presentation and to recognize that we have a very unique opportunity at this time to do something that we have needed to do for a very long time which is work collectively and fund projects to elevate homes and get them up out of harm's way. So for me, I am very, very excited about how this moves forward. I want to kind of understand, I think, from both of your experience working with other municipalities, other places where this has been a critical piece of the need. Can you give us a little bit of maybe some examples of how you have actually seen the mitigation set aside or additional mitigation funds being actually used in kind of in real time. So a few examples would be great. Sure. So what's unique about CDBG and disaster recovery as I had mentioned before, the CDBBGDR funding can be itself, let's take a set of side aside for a moment. The CDBGDR funding can also be used for mitigative activities, right? So for example, if we are reconstructing a home in the floodplain, we're required to elevate that home. So you're going to get elevations from regular CDBG as well. The mitigation set aside is unique in that it allows you to do things that do not have a tieback, that are not necessarily connected to the storms or events in the past. It's looking forward, right, perspectively. So you could do a mitigation type program where you're focusing on homes that were not impacted. I don't know how many that might be and elevate those homes with that. You could supplement the CDB-GER funding. You can, you don't have to set for segregated to but there are also many instances where we've seen grantees, leverage other mitigation sources of funding such as HMGP. We know all of the Florida is out there right now. Actually, Finales County has the largest number of applicants to the LV Florida program. And I think if I recall last time I checked, roughly 600 plus were here in the city alone. So there may be opportunities to leverage. In that instance, you are able to take the CDBG funding to apply it as match. It is considered, this is unique to CDBG. It's considered to be a non-federal match source of funding because it's block ran to the states and local governments. And so that is oftentimes what we'll see done. Depending on the size of the award, and that is something that I think just pragmatically speaking, $168 million is a lot, but we have to be very thoughtful in how we spend those funds to get the maximum of impact out of them. With larger grants, we see grantees running individual mitigation programs with just those funds. Puerto Rico has an entire mitigation grant that is over billions of dollars of I recall. So they're able to do all kinds of things across the island that is just mitigation only, doesn't have to combine with anything else, but they have a ton of money to do them. So our challenge and what we are challenged with and one of the things that we're working on is how do we take this sliver of funding, which is a good amount, but not enough to, for example, elevate all the homes we need to elevate, right? How do we maximize it? And so that's why we're looking at opportunities to leverage funding with these like each and you can get other sources. And again, I mean, that's one example. There are many examples. Oftentimes, I do see mitigation funding uses a match. That's kind of the consistent use that I've seen across different jurisdictions, different states. Okay, so you mentioned Elevate Florida. Obviously a program that our residents are very interested in. There's a, you know, event going on as we speak about Elevate Florida. And part of that is, you know, the 25% that the resident is supposed to put in themselves. And we've had some internal conversations about kind of the confusion around, Is there the ability for us federal funds to kind of supplement that 25% can you speak to that specifically have we kind of gotten through that concern yeah so and a bit yeah completely so it is as Ryan was just saying it is eligible we could under the rules CDBGD, it can be used for that local match. The challenge is programmatically in terms of the timing of elevate Florida and the timing of CDBGDR. So that's where the kind of sort of answer comes in is how we actually operationalize this and make it something that is gonna work for our community and be practical for for folks so they're not waiting on elevating for, you know, those are the considerations that we have to kind of work through right now. And I think the other consideration is the income levels. Yes. So sometimes the folks who are applying for elevating are over the 80% of the income level. Now that doesn't mean they can't be assisted, right? that has to be factored into the overall budget to make sure that we're hitting the 70% requirement, which means that other programs have to make up for that if that's the route that we take. But we've been working with with the elevate floor to folks at FDEM. Timing is the biggest issue to Aubrey's point. If if the if FDEMs if elevate floor to is out first and ready to roll first, that makes it much easier for us. If the if if if the if the elevator floor is out first and ready to roll first that makes it much easier for us. If not and we were to launch a single family housing program that creates a lot of complications and challenges because the same people that applied to elevate will apply to this program and routing them down the different paths gets operationally very challenging. So we're hopeful that they're going to be ready to go, but it's still there are a lot of unknowns and of course the income is another item we are working with them like I said and they do a good amount of data. So one of the things that we're looking at is where are the people who applied where do they