Operation are 11 to 11, seven days a week. We like to be flexible. We're here every day. Come in and make your reservation today. Oh, yeah. Certificate right under your folder. Oh, sorry about that. Congratulations. Yeah, yeah, yeah. All right, if I can get everyone together so I can take a quick picture. All right, so we're going to have you right over here. Everyone, perfect. Perfect, perfect. Three, two, one. Three, two, one. Thank you. We will recess for about five minutes before we begin the City Council work session. At this time, I'll call to order the work session of Clearwater City Council for June 15, 2026. And we will move to item 2.1 on the agenda, which is presentation of our June service awards. First, I'd like to call forward Nathan Brigham from the Parks and Recreation Department. He's celebrating his 20th year with the City of Clearwater. So we'd like to congratulate Nathan for being here today and invite you up here to receive an award for your long-term service to the city. Citizens, I appreciate all the employees who dedicate their careers to the city as you have. And thank you for your service to the city of Clearwater. It doesn't say on the script that we have a reading, but here's a reading. I want to be able to say all the great things that you've done over the 20 years, so just bear with me for just a moment. Nate began his career with the city in 2026 after graduating from Auburn University with a bachelor's degree in horticulture. He joined the city as a supervisor of the contracts team under the mentorship of Mr. Brian McMurphy. In his role, he quickly developed expertise in managing the city's vacant properties, overseeing numerous medians and coordinating multiple contractors across a wide range of operations. Shortly thereafter, he assumed leadership of the spray team, helping ensure that the grass throughout the parks remained healthy and insect-free. Throughout his tenure, Nate has consistently demonstrated innovation and forward-thinking leadership by introducing new equipment and operational improvements that enhanced both functionality and precision in the field. One notable example is the Vortex, a machine still in use today that allows granular fertilizer to be applied directly between shrubs, significantly reducing waste and eliminating excess cleanup from sidewalks and other hard surfaces. Today, Nate oversees both beach and mainland teams, managing a staff of 40 full-time employees. His leadership responsibilities encompass the majority of the city's park system, excluding ball fields, as well as our world-renowned Clearwater Beach. Beyond his professional accomplishments, Nate is a devoted husband and father of two daughters. His wife serves as a managing partner at a law firm, and this year, his oldest daughter will begin her college journey at the University of Tennessee, an exciting milestone for their family. For the past 20 years, Nate has exemplified the city of Clearwater's commitment to superior public service and high-performing government through his dedication, innovation, and leadership. His ability to improve operations, mentor employees, and maintain some of the city's most visible and valued public spaces reflects a deep commitment to serving both our organization and the community with excellence. Thank you for your service, Nate. You truly make Clearwater thrive. In addition to your 20 years of service, Nate, thank you supervising all those employees, 40 full-time employees. That's a big job, and I appreciate the great work that you have done and continue to do. Thank you, thank you. That will move to the next one, which is presentation of the Employee of the Month Award for June of 2026. I'd like to call forward Michael DeCoter from Public Works, and this time it does say to ask the city manager to read the script. The 2024 storm season, it became evident that the Public Works Department needed to modernize its hurricane preparedness efforts. Under the leadership of Dan and Jeremy Brown, Michael has played a key role in developing new electronic system for assessing damage to critical infrastructure following storm events. From creating resources for employees, conducting damage inspections, and establishing standards for emergency operations center, GIS workflows, to automating FEMA reimbursement documentation, Michael has been instrumental in strengthening the city's storm response and recovery capabilities. More recently, the Public Works Hurricane Preparedness Team partnered with Chief Hood to expand these efforts across multiple city departments, offering additional support and exploring opportunities to implement the systems Michael and Dan have developed on a broader scale. Despite taking on these significant responsibilities, Michael has continued to excel in his regular duties, consistently delivering high-quality work and demonstrating exceptional dedication to the organization. Michael's commitment to innovation, preparedness, and collaboration has made the city of Clearwater safer, more resilient, and better equipped to respond to future emergencies. His efforts exemplify the city's commitment to superior public service by ensuring residents receive effective and efficient support when it matters the most. At the same time, his forward-thinking approach to process improvement and cross-departmental collaboration reflects the principles of a high-performing government, creating systems that enhance operational excellence and position the city for continued success. Michael, thank you for all that you do as you truly help make Clearwater thrive. Okay. Congratulations, Michael, and thank you for coming today so we could recognize you. That will move to the next one, which is to call Fire Chief Chad Pittman forward to introduce our new Fire and Rescue Department employees. Good afternoon, Mr. Mayor, counsel. Proud to be here with our eight newest employees. All eight of these just finished a very rigorous recruit training class, and they were all successful. So if you would permit me, before the swearing in, I'd like to read a short bio on each of them. First, Adam Alicia, at the very end. He is a Clearwater native. Adam graduated from Clearwater High School, and he previously worked for Sunstar Ambulance, and he's excited to serve the community that he's always called home. So welcome, Adam. Next is Will Bateman. Will was born and raised in Pasco County, and after high school, he enlisted in the U.S. Air Force, where he began his career as a firefighter. He previously worked for the Pinellas Park Fire Department, and he loves traveling, off-roading, and spending time with his new wife. Ben Bossom, originally from Ohio. Ben began his fire and EMS career in 2010. He is a veteran of the U.S. Air Force and a current member of the Florida Air National Guard. He's a graduate of the Ohio State University with a Bachelor of Science degree in nursing, and he previously worked for Manatee County EMS and Tampa General Hospital. Taylor Byrd. Taylor was born in Winter Park and served in the U.S. Navy for five years as an aviation structural mechanic. He previously worked for Dunedin Fire Rescue and loves to fish, cook, and spend time with his family. Joseph Davidson. Joseph is from the Outer Banks of North Carolina and graduated from the University of Tampa, where he ran track and cross-country. He spent seven summers with Kill Devil Hills Ocean Rescue. Corrin Gizo. Corrin was born in California but grew up in West Chase in Hillsborough County. He spent the last two years as a firefighter for Plant City Fire Rescue and is excited to serve the residents of Clearwater. Mike Shane. Born and raised in Dunedin. Mike grew up playing baseball and basketball and earned a scholarship to Florida College. He's excited to begin his first fire service job in his hometown area. Rashard Stevens. Rashard was born and raised in St. Petersburg and is a product of Gibbs High School. After graduation, he joined the U.S. Coast Guard, where he served eight years as a Bozeman to me. And I present you our eight newest firefighters. At this time, we'll call on our city clerk, Rosemarie Call, to give all of you the oath. I thank you, Mr. Artito. You solemnly swear that I will support, protect, and defend the Constitution and government of the United States and of the State of Florida and the Charter of the Laws of the City of Clearwater that I am newly qualified to hold office under the Charter of the Laws of the City of Clearwater. Thank you and congratulations, and Chief, you know, a couple of us attended the graduation ceremony. It's, I know that this is a very tight-knit group, you know. They all have become dear friends, and it's great to see that, not just the talent we've assembled here, but I know from talking with one of their fathers that one of the eight, his father told me that since he was a little boy, he's dreamed of being not just a firefighter but a Clearwater firefighter. And they all have stories that were told in that day, and their family members see them show up