Good afternoon, everyone. Today is Wednesday, August, August, August 14, 2024. The time is 209 pm and we're here for our first council budget workshop. Madam Clerk, please call the roll. Councilwoman Maureen Forras. Councilman Rafael Pinedo. Councilwoman Dina Cabral. Vice Mayor Oscar Boy Corvay. Mayor Christopher Fraga. Present. Mayor Yoha Corvay. Thank you. Please rise to a. Nice mayor Oscar boy Corby. Here. Mayor Chris your Fraga. Present. Mayor you have more. Thank you. Please rise to a pleasure. Legion led by Councilman. Be an idol. Like to be in to the black. The United States. And to the public, which extends. One mission. I regard. The result of liberty and justice for all. Okay. Mr. City Manager, turn it over for discussion items. Good afternoon mayor, City Councilmembers. I am pleased to present the City of Durales proposed operating in capital budget for fiscal year 2025 beginning October 1st 2024 and concluding on September 30th 2025. The proposed fiscal year 2025 budget is guided by and is consistent with a vision, mission, core values and goals and objectives of the City of Derels. The overall budget is prepared to meet the criteria of the council's strategic priorities. It also reflects administration's comment commitment to sound financial and operational practices that realizes our growing communities needs and expectations of exceptional services. During the July 29th special hearing with council, the proposed millage rates for fiscal year 2025 were approved and a date for the first and second budget public hearing date were announced. The fiscal year 2025 proposed budget presented on August 1st to Council was based on a proposed millage rate of 1.7166 mills, which is $1.71 per 1,000 of access property within the city. This is the city's current millage rate. This proposed budget is a balanced budget with the use of reserves only for capital outlay totaling $12,191,456 while maintaining the 15% required reserve amount. The fiscal year 2025 proposed budget contains funding for ongoing services to the community, the following are the highlights, a 7.5% COLA for all employees, a 3% merit increase for non-bargaining unit employees. All positions are fully funded with certain positions staggered depending on the starting date. For example, the anticipated opening date for Central Park is summer 2024, fully opened December 2024. 2020-25 total full-time proposed headcount 523 employees. A vacancy trend adjustment savings has been applied to certain departments, as not all positions will be filled 52 weeks of the year. The percentage ranges from 0 to 8% depending on historical trends for each department. Economic development is being reinstated into its own division under the city manager's office. As your city manager, I would like to express my sincere appreciation to the members of the city council for their continued guidance and support throughout the development of this proposed budget. This is a budget that will deliver the quality of services that our residents expect while retaining the city's strong financial position. The fiscal year 2025 proposed budget will be formally presented to City Council at the first public hearing on September 3rd and again on September 17th, 2024. At City Hall Council chambers, I look forward to working with you, our neighbors and our team of public servants as we move forward as a city into our next fiscal year. Thank you. Thank you, Mr. City Manager. What we hear now from finance for the presentations. Yes, Madam Mayor and good afternoon again, Council. We have all the departments are going to be presenting a summary of their budget proposal for the 2425 fiscal year. And we're going to have the finance department not only present finance, but present a few of the other charter offices as well. So with that, if you don't mind, we can start calling up the finance department. Good afternoon mayor, city council members, city manager, city attorney, Madam City Clerk. I will be presenting an overview of the general fund budget as well as the finance department, general government, mayor and council, and charter enforcement budget. The general fund budget was prepared using a military of 1.7166 mils. It's a little bit hard to see on the screen, but this slide shows the 2024 proposed military's bimianism quality as certified on August 4th. At 1.7166, Dharal has the lowest military in Miami-Dade County. In summary, for every $100 paid to the county in Advalorum taxes, $2.90 goes towards children's trust, $44.55 goes towards Mamide County, $38.30 towards Mamide schools, $1.50 towards regional millages, and $12.75 towards the city of Doraun. These rates reflect the proposed 2024 milled rates recently released. General fund revenues, total proposed revenues for fiscal year 2025 are approximately 87.5 million dollars. 68% of the revenues are from taxes. Advalorem taxes proposed with a milled rate of 1.7166 per 1000 of taxable value represents 32,942,854 dollars and comprises 38% of total general fund revenues. Licenses and permits make up 2% of the city's total revenues. The remaining sources make up 18% of total revenues. This proposed budget remains a balanced budget with the use of reserves only for capital outlay. The budget is balanced within in use of reserves in the amount of 12 million, 199,000, 456, which equals a total proposed capital outlay for fiscal year 2025. The total proposed operating expenditures for fiscal year 2025 are $87.5 million. This is an overall 15% increase over the adopted budget for the current fiscal year 24. There is a 16.56% increase in personal expenses from prior year. Personal expenditures include a 7.5% cost of living adjustment increase and up to a 3% merit increase for non-bargaining employees. Capital outlay expenditures across departments total 12.2 million and transfers out to capital outlay funds 827,200. Operating budget transfers totaling 400 to other post-employment benefit funds and debt service payments of approximately 1.8 million. In summary, for every dollar paid to the city in Advalorant taxes, 41 cents goes towards funding police, 20 cents towards parks, 8 cents to public works, and two cents for debt service, planning and zoning, code compliance, and 25 cents for general government, which includes all other departments. Next presentation will be the finance department. The finance department is the central fiscal control and accounting body for the city. Currently, the federal government is the central fiscal control and accounting body for the city. Currently, the department has a head count of 10 with no new positions being proposed for 2025. Accomplishment. Some of the department's accomplishments included for 2024, assisted the team from Gauaiato Fierman, Yerein Angarsia, the city's independent auditors with the audit and preparation of the annual comprehensive financial report for fiscal year 2223. Review and update the city's investment policy to enhance fiscal sustainability, as well as maintain a plus bond ratings with standard and for and pitch ratings. The department continues to be awarded the three government finance officers association awards which include the popular annual financial reporting award for fiscal year 20 to 23. The Distinguished Budget Presentation Award for fiscal year 2324 and the certificate of achievement of excellence in financial reporting for the city's 2223 annual comprehensive financial report. Some of the department objectives for fiscal year 2025 include oversee the use of the general obligation bond funds to ensure compliance with all requirements and transparency in reporting. Managing account for the city's investments and assist the city manager in the preparation of the annual operating and capital budget. The finance proposed budget has increased by 3.8% compared to the fiscal year 24 adopted budget. This increase is primarily due to the proposed cost of living adjustment and up to 3% merit award. Next I will be discussing the general government budget. This classification of the city's budget covers a variety of items of general nature, which are not applicable to any one specific department. For example, operating transfers out refer to funds that are transferred from general fund to other funds, and debt service which encompasses payments of principal and interest of city's obligations. The general government proposed budget has increased by 9.5 percent compared to fiscal year 2024 adopted budget. This increase is primarily due to the insurance market rate increases. Operating transfers are also included within general government to the other post-employment benefit funds, the capital improvement funds, the capital asset reserve funds, and the vehicle replacement fund. Moving on to mayor and Council budget. The Mayor and Council proposed budget has increased by 13.2%. Compared to fiscal year 2024 adopted budget, this increase is primarily due to the proposed cost of living adjustment for all department personnel and up to a 3% Merit award for the Chief of Staffs and community outreach coordinator based on the individual performance evaluation. The Mayor and Council operating budget remained the same as in the current fiscal year 2324 budget. Last but not least, Charter Enforcement Budget. The office of charter enforcement was created to investigate violations of federal, state, county, city laws, charter provisions the office of charter enforcement shall be independent from the city council departments and employees as such the proposed budget includes funding for a charter enforcement official. Thank you. on these presentations comments. Okay. Good afternoon, mayor, council, sirman, air office, Elif Hernandez, acting IT director. IT mission is to providing innovative, secure technology solutions that enhance city operations, promote transparency, and empower our city to thrive in a digital world. IT is increasing from 20 to 22 full time employees for the next fiscal year. One position was Trump or from PD to us and it's being reclassified and that is a public safety technology manager that is being reclassified to IT security analyst. And the second position is for an ABCS and technician which is to cover all the park's needs in the AB role, especially the Dural Central Park. Our new proposed structure aims to enhance operational efficiency while fostering talent development. By creating a vision like a structure as you can see on the screen, we are separating the key areas of our department. One area is for security, the negora infrastructure, another area is for applications including database, another area for support which is our health system and lastly one for the AB needs. IT currently has three vacant positions which is is the IT director, the Nego Administrator, who was just recently promoted, and one system analyst, which has been reclassified. The total proposed IT budget for the fiscal year 2025 is 8.4 million, which is a 10% increase from 23.24. The operating and capital budget, which is what you can see on the screen, it's 5.4 million. The majority of IT budget consists of city-wide expenses for operational and capital budget line items. We'll review the breakdown in the next views. Our operating budget is 4.8 million, which is attributed to funding for the repair maintenance of systems, network, communication expenses, and IT equipment needs for replacement conditions. 85% of the IT operating budget or equivalent to 4.1 million, you can see is attributed to CDY expenses. This slide provides the breakdown of the percentage of the cost attributed to each department. The CW that you can see on the top is the CDY line items which are systems, subscription, and services expenses used by all the departments. And examples of these are computer operating and system licenses and Tiberos, the network, the communications, just to name a few. Our operating budget will increase by 11% for the next year, which is the total that you can see at the bottom. And here is a breakdown of all the accounts that are increasing. Professional services will increase 59% and this is to cover for the IT Audit and Policy Review, the second phase of the Cushion Audit that we're conducting right now. Communication and pride, it will increase 5% and this is due to higher service costs and increased usage. This will cover all the communication, phone lines, streaming services, and the collocators. Parental analysis will increase 30%, and this is mainly to cover for the new multifunction printers that we're gonna need at the central park. Repair and maintenance, it's increasing 10%, this is due to annual maintenance increases, a system migration from on-premises to the cloud, as well as the need for additional backup storage capacity to cover for the city growth. Also, additional licenses are needed for additions to personnel and equipment. The second repayment maintenance account is increasing 3%, and this is mainly due to annual maintenance increases for system utilized citywide. Historically, maintenance costs have increased about 7% each year. In the last year or so, vendors have been predicted on a 10% or 15% increase in maintenance and renewals. To get reduced prices on some of these items, we have negotiated contracts and sometimes commit to three-year renewals instead of yearly, so we'll get a better deal and save someone. The operating supplies account is increasing 65%, and this is mainly to the increasing technology request or accommodate the opening of the new facility. And lastly, the due subscription and membership account is increasing 43%. This is due to an increase in city-wide subscriptions and growing demand for emergent technology and staff training and certifications. Moving to our capital budget, the total proposed funding for technology capital project is 611,500. The citywide capital account is 295,000, you can see it on the right. Every year, all city directors present their technology requests for projects during the budget cycle. The city manager office along with IT and the finance director meet to review and prioritize all the proposed IT initiative and enhancement. For this upcoming year, we have five technology projects shown on the right side. And as you can see, they are mainly upgrades for system refreshes. For the IT capital account, the amount is 311,500. As every year infrastructure upgrades will be made to the CDN of life equipment, additionally enhancements will be implemented to improve our network and our security, ensuring that we stay updated with the latest industry best