live? And so are they in a predominantly LMI neighborhood, block group, you know, census track, whatever it may be. And that doesn't give us the perfect picture because you can be on the beach and you can be retired and you know, and you so you can, you can make you on social security, right? And you may own that home for years of generations. So you know, so that doesn't give us the full picture, but it gives us some sense. So we're working through a lot of those nuanced details to make sure that we're thinking through all opportunities there. Okay. So speaking of timeline, you know, understanding, you know, we hope to have this grant agreement by, let's say, August. But then how long do we have to actually expend the funds once we have an agreement and we start through the reimbursement process? It is six years. Six years. Okay. Okay. Well that's good news. We don't always get that long so that's very positive. Another thing that I wanted to touch on quickly is the economic development piece and you mentioned workforce training. So this came up as well in our BFNT meeting when we were talking with the Office of Supplier Diversity because there was a small grant that was brought forward that would actually help with workforce development potentially around mitigation. We had a conversation about that. There are other programs. There is a NOAA program that is called Climate Resilience Skills Training. So there are a lot of different places that are kind of looking at what is, you know, unfortunately, part of the challenge with mitigation, which is we don't have the expertise in the workforce to do this. In the state of Florida, there are very few firms that are actually experienced enough to do elevation on properties. And so we could say that we want to elevate 1,200 homes. What's the real bandwidth for elevating 1,200 homes? What have you guys talked about internally? What have you seen as a way to actually be able to leverage workforce training so that we can start to get our contractor community up and ready to actually do this work? I'll kick us off and then I'll hand it over to you all. So we have described to HUD exactly the scenario you're describing of we've got a need and the capacity there in our existing industry is just not well matched for the need right now. In terms of what we can do to address that, oh, I hand it over to Ryan and Tyler to speak about some of the examples they've seen. So again, timing is always a factor here. And so two things. One, outside of the workforce training, if there is a, for example, single family housing program that is developed. The most effective single family housing program design that we have seen is one that is administered directly by the grantee. And they procure a vendor who will then procure general contractors. As part of that general contractor procurement, they ensure that those GCs have all of the required experience to be able to do that work. And when you have a significant number of homes to be worked on, contractors will come from other places, and then they will leverage local resources mainly for their subs and for their trades. So that's one way to bring in the expertise. It may not all be right here in St. Peter and Tampa Bay, but we have done this all across the state of Florida, for example, with Florida commerce. We're doing it in Lee County right now, but right now we're about to do it in Orange County, we're up in there. It's the same concept. So you get your expertise brought in through that program design, right? You can also supplement with workforce training. Now, the challenge is that if you want to rehab program up and running quickly, you'd have to get your workforce training done real early on, or else you're going to delay the launch of your housing program. There may be ways to design the timeline to where, when you're going through intake and you're going through eligibility, that does take time. But if you're trying to get houses like Hammer swinging within a month or two, a couple of months usually is what the fastest move is, then it's kind of tough to fit in that workforce training, workforce development piece up front. Now that doesn't mean that there's not a utility to it. Maybe there is another program or maybe there is some other funding that set aside that's specific to the type of training that we would conduct early on that then leads into a future program we do have six years, right? But we want to balance the execution and getting people back in their homes, get their homes rebuilt, repair, elevated when needed and so on in a timely manner. So that always comes back timing in a lot of ways in my mind from an operational standpoint. Okay, understood. Yeah, I mean, it's a big lift to pardon the pun, but we've got to do it. We've got to figure it out. And I think that there's a unique opportunity. I mean, I have always, throughout my long history of doing this work, have always said, like, we're ground zero for the problem. We need to be ground zero for the solutions solutions and I just believe that we have a workforce that we can find a way to educate and get them into this space because that is going to be good for us in the long run it's going to be good for Florida it's going to be good for the region and we can be the leaders in that and I think there's an opportunity here to do that and connect all those other pieces to it. It's a great point and it doesn't have to be tied necessarily to a program that we operate. You can do workforce development and you can focus it on certain areas like mitigation, like elevation, whatever. And you can then just have a trained workforce. People are gonna elevate, the market's gonna elevate homes, right? We know that the elevations are going to occur. Other