Good afternoon, everyone. Welcome to the Delray Beach City Commission meeting. This is a workshop meeting this May 5th, 2026. If the clerk could please call the roll. Deputy Vice Mayor Margaret. Here. Commissioner Mollica. Here. Commissioner Cassell. Here. Mayor Carney. Here. For the record, Commissioner Burns is on her way. She should be here in the next five or ten minutes, but I wanted to start because we've got a lot to cover in this agenda. The first item is public comment. If there's anybody from the public wishing to comment on these agenda items, now is the time to get up, come to the lecture, and give your name and zip code, and you will each have three minutes. Good. I mean, oh, I'm sorry. Public comment is closed. Mr. Moore, if you could please introduce the budget discussion items. Yes, sir. Thank you, Mr. Mayor. Ladies and gentlemen, good afternoon. During your April 7th workshop meeting, you had an opportunity to engage with leadership of the Department of Finance to discuss the format for the fiscal year 2026-2027 preliminary proposed budget process as it relates to the application of zero-based budgeting techniques and strategies to enable effective policy consideration as formal recommendations are offered for a respective adoption that take place in the next couple months or so. So for that reason, ladies and gentlemen, we've aligned today, May 5th, 2026, and May 19, 2026, as an opportunity for each of you all to hear publicly from department directors and their leadership teams to discuss what the path forward is in these regards so that you all can have a snapshot in terms of potential considerations moving forward. For today, we have aligned for you the Department of Fire and Rescue Department, pardon me, Police Department, Neighborhood and Community Services, and Development Services, and the direction is to proceed with presentations in that precise order. Likewise, Fire Rescue Chief Ron Martin and members of his team will be before you at this time to provide an overview in terms of what the potential outlook may be for the coming fiscal year. Chief Martin, members of his team, along with Deputy Chief Frankel, I see Assistant Chief Garcia, Mazio, and Ocean Rescue Chief, where are you? The honor. Phil Watton. Thank you. Chief Martin. Thank you, Mr. Moore, Madam City Attorney, Mr. Mayor, Commissioners. It's my pleasure and honor today to present the Fire Rescue's tentative budget request for fiscal year 26-27 on behalf of the brave men and women that make up the Fire Rescue Department. With me, I have Deputy Chief Travis Franco for the record. So let's get started. So the Fire Rescue Department is made up of five budgetary program areas, which is Fire and Ambulance or Emergency Operations, Fire Safety, which is our Fire and Life Safety Compliance Program area, our Emergency Management and Homeland Security, our Ocean Rescue, Lifeguard Services, and our administration, which we affectionately call the Office of the Fire Chief. These are divided into four branches, led by the Office of the Fire Chief, the Emergency Operations Branch, which is led by Assistant Chief Steve Mays, who is behind me, Emergency Management and Homeland Security Branch. The Assistant Chief, the branch executive for that program area is Assistant Chief David Garcia. That program area is very comprehensive, as you know, and then we have the Fire Safety Branch, which includes the Division of Ocean Rescue. So for the Fire Rescue Department, just to give you a snapshot of what we go through, we initiate our budgetary process well ahead of the cities. We initiate the first business day after the holidays in January. We review the principles of zero-based budgeting. This year, we did kind of a uniqueness. We wanted to get even more granular than what we did last year, so we cast the net wide and included some of our lower-level operational supervisors at the station level. Why did we do that? Because that's a very good technique, as all of you as accomplished business leaders know, is a very powerful technique to separate organizational needs from organizational wants and perceived organizational wants and needs. So I find that over the course of my career to be very powerful to bring a good product and a good recommendation forward. It also helps us to eliminate any of those mid-year fiscal surprises. For things we didn't identify that are mission critical, it helps us to eliminate those surprises. Essentially, we had six layers of scrubbing. We went from our operational supervisors to our shift supervisors, to the divisional managers, to the branch executives, through Deputy Chief Travis Franco, which finally brought me a final rough draft that we could sit down with my team and the Department of Finance and start looking at and putting together this tentative budget request. So we started out fiscal year 26-27 like we did the previous fiscal year with focusing on sustainability of our core services, and then we looked at considerations for enhancements in levels of service. So just for any of those that need a refresher, Delray Beach Fire Rescue is very unique. Many, many years ago, the city had made a decision that we would be an all-hazard fire rescue department, which means that we do not just have fire trucks, ambulances, and fire inspectors. We also provide two essential mission critical services, emergency management, as well as lifeguard services out on the beach. A quick snapshot, a review of our anticipated revenues for fiscal year 26-27. We're projecting for fiscal year 26-27 to have incoming revenues of about $6.4 million. Fiscal year 2025, we're looking at about $6 million. And for fiscal year 24-25, we're at $6.2 million. So we see a trend upward in our projections for fiscal year 26-27. Starting with our zero-based budgeting programs, we identified, we went through the exercise, identified our minimum function levels, our current service function levels, which the Department of Finance provided to us, and approved areas of function and service levels and alternative function and service levels per our budgetary program areas. A few things, a few key assumptions that we made going into this budget process, we looked at our trending of inflation locally, regionally, statewide, and nationally for key consumables, and we identified a rate of inflation in the next fiscal year that we can reasonably expect about 4.256%, which we baked into our budgetary projections that we provided to the Department of Finance. We also, this year, were requested to provide estimates for personnel service numbers. We have several key things, step raises that we have to account for. We have collective bargaining enhancements that we have to account for. So those are reflected in our submissions to the Department of Finance. In the administration budget area, we did identify we are an accredited agency through the CFAI, the Commission on Fire Accreditation International. We are due to redo three critical documents for our accreditation standing, and that is our standard to cover, our community risk assessment, as well as a fire rescue strategic plan. So we did bake those allowances into our budgetary request. Going to our fire safety budget program area, we went through the same exercise, identifying minimum, current, and improved levels of service. It's important to know, as commissioners, when you review this area, one of the employment positions, one of our fire plans reviewers, that position is funded through the building fund. That does not come out of the general fund. It's funded through the building fund. When we come to emergency management, we have reclassified some positions, moved a position from fire safety because it did some fire safety work, but it also did some emergency management work in terms of mitigation. So we moved that position into fire safety this fiscal year. We also see some budgetary growth in this program area because for our ISO class one, we are required to do inspections, inspection testing, and maintenance of all fire hydrants in the city. Those need