practices. A strategic project, some of our strategic projects from this year will carry over to the next year. For the public safety strategy goal, we're currently working with the police department and procurement to increase our intersection license plate readers to achieve 100% city perimeter visibility along with some other intersection of interest for the police department. Along that same goal, we have been working on the camera upgrade for the police department. Aligning with exceptional service goal, we will continue with the conference room idea women upgrade. We will implement a system upgrade and immigration to the cloud for our ERP system, the finance and procurement system. And this is imperative to have both our ERP and our EPL, which is the permanent and licensing system, to have both systems aligned and avoid any comparability issues. On that same path, we will continue working with the developed service department to continue with the APL system enhancement. Lastly, for part and recreation, we will continue working to provide all the Dural Central part technology infrastructure. And lastly, this year we're conducting an audiovisual equipment refresh for the Dural Legacy Park. And next year we're conducting an audio visual equipment refresh for the Ralega C Park and next year we're going to move to conduct the CCTV system upgrade for the same park. I want to thank you all for the continuous support to our department and all our IT initiatives and I'll be happy to answer any questions. Thank you. Thank you. Any questions for IT? Okay. Thank you very much. Thank you. We'll hear next from planning and zoning. Thank you. Thank you. Thank you. Good afternoon, Marin City Council members, Mr. Manager, Mr. Assistant City Manager, Madam Clerk, esteemed colleagues, my name is Michelle Lopez with the Planning and Zoning Department. I'm your interim planning and zoning director. And I'm pleased to present next year's department budget. Our mission statement is to be a solution oriented organization that provides quality municipal planning services in an efficient and cost effective manner consistent with the requirements of the city's comprehensive plan, the land development regulations, and with the utmost respect for the residents that we represent and serve. We have four critical functions in the department, the oversight of our comprehensive plan, pursuing two Florida statute 163, the oversight of the land development code, our business tax receipt program, and our public art program. We have 10 positions in the department. There is no head count in change proposed for fiscal year 2425. During the current fiscal year, we process 1,410 permits. We process, we assisted a total of 1,800 walk-in customers. We processed 443 zoning inspections, 53 public hearing items, 21 special event permits, and we collected $199,492 in public art fees and we issued 7,725 business tax receipts, which is incredibly impressive for a city this size and this age. It's a fairly new city when you look at the cities throughout the county. So here's more of a breakdown in what we do in the department. We issue 119 zoning letters, 21 special events, nine windowsign applications, nine outdoor dining applications, and 21 site plans. The business tax receipt graphic that I show shows you a three year projection and an upward in business tax receipts issued in 23 we issued 7,338 in 24 there was a slight uptick to 7,722 25 and then we have a projected 80 to 100 for fiscal year 25. Our operating budget does reflect a 27% increase. While we have a negative 7% decrease in personnel, we do have increases in our operating or some of the strategic goals that I'm going to further talk about. Mainly, we have to do an update to our comprehensive plan next year. Your EAR evaluation and appraisal report, which is part of the comp plan, is due in June of 25. And we're going to combine that with an overhaul to your comprehensive plan. Also your water supply plan is about 25 years old. And so we're also going to update that as needed pursuant to Florida statutes. As part of the Comp Plant update, we're also going to insert the economic development element, which your economic development department last year worked with a consultant, a FIU, and created a draft policy, which we're going to look at and incorporate that into the comp plan in addition to adding some additional policies that are required by the state. As I mentioned, we have the update to the water supply plan that's needed. And then we're in the process of completing phase one of the Derao Bull of our master plan. And then we will initiate phase two of the Derao Bull of our master plan. Your sign code also needs some attention and then our staff, when I looked at last year's budget, I realized that really only two people could avail themselves to training every year. And so it worked closely with the manager's office to ensure that all of our staff can benefit from technical training and accreditation, which is vital to a planning and zoning department. Thank you so much. Any questions for planning and zoning? Okay. Thank you, Michelle. We will move on now to the police budget. I have to do it. Afternoon, everyone. Afternoon, Mayor vice mayor, council, city manager's office and madam clerk. The drop police department is the majority of the department is divided into two main areas. We have the administrative division and patrol operations. Administrative division houses support services, our school safety initiative, and the special project section. And our operation is comprised of patrol, our criminal investigations section, and our training section. Major highlights for the upcoming year involve technology pertaining to radios, police vehicles, and body armor. Budget highlights in terms of personal operations, pre-staffing, 15 new police training positions are anticipated for next year for a total of $847,000, and body armor, 19 replacement kits are on order based on the replacement schedule, a ballistic vest. Generally, I have about a five-year expiration time frame. So we order those on a as needed basis every year. In terms of vehicle, we lean on the fleet manager that works out of public works and his replacement schedule projections and this year or next year, we anticipate 28 high-minded vehicles being replaced. In addition to 13 of our police motorcycles, there are all due to wear and tear or excessive mileage based on the fleet manager's replacement schedule for a total of just north of $2 million. In terms of grants and awards, we are anticipating a $2 million technology grant for communication and police radio modernization initiatives. This is a, this is a award that will allow us to have a secure investment on police radios with improved technology for the future communication is critical for law enforcement officers. It's our lifeline and we rely heavily on it and we're looking forward to be able to improve on our current communication system. Some of the features involve improved connectivity and a built-in GPS so that in the event, our officers actually exit the vehicles, our vehicles are obviously have GPS capabilities, but in the event that our officers exit the vehicles and their communicate and the radio will know exactly their locations through the through their handheld police radios and that will allow us to, the Nevada emergency, be able to send additional officers to assist. In addition to that, some of the highlights involve the Wi-Fi connectivity capabilities. There are many dead zones in the buildings or in schools and these are police radios will be able to switch on and off from the Wi-Fi systems in place once they once the radio is deemed an operable to do connectivity issues. So that is critical for officers to be able to maintain contact. Lastly, these radios also have a map on them as well. So for example, it's an officer needs to exit the vehicle and call it off up perimeter points and things of that nature. The radio is equipped with a map and supervisors will know in real time where their officers are by simply looking at the backside of their handheld radios. In terms of continued training initiatives and projects, we are anticipating having more officers be bicycle certified in a city like ours. That's a heavily populated and our initiative of community policing. We're able to connect more with communities and different home associations when our officers are bicycles. It makes us more approachable and more accessible. And we're looking forward to that. We've more than doubled the amount of bike certified officers in the last year. And we're looking to improve capabilities on that front. Mass-cow地 training is also something that's critically important. Our officers are receiving 16 hours of mass-cow地 training as well with improved and up-to-date active shooter response mechanisms. Specialized units ranging from the tactical response team and the aggressive driving unit, which we highlight in the future slide also improves our capabilities to to render first aid to our community. Additional training involves firearms training, rifle certification courses for officers, leadership symposium for supervisors and prospective supervisors, advanced report writing. So officers know how to document incidents in a more clear and concise manner. If needed, crisis intervention training. So our officers know how to conduct themselves when dealing with some of the most vulnerable population in our community, students and adults with special needs, autism awareness trainings, our officers have the keen skill set to be able to know how to handle those very sensitive matters and leadership training in terms of the Southern police Institute, which is a very prestigious leadership course that we have sent for officers to this year for last year as well of our supervisory staff. So the next side depicts our proposed budget for fiscal year 2024 and 2025, just north of $40 million, 15% increase due to the majority of the items that I mentioned before, including 15 new police officer trainees. Our current staffing, we have 164 total, which is comprised of 15 trainees in the academy and 149 full time projected next year, will be 179, 15 of those being trainees that will graduate at some point in the police academy during fiscal year 24, 25. Initiatives that we have going into next year, the reorganization and staffing of the department is critical that we continuously look at the organization and as we augment in terms of staffing and personnel that we allocate and reallocate resources, having additional staff in our department, it's going to allow us to increase the amount of uniform personnel that we have in the community, and increase the amount of patrol personnel, as I mentioned, which contributes to our overall crime reduction and high visibility campaign. Here today, we are experiencing a 32% reduction in crime, which is one of the are experiencing a 32% reduction in crime, which is one of the largest crime reductions in the state of Florida for any municipality right now. So we're very fortunate and blessed to have our men and women in blue on the front lines, deterring crime. Or we created, like I mentioned, multiple specialized units who went high like and we've been able to make a huge impact in terms of the amount of vehicle involved crimes as a creation of our Vice Unit, which is a vehicle involved crime enforcement team, which is a team of individuals that focuses on crimes that involve vehicles, for our merid vehicle burglars and vehicle tests. And we're seeing about a 50% reduction in vehicle tests in our community. So when I became Chief, that's one of the main complaints that we had was the amount of vehicles that we're getting broken into or stolen, very hard to avoid that with the advancements of some of these criminals using key fobs and other things. But we've been able to stay on the cutting edge and have a team in our department that become the local experts in this area. We also created a fraud unit to combat white collar crime in our community. It's one of the complaints that we were really getting allowed with a lot of victims to white collar crimes primarily fraud and identity theft. So we created a unit and we've been able to put a debt on that as well. I've seen large reductions in the amount of white color crimes including fraud and other sorts of our aggressive driving unit. And it's out and about deployed. Right now with the start of school tomorrow, our entire department will be on about directed traffic and assisting and deployed to the schools in the morning. So we're anticipating a smooth start to the school year as to the smooth as possible for the Ralph standards. A social media campaign as well has really assisted us highlighting some of the arrests that our officers and our detectives have made on the community engaging with the social media with the community via social media has that given us another medium to really connect and receive information and tips as to things that are going on our community. So we're very grateful to have that platform. We've more than double the amount of followers through our social media platform as well. So it's increased the amount of engagement that we've had with our community. So we credit that with our with being a major part of our ability to reduce crime. Our technology in terms of the connective our program has also increased the amount of businesses and residential communities that are partnering with us, giving us access via our real-time operation center to their common areas has provided us another opportunity to go out for a bit. We have a critical incident in an area. We'll be able to remotely monitor and visualize our officer's response as well. Recruitment and retention initiatives has been key. We've been able to hire about 30 officers over the last year and a half, partnering with local businesses, conducting job fairs visiting the police academies in the track county area, visiting colleges and universities, trying to attract folks to this profession and in our city of Durral, it's been very fruitful. In comparison to other agencies, we've been able to recruit and retain our officers. Our physical agility test has also been implemented as part of our hiring onboarding. The police academy and the job in general is very high demand in terms of the physical requirements. So we've incorporated this and it's been able to prepare officers for the job. That concludes the police department's presentations. And thank you