HMGP sources, things like that. So there, I have seen workforce development programs. The state operates one again. We ran a huge one in Puerto Rico. 10 plus 1,000 people have been trained through that. Wasn't you specific to any particular industry, but you can make it into specific. They're not difficult to implement either. And they're not terribly expensive, actually. Okay, well thank you again for all your expertise that you're bringing to the table. That's very exciting. I think that you know a lot of the work that we can do in this space I think gives really I want people to be left with. It's a message of hope, right? That we are doing everything we can to look to how we build better, how we're more resilient into the future, and this is just one of many opportunities to do that. So I would just request maybe, and I'm sure my colleagues would share in this some one-on-ones, maybe after we've had the public information session, and you guys have been able to kind of debrief on all of that information. I would love to see rounds with all of Councils so that you can get some additional thoughts and feedback based up on what the community is asking for. All right. Thank you. Thank you. Council member Floyd. Thank you. I'm quick. Actually, and I'll pick up right where Council member Gabber just left off. I would love to get a little bit more information, specifically like one thing I'd like to see is like the national objectives, like trying to wrap my head around what those are, and what eligible activities look like around tie-back and mitigation needs. I know we have this list of eligible activities, but I was just sort of hoping for something a little more detailed, I guess. I know this is the first time we're seeing it, so I'm very pleased with the presentation. But these are the things that I thought of. And then as far as timeline, I just have one other thing trying to understand, I'm just trying to pull up a slide. I got it here. It's just February to May 2025. This is a Develop Action plan, comma, unmet needs assessment. So like are those two things going at the same time? So we're like, I guess we're using knowledge that we have of what needs to happen in the city and where unmet needs are to start developing a plan and then we're incorporating feedback that we get while we do an assessment. Exactly. The way that I'm thinking about it in my mind is almost like if you had a lump of clay and you start shaping it with the information you have and then as you get more information, you're shaping it a little bit more. Okay, okay. That's what I was thinking based off of how this was presented. But at first I kind of thought like, oh, we're going to have to go through an assessment before you even start writing things down So it's good to know that and then Okay, and then I see that we have Public comment period late made late made a late June. There's also like community outreach and consultation I assume we're gonna do that community outreach as listed in the presentation and then we have like I guess in a obligatory like 30-day window to really do like I guess official public comment. So that 30-day period is we have to publish the draft action plan on the city's website And the public has 30 days to comment on that draft action. Okay, And then we're going to adjust based off of those comments as well. It's been refloyed. This is a part of our normal consolidated planning process that's required by HUD, right? And so once the plan is published every single public comment that comes in we are required to respond in a chart to HUD. Councilmember Floyd said this. This is what we're doing about it. So every single comment come in. We have to explain how we have incorporated that feedback. Or if the feedback was an eligible, because sometimes the public has ideas that isn't allowed. But that's kind of what that public feedback process would look like. In addition to we have surveys that have launched both for residents as well as community groups. So, you know, everyone who provides non-profit services in our community, the COC, JWB, Foundation for Healthy St. Pete, and then we have another survey that's going to our developer community as well. Okay, cool. I was just trying to, you know, make sure I had firm in my mind what the difference between like our community outreach was at the beginning and then 30-day public comment period but I see that now it's a chance for us to you know officially go through comments and give our thoughts and feedback as well. Okay I just wanted to make sure I understood how this was gonna I guess go down and I yeah look forward to you know working with administration every step of the way. Thanks, Chef. Thank you. Council Member Driscoll. Thank you. And thank you for the presentation and all the work that you've done on this so far. This is, as you mentioned, you know, it's a good amount of money, but in the grand scheme of things, it's also not much. And it's going to go fast. So I will lead with the thought that I would rather see as concentrate the funding into more impact in certain areas, like housing and infrastructure, rather than sprinkle it around where it's going to be hard to look back and really see the results and really see the impact. The biggest concern I have right now is the uncertainty around what the rules are going to be. And I appreciate that we are starting the work and we're going to go as far as we can while we're waiting to find out what the new rules are. We don't know what they're going to be, but we know that there are going to be new rules. Okay. The City of Tampa just lost a 1.6 million grant for trees because the trees were designated to be planted in low income neighborhoods. Okay? I'm not going to opine on that. I'm