to be done and certified every three years. So we are currently doing an invitation to bid to solicit vendors to do that work for us, and we would like to do a third of all the city's fire hydrants, 865 roughly, every year for the next three years for an estimated price of somewhere between $129,000 to $159,000 is where we're estimating our price point would be based on previous work that we've done. When we get into fire rescue operations, we did identify some improved functional service levels. Again, we have some mandatory testing and equipment and replacement. We do have some capital equipment needs. One of those capital equipment needs are our cardiac monitors that we have. In the fire rescue department, we have 19. Now, traditionally, we have purchased those devices. They're very pricey items. I am not recommending that we buy cardiac monitors. They have an average lifespan of 7 to 10 years, and then the technology is outdated based on science and trends in medicine. I'm recommending that we do an annualized lease with an option at the end of the lease because, quite frankly with you, when these things age out, they have limited to no value, and we're not a biomedical tech company, and we're not going to resale, and when we do resell them, they have maybe a value of $5,000. It is much better for a product like this, for a municipality our size, to do a lease option. It makes it more economical, and it gets a lot of things like parts and maintenance off of our plate. So, for ocean rescue, you will see that there is a difference between the minimum function level and the current function level, where we currently are sitting, of about seven positions. So, one of the recommendations and enhancements, and why I set it at a minimum level service, is we've never really done a comprehensive evaluation of the staffing needs of ocean rescue. Our ocean rescue division is multi-talented and provides a multitude of functions. One of those are they are pre-hospital care providers that require specified continued education and training. Also, per the direction and vision for ocean rescue being in the fire department, the fire rescue department, is that it would be structured on a public safety model. One of the things that I am very concerned with when we look at our operations is, one, our current staffing does not facilitate for ongoing training of our staff. It does not facilitate things like planned and scheduled lunch breaks and rest periods for our staff. Many times our staffing gets to a point where people are working their 10-hour shift, they're out in the sun, they're at heat, and they do not have relief readily available. And thirdly, there is nowhere in public safety do we deploy somebody into an IDLH environment without a backup swimmer or a backup person immediately on their heels. And that's what we see routinely in ocean rescue when they deploy. So, when we looked at it, we said, okay, based on these needs, based on our call volume, we are currently doing a transition to how we collect data from the field, from our frontline providers. Next year, we're going to have better data to really see what our needs are. But based on our available data, we feel that adding seven lifeguards with two additional supervisors in that mix, eliminating the reliance on any part-time staff, would give us a good starting point to do a reevaluation. That allows me to have ample time to train our staff to ensure that they're getting proper rest work cycles, as well as, in our high attendance areas, provide a readily available backup for when the lifeguard tower employee deploys into the water to go and rescue somebody, which is a low-frequency but an extremely high-risk event. So, with that, that concludes our presentations and our zero-based budgeting. Are there any questions? We're really doing questions at this point. We're not. Territory said this is really just their presentation, which we can then digest. Okay. I'll catch up with you in the near future. Okay. Thank you so much. I appreciate your time. Thank you. Next up is Derry Beach Fire Rescue. Excuse me. Derry Beach Police Department leadership. Two feature chief of police, Daryl Hunter, accompanied by Major Luis Scaveris. Now known as Marathon Man. Good afternoon, Mr. Mayor, Commissioners, City Attorney, and City Manager. All right. This is a forecast of our 2026-2027 zero-based budget and what we look for. And one of the things that I want to, you know, just talk about a little bit is one of the goals in being appointed as chief of police here with Derry Beach Police Department, it was three things that was my primary focus. And one of those things was, one, making Delray Beach the safest city in America, two, was improving community relations, and the third one was enhancing our operational efficiencies. So those are the things that will encompass this whole exercise and what me and my executive team, what we worked on to get to those places and some of those that you all have been involved with us to actually witness and see some of the things that we're actually doing and that we're going through. So the Delray Beach Police Department is a full-time police department with 245 employees. We have approximately seven part-time individuals as well as interns as well. We have allocations for 174 sworn personnel as well as 71 professional staff members of the Delray Beach Police Department. So we have two divisions, operations division, and we also have our support division. All right. So before getting into the numbers, I'd like to talk a little bit about a quick overview with regards to what we do as a police department and what is funded in the general fund. We're a full-service police department, which means we handle nearly every aspect of public safety internally. That includes patrol, emergency response, investigations, forensics, as well as specialized enforcement such as SWAT, K-9, and our drone unit, as well as our marine operations. We also have a strong focus on community engagement, which I talked about earlier, which was one of our primary focuses on coming in, as well as our outreach programs to include. Our problem-oriented policing, youth initiatives, behind the scenes were the entire support structure that continued to keep the Delray Beach Police Department running to include our dispatchers, our training unit, technology, fleet, records management, and administration, as well as our accreditation department. All of these pieces work together to ensure a timely response, effective investigations, and accountability to the public. What we have here, the community patrol had over 864 arrests for 2025. We issued 9,801 traffic citations, as well as 6,563 traffic warnings. Traffic unit issued over 8,000 citations, 8,182 to be exact. Investigations handled approximately 1,633 criminal investigations. Evidence unit managed over 35,000 items with full audit compliance. Now, I want to talk about this a little bit, because this is one of our highest liabilities within the police department, and one you'll see later on in the slides to come, where this department is coming in as chief of police, and one of the things that we actually do is have a full high liability audit of our evidence section. This young lady has done a phenomenal job in her capacity, and basically, at one point, she was just working with two individuals, and now, currently, she's working as one, but we actually have someone on deck currently to actually bring on, but this is a department that definitely needs to be three-man. There's a lot of pieces of evidence, and actually, she went through this entirely with one other individual with high marks across the board. We did not have any discrepancies or any issues whatsoever, but evidence is a huge, huge high liability for the police department. Again, we hosted over 70 community events, and we've met with people just in their driveways, one, twosies, whatever it was that it is, we did it, you know, and we continue to do that, and that's what your department is about, is engagement at all