that are so important in supporting them. This is a great, great class that you've got here. So congratulations to all of you, and welcome to our team. Thank you for coming today. Thank you, sir. Thank you, sir. Okay, with that next, we'll move to item 3.1 and city manager. That's your item to present. Leadership briefing on Bloomberg-Harvard City Leadership Initiative. So just as a real brief update while we wait for Hunter to get up here, our Bloomberg-Harvard experience is the official consortium is getting ready to come to a close. However, certainly the lessons learned and the experiences that we're taught will live on way into our future. And as a result of it, we've got some really incredible projects that we're going to continue to work through and work towards as a result of this. This team has been nothing short of absolutely outstanding, incredibly dedicated group of employees that have spent a lot of time to see this project through. And so I certainly want to give them some credit, a lot of credit, for all of their efforts. Thank you, guys. Excellent. Good afternoon, Mayor and Council. I'm Hunter Carlson with the Office of Management and Budget. I'm excited to provide you all with a final leadership update on the city's participation in the Bloomberg-Harvard City Leadership Initiative. So to provide you all with some context of our identified challenge, the project topic that our team chose to undertake surrounds the experience that our customers have with the city's permitting services. The city has more than 20 individual types of permitted services, each with their own unique process and requirements. We acknowledge that the permitting process isn't just a regulatory one, but one which also carries real-life emotional impact that shapes how people experience our service. So the challenge we, as a city, experience today is one of increased demand from those we serve. As a team, we've heard from our customers and staff that some permitting processes can often feel full of unexpected hurdles, and that's why we're focusing on that experience to identify areas for improvement. And at this time, I will happily welcome up Allie Chandler-Bear to share more about our innovative approach of the project. Good afternoon. I'm Allie Chandler-Bear, and I'm the Interim Director of Public Communications. So as discussed in the previous presentation, our aim, which is our ambitious, impactful mission, is to ensure that by 2030, Colorado demonstrates ongoing excellence in service delivery through measurable improvements that reduce costs, increase efficiency, and strengthen public confidence in local government. So rather than jumping directly into the solutions and coming up with all of the ideas that we wanted to, we followed a very structured approach. So it started with design, talking to stakeholders, and then we moved into prototyping, which basically was just testing the idea without making any official investment. We heard from residents with a wide range of experiences interacting with the city, from frequent users to people who know our processes very well, all the way to some people who only engage with us maybe once in a year or so. A key part of this process was not just asking for feedback but bringing in a wide range of residents into the conversation early enough to actually influence the project. One of the biggest outcomes of this work is seeing that it doesn't just apply to one project. It can apply across the city. So we held several staff workshops where we invited staff to give us feedback on ideas and use techniques like Rose, Thorn, and Bud and Yes, And, which allow people to give constructive feedback. And we've seen this spreading across the city in public utilities. I think we saw it in Parks and Recreation, where they're using those techniques on their own projects. So it really has spread. And as more departments adopt these practices, we're creating a culture of continuous improvement. So with that, I will invite Rebecca now to speak about the impact we are beginning to see. Thank you. Good afternoon. I'm Rebecca Mulder. I am the Assistant Director for Planning and Development and one of the members of the Harvard Bloomberg program. And so I want to talk a little bit with you guys about what we learned throughout the long months that we worked on this program. So as you heard from Hunter and Allie, our team was working to identify opportunities to enhance services for our users, and we decided to specifically focus on our permitting experiences. So one of the biggest shifts that we had to work through was to change our mentality from a process-focused approach to a more experience-driven approach. And with that, we had to ask different questions. So instead of saying, is a process working, we had to ask, how does the process feel while somebody's using it? So through the interviews and engagements with residents and staff, we were able to identify seven key insights from those interviews and experiences that help us identify pain points, where our services are working, and how people are experiencing those processes as they move through them. One of the key insights that we developed was that inconsistent paths can erode confidence. And what we mean by that is that while a process may work, and we did find through the interview process that people were overall able to get through a process. It does work. But with varying methods of implementing processes across different departments and through different functions within the city, some of those disconnects can erode confidence that users feel, and there's a disjointedness. And so those inconsistent paths can be something that we need to work on. When we developed the seven insights, we not only – the way we did that is by all of the user input from staff and residents, we identified key areas that there was a repeat theme. And then when we did that, we not only identified that area, but then we implemented what we call a how-might-we statement. So in that how-might-we, how can we translate what we're hearing into an objective that then gears how we're going to move forward and implement meaningful change? So if you take the inconsistent paths of road confidence, in that we would propose how do we make people feel like interacting with the city is so seamless that it feels like self-checkout at Publix. We want it to feel user-friendly, easy to navigate, and so those are kind of the way we've changed our process and thinking. And I think that's really impactful as we move through the process. So we began not asking whether the process works, but whether it feels clear, consistent, and supportive for our users, our residents, and our staff alike. So this helped us frame that problem. Everyone here that's standing above you, they're result-driven workers. They identify a problem and want to resolve it immediately, look for a solution. And we had to slow down. We had to listen, throw out assumptions, and then work with the information we're given. And I think that was a very meaningful exercise through this program. This led to instead of assuming every solution requires brand-new operations and complete change in process, instead we looked at technology, communication options, and small operational adjustments that can create meaningful impacts for everyone. And from there, the team used those seven insights to shape the next phase of the work, which was to identify some strong initiatives to then move forward. And from those initiatives, we began working on prototyping. And prototyping, we started testing those, really engaging, and I thought was quite a fun activity, hands-on activities for staff and for residents to kind of feel what we heard, and are we translating that correctly based on what you provided? Are we getting it right? And so I think that was a really fun experiment for everyone, and we're looking forward to those next phases. And with that, I'm going to turn it over to Lieutenant Hastie, which is going to talk about the prototyping and where the group's going to go moving forward. Thank you. Good afternoon, Council. I'm Lieutenant Meg Hastie, and I'm excited to tell you about the prototyping phase of our project. You've already heard the team collected over 1,200 ideas from city staff and stakeholders on how we could make improvements to the permitting process and the experience one has when interacting with the city. After our interviews and resident sessions, the focus became less about the permitting process specifically and more about the experience of interacting with the city. From the seven insights Rebecca spoke about, the team began to explore solutions and generated nine possibilities to bring to life during prototyping. After seven months of research, compiling data, and brainstorming, things were starting to take shape, and we were eager to move forward. However, the enormous undertaking of prototyping began to set in, and we felt like we needed some assistance for this last phase. Five new city staff members were