pretty sure everybody can guess how I feel about that. that you can bet that we're going to see changes on these focuses on income. All right. That is one reason why I like the idea of looking at housing, looking at elevation, looking at those mitigation pieces, looking at our infrastructure. That helps everybody. So I would hope that we look at the projects that can help everybody. No wait, I mean, you don't know, but you can guess. I have a very educated guess that this percentage of the money that has to be spent on low to moderate income residents is going to change. So I don't want us to get too hung up on some of those details before we know what the new rules are. Does that make sense? It does. And we actually have a copy of the notice that has been revised. We have friends at HUD. So we were able to get a hold of it. And so what we see is we do see a lot of removal of language related to vulnerable populations, prioritization of serving certain protected classes. Yeah, I saw the New York Times list. I saw the New York Times list. I saw all our personal opinions aside, this is what we're going to have to work with. What I did not see change though was the 70% requirement, which I found to be kind of surprising and interesting. That said, they may be more amenable to a waiver, if that was something that we wanted to consider in the future, if that's the route that we took. Councilmember Driscoll, I think you're absolutely on the right track. Just yesterday, Ashville's action plan was rejected and it was rejected because of some of its focus on small and minority owned businesses. And we've heard from others who've done some of the economic development work that that's a little bit harder to do. And so I think your path, which is something we've already talked a little bit about internally, is a focus on housing and infrastructure, is exactly where we are. And we believe that is also exactly where HUD will be. Okay. Okay. Good. Um, um, As far as, okay, someone remind me why Hurricane Milton was not included in this. Was it the date? We have reached out to HUD to inquire about that. Yeah. Because it's not clear to any of us why Milton would not have been included. It Milton is in the county's allocation so that's something we have made the county aware of that we did not receive an allocation for it but we've reached out to HUD to alert them to it and inquire as to the reasons why. We have not heard anything back. Definitely. Because we had, Haleena and Milton were two very different storms with different kinds of impact on us. And so I do, unless something changes, we have to focus on, you know, Italian, Helene, which is a very different kind of event. Yeah, yeah. And that can be a little bit tricky because we were still responding to one. And suddenly we were responding to two. Mm-hmm. And there's some crossover, but there's also some different, because they were different storms. Council Member Driscoll, I think the advice that we've received around this is actually advantageous for us to leave it alone in some ways that even if HUD were to allow us to include Milton, the allocation isn't going to change. And so there's, you know, a strategy to think through around being able to talk to the county about the funding available for Milton that they have. Since even if had included Milton in our allocation, we don't believe that the formula, if you read the register, the formula is pretty specific and I don't think it's going to change the dollar allocation that we perceive. Okay. Do we have any kind of... I kind of... I don't think it's going to change the dollar allocation that we've received. Okay. Do we have any kind of, I kind of, I might know the answer to this. Any kind of timeline on when we will be, when the new rules will be published. 80% likely by thestar set. Excellent. One thing I'd like to learn more about, and I do not want to take up, I want to save time for others to talk, but this could be a follow-up conversation that we could have. I'd like to have a much better understanding of the category of mitigation versus housing or infrastructure because there is crossover there. And since we don't have a list of examples, I would like to have a better handle on that. And then finally, I have a question for Logan. Ah's still here. Hi. Sorry. Yeah, so I'm looking on the Sunrise St. Pete website which looks great by the way, very easy to see all the info. It says survey coming soon. Do you know when that will be launched? That will be launched March 24. So two days before, two days before City Hall and Tour, you'll be able to fill it out at City Hall and Tour if you have questions about, up we'll have like an activation so you can see other potential projects that may be, maybe able to be included in something like this because I I think to your question, it's really hard to understand what these examples would be, so we'll hopefully have some more visuals of that, and then it'll be open after our city hall and tour for those who may have missed the event or weren't able to attend for about a week. Okay, well you have promotional signage or anything at our libraries inviting people to take the surveys there for those who don't have access? Will you have printed copies available at the City Hall and Tour or elsewhere for those who either need to or prefer to fill out something by hand. We will have materials that all of the rec centers and libraries, we will have materials with that. But I think we have still discussed the paper option for the survey because I believe it's a pretty lengthy survey, so what do you guys have? It's pretty brief. It is, okay. So we have to do the results. Yeah. Okay. And I know it's hard. You guys do a great job getting the word out. But I think