costs and whatever we need. I've always said, if you call, we're coming. We will meet you wherever you are, and we'll continue to do that, the team and I, and we focus on that every day for us, our community engagement. Communication Center. Our communication center managed over 151,000 calls, just tremendous, you know, which 47,599 of those emergencies were 911 calls. We continue to perform dispatch services for the town of Highland Beach and Gulf Stream as well. Public records. Obviously, with all this new technology that we'll talk about a little bit here to come, there's a huge responsibility, and someone has to manage that. So, and currently, right now, we only have two individuals that's actually doing that role. We just had a third one that just came on, but she's still in the process of learning, so we've handled over 5,850 requests that actually come through. And now, one of the things with this, all of the technology that we're getting and all of these things run together and actually helping us get to that place to where one day we will be the safest city in America, but again, it also creates someone to be able to maintain a lot of that technology and be able to produce those requests upon, you know, those requested items that they're looking for. Community outreach team. That is Ariana and her team that deals with the unhoused population, an outstanding 6,952 contacts that was made throughout the year. That is a lot of people, and I can't speak highly enough about them and the work that they do with the team that they actually have to be able to go out and provide our city in a way that they actually do. I think we all know every time we turn around, we're always getting some type of award. We have many cities that's coming down. As far as northern Florida and out of state, just to benchmark what we're doing, we just currently had FAU just conclude a pilot where they were actually coming down to find out the validity of the program and how viable it is. You know, the study was outstanding, Ariana and her team, and as one being one of the pioneers and founders of it that I hold near and dear to my heart, you know, and that we continue to work on making sure that we address the unhoused, you know, in our city, and I think that we do it by far better than anybody within the state of Florida, so they do a phenomenal job. And last but not least, we have 120 students enrolled in Atlantic Community High School Criminal Justice Academy, and 91 of those students are enrolled in a Carver Middle School Criminal Justice Academy, which just came on with us a couple years ago. Now, the important thing about these two schools right here is that enrollment has actually increased because Atlantic High School is a school of choice now, just as well as the middle school. So we've increased probably in the middle school about 60 more students, and also in the high school, they've taken that close to 200. So that's a great feeder program for the Derry Beach Police Department, which always has. We have a lot of men and women that's on our department that's serving in the capacity of officers, as well as community service aides and communication specialists, too, as well. So it's been a huge program for us, and they do an outstanding job. We have Officer Robin Machete out at Atlantic High School, and we have Officer Daisy Adia, who's out at Carver Middle School. He's just doing a phenomenal job. All right. So we get into our zero-based budget proposal function. And basically, you'll see minimum costs around this. But what I want to focus on, and one of the things in coming into the police department and making sure we get to that point where we talk about operational efficiencies, and for me and the team working together was basically looking at the whole organization on coming in and seeing how we could do things a lot better than what we have been doing. So basically, drilling down into some of the numbers, you see a little escalated costs, but some of those from our current function of the 13 mil to the 15 mil with the improved function was based off of finance, their salary projections, into the next year. But for us, what we actually did with regards to that is the reorganization is the part that I want to focus on. So basically taking some of the positions that were handled by sworn personnel and actually using those positions to be handled by professional staff personnel. And some of those include actually reclassifications and changing things to be able to use sworn in a more operational capacity opposed to a more administrative function to where we can actually use professional staff to be able to do that job at a lesser cost than actually having sworn and then being able to use those allocations for the sworn staff without actually adding people or requesting to add people to that. So that was a huge part for us and that what we really worked on, on that reclassification on the one admin assistant, and basically having a lieutenant that was over there to now, you know, making that a facility coordinator. And it was a great job, you know, by our team as well as HR working with us to help us to get to that place to be more operational efficiency in what we're doing and being able to utilize our resources. Operating expenditures and support services. We have real antiquated equipment in our 911 center. So we see the $50,000 that's in there for our Q&A software. And basically this software is for our dispatchers. When you call in on our 911 line, our system is so outdated. Basically the whole system's in recording. Now this goes back to when we talk about the public records and being able to use that information. Where we're so far behind with that, you know, we looked at a place to where $50,000, and we kind of split that in the middle because basically it's like two times that to be able to get fully to where we need it. So, you know, again, trying to be more efficient with what we have, you know, and taking some of that technology to be able to get us to a place where we're actually functioning on the level to where a majority of the police agencies are. Currently, you know, the $50,000 was the place that actually helped us to be able to get there to that place and continue to do some of the things for us recruiting-wise. That was one of the attention and the focuses because in the dispatch, it is really, really tough trying to retain a talent that's in those positions. It's a hard position. I always say they're the unsung heroes of the police department. They're the first ones to handle that call when that mother is on the other line about that child is not breathing, cool and calm and collective as they always are and does, you know, with that request to be able to just bring us just up to a functional level without actually, you know, compromising, you know, where we want to be at for as efficient. And Michelle McKellie, the supervisor over that unit, they've been doing a phenomenal job of managing that. So that's where we are with that. Could I ask one question? Forgive me. I know you talked about my screen keeps bouncing all over. The number of full-time employees goes down from 95.57 to 92.94, but the cost increase is close to $2 million, over $2 million. That doesn't – is that incorporating assumed increased costs due to our contract in – is that – Dwayne is nodding, I think, in the back. That's not a salary. And then potential salary increases over time. Yes, ma'am. Okay, thank you very much. Yes, ma'am. Okay. All right, going over to Ops. And we'll see the same thing, basically, with a slight increase. Again, Commissioner, as you just posed, that is basically some of those salary projections due to the contract. Again, getting to a place, you know, for us to reorganization and structure and what we were looking forward to do. As we see, basically, what we did as an organization was actually, you know, look at each department, each unit, and actually took it and looked at certain units to be able to align them either with ops or either align them with