recruited to assist in bringing us across the finish line, and the new ideas and amazing energy were just what the team needed at this point in the project. As an aside, I just wanted to note that bringing on additional team members at this point in the project was something that the Bloomberg-Harvard City Leadership Initiative has never done before, and they are now looking to implement that in every project going forward. Even with our new team members, we knew that we could not prototype all nine ideas at once, so we brought it to a vote. We sorted the ideas from practical ideas to bold ideas and tried to get one from each side of the spectrum to start. The two ideas we believed we could bring to life would create... Oh, sorry, I forgot my PowerPoint. I got so excited. The two ideas the team believed we could bring to life and would create immediate impact with city staff and stakeholders were, Can I Do That and Access Granted? I think part of the fun was creating the names of these. Can I Do That and Access Granted were generated based off feedback received when attempting to seek answers from the city on permits, projects, or regulations. We heard that folks received different answers to the same question when posed to different departments, making the process frustrating and the requirements unclear. One city employee stated, Quote, They get a lot of phone calls by contractors and people because other people just don't know the answer. A resident told us, Quote, I still think the city is like, It's daunting to try to figure out. If you don't live it and breathe it, you don't know what department you need to reach. Statements like these resonated with the team and reinforced our commitment to make positive changes. Attacking prototyping, the core teams split into two and began to prototype these concepts so that we could test our ideas with staff and stakeholders once again. Both teams decided a card sort prototype would be the most effective. Throughout this program, goals were set for us to strive for and the prototyping phase was no different. The goal here, set by the Bloomberg Harvard City Leadership Initiative, was to prototype two ideas and hold a minimum of six individual prototyping sessions. We took this goal, of six individual sessions with a smile and a nod, and we ended up holding 39 individual sessions. We said, Go big or go home, right? We wanted feedback on our ideas from as many people as we could get in front of. Those that participated in the prototyping were excited to contribute and have their voices be heard. We heard over and over how grateful people were to be able to help create something meaningful and offered continued help throughout the process. The feedback gathered throughout the prototyping session was used to continue the build of these ideas, increasing the fidelity of each prototype, retesting, and refining with each round. Our work does not stop just because the Bloomberg Harvard City Leadership Initiative has concluded. We will continue to work on our two-prototyped initiative and look forward to moving forward with others. By the end of July, we will have finalized our portfolio to include an implementation schedule. We will begin meeting with city leaders across city departments to discuss forming implementation teams that will further supplement the core team and help facilitate the rollout of completed initiatives. The team will continue to work towards our goal of executing all nine initiatives within the portfolio by 2030. Finally, I'd like to extend our gratitude to everyone that's been involved with the project so far. To you, Mr. Mayor, Council, our city manager, assistant city managers, our senior leadership and staff, as well as our residents in the community, without the support from you all, the contributions and hard work of our core team members and the success of this project would not have been possible. And I'm happy to answer any questions if you'd like. Any questions from the Council? That's from Menino. Go ahead. Not a question, just a couple comments. Thank you. And what a great team you put together. You and our leadership team, not only is this an extremely bright group, but we all had the opportunity to jump into several exciting lessons. And I think we quickly all realized that beyond just the talent in the room, there was an extremely high amount of shared love for our team at Clearwater and for our city and your passion for our city and how to improve it and how to push it forward and make it better so there was no questions about that. I think we had the easy job of just randomly showing up to a couple sessions, but I think I commend you on all the time that you and the group put into it. I don't think you knew on the front end it was exciting to be appointed to such an initiative, but you might not have known what you were actually getting into. But great job and look forward to 2030 and executing all nine of your bold initiatives. So congratulations. Congratulations. Thank you. Thank you. Councilor Tichetta. I will never forget that day. The first time I went, I was, I think, I was very tired and I was like, oh, I just could, hope I could just sit this one now, just be an observer. And then I walk in and I saw those sticky notes and I'm like, nope, that's not going to happen. And then within 10 minutes, the vibe in the room, the energy, had me all competitive. I don't know if you remember, but I went, I doubled down. And at the end, I was like, what a magical experience to see all that energy and all the brain power and all the creativity in one room. And I thought it was so innovative, especially in a government sense. You know what I mean? And so I was so impressed with all of you in the way that you stepped out of your role and became, I don't know, I guess advocates of being progressive and creative and I've been so impressed ever since in all the steps that you've taken and I think the results will show. So I want to thank you so much for engaging and committing to all this extra time and I appreciate it and I think the city will too. Councilman Rolper. Yeah, I want to thank you too. You know, when I first came into the first meeting, I'm like, what is this about? Because with the sticky notes and I'm like, the second meeting I went to, it all came clear that it was a way to pull things out of, you know, out of your mind and ideas, it seemed to gel better and thanks to you, I mean, you guys had great groups because we all kind of moved around to different thought patterns and it ended up I had a whole different way of thinking about it at the end. So thank you for sticking with it and working so hard with it and I look forward to seeing the results in the next few years. And I guess I'll wrap up from my end, Council's in. So for the public, how this works is we were invited to participate and so I ended up taking two trips, one at the beginning and one at the end, all paid for by Bloomberg Harvard City Leadership Institute and the city manager and city manager Slaughter took a trip too. So in addition to this initiative, we all had other networking with 45 cities from around the world and it was a great value completely paid for by Bloomberg Harvard to do all this. But I can tell you that and former mayor of New York City, Michael Bloomberg, of course, he's a very wealthy man but he doesn't have to spend it on this in cities and so we thank him and his institute for sponsoring all this, paying for all this program we've been through. but to this group I just want to say when you go as the three of us did to these meetings and they're on us when we're at these meetings about, you know, on the front end about what are you going to do with this, how are you going to leverage, we're investing in your city, how are you going to use these resources we're providing, there was some pressure on this and I want to say compliment the city manager, assistant city manager Slaughter because the team, they put you all together and I told, I had a wrap up meeting there in Boston here a couple months ago, I could not have raved more about your group. We found, and I compliment the city manager and her team for doing this, we found an incredibly talented group to do this. You all had just crushed it, knocked it out of the park and the energy you brought to it, I'm sure there were some people because it was competitive that didn't make it and this is any slight to them, there may have been others who would have contributed to the team and done just as well as you all did but the ones that were selected, you all made me so proud as a mayor to go to the wrap up, share with them what you've been doing and thank you for doing all of that. All of you through your hearts and I told them, boy, they really are into this, they really have seen the benefits of this and have enjoyed it and it is really going to do great things for our city for years to come so thank you for doing that. One of the slides you showed that probably is the most important is when it was on