for your time. Any questions for the police department? I do have a question, Chief. Yes, ma'am. I'm very interested in the fraud unit. So that's something new that that you have. How many detectives do you have on the fraud unit? Right now we have three. And they are primarily working in the afternoon hours. It's when the most of residents get home from work. And we've seen that that's the key times that we get complaints. I mean, we have the taxes that worked throughout the day as well. But that unit has been very, very fruitful for our city. And we've been visiting associations as well. We've been visiting businesses and bringing victims in because many times these victims are scared to contact law enforcement because they're investors from other countries as well. So it's part of an education campaign that we're doing, but we're also conducting enforcement efforts very aggressively. Okay, particularly for me, one of the things that I wanted to see if we could focus on or create a specialization in is the HOA fraud. It's something that's been a big issue in the city, but I think there needs to be almost an understanding or someone with a background in history of either having investigated those types of crimes in the past. I know that we don't necessarily go out and like prosecute and look for it, but rather if someone brings forward a case that's pretty you know evident that there's some malfeasance going on, how far does the department actually get involved and if the case is already created, if they can actually go after them, our relationship with a state attorney's office and the prosecution. I mean, I think that what I've gotten is I see residents coming forward with a lot of evidence that looks pretty damaging. And then they say that they either go to law enforcement and they're not getting a response. There's no closure. They don't, the person doesn't get arrested. And so that's a concern to me and why I wanted to focus in on if there was something additional the city could do understanding we don't have oversight and enforcement of H.O.A. and condo statute. However, we do have oversight of fraud and crime and you know if you have someone right you know right outstealing from these people then I think we should be able to do something and so the the response I had always gone in the past was we don't have the resources. We don't have the detectives. We don't have, we have to refer it out. So that's why for me, it's I think it's important because of the type of city that we are knowing that this is a crime that continues to happen. And the victims are our residents and many times elders in our community, I think it's time that we take responsibility and try and bring these people to justice. Great point. Earlier this year we stopped farming out fraud cases. We developed our internal team to be able to tackle them. We quite frankly feel that our detectives have the skill set in the training to be able to really investigate these types of crimes. We work hand in hand, obviously with Darce around the municipalities as well. And we also run every case by the State Attorney's Office in terms of statual limitations and other items that are governed by State Statue. I spoke to the City Manager this week about bringing on the detective that's been working for us on a part-time basis as we tired from home and security, it has a special, a specialization in fraud, and we're in the process of bringing this detective on full time with us to be part of that union on a full-time basis. It's really gonna even amplify our current efforts as well. So the city managers and I spoke this week and we think that we're in good grounds moving forward. So you feel you have the resources to be able to get that done so that we can see more results. Yes. If I may, I had Madam Mayor council members. Just this week I had the pleasure of signing the promotion papers for Jack Devaney, Jack Devaney, as the chief pointed out, is a, he's been with us probably for about five or six years as a reserve officer. However, he comes from a unique background. He has a unique skill set and that he's spent over 30 years with the Department of Justice, specifically the Federal Bureau of Investigation and the IRS investigating financial crimes. I venture to say I've never met anyone with the unique skill set that he has and the knowledge that he has in attacking financial crimes. That said, I'm sure the chief is going to put him to good use. Now, I do want to stress something as somebody who investigated financial crimes a long time ago, but I have knowledge. There's a fine line between a financial crime and a civil matter. And a lot of the times, the challenges, the detectives and the officers face is getting the state attorney's office to prosecute. Because a lot of the times they'll tell you it doesn't meet the threshold. You don't have enough evidence where malfeasance or misfeasance turns into a crime is a very fine line that is somewhat ambiguous and subject to interpretations. And sometimes as you look as you know it's subjective and that you'll have a prosecutor who will tell you we have enough here to go but then you'll meet another prosecutor who tells you I don't have enough to go and proceed and prosecute. It's not cut and dry as it is with say an assault or a homicide or a robbery. There's a very, very fine line where a financial matter turns from a civil matter into a crime. So I appreciate your concern. As yourself, I also live in an HOA, and I've seen the, wait, I've seen the crime. Let me call it what it is. I've seen the crime that's occurred in my HOA that's gone on addressed because frankly, there just wasn't enough evidence. So I do share your concerns. That's, I wanna address those two concerns with regards to Mr. Dureini, now being a full-time employee, and the challenge that the officer's face in investigating what is a crime, but you don't have the evidence and getting the State Attorney's Office to prosecute it is a big challenge. Thank you. Thank you. and getting the State Attorney's Office to prosecute it is a big challenge. Thank you. Thank you. I think the State Attorney's Office now more than the number is taking these much more seriously. I think she's made a commitment to because we've seen so much unfortunate situations of these H.O.A. crimes. So for me, it was just important that we have the resources here and we stop farming it out so that we are able to see them come to closure. Whereas before, it just seemed like we were cleaning our hands with, oh, we just, we don't have the resources to oversee this. So it's important for me to make sure that you are equipped that the resources needed. And I think that the answer was sufficient to see us take on that, you know, take on that challenge and hopefully bring some of these cases to closure for these people. Thank you. In closing, I wanted to also highlight the fact that I want to look into the very new future of creating a task force. We're part of the human trafficking task force, where traditionally there was the gang strike force, you know, where a multitude of police agencies dedicate a detective or detectives together. And they go conny-wide attacking different issues. Well, I think we may be in the right situation to create a task force led by the Ralph police department for a fraud crime. To get to it. Yeah, I think it's right for it. Does it not? I agree. I mean, the Mar city's 90% is 90% associations or condos. So it's made up of that. So I think it's an important thing to look at. I have a second question, and that's regarding traffic enforcement. So we do have a traffic enforcement unit separate from what ours are patrol unit, correct? Even though our patrol unit does quite a bit of traffic enforcement, we do have a team of dedicated folks that primarily focus on traffic. Okay, and how often are they out and how many at a time are they out actually doing, not patrolling but traffic enforcement? So our mortars unit is part of our of our traffic section and they work in two shifts. The first shift comes in at six in the morning, the second shift comes in at 2pm and they focus I mean they're on the road daily, they focus everything from school safety initiatives to commercial vehicle enforcement to to disabled parking and fractions and they also respond to cost for service needed especially in the event of a critical incident but the majority of their workload is on traffic enforcement. Aside from that we created an aggressive driving unit that targets a multitude of fractions as well. That unit is it's recently created a few months ago we're going to expand that unit. It also fluctuates different hours of the day. For example, starting tomorrow, they'll be assisting during school hours, obviously with schools on enforcement. But that's a hybrid team that works, tackling different issues that we have. An example of a work week on Monday, they could be focused on commercial vehicle enforcement, on Tuesday, they could be focused on school, zone infractions fractions on Wednesday, they can be handling commercial areas, disabled parking. I've got a call from almost every council here, council personnel about vehicles parked illegally or in disabled parking spaces. That's something that we have obviously a zero tolerance on. So we focus on that certain days of the week or certain hours of the day. And that's kind of a typical schedule that these individuals, they do a remarkable job doing it. And but I also bring in a patrol personnel to assist them as well because our number one complaint is they're out is traffic. So we're working on that. Right. And how many officers do we have right now in that unit? On our traffic unit, but we have eight motormen and we have two as part of the aggressive driving unit and we currently have a vacancy because one of our motormen after many years elected to be a school resource officer. So many of you have seen him officer Cooper. Yeah. So he's now in the school resource officer after after getting beat up by the sun for many, many years. So we have a we're currently in the interview process to add an additional person to our mortar's unit. So it's an exciting time. It's one of our highlights for our department. Okay, great. I ask because I think that that's one of the concerns and one of the things that our residents look to is orderly conduct, right? And making sure that there's enforcement in our roads. Obviously that police presence, part of that is seeing that there's enforcement on the orderly conduct aggressive driving So our cities grown tremendously and with that also have some of these challenges So just again, want to make sure that you have the resources you feel are necessary To meet the growth of the city has had in the pace that it's had it And that we're keeping up with the expectations of the community. Absolutely. I mean where I was you know a brag about how fortunate I am to work for for an elected body in general that that really supports law enforcement, a community that supports law enforcement. The last term that we hear is you know defund the police here and I'm very grateful for the work every day knowing the the support I have from my entire team here. So thank you. Okay. Madam Mayor, I could add with respect to the phone calls that you get, and that I also get them with regards to disabled parking. That is something that I've had that conversation with the chief. It's become a challenge to inform that because unfortunately, and this is something that has to be addressed by your colleagues at the state level. The justification for getting a disabled parking has become very, very easy. And then the problem that our officers encounter is that they'll see somebody and I see it. I saw a guy, the other day, park in a handicap and get off and walk to the pizza hut with these two children. Of what the problem are, our officers have, they are, I don't want to say afraid, but they are apprehensive about approaching this individual because they are concerned about getting a complaint. Because again, it used to be, we used to look at a disabled parking and we used to think of somebody missing a limb or perhaps in a wheelchair. Now anyone, somebody who looks seemingly able, body, then healthy, qualifies for a parking. So you really can't, you really can't, it's important. I'm not saying you can't enforce it. It just becomes a challenge. You also have other people who, for example, will use the parking pass for a relative. And unless you have a microscope and you can focus in on the ticket that's on the parking which has the driver's license of the individual to which that parking pass is assigned to, it's impossible to discern whether that parking ticket, that parking disabled parking permit is of the individual that's using it, or of his or her mother, or of his or her father, and it becomes a challenge. And quite frankly, I've talked to officers who have told me, you know, it's kind of difficult to approach somebody because you don't know if they're legitimately handicapped or if they're not because you see them walking, some of them do qualify for it. Frankly, and I'm sorry, a lot of them don't. I think the majority of them don't, but just that the state legislature has lowered the threshold for acquiring one of these disabled parking spaces so low that anybody can get it. It's very, very easy to where it used to be. You literally had to be in a wheelchair, had to missing a limb. You don't. And that's a challenge for our officers to move on to building. If I T could put up the building presentation, I don't want to make people guess. So good afternoon, Mayor, council, colleagues. The building department is what we do and who we are is on the screen. If you visited our department, our mission statement is on our walls by our coffee bar. Visit for coffee anytime you like. We are flexible customer oriented, obviously focused on health safety and welfare. If we do our job right, people don't die. So what we do is oversee the permitting inspections and record keeping of all new construction, renovations, additions, repairs for commercial and residential work. And most importantly is to provide consistent and fair interpretation of codes and ordinances. It's a very exciting work. No changes this year for our organizational chart. We have our technical side, our plans reviewers and inspectors, our operation side, the glue that keeps the department together. We can't survive without them. That's our permit clerks, our records managers, and Claudia