about some of the people that we really, you know, that were impacted, that we need to hear from. Don't forget the Sunshine Center. Absolutely. If you have access to or ask council members for ideas on beyond city facilities, where this needs to get out. So I can't help but think about the senior apartments here downtown where they lost power. And we had some trouble there. Those are folks who maybe they go to the Sunshine Center. But maybe they're in at home a lot more because they are elderly. We want to hear from them, too. We want to make sure that this really has a broad reach. Absolutely. Maybe we can all work together. We can supply you guys with some materials as well to get to the neighborhood association places. So, absolutely, if there are specific places, we can certainly talk about that. Right. And we know our districts. We know where our people go and where they can be reached for this. So thank you for having multiple ways to participate in the survey. And with this, is it going to be a lot of open-ended questions or rankings or yes-nose? It's a combination, so there's some open-ended asking folks about what they want to see and what they experienced and some ranking of the big buckets of the eligible activities, so we can get a sense of relative priority for them. Right, yeah. I want to make sure that we're managing expectations because this is, there's a lot we can do and yet there are limits. So, you know, if someone can see, you know, a big piece of the collateral that we're developing both for City Hall and Torrent who accompany the survey is plain language, explaining to folks some of the rules of the road, so they engage with the survey in a way that's meaningful and is managing those expectations. Yeah, because somewhat, I mean, I can see someone getting hung up and a lot of people getting hung up with the affordable housing aspect because that's such a hot topic. But then again, there are probably a lot of people who would say I'd like to be able to flush my toilet during a storm. So we want to make sure that the questions are created in a way that really make people think about and remember what their needs were before, during and after the storm. All right. Thank you very much. I appreciate it. Looking forward to further conversation. Thank you. Thank you. Council member fixaners. Thank you. Thank you for the presentation and looking looking at time I'm gonna cut a couple of my questions out but I do want to share my same concern Logan I was gonna lead start off with you since she was sitting there but when I think about when I think about those in the 80% AMI, we do know that technology is not something that may be easily available for them. They don't do the libraries. So I'm hoping we have taken an assessment of all the media sources out there so that they can, they're going to take the survey. But the first question they're going to ask, I don't want to do a survey. I want to apply for the dollars So we're gonna have to be able to say that narrative when we ask them to take the survey so hopefully we have that already Prepare I also agree I would love to know what falls into each of these categories I'm done Okay. Okay. Which falls and each of these categories. I'm done. No, thank you. Oh, you are okay. Which falls in each of those categories, so we can look at when the survey comes back, some of the things that we've probably had assessed. I also realized we have seven categories. You all have you thought about approximately, I know we haven't done the survey yet, but what dollar amounts have you kind of worked at, you know, pre-liminary estimate of what each category may? I think based on what we know of the impacts that we've seen so far, we had already sort of honed in on housing and infrastructure as being the two largest needs. So that's been where a lot of our focus is. But again, it's that block of clay that's going to continue to be molded and shaped. But that's where we're looking at for the largest chunk of the fund. And the reason why I asked is because I do know how they instone with them. Would they be flexible if one category throughout the process? We've taken a survey, we've determined a dollar amount, but throughout the process we realize this category really needed more money than we planned for. Would we have that flexibility? You can do amendments to your action plan council member and I guess I would say the good news is that you all have already done some of the legwork on this, right? We launched the We Are St. Pete Fund this week. You helped us determine caps and programs you'd like to see for homeowners in that as well as renters. So I think that would be a good starting point for us to discuss with Horn as we look at the action plan. And that's something you've already kind of helped us along with and we have some ideas there of the types of things you care about. I do think it's important for us to highlight what was shared earlier about that public services component there is a 15% cap on that but it that program is important because it was one of HUD's ways to address the fact that renters often feel left out of HUD's programs that so much of their programs are focused on homeownership. And so we know homeownership is a priority for Mayor Welch. We also know it's a priority for this council. But we also know that, you know, we have 40% of renters in our city and they've been impacted and that that's something you care about as well and so we'll be looking to address that in that. Thank you so much because you are so right about that. So one of the things that did raise some hairs was reimbursing those that have already done pay for their recovery that it's completed. And I know that we're looking at the 80% AMI and I'm trying to