the next steps and you had three steps in the follow up after this, yes, this one here, I got to ask a lot about that because they want to make sure that this amount of money they've invested is really going to make a long-term effect on the cities that they invest in and this is perfect, this is exactly what they want to see and also want to, again, I think third or fourth time now compliment the city manager or team for putting this team together but the other thing that made, I think, will make this a successful long-term project is you're all from different departments and so it really, one of you just said this, you can take what you have learned back and spread it throughout the city, some of these ideas and innovation and hopefully that will happen. All of our departments across the city will follow your leadership on this issue and try to make our city more innovative and better serving the public than it's ever been. And last thing before I move on, thank you for engaging the residents and I've been struck and maybe others have too about, you know, how, you know, sometimes, even the five of us, you know, we hear a lot from citizens but sometimes we don't hear from those citizens that aren't the loudest and, you know, diving in and really talking to folks about what are some of your experiences, kind of understanding how they feel when they're trying to navigate permitting, that's really important and some of the things you shared about Watch and Learn are important for our city as well. So, with all that, thank you. Fantastic job. Appreciate all of you. You've done a great job and on behalf of our city, thank you for your commitment and serving and leading on this important thing. Thank you. Mayor, if I may, I also, and I know you all feel the same way I do about that we had amazing coaches in Micah and Alexis and what a perfect fit for us and how they motivated and could lead a team like ours that is so talented and problem solvers through this process and hanging in there with us and you guys should be really proud because you all impressed the Harvard Bloomberg team and that's a major compliment. So, again, well done. Thank you. Congratulations. Thank you. Pat, we'll move to item 4.1 on the agenda. Approve the six amendments to contract for sale of city-owned vacant land between the city of Clearwater and Lake Bellevue Development LLC for real property located at 1454 South Martin Luther King Jr. Avenue. Good afternoon, Council Mayor. My name is Dylan May. I'm the housing manager. This item relates to the development of the city-owned property located at 1454 South Martin Luther King Jr. Avenue. In 2022, Council selected Habitat for Humanity of Pinellas County and Clearwater Neighborhood Housing Services through RFP 43-9 22 to develop the site as a 24-unit mixed-income owner-occupied townhome community. The project will provide 12 units to households earning up to 80% of area median income and 12 up to 120% of area median income. The city's contribution includes the donation of the property valued at $525,000 and a direct subsidy of $357,585 for a total city investment of $882,585. The city will also utilize $384 in ARPA-based funds to provide grant funds for solar and EV charging capabilities. Since the contract approval, the project has experienced several delays due to unforeseen development challenges, hurricane-related impacts, permitting and planning requirements, and financing coordination. Pinellas County has approved $1,015,025 in funding for the project. They did that back in February 2025. That helped to close the financing gap and kept the project moving forward. Council did approve a Fifth Amendment which extended the closing date to June 30, 2026. It also assigned the contract to the developer's special purpose LLC and provided additional protections for the city should the project fail to meet contractual obligations. The developer is now requesting an extension of the closing date to October 30, 2026. This is to complete financing arrangements and finalize operating agreement negotiations. No additional city funding is being requested as part of this amendment. Staff recommends approval of the extension to allow the project to move forward and bring these 24 affordable and workforce homeownership opportunities to the community. With that, I'm happy to address any questions. Any questions on this agenda? That's for Robert. Not a question, just a comment. You know, we've talked about affordable housing for so long here in the city and I just wanted to make a comment that really for a developer, to attract a developer to do it, it takes a boatload of partners and sometimes, almost all the time, they run into roadblocks and things like this so I'm fine with extending it. that gives us more of the units that we really need in Clearwater and I'm excited that this is going to happen. Any other comments? Do we have consent? Yep. Do we have consent on agenda item 4.1? Thank you. Agenda item 4.2. Declare a surplus of a list of certain real properties owned by the city of Clearwater, approve the transfer of said properties to the city of Clearwater Community Redevelopment Agency and authorize the appropriate official to execute same. Good afternoon, Mayor, City Council, City Manager, Assistant City Managers Battle and Slaughter, other respective members of the dais. This item is a strategic transfer of redevelopment properties to the CRA to align our ownership with redevelopment and implementation responsibilities. Those properties include Gold Street, Gould Street, get me from pronouncing that wrong, Park Street, which is 525 Park Street, 618 Drew Street, North Garden Avenue parcels, we have Gold Street parcel, Washington Avenue parcel, South Madison Avenue, and then South Fort Harrison Avenue, the Pierce Street parcels, Chestnut Street parcel, Court Street parcel, all on the list. Collectively, these properties represent strategic redevelopment assets within the CRA boundaries, transferring them to the CRA will certainly align ownership and redevelopment responsibilities, improve coordination, support adopted redevelopment goals, and positions these sites for future investment while maintaining full public oversight and transparency. And if you have any questions, I stand ready to answer them. Any questions on this agenda? Thank you. Thank you. Jen, I'm 5.1. Annual comprehensive financial report for fiscal year 2025. Good afternoon. Monica Mitchell, Assistant Finance Director. This item is for the presentation of the city's audit report for the fiscal year ending September 30, 2025. I would like to thank all of the controllers and senior accountants throughout the city who prepare the financial statements for the respective funds, especially those who stepped in at the last minute to fill in for vacant controller positions, as well as the support staff who contributed to this effort. And again, I'd like to present Lauren Stroop, a partner with Cherry Breckert, to give the audit presentation. Hello. Good afternoon. My name is Lauren Stroop, and I'm an audit partner with Cherry Breckert, and I'm pleased to give my report to you today. So this is just a brief agenda of what we're going to cover, but really what I'm going to go into is the nature, the timing, and the extent of the audit results. As I warned you, I'm a better auditor than I am a presenter, so if I start going too fast, just let me know. This is your client service team. I served as your engagement partner, and Brian Liffick served as your second reviewer, meaning he did a cold review after me and my team completed our audit. He went in and ensured that everything was up to par. All right, probably the most important side of the audit, so we did complete our audit of the city's ACPR, and we issued our opinions dated March 31st. We issued unmodified opinions on your financial statements. In order to do so, we covered generally accepted auditing. We followed generally accepted auditing standards, which require us to plan and perform our audit and then communicate the results to you today. We follow a variety of different standards when we complete this audit, including government auditing standards, and we'll go into that in a second. We also completed this federal and state single audit, chapter 10.550, roles of the auditor general of the state of Florida, and then an unmodified opinion on your compliance with investment policies here in the state of Florida, so a lot on this slide, but essentially you have all clean opinions. The government auditing standards opinion, though, we do have one thing that we need to discuss. There were no material weaknesses noted, but there was one significant deficiency. A material weakness is a deficiency or series of deficiencies such that a material misstatement might happen in your financial statements and not be caught in a timely manner. A significant deficiency is a step below that in severity, but still warrants the attention of you to those charged with governance. What this one had to do with was