or CIP liaison. So that really holds everything together. We also support a system analyst that helps with all of development services and our budget coordinator. So what did we do last year? With the help of public affairs, they put out an aggressive public information campaign. We recorded videos, put some information out about that and shared that across all social platforms. We are the place, the premier place, not only to live, work, learn and play, but to share our professional associations. So we've really taken advantage of using both the city facility, the Cultural Arts Center, D'Aral Glades, to host trainings for flood conferences. We did the Hurricane Kickoff with SFBOA. We've done some roof trainings, post disaster operations, we did crisis track, so it's fun to show off the city for sure. Other things in communication and outreach, obviously last year we expanded the chat bot, we're getting some good traction on that. Maggie and I are also looking at some other vendors possibly to expand that capability. And we also rolled out scribe, which was a tool for the departments to use. It came in very handy when we had a system like to train people and hopefully not lose them and excited to see the budget changes for next year. It's going to help support that. So we do offer plans examining training inspectors, etc. Wanted to brag a little bit about Vince. He was nominated by his peers locally and he was the building official of the year locally, and then he was also awarded it at the state level. You've heard me talk about IAS accreditation. I'm happy to report. We had a hundred percent submittal a couple weeks ago. We've gotten our first review, and so now we're responding to those comments and we'll be pending a site visit. So I hope to come back to you in about 60 days or so. With that designation, really proud of that. For regulatory compliance, we just completed the fee schedule study. You guys approved our fee schedule permit or permit fee utilization report, and the fee schedule update this morning. We also had a 96% success rate on our elevation certificate review. You might remember we had 100% on that a few years ago. The drop was unfortunately due to some elevation certificates at the Maaza Leams. We did not correctly catch an item on equipment. You know, people are dying to get in there. So we had trouble there. Um, we also talked about this morning the class rating for CRS. So we have to go through our five year review. And hopefully if we get to the class four, that'll be good for our residents and as well as for the city staffing and equipment. equipment, we're in year two of our incentive plan, which has helped us drop our tuition rates significantly, not just because we have coffee and bustleet those. I think staff's relatively happy. We just completed some technology replacements, thanks to IT and their help, just keeping our inspectors happy out in the field and obviously if any pandemic world were three anything like that happens we can work from anywhere and some new vehicles so we put three into service this year some high-level highlights dollar in dollar. That's pretty much how building fund works. We're in year three of being our own fund. So just Florida statutes has every dollar that comes in we have to spend on ourselves. So we're allowed to be selfish. Some overall performance, basic numbers. We're seeing a little bit of a recovery from the pandemic, number of customers in the solution center go down because everything's online. So they can do a lot of stuff online with the bot and getting questions answered. And the development services technology fund that is there at the bottom. We are in year five of seven with two possible extensions of the EPL software. So discussions have begun on what's next. I don't have any answer for you on that yet. Some highlights of our strategic objectives for public safety and just revenue growth. We've got 2.6 million square feet coming online. Permitting is going well. I think the clients overall happy at bridge point. We still have to deal with the milestone program. That's the building recertification program. We have some inventory that's going to mature over the next two to three years. So that means permitting will stay pretty consistent. Challenges, obviously inflation, stuff costs more, interest rates are higher, so people pull back, but that also means that they might move to smaller spaces. So they're still leading permits. We also have the potential of the class four. So that does affect development just a little bit. Exceptional service opportunities. Once again, we approved the fee schedule today. Very excited about that. It's going to simplify a lot of processes for our customers, hopefully incentivize them to pull permits. And also as part of IAS accreditation, we're doing a complete overhaul of our documents, making them easier, making it easier to navigate. And so that way we stop the turnover in the back and forth, just trying to submit for a permit. And then fleet replacement with our fleet managers recommendations and hopefully getting in early and often we'll continue to replace our vehicles with vehicles that can handle floods or anything that they need to and that is it. So I appreciate your time. If you have any questions, happy to answer. Thank you very much. Any questions for the building department? I do. Sorry, I'm not getting away that quickly. Okay, I have a question, a couple questions real quick. First, I know that no one's going to be very happy with my comment or my question, but you know, even with everything that we've tried to do and I know that there's been issues with systems and kind of getting accustomed to new processes. And, but I feel like we never come over the hurdle of the problems with the building department, right? People just find themselves struggling, a business take a really long time to open. Everywhere I go, it's like many people compliment, but it's always this question of, you know, the building department is horrible, or it takes really long to get permits. And I do my best to defend our department in the sense that I know a lot of times contractors can have fault, and even business owners can have fault in not being as engaged or understanding of the process. However, how do we overcome that hurdle on our end? Because there have been times where I feel like maybe it does seem like the process has come for some. I would love and I had said this when I first got elected, I didn't pursue it. Don't necessarily know if it's a budget issue that we can fit in, but I would really think, I think that the city would really benefit from us having at least one Saturday a month that we would open and be available to the public. Whether that is residents in our community that work and can't get here from seven to four that were open or seven to two or, you know, these times, or it's just business owners that can't get out here during the week and want to come and educate themselves on what is happening through their process. So I really want us to look at these options and see if there's a way that we can make ourselves more accessible and flexible to understanding the needs of the community and the development and investments that people have made in the community and find a way to be a little more amenable to that exceptional services, which is one of our strategic goals. I know everybody works very diligently, but I think that we need to try and go that extra mile and we need to give it a run. So I've been kind of toying with this idea. I have been brought up forward in an item yet, but it was one of the things I wanted to look at and I was gonna touch on during this budget process because whether we hire or we bring in an outsourced service to provide those expedited opportunities through a Saturday process or we use our own staff, I think that we need to, we cannot say it doesn't work without trying it and I don't think it's fair to say that we've tried everything, but we haven't tried this in trying to make our services better when it comes to the building department. So I would love for us to try and explore something like this because I just find myself still, you know, there's a couple of departments that I visit quite often and you guys are one of them and it's not because you're you're all not awesome and want to help but rather I don't feel like people are necessarily always getting the answers as quickly as they should. Sure, if I may. Yeah, so I started off the presentation by saying that our charges to provide fair and consistent interpretation of the codes and so we we do that, whether it's a realtor that has known the process or Joe Smith who, you know, is doing shutters for the first time or windows or the relateds and the codinus of the world, consistency and fairness. So we we have an ongoing initiative to update our website with information, the bot, the document control, all of that is progressive improvement over time. We did my predecessor Renée, if you remember, we did an initiative for a couple of months, it was like one Saturday and month for four or five months where we were there, staff was there, and we didn't get any money. With the bot, they can get the questions answered. I have a zero inbox policy every day. So if customers needed to see me at six o'clock or somebody at seven o'clock, we would obviously make those accommodations. We can try again to see if a Saturday work works. Rolling schedules or you know a hybrid schedule for some people. The expediting of plans, if you look at our internal dashboard we're staying under that 10 days. So I don't want to charge customers for something that we're already doing. And obviously we're mandated by the state statute comes down and says, you have to review, you have to provide comments in a certain time frame. And we're meeting those time frames. But if that's, if that's something we want to do as well, we're happy to look at. Thank you. I appreciate it. I know you like I said, I know you guys are always willing to do what it takes to make sure that that perception of the department is there of what you want to offer and and the services that that are provided. I just don't know how we curve that You know that's that that's stereotype and that opinion that is out there as much as maybe we've tried and it seems like I still run into those people that are having the difficulties. So, you know, I think we need to explore more and find ways that we can continue to invest in education and in resources that will be tools that guide people to the solutions they need to get quicker turn around on their investment. Sure. Absolutely. Okay. Thank you. Anything else? Any other questions? I am actually observing all my questions and comments for all the departments on the hearing. Okay. Thank you. Okay. Code compliance. Thank you, Jane. Good afternoon, Mayor Council, Mr. Manager, Assistant City Manager, Madam Clerk, my fellow colleagues, I agree to strata co-compliance director here to present the budget for the co-compliance 2024- 2025 fiscal year budget. So, a quick reminder, our department is a almost 365 day year operation. We have officers that work Monday through Sunday from 730 AM to 11 PM. department is a almost 365 day year operation. We have officers that work Monday through Sunday from 7 30 a.m. to 11 p.m. So we are tasked with protecting and preserving the health, safety and welfare of the community, all of our residents, all of our businesses, and we enforce pretty much everything from property maintenance to construction, permitting business licensing, a little bit of everything. So our philosophy statement similar to what Jane had mentioned, we have our philosophy statement plastered on our department wall. We are the stewards of the route. We are a resourceful team dedicated to service, honesty, resilience and professionalism. And I do take great pride in ensuring that our officers carry that with them every day and day out and that that's how they provide their service to the public. So our organizational chart is staying the same this upcoming fiscal year. We are not proposing any changes in headcount. So we have 15 full-time positions for myself, our assistant director administrative coordinator and clerk on the administrative side down to our field personnel, which consists of two supervisors, nine code, eight code enforcement officers and a training and outreach officer, which was implemented for the first time this fiscal year. Some highlights and stats that we wanted to point out since October of this year. We've opened approximately 3,200 cases, code compliance cases where violations were found, and have closed 3,100, just short of 3,200 for people that have resolved their code compliance violations and some of the more common violations that we have encountered this year. It's a range of different violations from signs that we have removed from the right of way which have been at least 557 businesses without business spout to be operating without a certificate of use and business tax receipt, property maintenance, work without permits, just to name a few. Complaints is a receiving complaints from the public is a big component of what we do every single day. So to date, we've received approximately 340 complaints from the public where the majority come in via letters if you believe it or not people still write letters, email and people do use the 311 system very heavily and phone calls as well. I also did want to point out our average complaint response time is in my opinion and I think if you survey many other code enforcement departments throughout the state, it's exceptional. We have an average complaint response time of an hour and 34 minutes. If you live anywhere else, the standard, many other code enforcement agencies, their standard response time is one to two days, business days. But like I mentioned, we work seven days a week. So if a complaint comes in Friday night, we will most likely get to it in an hour or less, unless it comes in after hours. But it will be responded to on Saturday if needed. So I'm very proud of that. We've presented 245 cases before the special magistrate thus far have completed just under 1600 lean searches and the default mortgage properties we registered about 79 so far since October. One thing to mention there, this is the first year that we have transitioned into an in-house process for a registration of four closed properties. About this time last year, the vendor that we had, that many other