operations. So basically, by taking those individuals and putting them, you know, in the right places where they need to be to be reporting, you know, to the individuals that made more sense just for us operationally-wise, that's what we were able to come to. To that conclusion, I talked about the evidence position and what we really needed with having one of the supervisors that's there, just asking for one person there. That was a minimum cost, as you see here. It wasn't much of anything to be able to do that. So we're still maintaining that same excellence of service with the evidence, but that is something that's definitely, that's a dire need to be able to have those three individuals to be able to handle that $35,000 that you see that come through there, you know, on a year-to-basis. Actually, it increases each and every year. So, again, with our operational expenditures, increased costs, again, we talk about the technology. Obviously, you guys just approved the Axon contract, which is a huge contract. You know, we have Major Ferrer who's working for us to infrastructure with the barrier island, we have infrastructure that's actually coming down Atlantic Avenue as well. So there's a lot of things that's in place that actually requires individuals to be able to manage those systems. Again, they're a force multiplier for us as a department. They help us to be able to fight crime, and we've been really, really successful with doing that and helping, you know, to solve some of the crimes here in the city of Delray Beach. But, again, at a minimum cost, it does take reclassifying. And what we did, not adding additional bodies, but taking some of the same personnel that was in some of those units, again, removing some of the sworn personnel to be able to use them in operations, but then taking some of the professional staff organizations and being able to slide them in positions that more align them to what they'll be doing, you know, with the new technology that's coming on board. Now, we do have the people that's in place, and especially IT had a lot of conversation, and Jay Stacey has been tremendous in helping us as well. We're working to get to a place, you know, where we can be more efficient because, again, at the end of the day, unlike any of the other departments, police, when we have an issue with IT, our people have to respond, have to come out right on the spot because we're 24-7 operations. So there's nothing that we can actually do on that. But we have been able to realign them, again, working with HR, they've done a great job of working with us to help us to get to a place where we're more efficient with what we're doing and using the resources that we have without adding additional people, you know, to those places. So they've done a phenomenal job with that and helping us to be able to get to that place. We have our SWAT team, again, our specialized units. Some of the things, such as our vests, those things have an expiration date of five years where we're up on those now. So, you know, we pretty much, you know, stay in line to make sure that we address those needs as much as we possibly can, rifles and handguns for the entire department. So, again, we work, you know, to get to a really, really good place that's, you know, efficient for us as a department and making sure that we're staying up to our standards according to our CFF and everything that we have going on, too, as well. So they've done a phenomenal job with doing that. So that's just a little bit of, you know, where we are with that. Again, the department is guided by our core values of PACE, which is professional, accountable, consistent, and engaged. And, again, I always talk about the shared responsibility of safety. It's not just our police department. It's our entire city. And, again, coming in as chief of police, one of the things that we did was very intentional of sitting down and talking to all of our departments because, at the end of the day, this is our city, and we all play a part in making sure that we keep it safe. And I can tell you, as a chief of police, our other directors have been outstanding, you know, the way we work together, you know, with regards to issues that may come up in the community and how we address them, if it's training or whatever it is that their departments may need. Their department for policing is always there to be able to help those to come to a good outcome with that. Again, we talked about expanded community engagement. We'll continue to do that. You know, that's our roots and who we are. We will always be engaging in our community. Again, we will meet anyone wherever they are. Wherever they are, if they want to meet in a parking lot or their driveway, we'll do that. Achieving the highest CFA recognition for Florida for the third year of Celsia Award, we had our accreditation manager, Jennifer Rivera, she was here with you guys. We acknowledged her for the hard work that she had. She does, and she's a one-man band. You know, she has over 245 standards that she has to maintain for the police department to make sure that we're in compliance, that we have the best practices throughout the nation that we're exhibiting on a day-to-day basis from your police department. And that exemplifies it, you know, having that Celsia Award. And this is our third one, and we'll be going in another two years, we'll be going for a fourth as well. Advanced leadership development. Again, trying to get to a place where we're more efficient. And dealing with some of our network, I've been able to acquire leadership training to be able to come here. No expense to the city based on relationships that I've had through my professional affiliations to be able to come in and provide training for our staff at the first-line level and also at the executive level. And I will continue to seek out that, those private partnerships and friendships that we have, that individuals come in and provide a service of no cost, you know, to the city or many of us, that we typically, you know, would have to pay several thousands of dollars to be able to have some of these advanced leadership training. It means a lot to me because, again, I believe that we have to constantly always be working towards preparing our future leaders to be able to get them to a place where they can take on this agency one day themselves. Delivered effective operations and strengthening strategic partnerships. Again, I talk about that, being able to get people to come in and provide services to us. That's where those relationship building is, and I'm very intentional about that, making sure that we continue to build relationships not only in the city but throughout the state of Florida and throughout this great country of ours as well. Implemented proactive safety strategies. We talked a little bit about our safety magazine that came out, demonstrating some of the things that we did in 2025. The men and women of the Derry Beach Police Department have done a phenomenal job, a phenomenal job in working with Gina Carter, Director of Communications, put out a very good product. I believe all of you guys received that and saw some of the work that we've been doing and sharing with our community. Total transparency on exactly what's going on here in the city of Delray Beach. And, again, I'm always open to meet anywhere and talk with anybody about what's going on with our department. Enhanced youth and community programs. Again, we talked about that. That's where it starts. We're in all of our schools and engaging with our public schools, private schools, charter schools throughout the entire Delray Beach. And that's been really, really beneficial to us. We'll continue to keep doing that and continue to keep pushing that envelope with that and making sure that everybody understands that that shared responsibility falls on us all and making sure that our city becomes one of the safest cities in America. And that concludes that presentation. I think we need to digest all this stuff. I mean, you answered the one question, which