I don't want to be a part of how you're going to decide that works. So Are you going to put those that still need to get the work done ahead of those that have already done it because this is the first conference or the application process right? Well the application process has not been designed yet. Okay. Priorization and how and how the how intake is done that would be the sort of the next step in program design. And I'll also emphasize that the repaying folks who have already completed repairs again not that was just mentioned in terms of that is something that other grantees have done, that is not necessarily something we have to do or something that we're, you know, have on the table curve. Okay, we don't put that in the atmosphere because all one person has to do is to hear that and that's a part of the program. So if that's not something that you're going to do, I'll wait until you decide what that looks like before you mention it because they're going to want to know why. And the reason why I asked this is because of the timing and how this is going to work. And I am in full agreement on using local talent. We have a lot of local talent here for the public service fees, for the administration fees. I think we should use contractors that may have that unique expertise that you spoke about. If we could probably provide some type of incentive for their use of subcontracting local talent, but there is a very strong personal preference for local talent to be used in the city of St. Petersburg. And my last question is the administrative dollars. Are those all going outside? Are we going to use expertise that are already city staff, city team? Have you all decided what that administration piece looks like? Because again, I want to stay as local, as possible when we're expanding these dollars. So have you thought about that? So we're trying to be very strategic about how we use those administrative dollars and how we're leveraging the team and the talent we already have here. So, but what we do want to make sure we're doing is when there is expertise that we don't have in house like expertise with disaster recovery funding through HUD that we're bringing in that outside expertise and filling our own blind spots. But we are working as much as possible to leverage the resources we have in house. So the department that was created, it was my existing team moving into that department where we're continuing to do all of the grant management administration functions we typically would do and layering in the CDBGDR component because of some of the efficiencies that we've been in. Okay I like the public service piece is that going to be advertised at those positions are requested are needed are we need a certain organization that to provide something that we've decided is a part of the public service piece? So as Amy mentioned we're already reaching out to those nonprofits that are already providing public services. So they're helping inform that understanding of unmet needs and yes the intent is that you know if they're they were providing the service that that makes sense something would be the ones that they're already in our procurement, right? They already vendors for us are- We're just not to that stage yet, how long? You're not there yet, okay. All right, well then I'll wait before we share any of this information so we're still a high level on this. I do appreciate that and I think that's- Oh, yeah, thank you, thank you. Thank you. Council member Goes. Thank you, Mr. Chair. Thank you so much for being with us today. I really appreciate it learned a lot. One question and then a couple of comments First question goes back to activity and services It's food insecurity that's a big issue in St. Pete could those dollars be used to address that So food insecurity could fall under that public services bucket good information. Thank you you for sharing that. And then also just one at the point now. Actually it's a question. I don't know if this is going to be legal administration or you or you all from Horn. When we talk about activities and the flexibility and activities, could any of these dollars be allocated towards the gas plant redevelopment. If there was infrastructure that was impacted as a result of the storm or mitigation needs that would respond to the storm that happened to coincide with that physical area, yes, but it's not, these are not redevelopment dollars. They are for making us more resilient. the storm. Just to clarify it has to be for infrastructure. Thank you. And then also I really solicit the guidance of you all at Horn because you are the experts and you know what HUD is looking for and what they need. So I ask for one-on-ones because I'd like to know, you know, what is the best use of these funds? What have other cities across the country done when they got these dollars to meet the needs of their constituents and their communities? Also, related to outreach, I would recommend that you all collaborate with some of our community partners like the NAACP, see that. Even some of our faith-based partners, the Urban League, the Foundation for Healthy St.P., they have mailing lists, they have connections that we can rely on, boots on the ground, that's really what we're gonna need to council member Fick Sanders point. We have so many residents who aren't brought into this conversation already. In the last 24 hours alone, I've received five text messages. What are we gonna get these dollars? What's going on? Well, we have the same questions as you. We're waiting to see. Patients as a virtue, I understand that, but I'd love for us to be intentional, um, we're trying to reach those folks in a timely manner because the last thing we want to do to exalt, hey, by the way, we're having