agencies throughout the state had, went bankrupt. So many agencies had to scramble to find out what to do. So we looked at the process pretty carefully and decided that it was in the city's best interest to just do it in-house. We were able to do that with the help of the system analyst from building through NRGF, so that is an NRGF process that works very well. And now rather than giving 50% of the proceeds to an outside vendor, now we collect 100% of those proceeds. Now for the budget, a quick little comparison, our personnel from last year to this year, the cost has gone up 6.2%, but that is mainly due to the proposed COLA and merit. Our operating costs will be increasing by 3.4%, but we are a very lean department when it comes to numbers that doesn't translate to much to be quite honest. So our budget from last year to this year is changing by 4.5% and in the amount that's $71,000. So like I mentioned, we are a personnel heavy department, so our operating costs and capital we're not requesting any capital for next year either. And that's a snapshot of our revenue projections compared from our year-end estimates. For this year, we are proposing a slight increase for next year in our revenues. And this year, no operating line items will be changing or increasing by 5% or more this year. Some strategic goals and goals that we have listed for next year. We are going to continue our quarterly beautification detail along some of the major corridors that we have not hit this year. It's been a pretty successful campaign thus far. Each quarter we are selecting the more busy thoroughfares in our city and addressing every single property along that corridor and addressing anything from really property maintenance things that the community sees as they drive in and out of the city every single day. Or we have begun our accreditation process for code enforcement through the American Association of Code Enforcement. So this year we do plan on finishing that in next fiscal year. We wanna continue creating content through social media, just making the community more aware of what code enforcement does on a day-to-day basis. This year we did create a video to, so one thing that I kind of identified in the hiring process of code enforcement officers, this job is not for everyone. It can be a pretty tough job dealing with the public, telling them what you can and can't do. So we took the decision and worked with public affairs to create a video to effectively inform the public what it is that you're getting into if you're gonna be a co-inforcement officer, what to expect, what we do on a day-to-day basis because what I have found is that some people come in to the job thinking it's one thing because they read a description on paper but it's completely different than what they expected. So rather than, you know, have people surprised once they actually start, we went the route of informing them via a video what it is that we do each day. And people have responded very well to that. We're going to keep chipping away at our leans that we have in our department that are still existing. And we want to continue amending and creating different ordinances with a focus on quality of life. One of them that I wish to identify is creating an ordinance with stronger and more clear language when it comes to multifamily housing because right now I do believe that that ordinance, it's kind of weak so we can't put some, some more teeth to it. And an increased focus on short-term rents, but short-term rents, that is something that we rely a lot on the community, on our property managers, on our residents, but definitely creating a little bit more presence on that. And some accomplishments that are not listed on there are enforcement efforts. As per our licensing division and planning and zoning, they haven't informed us that because we have taken a more heavy focus on addressing business licensing, they do have the lowest number of expired business tax receipts that they've ever had on record. And that is a lot of that has to do with the work that our officers are doing day in and day out. And in response to the amended alcohol ordinance, our team in less than a week was able to visit over 330 different establishments that serve alcohol and provided education and just letting them know of the new requirements in the alcohol ordinance. So in closing, I just want to thank the the council or city manager's office for all this continued support. And I also want to thank my team. Like I mentioned, the work that they do, it's a tireless job. Sometimes it's not to appreciate it by the public since we are telling them what they can, can do. But they do a great job, customer service, oriented, very professional. So I do want to thank them because they make my job a lot easier. Thank you. Thank you, Mr. Estrada. Any questions for a court compliance? You're good. Thank you very much. Thank you. Okay. Move on to public works. So, good afternoon mayor, vice mayor, council members, city manager's office, city Attorney, City Clerk, Carlos Arroyo, Polo Director. Before I start, I want to thank you all for your support. It's critical for the function of the department. I also want to thank our staff and Vida for the commitment and effort. So here we have the Department of Agricational Shard. We clearly have a head count of 51 positions for this new fiscal year. We're requesting three new positions, two labors and one outcome maintenance technician. These two labors are going to concentrate on later and they will move out throughout public right away. And we're going into the mid-degree now. So comparison between the, I'm sorry, this is a new fiscal year. Total for each of the forming funds, the poly works fund, transportation fund, the stormwater fund, the CITT fund. The poly works funds total 7.9 million transportation fund, 5.4 the stormwater 3.9 the CATT 6.3 for total 23 million. 7. Below you can see a rate of wind graph. This graph depicts the percentage per cost for the four main funds. As you can see on the one on the left, you can see that 21% is personal cost, 47% is operating cost, a 30% is capital cost, and 2% is the depth service. On the right hand side, from the overall budget, right, 34% is for the general phone, a 23% for transportation, 27 CITT, and 17 for the stonework. So now here we can see a comparison between the current fiscal year and what's proposed for the next fiscal year. There's some increases, for example, bolivars is a 2% increase, transportation is a 94% increase. Stormwater is a 3.7 increase, CITT 27% increase. And there is also a general garment CIP fund. It's a significant increase. We're including the car wash completion on this budget. So for the poly works fund, it increases as a result of right away maintenance cost increases, utility cost increases, for transportation fund, it increases due to trolley operation maintenance as the utilities are being procured and capital related costs and the CITT fund increases due to the purchase of the proposed and the revenue that we have since June 2023. This number doesn't include citations. I will provide that related date. So completed infrastructure projects. The slide has an mistake on that first one at the government center. We actually replace the coils for the AC unit for the third floor. We also completed some elevator access control installation. We upgraded the electrical service transformers at the government center parking garage and at the Polaris facility. At the police facility, we completed approximately 15,000 square feet of carpet replacement with vinyl flooring. The training center, we completed the new chiller installation, and we also completed the Northwest 58th Street Alpha along the Eastern Portia of the city. As part of the Million Resurfacing Program, we spent this current fiscal year $1.2 million. You can see here the list of work orders that we've procured. And miscellaneous stormwater repairs, we've completed $150,000 with three work orders. We're working now on additional five work orders for milling and resurfacing. Other projects that within the area that had been ongoing or completed are the 97th avenue. We improved between 58 and 70th street, which was completed recently by the county. We have the 97th avenue, between 50th second street and 58th street, which the design was completed. The count is in the process of procuring the construction phase. We have the 58th street improvements between 97 and the Palmetto Expressway, which was canceled. It was recently put out to be again, and they're expecting to start construction by summer next week. And then we have 84th Avenue between 58 and 74th Street, which is a design build process, a project, and it's ongoing. And then we have the Northwest 117 Avenue sleep ramp over the Radbool over as part of the turnpike that was recently completed. CD projects which are in the in bid phase we have the Dural Bulover entry feature at Dural Bulover and the Palmetto Expressway. We have new 10 boss shelters, we have the section 7 traffic calming, we have the landmark traffic calming, and the stormwater improvements at SOB Basin D, which has a state grant of 250,000 dollars. Other production design phase, North West 66, Street 1, O Second Avenue and the design and permitting was completed. So we're going to move now into the procurement process. We're also designing 117 Arrhenio between 25 and 34th Street. This one includes a traffic signal at 117 Arrhenio and 34th Street. It has a state grant of $152,000. We're also working on the citywide cywox improvement phase three. This one has a top grant of a million dollars. And we're doing a cyber facility report on, we complete actually, on 80 second avenue between 41st and 36th street. There's one that we're gonna work on, which is one of four avenue between 30th, 33rd street and 41st street. That's gonna be another side of visibility report, west of the community there. A transportation, it's ongoing the process to procure the city trolley, OAM services and the on-demand transit service. We're also working on the road transit plan, which will provide routes, vehicle type and fuel alternative recommendations. We're also working on the traffic signal co-euro-retiming project. This is supposed to start implementation by September this year. We're going to prioritize total boulevard, 1.07 Avenue and 87.0. And it's an ongoing process. We'll recommend improvements, we'll analyze and then go on again. We recently completed also the school of TOP plans analysis phase two, which we have the schools there will analyze. We completed the section eight traffic calming study. The transportation master plan, we're going to be presenting it at the October council meeting. And we also purchased a neutralist, which will be delivered by September this year. We continue with our flea maintenance services with in-house personnel. We're adding one staff member on this new fiscal year to help us out with the workload. As of public communication culture, we continue with the signature events and programs are birthday, a lot of the street, a lot of the street, the road marketing and volunteering events. Grants, this current fiscal year, we've applied to $2.7 million of which we've been sure listed for the on-demand service for $836,000. We hope that we're going to get the funding. Where the total funds that we've requested is 2.7. We're currently working with 830,000 dollars in grant for a total of 3.6 million dollars. Here we have some of the grants that we've applied on the previous fiscal years and the ones we've been working on are completed. And that's it, any questions? Any questions for public works? Thank you. Thank you. All right, we move on to Parks and Recreation. Good afternoon. Lazar will be joining me for old times sake. No, he'll be presenting after me just as a quick boundary cap. Perfect. So good afternoon mayor, vice mayor, council, city attorney, city manager, assistant city manager, city clerk. Aaron Sullivan, parks and Recreation Department, Director. So our mission and vision continues to remain the same. We strive to provide world-class facilities, program sports events for people of all ages and abilities. Our strategic goal that you all helped instrument from last year again remains the same very similar tying into our mission. Our Parks and Recreation Department as you all are well aware is made up of multiple different divisions within the department and different facets. So we have our park operations, we have our maintenance and capital projects, our senior citizens, youth and adult sports, community events, cultural arts, special needs, recreational programs, and this year we will be adding aquatics, which we're all very excited about. This is just a visual representation of how we divide our recreation, our facility region map. Internally, we divide our department into three regions. This is how we staff and really provide services to make sure that we're covering all of our facilities efficiently. Our organizational chart, the structure remains the same, and really the only additions is adding in the additional positions for Dross Central Park for the Community Center as well as the Aquatic Facility. At Dross Central Park, we will also be having a maintenance facility. So we've also added a warehouse manager, which would be managing that warehouse within the facility, filling orders, placing orders, as well as inventory and making sure everything is secure. Just a quick budget comparison from last year to this next proposed year. Just a note, the budget did change as it was amended throughout the year to add in the general funding for the bond. So that's why you see such a huge increase. We wanted to make sure that was reflected, even though that's really not included in our operation. This just shows how internally our operating budget for fiscal year 2425 is allocated. The majority of our budget does go to our maintenance and the facility operation. Followed behind is special cultural events which has increased this year due to the events being moved back to draw central park we will be needing additional funding to bring back the scale of the events as they used to be. We've also allocated the funding for cultural to increase the activities as we have been doing this year. Sports, senior special needs, and community programs make up the additional percentage as well as administrative costs. And then sponsorship was removed out of our budget this year and moved into public affairs with the