was the one we all had, like the increase is what the increase due to. So I appreciate it. I would like to see, you know, just when you get around to it, what savings, I mean, if you're moving people from the police department to non-uniform to administrative, there's also a savings that you get in the pension side too. So I just was curious whether or not that's going to be part of your future look. Yeah. It's always, you know, and looking at our organization as a whole, you know, and how we can – because it actually creates growth for our professional staff individuals as well and making sure, you know, that, you know, we look at sworn personnel, we want to make sure that we're using them in the most efficient way as we possibly can and that's fighting crime. You know, and if we have professional staff where we can actually reclassify into a position to give someone within the organization, you know, an opportunity, you know, that has those skill sets in which we do. A lot of men and women that's in our department that has those skill sets, but being able to be aligned with some of this technology and different things that's coming on board opposed to having someone that's sworn to be able to deal with that, it makes great sense for us and makes us much more efficient as an operation. Thank you very much. Okay. We're trying to keep – we have two more people that are trying to keep on track. Thank you. So we're going to lead into five. There's all – Toby, how long is it going to be? So it's faster than I thought. It's supposed to be 20 minutes. I'll talk fast. No, no. No, no. I'm trying to keep everything – just because I don't want to be bleeding into five o'clock with the regular meeting stuff. I promise with my presentation you will not bleed into five o'clock. Bleeding is good. Not bleeding is good. And there's one other presentation after you, Ms. Pryor. That's all right. So I'll go fairly quickly. I would be remiss to say I'm going to ditto everything police and fire just presented to you. Everything that I've done, my staff has done, our team has done collaboration, not only within our own department, but with all the other departments. We couldn't be able to give this to you today without their help. So I wanted to acknowledge them. Also, I am – my staff is at their desk watching. That's why I'm here by myself because they're watching from the background. And they wanted to make sure that I acknowledge them. So thank you for all your help. I, like fire department, I started this budget process probably in November. Once you approve the last year's budget, this current budget, we already started working on our current proposal today. I'm from old school where it's, well, okay, just because it's done doesn't mean we're done. So we still have to find those fine tunes and where we can find efficiencies in our process. So in this current fiscal year as well as last, that was a huge thing for our department for an undertaking. As you know, there was a lot of things going on. There was a lot of restructuring. There was a lot of negative, if you will, in code enforcement and in the department as a whole. And I'm happy to tell you right now that's no longer the case because we have done huge strides to accommodate and to make sure that we are achieving our goals and our objectives as well as building a better community through our efforts without the help of our neighbors because we can't do it without them. So I want to thank the neighbors for doing that with us. So I guess it's this one, right? So here's a brief overview. We have five divisions in neighborhood and community services. We have administration. We manage the department, the operations. The clean and safe, and as you know, clean and safe is from Atlantic Avenue between 95 and the beach. And they do maintenance as well as code enforcement division that's citywide. And one of the things that we implemented as a team is code enforcement is now seven days a week. And it's typically from seven in the morning till midnight. And we're here during sea turtle season till midnight for six months out of the year because that is our priority is to make sure our beaches are protected and the sea turtles as well. So neighborhood services, and that's our tomorrow's parks with our community services and our grants that we currently manage. And then sanitation, and that's our waste management contract. And again, without the team, we couldn't be, oh, wrong way, with 61.5 employees. So some of the accomplishments that we have, and we just released, we're very proud. We just released our first fiscal year report, and I think you all got a copy of that. But this is a little repetitive if you got the report. But I'm happy to say that training, training, training, training, training, and certifications was a huge initiative that we took on. I'm happy to say that staff has trained 70% participation, which means we're almost there. We're almost there. We're code officers are certified. They're getting their certifications, and they're keeping the CEUs through the Florida, sorry, Florida Association of Code Enforcement. So very proud of the team and their effort. One of the other certifications, and I'm happy to say that every code officer that's employed in the city of Delray Beach is NPDE certified, which is the National Pollutant Discharge Elimination System. They're certified, and to your point, Commissioner Markert, last year you had asked, can we do training for free? Absolutely. And this is how we were able to get our code officers certified in this, doing webinars, and also through the help and participation through Missy Barletto's group, and able to help us get the links to this so we can be certified as well. Lean Six Sigma. I'm a big Lean Six Sigma advocate. It's continuous improvement. It's finding deficiencies in our processes, and then breaking down those processes and eliminate the deficiencies. Right now, I have administrative staff attending their first green belt class. I am a, I'm sorry, she's getting her yellow belt. I'm a green belt. And with our new procurement director, he's a black belt. So be ready, sir, because I'm coming. I'm coming to get that black belt in Lean Six Sigma. Our processes and services and enhancement, one of the biggest things that happened this year is the EPL, the Enterprise Permitting and License. Code enforcement is now a part of that, and it's more efficient. We are no longer doing things the old-fashioned way by pen and paper. We're now electronic, which is amazing. And then improved service delivery and customer service. So we're able to pull cases directly right off of the EPL system, which is amazing. Before, we had to search for it, and that was not efficient. And, again, that finding those efficiencies and where can we improve upon. So regulatory compliance, again, it's our operations. And, as you know, you just passed the noise ordinance, so that's coming on our radar is to start implementing the education, the outreach, and then the informational materials and things like that that we are tasked as code enforcement to help the community. And then implemented phased streetscaping, and that's primarily for the clean and safe. Community services and engagement, this is something I'm very, very proud of staff for doing. In our housing rehab programs, in our rental programs, in our CRA curb appeal programs, I'm happy to say that we completed 20 housing rehab projects this year, and 160 holiday meals were given to local families in need during the holidays, and that was through our community services and engagement. And shout-out to Ms. Tara Cousins. She is our lone, single-handed neighborhood planner that's able to accomplish all of these events for the community that we're able to give back. Revenue, cleanliness, and public engagement. In our waste management, we've generated over $485,000 in combined enforcement and permitting revenue through nuisance abatement and roll-off container programs. And then also 3,667 cubic yards of debris that our sanitation was able to