there were some amounts that were requested under FEMA, so both revenue and AR was recorded. However, these amounts were covered under an insurance settlement, so that should not have been previously recorded. As I mentioned, we did complete a single audit. These are the federal and state programs that we tested. There can be up to 14 different compliance requirements, and we look at both compliance and internal controls over those compliance for all 14 of them. We are pleased to report that you have a clean or unmodified opinion here, meaning that we did not have any issues with compliance or internal controls over that compliance. I am pleased to report that there were no corrupted misstatements, meaning me and my team did not have to suggest to management that an entry be made in order to bring your financial statements in line with GAAP or generally accepted accounting principles. There was one uncorrupted misstatement, and that has to do with the significant deficiency that we previously discussed. Because these amounts related to a prior year, you could have restated your financial statements for that. The uncorrupted misstatement was simply to do that as the amount was run through the current year and expensed. I would like to state that your ending net position is exactly how it should be. Just some of the qualitative aspects of the accounting practices. If you are like me and you are super fun, you can look at note one to the financial statements that discusses all the accounting policies that the city uses. You did adopt a couple different new standards. One did impact your financial statements, and that covered compensated absences, and that just really put in apples to apples with everyone who has compensated absences regarding how they were recorded. We did not know any inappropriate accounting policies or practices when we completed your audit. We are not aware of any significant related party transactions or relationships, and we did not find any during the course of our audit. The only significant or unusual transactions that we had in 2025 really related to the hurricane and all the transactions that went along with that, including the FEMA reimbursement and then that large federal program in your single audit. The financial statements are not all just hard numbers. Inherently, there is a lot of management judgment and estimate that goes into creating them, and that is just a byproduct of producing gap financial statements. As you can imagine, I spend a lot of time looking at those significant estimates and ensuring that they are fair in relation to the financials as a whole. This lists out all the ones that we took a look at, but again, we did find those of all of the key factors and assumptions within them, and we found them reasonable in relation to the financial statements as a whole. We do believe the financial statement disclosures are neutral, consistent, and clear for the reader and user. As your independent auditor, it's highly important that we retain our independence, and we are independent of the city. We do perform a non-attest function for you, non-attest simply means non-audit, and that is filling out the appropriate sections of the data collection form, that's kind of required by your federal single audit, and assisting with the preparation of the EMS report. In all cases, you have folks in management who take responsibility for those services. Just some other required communications, I'm pleased to report that we did not have any difficulties or disagreements with management. They were wonderful to work with. Every time we had a question, and they can attest, we had quite a few. They made sure we got an answer any time we needed support, we got that as well. I did not have to consult with anyone outside of my engagement team to complete this audit. We did receive a representation letter from management, which was dated the same day as the report. Basically, it just says that everything that they told to us or provided to us was true to the best of their knowledge and belief. To our knowledge, management did not consult with accountants outside of us, and that would only be relevant if the entire reason why they were doing a particular accounting treatment was because ABC firm told them to. We just want to make sure that we got the same information and hopefully get to the same conclusion. We do not audit specifically for fraud or illegal acts, but as I'm sure you can imagine, we have a heightened sense of awareness of that as we complete our audit. We refer to that as professional skepticism. But as of the date of this presentation, we are not aware of any fraud, illegal acts, or violations of laws that we need to make you aware of today. We are not aware of any events or conditions that would indicate a substantial doubt about the city's responsibility to continue as a going concern. Because you issue that act further, there are a lot of pieces of it that are not the basic financial statements, which are the financial statements themselves and the notes too. This slide just kind of goes over what our responsibility is related to the different pieces. I'm always talking about the past, but in the future, you're going to implement GASB 103 and 105. We'll work with management on that. There will be a change to your management discussions and analysis, but there will not be a change in how things are recorded. And with that, I will be quiet and answer any questions that you might have. No questions. Well, you did a wonderful job. Actually, we like boring audits. That's what everyone says, yeah. Thank you for going through the detail with us today. Of course, any time. And we serve at your pleasure, not just now, not just when we're doing the audit, but year-round. So this is my information. If there's ever a question, I'm happy to help. Thank you. Captain, there's item 6.1. Authorized purchase order to Trihedral Engineering Limited doing business as Trihedral Inc. of Orlando, Florida for supervisory control and data acquisition. Good afternoon, Mayor and Council. I am Jeff Elliott with CGS Energy, formerly Clearwater Gas, and I'm here to request a skate upgrade. We're piggybacking off of 7-25 RFP. This is a supervisor data and control acquisition software. This is an upgrade. It's in the total amount of $11,310. And with another $2,000 for nine years after the fact. Any questions? Questions on this agenda? Not that we have consent. We have consent on 6.1. Thank you. Thank you, Mayor and Council. And item 7.1. And then Chapter 30, the Code of Works is Traffic and Motor Vehicles to Modernize Parking Operations, Update and Ports and Procedures, and Revise Related Fees, and Pass Ordinance 9909-26 on First Reading. Good afternoon, Mayor and Council. This ordinance updates the city's parking code to reflect current parking operations and technology. The proposed changes allow for mobile payment platforms, digital parking permits, electronic responses to parking citations, and other administrative updates that align the code with how the parking system actually operates today. The ordinance also updates parking fines and certain administrative fees. Most parking fines have remained largely unchanged since 2005. Staff found that in some circumstances it can be less expensive to receive a parking citation than to legally park for the day. The proposed adjustments restore the intended relationship between parking rates and parking penalties and help encourage compliance with parking regulations. I'm available for questions. I'm sorry. I don't need to say that. It's not picking up as well today. Don't need to repeat that. Any questions on this? We're just coming forward with the current technology of today's society, right? Right. Some of our existing regulations talk about pay and display. Right. We got rid of that technology years ago. So it's talking about mobile payments and that kind of stuff. Okay. No questions? Thank you. Thank you. Move to Jim. I am 7.2. Approve supplemental work order number two and increase to the purchase order with Driggers Engineering Services, Inc. for additional geotechnical inspection construction materials. Good evening, Mayor, Councilmembers, Marcus Winston, Public Works Director. This is associated with the Osceola Parking Garage. These are on-site geotech folks that are out there. The drilled shafts that are going in are taking a little bit longer, so this keeps our independent third party geotech folks out there inspecting what's going on to make sure that the shafts are going in how we want them. And they also provide a bunch of the documentation on how they're doing it. Also in there is a change order, it's a rather large change order that was shown in there. We're not ready to bring that one forward. We think that one has some significant items that we need to address with them, as we're definitely not on the same magnitude of changes. But we just want to make you aware that was out there. We're starting to negotiate with the contractor now. Don't want to