sponsorship coordinator. So that was removed. Just a quick comparison so that you can see special events and cultural arts. Again, that reflects the increase mostly tied to moving back our events 4th of July, our holiday or holiday celebration at the park, camping in order to accommodate the larger space and the larger increase of people. Maintenance as well as increased this reflects 100% for draw central park, as well as what we are expecting the increase in landscaping costs to be, not just for a draw essential park, but park wide. We are bringing forth a new RFP to award. Right now we're working off of 2018 pricing, so we do anticipate those two increase. This also reflects some costs for the aquatic facility as well. Programming, not a huge significant increase. again, making sure that our seniors and special needs are taken care of with increased programming. We were able to increase the capacity for our trips and our socials this year for our seniors. We also want to maintain that moving into next year. So we've continued that forward. And again, providing additional programming and socials for our special needs population as well. Community programming has increased with the addition of the Community Center at Draw Central Park. However, we are looking to contract some of those services and we are working on the bids to abort those. And then sports slight increase again, just for additional program. And we have seen an increase in our use sports. So wanting to make sure that we can accommodate all of those that wanna participate. Social needs and seniors, again, volunteer opportunities is something that we really want to strongly implement. We are working with HR on the AARP program. And then the special needs programming, we've added the summer camp back in again this year. As it was last year, again, really successful. They just finished their summer. We are looking to expand that, the adult day training program, and again additional senior programming and the continuing the increased capacity. You can see the seniors having fun on their trip on bus. And then just a snapshot at our projected revenue. We did work with our finance department and the CFO to determine some of our projected revenue that we anticipate to see through Drow Central Park and the aquatic facility, which you reflect the the two million there for the projected revenue, as well as our revenue that was projected for this year. Capital projects. We have a whole list of projects that we have included in our budget, summer included in the park general fund, summer included in the park impact fund. Minor projects, but again, really important to make sure that our facilities continue looking as they were built yesterday, our facilities are starting to age, that we want to make sure that we are taking care of them so that they look just as nice as our new parks. So you can see some of them are replacing the backboards at the Baswall Courts at Morgan-Levy Park, as well as resurfacing those courts and the Tennis Courts, resealing and painting of the ramp that draw. O'Leagherty Park, are bike trails we wanna continue finishing some of those bike trails as well as working with the capital team for the lighting project, which is part of the bond. New exercise equipment at trails and tails park. Again, those are starting to wear and we wanna make sure that they're safe and that people can use them. And then Dr. O'Leag a legacy park, the soccer field. The small soccer field is in need of replacing the turf due to increased wear and tear. We will be purchasing an electrical stacker forklift. So for our new warehouse to help our maintenance team move the items in and out of the racks that will be in the warehouse. And then additional funding for the parks bus that is included in this year's budget. However, due to costs the pricing that we're receiving now exceeds what was budgeted. So we are requesting additional funding to complete that so that we can purchase a new bus. And then there is again, um, CIP money included in our budget. Public art fund also falls under our department. We worked very closely with planning and zoning. Earlier today, we approved the call to artists. Those projects are things that we want to continue doing into this next fiscal year. You will also approve the Mekasa 2 Casa. Mekasa, your Casa 2 this next fiscal year. You will also approve the Mi Casa 2 Casa, or Mi Casa York Casa 2.0 this year. So we will work with the outdoor art installations, commissioning art as the council sees fit, as well as with the cultural policy plan that we are wrapping up this year, putting that into place to make sure that our cultural arts and our cultural programming continues. And then any questions are we can wait till the end and I'll turn it over to Leatherall. Oh, question that will wait to after. You want me to ask now? It doesn't matter. Okay, I'll'm asked real quick. The $375,000 for special needs programs. Does that include the subsidy for the ADT program? No, it does not. Okay, so we would need to add that in at that something that you all would want to do. Okay, so do we discuss it now? Yes, okay. So with our ADT program for those who have not been fully informed the adult day training program, there has been discussions by the community that the program is very expensive for families who have CDC plus. And so I have actually the letter in my office I can get it in circulated to everybody. The community has come together and asked if the city would help in subsidizing for those families that had the CDC plus. So I met with Erin and with the manager a couple of times about it and the community. And what we determined was that we could possibly subsidize a certain amount of students, not all of them have CDC plus, some of them have medical waiver, where they can play for the program completely, but the ones that have CDC plus, if we would be willing to subsidize 50% of the program, then they can pay the other 50%, and it would be for three days of service, four days of service, for these young adults. The price tag on that could vary a little bit because it depends if that adult has a one to five, but one to 10, one to six, that we could pay a little more in subsidy or a little less. So what I said just to staff was that they create almost like a budget on assuming the middle ground. 1 to 5 up to 20 students are up to 20 young adults that we would subsidize. It may not get to the 20. It may be less. We may subsidize 5. We may subsidize five, we may subsidize 10, but maximum 20 young adults and then at their at the scale that they need and the amounts that we came up with that we would need to put in the budget. It was again not all of it may be expended but the amount to be able to cover 20 students up to them the the maximum would be married and I don't remember the number. The estimate that we have put together was four days at 50% is $313,180, which would make the monthly cost approximately 26, a little more than 26,000, $26,098. As soon as we subsidize all 20 students, and that's a full blown. Yes, everybody is being subsidized at the max finding the middle ring. But again, might be less, might be more depending on the number of people that register, as well as their approved ratios by the state. And we right now have space for 30 students, correct. We have the only ones that we would subsidize are those who have CDC plus. We wouldn't subsidize those who are medical wearer and they would have to eat your own residence. Yes, they would need to be a draw residence. We discussed only for those that do not have the Medicaid waiver where they are being requested to come out of pocket for some of that are using the CDC plus funds that don't necessarily cover the entire program or not if they don't have insurance at all, which is typically not the case. They usually have the CDC plus waiver. Okay, so we need to we would need to this would be the time to direct staff to add that to the budget. If we want to approve it in the first readings, the ideas for them for this to become active as of October 1st. A lot of the parents are waiting to enroll their students or their young adults until that time because they just can't afford what the provider is charging with the CDC plus it just eats into this the stipend that they're given to provide their their their young adults with the therapies and other things they need. So it's 300, it would be 313, 313, 180. But again, it depends. It may not be that full amount because that would be the max. That would be the max. But right. If you can share more information, I'm not sure what program it is or you know what it went till how we would qualify who's qualified for how we would we would select like the individuals. If you could share more information. So the program is currently operating. Sorry, not you can share it now, but I like something in writing for you to share. Yeah that's fine we could definitely put together an overview of the program currently as it's running it is worth a contracted provider and we could circulate that to you all. Thank you. They're they will share all the information but again we need to be able we need to direct them to us to allocate the funding if we want to prove it when the budget comes back for first reading. So I guess you guys will circulate everything, I'll circulate the letter I have from the community. There's over 100 families that signed it. I did I forgot to bring it today, but I will get copies to everybody today. And it was also discussed twice at or twice most recently, but previously as well at the Special Needs Advisory Board meetings where a lot of the parents came forth. I myself went to the meeting, not recent, but the meeting before and our staff went to the last meeting as well to discuss and the mayor was there as well to discuss the concerns of the cost and that they want to participate, but it's just cost prohibitive for a lot of them right now. Okay. Anybody else have any questions? Yes, Councilor Bidina. Thank you, Mayor. Erwin, I have a good question. You might recall last year speaking about the Silver Club or in spatial needs operating costs or budget, we spoke about, and I believe it was approved the amount of $68,000 to subsidize some of the programs for spatial needs. I believe it's for registration and some of the fees, correct? Yes. So currently we are subsidizing both special needs and senior programming. Those are typically exercise classes or different recreational programs and those are subsidized currently. Including? Yes, that remains the same. Okay, thank you. And secondly, when we speak about the cultural events during the current fiscal year, we have had twice the Miami Symphony. We did it in December last year, and I believe it was in March April this year, or February or March and December, yes. But we did it twice during the fiscal year. As my understanding was last fiscal year, it was budgeted just for one time. And thanks to a sponsor, we made it happen in December. Can we consider, are we including, to do it twice during this fiscal year or just once? We, I know operationally our events team is planning to do it again. I believe that was included in the budget. I can double check. I will have to confirm. I know that there is funding in here for the Miami Symphony Orchestra. And yes, it was it was included. So we will be doing it twice. Thank you. Thank you. Anybody else? Any questions? This comments? Yes. So just very quickly. And I know we're going to look at the budget a lot closer, but I'm thinking that the budget is going to want to be. You're going to have certain certain allocation for programming, right? Including, for example, like the symphony and all that. I mean, personally, I would like to see a diversification in the programming, the talent that we bring. So personally, I don't know if I want to allocate and dedicate a specific amount for a specific performer as opposed to having kind of like a pool of funds specific amount for a specific performer, as opposed to having kind of like a pool of funds that you can spend on that type of programming. So just as an FYI that's something that I'm looking at, as opposed to approving allocating it specifically for one talent, one specific talent, or a performance, if that makes sense. Yes, absolutely. And we definitely agree that we want to diversify the programs, the events, the artists, the talent to give everybody that open opportunity, definitely. You will see that in specifically in our cultural budget, it is its own account, where it's just dedicated to cultural. So it is line items, however, we can use those funding for other things, even if it's not tied to that line. That's just how we've broken it out in terms of our signature events. But there is a lot of flexibility in that, that if, you know, for example, we don't do, we don't spend, you know spend everything on the women's art exhibit. We can use those funding to put them towards something else. So it definitely has that flexibility. Okay, the additional questions. Come on. Turn it over to Lazaral. Thank you. Good afternoon, our move. Vice mayor city council members. City manager assistant city manager city attorney and city clerk. Lazarus can tell. Capital improvements and division chief, here present a brief update on the status of the parks bond projects. So with respect to the overall program budget and expenditures, the program has expanded approximately 74% of the program total with 26% remaining between Incombert and Available Fonts. Here is a high level breakdown of costs throughout the program, broken out by project and their expenditures. There's today there has been no changes to the project, to any of the project budgets. As you're aware today, the program has successfully completed five projects, which include the raw white course course, the ROWCode ROWART center, the DRAWMETAL Park, the trails and the TELES Park and the Morggelevy Park, with the ROWCENTRAL Park and phase two of the trails network the remaining in progress projects. So updates for the REL Central Park phase one. First list, first lip of asphalt has been placed on the West Park in area, which serves the aquatic aquatic center and community center. In addition, light pole installations, along with concrete sidewalk and curbing installation has begun and is ongoing throughout that west portion of the site. Phase two and three substantial completion was achieved and temporary certificate of occupancy was obtained. Punschless items, final punchless items