pick up. And then we implemented also the Recycle Coach, which is an interactive web base where people can go and scan the QR code and find out when their pickup is. They can request a pickup. They can request replacement carts, things like that. So, again, efficiencies. So, our budget-level overview, of course, we're impact on the current level position. We're maintaining essential operations. Sometimes we have to shift funding because you'll see that in our budget transfer requests, but we're making it happen with the funding that we currently have. We're operating at the minimal because, again, we're having to shift funding for certain accounts, and I'll go over some of those. And then at this point in time, there isn't any alternative funding service delivery for our general fund. For our grants, yes, because we are actively looking for different grants, and I think we're going to be bringing one in front of you next commission meeting to get your permission to apply for a grant. So, that will help supplement some of the community activities that we're doing in neighborhood and community services. So, the impact on increased funding, and so you'll find there's a common theme, safety and education, right? Safety, fill the equipment. Safety of our code officers, safety of our code officers, safety of our code officers. Right now, I am working, staff is working towards an accreditation program. So, I would love to be able to sit up here next time and tell you that we're accredited. And for our code department to go from not and not having certifications to being accredited is a big deal. Part of that is getting that safety equipment that we desperately need. And so, you're going to see that theme recurring in the budget request in our general fund. One of the things is the body-worn cameras. As you know, police department has them. The state of Florida, Governor DeSantis just signed a bill for code enforcements to have body-worn cameras, and it's going to be implemented in Chapter 162. And Chapter 162 is what governs code enforcement. So, part of the budget request is to piggyback and to work with the current contract that the police department has. And I have to do a shout-out to the police department. They have been very accommodating answering all of our questions. And it truly, truly is just adding more cameras to their contract, only it's code enforcement. Another section of what was signed and approved by Governor DeSantis is the rules and regulations regarding Chapter 119, which is public record. How do we maintain those records? How do we maintain the video? How do we release them? Things like that. Both statutes that's been implemented mirror what's currently in place for police. And the reason why there's a difference, now it's code enforcement. Before, code enforcement was allowed to wear body-worn cameras, but they were very restricted and they weren't efficient. And so, the legislators took a look at that and said, you know what, we're going to mirror what police have and we're going to mirror the same statutes in 119 as what police have. So, that is part of our budget request is to purchase those body-worn cameras for officer safety as well as the community. It's a dual purpose. It's not just for us, but it's also for the community safety. Again, radios, radios, radios, radios. We attempted to have new radios last year. It wasn't feasible. We found over 35 radios that were in the graveyard somewhere buried in people's offices, and we attempted to have them reprogrammed. But they are so old that they don't hold the programs. And so, again, we're going to be asking for funding so we have radios that we can communicate directly with our dispatch center in the event that code officers need assistance. And, again, we're here until midnight, and so they're patrolling at night, and they right now have a city cell phone that they have to pull out of their pocket, things like that. So, for officer safety, officer safety, officer safety, we're asking for that. Training and accreditation, again, it goes hand in hand. To be accredited, you have to show you're trained, and that we're following the same procedure across the board for all of our operations and code. So, part of that is sending people to classes, getting their certifications, keeping the certifications, because now they're certified. Now we have to have CEUs. Now we have to make sure they're maintained. And so that's a big portion of our request. The infrastructure and fleet support in clean and safe right now, we have three vehicles that we're going to be asking for. We are down three vehicles, which means clean and safe staff are having to pile up into a truck, get dropped off, do their maintenance, and then get picked back up. And then it's just inefficient. We were allowed to hire an irrigation specialist. That irrigation specialist will be starting in a couple weeks. We're very happy and excited. But he doesn't have a truck, and he doesn't have equipment, because I felt it was more important, and so did the administrator, Henry Thompson. More important to have somebody there if we have to drop them off to do the work, that it's better than not having somebody to do the work. So we're going to be asking for funding through the CIP and through Missy's group for vehicles for clean and safe. And, again, the operation efficiencies, communications. One of the big pushes that we're going to be doing this year is ordinance revisions, ordinance revisions, ordinance revisions. A lot of the code of ordinances are not clear. They're not clear. Or they're not complete to where they're not enforceable. Or we try to enforce it, but they're not complete. And so it's just a lot of things that we need to make corrections in those code of ordinances. Upon doing that, we have to do the outreach, and we have to do the communication, and we have to do the flyers and the fact cards and things like that. So that's part of the budget request as well. And then, of course, membership and certification and training, training, training, and accreditation, accreditation, accreditation. So here's just a snapshot of the request. This is the admin. And it's basically pretty much what I already just told you. Very minimal increase request for the administrative staff. Training, mailing, reporting, things of that nature. We're also looking for promotional materials, handouts, things like that. So as code enforcement changes, as clean and safe changes, as sanitation, every division, that we're able to accommodate that in our budget. And then the next one. So for clean and safe, again, it is for the vehicles is the big ticket item that you're going to see in this. Also, it is for the body-worn cameras and the radios. I think we're getting a very good price for both of them, but I have to have the funding before we can purchase the clean and safe. Also in clean and safe, we increase a lot of our operational budget because, as you know, cost for materials has gone way up, way up. And so to plant new plants, to mulch, to, you know, replace a decorative light pole, costs a lot of money now, even more so than it did this year. So we're asking for a little bit more for those. Let's see, fleet vacant. And then, of course, the tools and equipment for staff. And then let me switch over here. So the code enforcement, again, it's about that accreditation. It's about changing their uniforms. It's about having a cohesive team that is all operating on the same level through that accreditation program. Again, they're 70% certified right now. As code officers get certified, they need their CEUs. And in order to maintain or apply for accreditation, I have to show that they are certified and they're maintaining their CEUs. So we're going to be asking for that and equipment for their uniforms as well. And that includes the body-worn cameras, the radios. We're getting utility belts because, you know, why would you need a belt to hold your radios, right? So we're asking for some of that as well. I don't think the budget is hugely in excess. These are