this event, we want you there. Um, I would love to be as proactive as we can, even utilizing things like social media and next door. Um, and then also, Also our schools as well because I've had teachers and principals asking me, hey, I have parents who are in need. What is the city doing? So let's also reach out to our school partners in Pinellas County so they know what's going as well. And then lastly, I just want to make sure that we ensure that the needs of our most vulnerable populations are met. Specifically our low median income families, those single parent families, our elderly folks who are on social security. What I don't want to see is more gentrification happen as a result of this. I don't want more dollars going to certain communities. I want to make sure that the distribution of these funds is equitable. Inter-ansparent. So thank you all so much. Thanks, Chair. Yep, thank you. Council Member Gav. Just a quick follow up to Councilmember Gibbons, last comment. I do just want to be very clear about the purposes when it comes to working very collaboratively to save our coastal neighborhoods. Not everyone that lives in a coastal neighborhood is affluent by any means. There are a lot of lower income, there are a lot of seniors who live in these neighborhoods. And what I want everybody to really remember is that a lot of this conversation is about a vision for our future, for our city collectively. Climate gentrification is real. And if we do not work to save our coastal neighborhoods, all of those residents will look for other places in the city to live. and we will continue to push out residents who have long time been generational and lower valued neighborhoods and we will continue to have the exacerbated problem of gentrification throughout our entire city. So it is a much bigger issue than the nuance that continues to be the rhetoric of all of these neighborhoods along the coast are affluent and we should be doing things to help others. We should be doing things to help our entire city. No one should be left behind. Thank you, Chair. Thank you. Okay. I just have, I really only have one question on the presentation. Thank you so much for giving us this update. This was super helpful. And I think my colleagues hit on a lot of the things that I was gonna talk about. Just real quick on page six, when you talked about the grantee, prepares, publish, action, the plan, administer, and influence recovery. And then there was a comment about a line of credit. We don't need, I don't need you to go like way down the rabbit hole, but can you just talk about the funding, is that the funding mechanism? It's a line of credit. Could you just give us like a two minute overview, 30,000 foot view? You like that, right? Sure. Sure. So when, so these funds typically operate on a reimbursement basis. So when you execute a grant agreement, the funds have become available in a system called DRGR. And actually, Tyler and I used to administer the system at HUD. So you know a good deal about how that works. But when they're available in DRGR, you'll have to do all the DRGR action plan, which is really that's your access point to your funds. So when you expend funding, you pay for X, Y, or Z, you then submit a voucher in DRGR to be reimbursed for that. That runs through what's called the line of credit control system locks at HUD and that is based in Fort Worth. It's connected to Treasury and then that's how you get Treasury funding through HUD, through DRGR to your bank account. It only takes a couple days though. Oh, OK, well that's pretty good. You would be, it's because that explanation. You really know I was like, I was like, I had a 3D daytime line on to the timeline. I'm glad that this is set today. I'm a college student. It only takes a couple of days. That was good. But this is distinct from like ARPA where we receive a long time fine. Right, okay. That was really the big understanding that I wanted, that kind of a new one there, and I appreciate that. I will just say, we county right now, they have a, I think it's a weekly draw for just under $5 million. They got over $1 billion. So they have, if you create a system and you put a process in place and you can keep that money for only a bit. So you're not outlining funding for a longer time. You act. million dollars. So they have, if you create a system and you put a process in place and you can keep that money from only one thing. So you're not outlining funding for a long period of time. You actually are able to get re-inferced back in the city. Awesome. Thank you. And I just, I think there were some really good ideas looking you don't need to come up here. But I, about, surrounding marketing and making sure we're getting out, rec centers, libraries, things like that. Immediately my head went to, because I'm sure this you're going to be able to access this via your phone, like a QR code at the rec center, Pickleball Courts, Tennis Courts, baseball fields, things like that. Where all of these families right now just spring season they're there, and it's citywide. And so just, my guess is you figured that out already, but I figured I'd say, wow. Okay, that's all I had. Again, thank you so much for the presentation. Thank you for all the work so far. I'm looking forward to this continued collaboration. This is going to be a big deal. I know we've set a couple of times, it's not a billion dollars, but a hundred and sixty million dollars goes a long way. I think we all can agree with that. Looking forward to continuing to work with administration on this, this is going to be impactful really looking forward to it. Okay, if there's nothing else for the good of the order, we'll adjourn the committee of the whole from March 13th. Thank you everybody.