are being finalized, and city staff is preparing for the grand opening of this phase to the public. And this initial opening will include amenities, such as the amphitheaters, skate park, punt track, playgrounds, pavilions, sand volleyball court, boardwalk, kayaking launch, sand volleyball court, boardwalk, kayak launch, and the multipurpose fields. At phase four, there's been notable progress made, particularly in the last few months, at the community center, the startup of the HVAC system has allowed for a lot of the interior work to ramp up. So, tile installation has begun in the corridors along with the installation of the ceiling grid and light fixtures. As you can see from the photos, installation of the gym equipment and such as the basketball hoops and the scoreboard are ongoing and preparations have begun for the installation of the gym, gym, wood flooring system. The community center and terious spaces are approximately 85% complete with the exterior being about 88% complete. At the aquatic center, grading of the pool deck has begun with the contractor coordinating the pouring of the concrete pool deck in the coming weeks. Installation of the grandstand, roof structure is ongoing along with the scoreboard at the competition side. Installation of the pavilions on the recreation side of the aquatic center has been substantially completed. The aquatic center currently is approximately 74% completed. And then for phase two of the trails network, the project design is approximately 76% complete with final designs for the Turnipike Trail, Beacon Trail, and Dressels Dairy Trail pending. We expect to have those final designs this month upon completion of those final designs. For those particular segments, Turnipike Trail, Beacon Trail, and Dressels Dairy Trail, we will be making a submission to Memoradate County for a class three permit permit as these trails fall within their canal maintenance easement and portions of there right away. For the Greenway Trail, which is the portion along 50th Street from 114th Avenue to 107th Avenue, that permit has been approved and the draft solicitation for construction services has been completed. We're currently working with procurement on the final solicitation version. I'm looking to advertise that solicitation and within the next month or so. And that's it. Any questions. Good job. Thank you. All right. Mr. City manager. That's the end of my list. Unless we're doing the back. Okay. We're going to come. Okay, economic development. Good afternoon. Mayor, council members, administration, core city clerk and businesses and residents and colleagues. Thank you very much for this opportunity. The economic development division this year, as you know, will be under the direction of city manager's office. We're instated as a division on its own. You know, economic development, division's mission is to plan, organize and implement an economic development plan to promote the growth and development of the city's economic base, to really promote the city as a great place to do business, to assist in the retention and expansion of the businesses, seek out new businesses for the city. And some of our key functions, and to implement economic development strategies to assist and attract new to market businesses from a private investment for existing businesses. Sponsor business education, workshops and grants, coordinate economic development partnerships, administer business assistance grants, programs, external programs, outward facing programs, administer the sister cities program and coordinate with foreign agencies and consulates and trade agencies. The division consists of economic developer and business outreach coordinator. Our financials this year are essentially flat as the division has not been in this particular account for several years. It's been planning and zoning, but there's been very little change in the items. There is some increase in office supplies, operating supplies, due subscriptions and memberships for conferences and registrations, and some decrease and promotional activities particularly advertising, but essentially a very similar budget to the last few years. It a very busy year, a lot of activities this year administered the 210,000 in grants from the General Fund for the CBO grants, if Assad grants and the PTSA grants. This year we implemented a new online grant application and fund a report portal using open forms for the CBO grant and the Assad Agreement grants have been very successful. It made it easier process. We are now paying people through that process as well and intend to do that with the PTSA grants as well. We supported over 500 companies, participated in over 80 business outreach events. Some of them included the business forum, the vendor and business event that we had, Emerge Americas, the Select USA 2024 Miami spin-off and many others. And assisted with over 400 Info-Dural information requests. A big one this year is that we've published and promoted the City of Dural Economic Analysis Report, the 2024, the collaboration with FIU Metropolitan Center. Actually, we've gotten some very good press from that as well, as well as great response from several other cities here in Miami-Dade County that have come to us to ask about that report and how they can do something like that as well. We've published two biennial economic reports that we've produced in-house, participated in the Aspen Institute steering committees, a successful proposal to the Miami Foundation to implement the Miami Small Business Collective, a one-stop shop group of about 12 organizations here in Miami-Dek County. They got together as part of a national program, six cities around the United States, with big Hispanic business populations to find ways to help those populations in each of those markets. And in this market, we put together the proposal and the platform for the Miami Small Business Collective, which will now be housed under the Miami Foundation. This is a project that's been going on for a couple of years. We're very happy that we've brought this to fruition this year. We've participated in business education activities with many organizations, just some of them, our Google, the IDIS Center at Miami-Dade College, Miami-Based Site Foundation, Prospera, SBDC at FIU, and quite a few more. And we supported publication of some Dorao Business Special Sections in USA Today, the Global Miami Magazine in Diario Las Amedicas, which will be that one will be coming out soon. And of course, administer the spend local program. We now have about 230 spend local discounts on there and supported the best of the best campaign and the monthly campaign. So our objectives for this upcoming year will be to complete the Dural comprehensive portal for the PTSD grants for this year and to implement an online economic development post event report portal for each event. We'll be able to just put in the information and create a report. Automate a multilingual rapid response portal for foreign direct investment inquiries in English and in Spanish, in Portuguese. So we'd just be able to update it quickly with any specific information and be able to crank out a great response portal for any foreign direct investment inquiries that we receive from the Beacon Council or select Florida or an organization like that. Reactivate the Dorral Hotel Group Hotel group recording meetings with the local hospitality industry and the Greater Miami Convention of Visitors Bureau on board To expand and amplify info Dorault outreach to the Dorault community and To as did this as was discussed in strategic planning to determine some P3 opportunities With the revenue committee and stakeholder feedback. Those are main objectives for this upcoming year. And that's what we look to do. Thank you, Mr. Pila. Through the mayor. Yes. Are there any discussions on any new like sister cities? No, man. Not at this moment. Thank you. Thank you. Okay. We're moving on to the next one then. We will go to HR. I'm going to go ahead and see if I can read all of this. Good afternoon honorable mayor vice mayor vice mayor, council members, city clerk, city attorney, city manager, assistant city manager, CFO, Maria Jose, the HR director, and I'm gonna have a quick presentation for you all about us. The human resources remains with the same objectives. We are, the human resources department functions as a TGIC partner to all department and service to provide a full range of services that assist in achieving organizational objectives as they relate to employees, culture and productivity. Our mission is focused on developing and managing value-added human resources policies and programs and provide expert consultation services and solutions in an efficient and customer focused manner to provide our employees with the tools necessary to meet our customer and sneeze. committed to the fair selection of development over diverse workforce. Our services include talent acquisition, talent management, employee relations, employee engagement, labor relations, health and wellness, employee benefits administration, workers compensation, and safety, classification compensation management, workers management, organizational development, and learning, and legal compliance and litigation avoidance. That's a mouthful, but our organizational chart currently we have 11 positions. We're not acquiring any new positions and we have three vacancies. Our financials are budget increase and does do to the increase in the cola and the cost of living proposed and the increase in rates for testing and acquiring new employees and that's related to the number of positions and vacancies so it rotates. Some of the accomplishments for 2024. We completed the front light customer service training for all departments. The human resources partner with the police training personnel for and the police department and scheduled to 118 employees for the active shooter training during the month of April of this year. We also managed several wellness initiatives. The initiatives included the annual health fair, which we had the highest amounts of employees participating with over 175 employees, national and earned programs, on wellness, financial and professional developments, eyes on the job, and flow, which is the Florida licensing some wheel, which I am glad to say that they're back and they were here last week or they're here tomorrow. Sorry. The city also became the host for Miami Day Public School Summer Youth internship program. And last summer, we hosted six interns. And this year we hosted 10 interns, which has been a great success. It's been a great opportunity for both the students, the teachers and the employees. And those departments that also participated. We also completed the Compensation Study for the non-vargining personnel with evergreen solutions. And I have Mr. Michael Misari from Evergreen here. If you have any questions, I believe that the draft report was disseminated to all of you on Monday. So he's available if you have any questions on the actual study or how we're going to implement it. The goals for 2025 is basically a restructure of current recruitment and retention plan by the third quarter of the fiscal year, where initiating the attract software through NeoGov, which is the government jobs, and that's actually a candidate engagement software that attracts applications or accesses applications to other government agencies for similar jobs that we have. So we can engage employees and try to entice them to apply for the city of Toronto. We also increase the current wellness status by expanding the wellness program to public safety participation and to increase engagement and participation of the public safety employees with all the initiatives that we have and wellness. Develop a formal, written, standard operating procedure manual for various human resources department functions and also to make modifications to our current modification policy and provide supervisoryining to all first line supervisors for the next coming year. And another thing that we have is to enhance the current benefits plan by promoting flexible schedules within the second quarter of the fiscal year. That could be either a 4-10 schedule or a hybrid schedule for employees that are able to work from home. That is all I have and I like to take the opportunity to thank my team because truly they are the spokes in the wheel that keeps this place running. So without the girls, I wouldn't be here. So, do you have any questions? For me or from Evergreen on the study? I have a couple questions. Okay. Evergreen? Yes. Okay. I'll let him speak. They're just very quick. And I just want to confirm that according to the study, you found that the city's current salary ranges are slightly above the market average, right? Correct. And aggregate? We looked at two things with that. So one was the market average, which is what most organizations will look at as the first view of, where's our standard view of how do we compare it to other organizations. But then the secondary looked that we did was comparing you against the 75th percent out of the market. So taking basically an elevated look at where you looked and that's not something we have done traditionally in past studies. That was a new initiative that the cities looked at in this go-around for this compensation study. Right. So but currently the ranges are above the market average. By about 1%. So we would say in that vector, you guys are really at market average right now with when you know and you're about plus or minus 2% you're really covering around the average. Yeah. Okay. And the second question about actually on exhibit 2. The survey results. I think there's some positions missing right. So, that's a good question, a good Chancellor clarification. So, not every position in the city is benchmarked as part of this process. We use a subset or benchmarking process, so to speak. And what that's intended to do is be a representative sampling of the job classifications that you have here at the city that should represent all the various departments, job families and levels that you have. But it's not going to be the comprehensive list of every single one. And that's a standard practice. There's diminishing returns on adding additional positions, especially as you get into, say, subsequent levels of a job series or some unique positions, because the comparability of those jobs is a lot lower than staple jobs that are in every government organization. Okay. And then my