just the big items that we're asking for. And, again, it's about 6% overall increase from last year. And that's it. I did it in 15 minutes, right? Great. Yes. So I'm here to answer questions. You're all available to reach out to me. I'm happy to answer those questions, take a tour, give you a ride-along, and so see what code enforcement does. And as we get more efficient, the better we are, the better the city is, and the better the community is. So help us build better communities through our efforts. Thank you very much. You're welcome. I'm in service. Hopefully there's a presentation. I can do this. Visual. You said it's coming. Okay. Okay. I'll try to go quickly. I have three different divisions with three different budgets, so I'm just going to try to hit each of them. Building has a – so as you know, it's me, Assistant Director Alvarez, Building Official, Mr. Tobias, is here as well. Building has 40 positions, and they're charged with Enforcement of the Florida Building Code, floodplain management. We are the number one public records request department that comes through all the time. So we're constantly getting people asking for as-builds, the survey, what happened here, things like that. Planning, zoning, and historic, there are 21 positions. Those positions are somewhat divided between the general fund and the building fund, depending on task. The building team is completely building fund, which I know is not the focus, but I think it's important for you to understand that. And then business services, BTR alcohol licensing tax, that's five positions, four full-time and one part-time, and they're charged with BTR's business licensing. They are the intake for sidewalk cafes. They coordinate with PD for alarms and false alarms. One of the biggest shifts that we've made in the last budget was what you heard Chief Martin's reference, that one of the fire plan reviewers and inspectors is building fund, managed. When I took over the department in 2019, and then we went into COVID, and then we came out of COVID, we did not have two people available for tasks. So if the fire plan reviewer went to a wedding or on vacation, we were scrambling to cover those services. We have contracts with private providers. They're very difficult to always secure. We had one electrical, one plumbing, one mechanical. So any of those, I mean, they were practically, we were really running a burnout culture. People were afraid to take off because of the pilot permits and the increasingly aggressive state mandates. So we are doubled up now. We have contracts in place with private providers. And then the other big shift that Director Pryor referenced was EPL. We migrated building onto just plan review through Project Docs two years ago, and then with IT's leadership, we shifted code enforcement planning and building onto an EPL system in June. We are still fine-tuning it. Our customers are very vocal in what's working and what's not, but it has been a game-changer for us. It also allows us to constantly review what's come in, what's going out. So in the last year, we issued over 10,000 permits. We were averaging 852 per month. I want you to understand that a project comes in to build a house. It is not one permit. It's coming in for structural, electrical, mechanical. They're sub-permits. But still, we're running a ton of work. And all that work requires inspections. We sent out over 37,000 inspections last year. We are currently, the last fiscal year, we saw an increase in the construction value for industrial and commercial permits. We were up to 59 million. Residential permit value went down just a tad, but still a lot of value being added to the city. Not all of it with new units. Some of it is tearing a house down and then building a bigger, better house. I also think it's important to note that there are multiple departments in the workflow for getting a permit. And I think this is one of the biggest misconceptions, particularly when you guys get the complaints, is that it takes all of us to do new construction. And so, again, in last year's budget, we did manage to relieve some of the burden on the general fund with the changes that had happened in Tallahassee in that legislative session by partially funding all of the other people that are looking at floodplain management, which includes the engineers of public works who are looking. So we were able to make some adjustments last year, which I think is important. Again, we are also able to figure out how we're doing with targets. There's all kinds of management reports. I'm still learning how to run all of them. We have a 10-day target for building permit review. That is once you've got a complete application and we're able to see that we are exceeding that. And all these reviewers that I just referenced are exceeding that generally. This is a breakdown of the number of reviews. So one permit, if you get comments, it's got to come back in. You get more reviews. So it is a mix of building fund and building slash general fund people that do this work. So this is the stats of what they're doing. You know, for my team, and it just works out engineering is here too, Missy. So you can just see that what was their average turnaround when they got a permit on their dashboard. And they are right around two days for electrical building inspection and engineering is doing it in less than two days consistently. And then just thought I'd throw this one in. Historic is doing it in about three days. So this is the data. It comes in. You get the comments. So you get the one-offs. And that's usually where it rises to my attention, to your attention. But generally, the city is performing quite well. So I'm trying to see what I haven't touched on. Okay. So I have the wrong house bill. So I realized it, I don't know, just sitting there that I had the wrong house bill. Tallahassee is kind of moving the goalposts on us quite a bit over and over in that it's retroactive, and then we've got to figure it out. So it's actually not House Bill 803. It was Senate Bill 1614, just because some of you like to look it up. That, unfortunately, limited how we can use excess funds. So Public Works and I had issued an RFP for an addition to fit the workforce into a building more efficiently. And then the Senate bill went through that said you can't use excess building funds to build a building anymore. Several municipalities did it, but now we can't. So you're going to see a change, I think, to initial CIP budgets. We're going to use $10 million of the $12 million that we have saved, and now we're going to have to shift around and try to figure out how to space plan like we've never space planned before to fit everybody in the building that we have and try to find leaks. House Bill 803 mandated 25% fee reductions for private provider services, plan review, and inspection. We were offering 12.5%. I think the burden of processing the permits and tracking the public records, it's still our building official that gives the CO. All of the local ordinances that come through, your SEP acts, your lot coverage, all of those things are still checked locally. So this is going to increase that discount. We can absorb that. I'm comfortable with it at this point, but it's sort of like all the math has to be redone to figure out how to set fees. So we're working on that. So we are in the budget that's adopted now. Permits are not all building funds. If you're doing fences, there's certain things that you're doing, signs that are not building fund-related permits that we're still checking. So we do feed the general fund to about a million dollars a year. So our big issue, I think, for the department is that we do not fit in the space we have. And so Public Works and I are going to literally regroup and figure out how to do this again. So we'll figure that out. I don't know. Also, the review stats that I was showing for turnaround are the actual licensed inspectors and reviewers. So what we've targeted in terms of a way to improve our level of service is to reevaluate the