go into too many details. We prefer to have those negotiations with them, but just want to make you aware of that one. So, stand by if there's any questions. Okay. Any questions on this? Councilman Robert. So, North Beach, north of Acacia and Mandalay, they've cut across the road, I don't know, every 50 feet or whatever, and they temporarily put a patch back over it. But if you're driving, I mean, you're going over these bumps. Is that going to be repaved at any time soon, or are you going to wait until this, the bigger project with the drainage pipes going in happens? So, they were out and did some work again. I thought they've already been back out there. They cut a section of that out, and they went back through. I'm Mayor Dan Slaughter, City Manager. I believe that's a utilities project, so let us get with utilities and get back to you if it's okay. It's not a workforce project. Yeah, and I was just going to recommend, when they do pave that area of Mandalay, do something with the ground about on Acacia, because it's all over the place. I don't know. I can't imagine the drainage even working properly there. I think we've paved it twice since I've been Assistant City Manager. So, we've had a little bit of difficulty in getting the subsurface to remain stable, but I'll get with utilities to see where they are now. And I'll double-check that. They've come back out after spring break. That's why I thought they fixed it, but if we're having issues again, we need to go back out and see if we've got some compaction issues or something. Any other questions on this agenda item? If not, do we have consent? Yes, we have consent. So, we will move to agenda item 7.3. Approve a professional service agreement and purchase order with Mark Taylor, Inc. to provide owner's representative services for the Phillies Bay Care Ball Field Improvements Project. Good afternoon, Mayor. Council members, Marcus Williamson. Excited to bring this one forward. So, this is our owner's rep for the Phillies. We had 14 different respondents. That's just a little bit of the experience that Mark Taylor has. So, a lot of big names that are out there, they're just coming off the Roger Dean work over there. Had some challenges much similar to what we're going to be going through with trying to keep the stadium operational for the spring training time frames. They did a lot with permitting, which we're really excited about because that's one of the things we wanted to make sure we're doing everything we can to get the permits through the process. So, this item's the first kind of scoping. We really need to roll up our sleeves with the Phillies, make sure we fully understand what the scope and schedule are going to be so that we can wrap how we're going to help support the effort, make sure that the permitting side of things is going to work with it. Also, ensure we're doing some of that fiscal accountability. So, this gets us started. This gets us through that first window. We will ultimately have to come back, but we need to get through this first one so that we can get our arms around what the full request is going to be with them. But, again, excited, pretty experienced firm out there. Okay. Any questions on this one? I got a question. Thank you. No question about the experience, that's for sure. That list says it all. Nor do I question, and I do recognize the vital importance of an owner's rep representing this project, and it's an absolute must. And I'm in support of this. My question is, does us approving this, does that lock us into any inflexibility that we're hoping to in terms of sharing this financial responsibility with the overall project with the Phillies and county? I'll go ahead and take that. No, it doesn't. And we are still in negotiations with the Phillies as we work through the construction and the actual contract details, and so this is a conversation we're continuing to have with them, and we will certainly keep council posted. This would be, should those conversations not be effective, we would be on the hook for the cost. So just to make sure that part is clear, because we would be entering into this agreement. But our goal is that it will be a part of the project. Thank you. Thank you. Any other questions? Do we have consent? Do we have consent on agenda item 7.3? Thank you. Item 7.4. Approve a purchase order increase to Broaddus and Associates, Inc. for professional services related to the Public Works Department program. Good afternoon again. Mayor, council members, Marcus Williamson, Public Works Department. So this one really helps us with a lot of the estimating scheduling and some of the training support that we need. We've seen tremendous benefit as we've gone through some of these projects with the front scoping. So if you take City Hall, we're over $4 million in cost savings that we've driven through with some of these efforts. Osceola Garage, when we awarded it, we got $3 million off of what was that GMP initially as we went back out. So we're seeing tangible benefits by spending this little, the return on investment that's coming back is pretty significant. They're helping us a lot with the schedule too, holding the contractors accountable on the schedules, asking them some of those tough questions of, you know, how can we pull some of these schedules back, helping explain to them how they've got skin in the games that, you know, part of the issues that were caused were there. So we view this as a very valuable tool. We're also recognizing as we've started to fill out our staff a lot more, we've got some training that we need to do with our staff to help educate them on here's ways you negotiate change orders, here's ways that you properly scope the project. So there's some funds in there to help educate our staff also. So standing by if there's any questions. Okay. Questions? Not questions, just comments. I just appreciate all that you're doing. I mean, it's very obvious that there's a benefit to the city and I wanted to formally thank you for it. Thanks. Any other questions? Do we have consent? Yeah. We have consent on 7.3. Thank you. Agenda item 8.1. Authorized to purchase order to Allen J. Automotive Management Inc. Allen J. Fleet Sales of Sebring, Florida for one 2026 Ford F-450 Super Crew Cab. Mr. Mayor, Council, good evening. Clear Fire Rescue is requesting approval to purchase a new vehicle to replace Rescue Medic 45. The total cost is $109,423. This includes a 2026 Ford F-450 Super Crew Cab chassis, competitively procured options, and specialized emergency service equipment. The vehicle and options will be purchased through an existing government contract used by the city of Tallahassee. The total purchase cost includes custom equipment, including storage compartments, shelving, lighting, paint, and other components required for rescue operations. Purchasing and installing this equipment during the vehicle build is the most efficient and cost-effective approach, helping avoid additional labor, warranty issues, and service delays. Due to the extended manufacturing schedules, delivery is expected approximately 24 months after the order is accepted, and no payment is required until the vehicle is received. The purchase is included in the city's capital improvement plan and will be funded through the anticipated Pinellas County EMS tax reimbursements. I'm available for any questions. Any questions on this agenda? If not, do we have consent? Yes. We have consent on 8.1. Thank you, Chief. Agenda Item 9.1. Authorize an increase of purchase order with Acela, Inc. for the addition of open counter customer service module, user licensing, a permitting hub, and professional services support. Good afternoon, Mayor and Council, David Pearson, IT Manager. This item is to request an increase to the purchase order with Acela in the amount of $513,078 for buys, not to exceed a count of $2,805,826. This increase is being requested to add Acela's open counter product. Open counter is being added in support of our Bloomberg Harvard project, specifically the Can I Do project idea. Based on our extensive research and interviews during the Bloomberg Harvard program, we found Acela users frequently struggled to find all necessary permit information as it relates to their unique project and what will be required. Open counter is intended to improve the customer permit experience by offering homeowners and businesses a guided permit navigation tool along with cost estimation features and checklist style requirement summaries. Users can select their project type, answer clarifying questions, and get a summary of what will be required. In addition to open counter, the increases being requested to add 10 additional Acela user licenses, e-permit hub enhanced reporting services, and $250,000 of professional services fees. With that, I'd have to answer any questions. Any questions on this agenda item? If not, do we have consent? We have consent on 9.1. Thank you. Agenda item 9.2. Authorize a purchase order with Trimble, Inc. for computerized