last question on exhibit five the pay rate of sign and changes is that a recommended it is okay so those are ever green recommended back to the city yes got it thank you. Thank you so much. Thank you so much. All right. I think our final one is public first. Oh, procurement. That's right. Good afternoon. Mayor, Mayor, council members. My name is Jack. My name is Jack. I'm the procurement and asset management director. And I'll be brief in my presentation. So the mission of procurement and asset management is to ensure that the city has the resources that it needs to provide high quality services to its residents. So we manage the process by which each of the departments obtained goods and services necessary to perform the respective functions. And we do that in a transparent fair and ethical manner. This includes issuing solicitations, conducting market research, reviewing accessible contracts, approving agreements, purchase orders, agenda items, and facilitating negotiations among other things. The accomplishments we have listed here in fiscal year 24, essentially revolver on establishing this as a new department. We've updated various procedures to make sure that it's consistent with best procurement practices and is transparent. That includes our operating procedures, application forms, preventers, affidavit, quote, tabulation forms, purchase order maintenance forms, different forms, and standard trends and conditions. We've created policies such as degeneration acceptance policy and incorporated additional forms to ensure transparency. We've done vendor outreach with public affairs, for example, who organized the city of Dorauvenda Fair and have also participated in vendor affairs hosted by other local agencies to increase South Florida vendor registration and competition. We've conducted internal trainings with different departments to explain our procurement process, contract management, and those different processes. We've processed nearly 1200 purchase orders to date, valued over $49 million. And we've expanded the use of our Munis contract modules and started the process to engage or improve vendor access through Munis as well. So this is just a snapshot of our requested budget for fiscal year 25. We are requesting two additional personnel to properly support the user departments. And then we have two line items for one for professional services to request support for property acquisition services and line with our strategic plan to acquire affordable land and Then the other is contractual services were requesting $60,000 per procurement support services This amount is likely to increase prior to the first budget hearing since additional procurement support will be required due to my upcoming departure. And we are working with, I'm working very closely with the city manager to ensure that there's support. And you will be seeing an item coming in September for that. So this is the organizational chart on the left is what is currently in place. We have the myself, the director and then two procurement specialists. What we're proposing is to add a senior procurement specialist and a procurement manager for a total of five in the department. So currently we have entry- level roles for procurement, the specialist physicians and we're requesting more senior roles to provide additional expertise and support, and a path as well for internal growth opportunities for staff. So for next fiscal year, strategic goals and objectives under exceptional service, we're continuing to have courteous and professional services for our departments, businesses and residents, timely and efficient procurement support for all of departments, continuing the procurement training programs, and as we improve those processes, continue to train staff so that they're up to date, and also vendor outreach and training opportunities. For organizational efficiency and effectiveness we're going to have continuous improvement in procurement process. The Munis vendor access implementation, so we've already started, but once we get everything on board and have uploaded all the information that needs to be uploaded, then we'll have the capacity to have vendors actually go on there and start the process themselves as well, and then implement further the contract management module on units. And then on revenue growth, cost saving opportunities through strategic sourcing and procurement activities, continuing to foster competition to promote innovation and cost savings, and then developing and implementing strategies that promote revenue growth. And that's it. Are there any questions? Thank you, Jackie. Madam Mayor, before you move on, just I don't know if you caught it, she said it really fast. Jackie, this is her last council meeting she is leaving us. And one of the reasons why we're increasing a line item is because we anticipated, we anticipate having a difficult time finding a replacement. For care met professionals are a very limited field. So we've already started to try to find individuals that may be interested in joining our team, but we're hoping that we can cover ourselves at least with some professional services while we try to find a replacement for Jackie. But Jackie, it's been awesome. Thank you very much. And I kind of hate you because you're leaving. Through the mayor, if I may, I want to thank you. I think I speak on behalf of all departments. I don't believe that there's a department that has in dealt with you in one function or another. I wish you much luck and success in your new role with the City of Miami. I'm sure you're going to do a phenomenal job over there and I wish you the best. Thank you. Thank you so much. Just what's one I add. I got here, one of you. Thank you so much. Just what I want to add, you know, the minute I got here, you were one of the first persons to say my office, you are not only reactive, you're proactive and that's an awesome quality and I think you're for all your help and best of looking in the city, Miami. Thank you. Very kind of. I actually did miss that so thanks for me mentioning it. Thank you and for all the great work that you've been doing, and I'm sad to see you leave, but thank you for your professionalism and best of luck. Thank you. I'm not going to stay out of this one. You've been great. It's your time that you've been here. But we'll miss you. And you are always welcome to go back in my watch. Thank you for being here. And we'll miss you and you are always welcome to go back in my watch. Thank you for being here. Thank you. It's been an honor to work for all of you. I have nothing to say to you that I haven't already said. I'm not happy. But as good as people as we were gaining, we're losing. So thank you for your hard work and for everything that you've done for our city. I will miss you dearly, but I'll still hang out with you. Thank you. Thank you all. Truly appreciate the kind words. And it's been a pleasure working for all of you. Okay. Final. Public affairs. Okay. Good afternoon honorable mayor vice mayor council Mayor Council members, City Clerk, City Manager's Office and City Attorney, Maggie Forster, Communications Department. Okay so here we have our proposed organizational sharpness upcoming fiscal year. As it's been mentioned, economic development will be moving back under the City Manager's office. So we're back to a head count of nine full-time positions. This team works with overseeing the branding, social media events, film permits, community outreach, marketing, media relations, sponsorship, protocol, video production, and the website. I'm gonna go into some of the highlights of this current year that we're ready to close out. Our website continues to be the main portal for information for our city. In the past 12 months, we've had approximately 1.5 million views. Our top-visited pages, as always, building department, throughout Charlie and job opportunities. This is really useful information for us as we design our new website. I know all of you have had an opportunity to look at the new design. The goal is really a user-friendly experience with this new website that is accessible, informative, engaging, and service-based. So, we're currently working on the training and configuration portion of the project. We're expecting to launch beta testing in October with full launch by the end of this calendar year. So, we'll keep everyone abreast of those updates. Our social media continues to grow steadily. Our social media following is now at 85,000 plus. It's up approximately 12% from last year. To achieve increase in followers reach an engagement, we focused on creating fun and relatable reels and polls to inform our community and keep them in the know. We continue to leverage marketing and advertising opportunities, not only digital, but print as well. As mentioned, social media campaigns are very key to us. It's a great way to engage your community and have a really two-way conversation with our residents regularly. The Inside Dura monthly newsletter is a newsletter that we just launched in July. This came from our past strategic planning last year. The goal was to engage more with our email database and inform more about council initiatives, employee spotlight events, city improvements, etc. So this is in addition to the already existing weekly newsletter that goes out through emails, which is basically just now a calendar for the upcoming week. Print wise, we've been working to keep our trolley stop posters up. Those will be updated regularly with different campaigns. and mayors and flyers. Some of those mayors includes the quarterly one that goes out to all homes, inviting everyone to tune in and read our quarterly magazine. Special events this year. Several events have brought our leadership and community together to commemorate momentous occasions. Some examples include the State of the City Annual event, the vendor and business fair, which is also, it was the first time that went very well with part of one of the initiatives from strategic planning last year. We got great feedback from all the businesses and vendors and all departments really enjoyed interacting with everyone. Additionally, we hosted the Women of Focus event, National Day of Prayer, FreeB Senior Program ribbon cutting, and the Counselor and Sisters Cities Reception, which was a partnership with Economic Development. That was a very fun and colorful celebration. In the past 12 months, we produced over 180 videos to highlight and inform our community and all its stakeholders. As Edgar mentioned, Code Compliance Recruitment videos, one of our key projects that we worked on with them very closely. They came to us with a clear idea of what they knew to accomplish with this product and we worked very closely and we achieved it with a video that was very well received and I think yielded the results they were looking for. We also worked with Jane and her team for the Building Department Educational Series, which was a monthly video addressing different questions and processes in the Building Department to continue informing on their functions. Other videos included Dural Park Bonn updates, the best of the best winter highlights event recaps and special initiative promos. This was the first year of centralizing sponsorship through public affairs. By the end of this calendar year, we anticipate adoption and implementation of the new policy, code, and the creation of the new sponsorship book. These are some numbers from last fiscal year to this fiscal year divided among cash and kind and naming rights. Just a quick note, this fiscal year is an over yet. We still have a couple of events in the pipeline, so we can anticipate that over some. And then we are projecting for the incoming fiscal year, hopefully leveraging those naming rights opportunities at Dral Central Park. Strategic goals for fiscal year 2425. As far as revenue, we've continued with the same one from last fiscal year, which is increased city wise sponsorship revenue by 25%. Again, leveraging new assets to maximize income from naming rights opportunities. In regards to exceptional service, we'll be focusing on educational and informative videos on department functions. Continue standardization of processes and efficiencies, continue annual department vendor fare for businesses and residents. Continue with the mailing of quarterly postcard to Duralhomes with QR code for the phone newsletter, for businesses and residents. Continue with the mailing of quarterly postcard to Dural Holmes with QR code for the full newsletter. And continue informing and educating through unified and accurate messaging and of course, exceptional service. Some key operating budget highlights for the upcoming proposed budget. Our contractual services object code did decrease by 49,000 as a communications master plan and social media training was a one time budget item for that budget year. Printing and binding went up by 9850. This is mostly the funds for sponsorship print materials that was migrated from the parks department into public affairs. For other current charges, a pound increase by $21,900. This is to include all event expenses associated with the state of the city event. This includes entertainment, audio visual, things like that. And then operating supplies had a decrease of 1,600. As again, it was a one-time purchase for a camera for the department. So overall, we're proposing a budget in the amount of 1,348,605. That's an overall 11% increase proposed. Thank you for your time. I'm happy to take any questions. Okay, thank you. Any additional comments, questions, concerns? Madam Mayor or council members, in addition to the workshop changes that were discussed today, the first budget hearing change memo will also include housekeeping items with fiscal revenue estimates, finalized insurance cost estimates, and personnel budget updates to reflect the latest payroll. I want to thank everyone who assisted in the development of this year's budget proposal, including the department directors and all city departments. Special recognition is extended to the finance department for their outstanding efforts in the development of this budget, as well as managing the public dollars and trusted to be used in a prudent manner. Thank you. Thank you very much. All right, if that's all, then we can adjourn the workshop. Welcome to adjourn workshop. Okay, to join workshop. Motion to adjourn by Vice Mayor Puig Corby. Second by Councilman Biennidol on favor say aye. Okay, see you back in a little while.