administrative staff that is managing intake and then issuing the final permits. There's probably an ability to do a level of service improvement there. And so we've started looking at that restructuring. Again, it's building funds. So those types of positions are sort of paid for by the tasks that are performing. But we think there might be some opportunity there to speed up a little bit because I know no one ever calls any of you and says we're going too fast. So, okay. So building support. So I think that's where there might be an opportunity. So we're looking at that. It's called support services. It sounds like we're in therapy. It should be business services. So we're going to work on that again. So this is a small division. It's a general fund division. I think it's important to note that they are responsible for collecting over a million dollars in revenue for the city. That is four and a half positions. To date, they've collected 73% of what we budgeted. And it's already almost exactly what you had the year before. I think there's an improvement in that we do have new businesses opening. We do have new things coming online. But we also have a business tax inspector who's making sure that everyone out there is up to date and that they're doing what they said they were going to do. So business tax receipts, last year's budget, we estimated we would do around $1,100. We were actually, once we had an inspector, it turned out $3,899. Contractor registrations are up. We did log, but we did more sidewalk cafes, but we did transition that task. And I think what happened is we had to do them twice in one year because they came in late one fiscal year, and then we did them on time the next. So what you see before you is that there's an increase for an LOS increase that is in, for Mr. Moore's consideration, of an increase of around $40,000. And that's to shift the part-time position to a full-time position. We think that would help us go faster. So, again, that is a general fund position. So I didn't use the condensed form because I had to move my daughter out of college for three days last week, and I didn't get to it. So I will – all the math is there. Actually, some of this – the areas for where we can adjust or change are pretty limited in some of these departments. You know, there's – you know, I think it was – it went up a little bit, even if we don't make the change. Yeah, it went up just a little bit because there are city-established policies related to, like, tuition reimbursement for staff that's in college. A couple of other small things, licensing. And then, you know, the rules change every year. We need to send people who are responsible for collecting a million dollars in tax revenue so that they go to the conference and they know exactly how – because it has been a pretty dynamic legislation the past few years. Planning and zoning. So what this group, as you all know, because you see so many of our jobs, our tasks, they are responsible for making sure that what's coming in for new development and new business is consistent with the city's vision and the residents' expectations that are codified. So last year, we did over 555 zoning certificates of use for businesses that were moving around or coming in or what they were doing, saying, yes, you can go there, go pay your BTR. 90 zoning verification letters. We had an increase last year in development applications from 243 to 323. That's everything. That's – I'm doing a right-of-way abandonment. I'm doing a level four site plan, building a new downtown building. So that's all of them. Of those, of those, 115 were administrative. You never saw them. They didn't have to go to a board because we streamlined that a couple years ago. It used to be before ZCUs, you had to do a level one to change your business. Historic COAs, they're – actually, there's a percentage of those that are administrative. And, of course, all of the items that we bring to you. The level of service increase that I have is around $120,000. It's not a lot considering that this group and the building group are constantly under faster and faster requirements. There is a Senate bill that went through that said, you know, single-family permits that are less than $15,000 have to be done in five days. You know, so it just keeps getting more and more and more. And the only way to do more and more and more is to have a few more hands on deck. So there would be two planners, sort of the lower-tier planners that we're asking for. They would be 35% funded by the building fund, so it is less that is on the general fund. And, again, there is revenue that comes with these tasks. It's for the planning department. The building department is full-cost recovery through building fund. Through the planning department, it's partial. So we do have fees that are revisited every two years related to the applications. The budget that you have right now estimates about a half a million dollars coming in from those applications. We did more than that last year. Mr. Tobias and I tend to be super conservative with money, so we always think development is going to slow down, and we're always wrong. But so far this year, we've collected 72% of that estimate. So that kind of tells you where we are. The areas that you could look at to reduce the funding or the budget, sorry, is really the part that is professional services. This is the consulting services that we go outside of the city for assistance. The minimal, so last year we had $200,000 and a little bit of a contract rolled over. So you could cut that as low as $75,000, but then we don't have sometimes money for things that you want us to analyze. We are, this year's, we do need a minimal amount because there are projects like BPOA review goes to an outside consultant for the design guidelines. There's a couple of other small things that are just on an outside consultant basis. So I think when we talk about the types of comprehensive plan charges that we have in front of us, fixing the MROC corridor, looking at the tax difference or the, you know, sort of what comes in versus housing versus commercial, something that comes up over and over again. And then there's a third one that I can't think of that I'm doing. We did the ADUs. So there's a couple of things. North Federal we talked about. We talked about that, but we were looking more at the sort of, oh, the uses, getting the uses into a use table and getting the terminology. That's what we're using this year's funding for. So next year's funding is something that you could, and also supporting some of the RAPTELUS efforts. So I hope that was not me drowning in a teacup and you guys followed me, but I'm obviously available if you have questions. You would have to, briefly, do you have any questions? Yeah, I know we're putting off questions and I'll reach out to you because I have some thoughts. But one thing I was wondering, and maybe Mr. Morris, for you, the vacated area in HR, what are we doing with that? My team is in there. Okay, that's what I was wondering because when you said you need space, I feel like that's perfect. Good. But, I mean, we do have very nice big offices for some planners, and then we have other people doubled up at the other end of the building. And then neighborhood and community services, I think there's, I call them the Pottery Barn teen desk, that they're, like, sitting in these tiny little desks. So we ought to see if we can't at least make better space. Thanks for trying to accommodate everybody. I just was wondering, and I'm glad you're using it, that it's getting used. Thank you for your presentation. I used to do 10 zoning verification letters a month to you. I know, we slowed down when you became mayor. I don't believe I have that kind of effect on your budget because, you know, thank you very much, Anthea. If there's any other comments from this, then this workshop is, we're going to adjourn this workshop. We come back at 5 o'clock for the regular meeting of the City Commission. Thank you all for coming. We are adjourned. Thank you.