maintenance and management system software. Mayor, Council, Dan Mayer, IT Director. This is a renewal of our annual licensing for Trimble, which was formerly referred to as CityWorks. It's our asset and work management solution. We completed phase one of the project for all of utilities, and we increased the license count there, and we'll be bringing forward an item in the next month or so for phase two, which is public works, to do those sections of those operations. So, I'd be happy to answer any questions with regard to this licensing. Questions on this agenda item? None. Do we have consent? We have consent on 9.2. Thank you, Mr. Mayor. Thank you. Gen item 10.1. Authorize a change order and increase of the purchase order with Razorback LLC for additional rehabilitation services. Good afternoon, Mayor, Council. I'm Mike Flanagan, Public Utilities Director. I'm requesting authorization for a change order in the purchase order with Razorback LLC for the R01 dual media filter rehabilitation in the amount of $271,800, which increases the total contract to $1,325,930, along with a 20-calendar-day contract extension with that as well. Essentially, there was some unforeseen challenges that were likely associated with a prior project that happened back in 2008. This had nothing to do with the contractor. However, the media went into an area where it wasn't intended to go, so we have to remove that media and be able to replace that media in filters one and two. So that's the challenge that we face, and that's the reason behind this. It's tied to high-performing government by systematically maintaining critical public infrastructure to ensure long-term efficiency and reliability of our water treatment operations. I'm happy to respond to any questions that you may have. Any questions on this agenda? If not, do we have concerns? Send on 10.1. Thank you. Agenda item 10.2. Approach a work order to Mead and Hunt, Inc., for design and construction and engineering services for the ROI, or for the R01 asset storage and feed system. Good afternoon again. Mayor and Council, Mike Flannan, Public Utilities Director, requesting approval of work order for Mead and Hunt, for design and construction and engineering services for the R01 asset storage and feed and feed project in the amount of $482,028 in pursuit of the RFQ 34-23. It's a 428-day project addressing operational scaling and fouling issues that currently require replacement of 186 cartridge filters weekly at an estimated cost of $1,356. It's funded by revenues from the Water and Sewer Utility Enterprise Fund. This action aligns with our strategic priority of high-performing government by focusing on maintaining public infrastructure through systematic management efforts to optimize city assets and resources. I'm happy to respond to any questions that you may have. Any questions on this agenda, Adam? Not to react to consent. We have consent on 10.2. Thank you, sir. Thank you. Agenda item 11.1. So, Council, 11.1, it's a city attorney item. It's to approve the First Amendment to a Legal Services Agreement with Bryant-Miller-Olive. In April of this year, I hired Bryant-Miller-Olive to serve as a consultant involving the Save the Garden petition. Pursuant to the procurement code and the procurement manual, I'm authorized to approve legal services agreements up to $100,000. In May, a complaint was filed against the city involving the Save the Garden petition. So, I am asking for approval of this item, which adds litigation services to the contract and also increases the amount up to $100,000. Now, in terms of the amount up to $100,000, that, I would say, is more of a standard amount that the former city attorney frequently used dating back to last year. And the city code requires that any type of litigation matter is approved by council, which is why I'm seeking council approval. The agreement is exempt from bidding pursuant to 2.5631G. And I hired Bryant-Miller and Olive. They have represented the city on and off for the last 20 years. They have offices in Miami, Tampa, Orlando, Tallahassee, and they specialize in local government hall. Okay, any questions? None? Do we have consent? Yes, we have consent. On 11.1, 11.2? 11.2 is a second reading. 11.3 and 11.4 are also second readings. I do have some questions that you raised. You talked to us about the attorney general's letter, or opinion, opinion. And I just wanted to go further into that, if you would, just on the difference between that, his opinion, and determination by a court. And I'm asking these questions, no disrespect to the attorney general. Somehow that came through prior times I've asked questions. I like the attorney general. He's a great attorney general. I have had conversations with him here recently. He does a great job and certainly respect his opinion and the weight of his opinion. So the questions I'm asking are just to get some clarification from you as our city attorney on the difference between the two. So what would be the difference between the weight of his opinion, or as he even references in a footnote, a court determination of this? I think the best way to describe it would be, let's say, the level of authority. So courts have held that attorney general's opinions are not binding on the courts, but they're highly persuasive. Now, certainly in my opinion, counsel can rely upon the opinion of the attorney general. Now, if counsel does not rely upon that opinion, then I think that the other course of action would be potentially some type of litigation, and that's where a court would decide. They would decide the ownership of the road either through an action initiated by the city or through the applicant, some type of quiet title action. And the decision by the court would have more weight than the AG's opinion. But in my opinion, counsel can rely upon this particular attorney general's opinion as it relates to the ownership of the land under garden issue. So in his opinion, I want to go back to why we asked for a letter that's behind us, but there were two questions to ask. The first one was whether the city of Clearwater, the city, or the Church of Scientology, the church, owns the land underlying a certain section of Garden Avenue in Clearwater, Florida. And the second question is whether the church can petition to vacate that same section without paying fair market value. Really, the first question is kind of the threshold question. Who owns the street or the land underneath the street? Correct? Yes. Okay. And in that, he says, in short, my answer to the first question is the church, quote, most likely, end of quote, owns the land under the section of Garden Avenue issue. So he didn't qualify it a bit, right? I mean, it's not complete certainty. He just said most likely. Correct. But if a court determined it, it would be conclusive, right? I would say that a court's opinion is certainly more binding than an attorney general's opinion. And they would make a determination, the court would. The court would make a determination as to the ownership, the fee-simple ownership of the land under garden. Correct. Okay. So even though we could rely on this opinion, that argument for the public is still out there that your predecessor, Mr. Margolis, advanced on behalf of the citizens, that the citizens, the public, owns the street. That argument is still, it's still a reasonable argument based upon his research and your office's research and the memo that you put forward. And even though the attorney general's opinion is persuasive, there's still a valid argument, which we had briefed, that the city and the citizens own the street. Right. I would agree that the former city attorney's opinion is still out there. Now, I wasn't actually a part of it. But we do have the attorney general's opinion, which came out after Mr. Margolis' opinion. And as I pointed out before, either us or the applicant to vacate, either one could ask the court to decide conclusively, consider the arguments made on behalf of the public, that the public owns the street, the public property. Either one could ask the court to determine that, correct? Correct. All right. Anything further on this? Yeah, if you don't mind, thank you for asking those questions. I don't mean the city attorney put you on the hot seat, but while you're on the hot seat and answering the question, just for, I don't know, historical clarity, because I don't know the answer either, and you have been in the city attorney's office for a handful of years now, has Clearwater historically requested AG's opinions prior to this? Yes. I don't know necessarily how many times they have been requested, but a few years ago I know that there was an opinion requested involving an issue with the CRA, but it came from the city. Okay. And then just for clarity, did we follow that AG opinion, or did we take it further and go to the court? No, I believe it was followed. The opinion was followed? Thank you. Yes, I think what you were referring to was whether the funding in the CRA downtown could be mixed with the CRA in the Greenwood. That was the question. Yeah. So it was no question on property, just on, I guess, the funding, separating the two funding. Yeah, whether or not there could be one account or two accounts. Right, okay. That was the one I remember, too. Anything further on this agenda? Okay, thank you. We will move to, let me get back to my notes here. We'll move to Agenda Item 11.3. And 11.4 is second of the meeting, sir. Yes. Okay. Any questions on those? Okay. Move to Agenda Item 11.5. So 11.5, that is set for a third reading. That is an ordinance which amends Section 28.04 relating to trading and selling on streets. Back in April, April the 23rd, 2026, Council approved the first reading, and then the second reading occurred on May the 7th of 2026. However, due to the second reading and the business impact statement not being properly noticed, we're coming back for a third reading. The program has not started. The program is set to start in July, so we have to come back for a third reading. Okay. Anything on that? If not, then we move to Agenda Item 12. City Manager, go ahead. Yes, thank you. I wanted to thank the council. I know we've had quite a bit of conversations regarding the proposed referendum as it relates to the property taxes. And I know that you all are getting questions from the public and from employees, as are we. And so I just wanted to take this moment to provide a quick update as to the consensus I've received from council to move forward on an education campaign, which will be following the guidelines that the Florida League of Cities has put out. We will start getting that on our website and on our social media sites here shortly. And then we will continue to watch and see what other tools that the Florida League of Cities puts out and determine if we're going to do anything in addition to that. I know I've mentioned to all of you that's what our guide is. And so if there's anything on there that you would not want us to do or if there's something on there that you think takes priority as we're working on our plan to educate, to just let us know. And so I just wanted to go on record to let everybody know that we are looking into that and we know it's on everybody's minds. And we'll do what we can to educate, not to sway. We are prohibited from doing any kind of persuasive campaign on it, but to just educate what the reform means and how that could impact Clearwater. That's all I've got. Well, while we're on that, I saw the same Councilman Manita, what was it, Friday? Yeah. Yeah. Friday program. And so that handout came through, and it says at the very top, and they reiterated it several times. City Clerk Rosemary Call, by the way, I digress, but she was a hometown hero by the Florida League of Cities, and congratulations to that. But at the top, and they reiterated it probably three times, make sure whatever you do, you run by your city attorney, because it is a very delicate issue. It's going to be a very ticklish issue. And I know that you and I have discussed that you've done that with our city attorney, but they made it very clear that even though they're putting these things out, make sure that it's appropriate and that your city attorney is comfortable with it. So that's all I would ask, just to make sure, because we don't want to give the appearance that we're spending city taxpayer resources, you know, advocating against something. We certainly want the public to have information to know what, you know, where their money goes, but we don't want to give the appearance at all that we're using city resources to advocate for or against anything that's political. So we've been in communication with the city attorney in regards to this and everything that prior to us posting, we will work through his office as well. Thank you. Okay. Mayor, I thank you. I thank you for those discussions. I think they are important. I've had a handful of discussions with community members and municipal staff that are concerned about what it looks like, and I definitely think while we're all supportive of that democratic process of letting our citizens make those decisions of what they want their cities to look like, and I think we're all supportive of that process. I think addressing their questions is important in the process. So I look forward to having those discussions going forward on what this education plan looks like and what it involves and agree 100%. It has to directly run through the city attorney's office and given the green light to it. But I think it is important, and I think even community engagements and workshops at some point, I know we are a little bit a ways down from when the vote would be, but time moves fast. So I do look forward to having those discussions. I thank you for bringing this up. The mayor and I were at the Florida Suncoast League of Cities, and congratulations, Ms. Call. The mayor also forgot to identify that he got an award as well for a hometown hero, so congratulations to you too, but you too to have worked hard through the legislative sessions. But it's on the mind of every city municipality, and they went through 25 minutes of presentations, and every single municipal representative that sat there, even though they enjoyed Cuban sandwiches and plantains, on their mind in the forefront was, are we going to talk about property tax today? And that's what they're all concerned about and what it looks like allowing our citizens to decide what they want the future of their cities to look like. And that's what it comes down, and the citizens have those decisions to make. But I thank you for bringing that up and look forward to seeing what that education looks like going forward. Yeah, thank you. And also, just as a reminder, because the two very much go hand in hand, our first budget work session is next month on July 16th. And so there will be more conversations about this and how we prepare next year's budget with the potential impacts of if the referendum is to pass or not. So that will be another opportunity, and we will have an additional, more of a formalized plan in terms of what we're going to do from the education standpoint that we'll get to talk about at that meeting as well. Well, thank you for all that. But it was also pointed out that as of Friday, not even officially on the ballot yet. So I just want to make sure everybody's attentive to that, and there will be, believe me, there will be robust discussions. There will be advertisements every, I mean, between now and November, if it even gets to the ballot. There's already been one lawsuit filed to try to keep it off the ballot. And the League of Cities pointed out it's not even met the qualifications yet to be on the ballot. So certainly I think it's good that we're discussing, you know, what our response would be as a city. But I think we, you know, for time being, I hope we take a measured approach just to see how it plays out. I know this weekend I've had several residents approach me, some with just simple questions and others with actually misinformation. But they all have the same thing in common, which is they really don't know what that means. And so the conversations I've started, whether it's already formalized or not, or whatever stage in the process it is, the questions are already there. So I would be in support of at least providing the residents some educational tools, just sticking to the facts. So we're, you know, we're in the rails. But there's a lot of talk already out there because it's already in the media. So I would really be in support of education and with our council's, you know, approval and being in the rails. But definitely. Thank you. That's all I have. All right. Move to the next item, which is our city attorney, Purple Report. Nothing to add, sir. Okay. Item 14, new business. Any new business, any customer wants to add to a coming agenda? Not. Move to item 15, council comments. Anyone have anything they want to add? If not, move to item 16, closing comments by mayor. We've got certainly some big events coming up for celebration of America's 250th birthday here in the next few weeks. And I know the city staff's planned really a week-long week of activities and appreciate their participation in that. And we're going to have two, not just one, but two celebrations for the 4th of July on July 3rd with the drone show event and then our traditional fireworks on July 4th. So, as always, we remember, I believe it was last year, we had to hurry to beat the storm that was coming. And we pushed up the fireworks show just a little bit. And sure enough, as soon as it concluded, it just poured down right here, by right here, the cars and got out of there safely. But we look forward to joining in with the rest of the country and celebrating this great country we're all blessed to live in here soon. So, with that, that's the only thing I wanted to share this afternoon. And with that, we will adjourn the work session. Clearwater City Council for June 15, 2026. Thank you.