CITY COMMISSION REGULAR MEETING - Sep 17, 2026

Good evening, and welcome to the September 17, 2026 City Commission meeting. I want to call the meeting to order. We're going to start with the invocation and Pledge of Allegiance by our City Attorney, Jen. So if you could stand. Let us begin this meeting by taking a brief moment of silence and reflection. Amen. I pledge allegiance to the flag of the United States of America, and to the republic for which it stands, one nation, under God, indivisible, with liberty and justice for all. Okay, this is this commission's third meeting of the day, so if at any time you think we seem slap-happy, you could be right. So we're going to start out. We have a really important presentation first, and it's the Juvenile Welfare Board of Pinellas County 80th Anniversary Proclamation. So if we could have all of you come on up. I know it's your 80th anniversary. I did want to start. I am turning it over to the vice mayor for the proclamation, but you all came to the mayor's council. And I know Superintendent Hendricks was there with you as well. And I know that I came away understanding better that even though the schools are not touched by Amendment 3, they are. Because I think, what, 22 million out of 118 million will go away in what you get. And you do a lot of things with school readiness. You'll tell us a little bit about that. But there's a huge impact in that. So I will turn it over to the vice mayor. Thank you, mayor. I'm honored to read this proclamation tonight. 80th anniversary. That is 80 years of doing great things. So I'm, and you guys do some great things. Juvenile Welfare Board of Pinellas County 80th Anniversary Proclamation. Whereas in the early 1940s, few alternatives existed for troubled, independent children in Pinellas County other than adult jail. A need recognized and championed by the juvenile court, Judge Lincoln Bogue. And whereas Attorney Leonard Cooperman drafted legislation supported by the Pinellas County legislative delegation to create an independent special taxing district governed by an autonomous board to guard the rights and needs of children. And Senate Bill 618, sponsored by Senator Henry Baynard and co-sponsored by Representative S. Henry Harris, passed both legislative chambers in May of 1945. And on November 5th, 1946, Pinellas County citizens ratified the Juvenile Welfare Board Act, creating the nation's first independent board dedicated to improving the lives and futures of children. And in 1947, the Juvenile Welfare Board of Pinellas County, chaired by Melend, Holland, Barton, adopted its first budget, distributing funds to three agencies that served about 1,500 children. And whereas today, JWB strengthens our community by funding 87 quality programs across 49 agencies, providing cradle-to-career prevention and early intervention services that reached over 83,000 children last year. And whereas the Juvenile Welfare Board also serves as a convener, forging partnerships and leading initiatives to prevent needless childhood deaths, nurture early childhood development, champion children's mental health, promote grade-level reading, fight childhood hunger, and support fathers and grandparents in their caregiving roles, reaching tens of thousands more annually. Now, therefore, I, Robert James Walker, by the virtue of the authority vested in me by the mayor of the great city of Dunedin, Florida, and on behalf of the entire city commission, do hereby acknowledge and express our congratulations to the Juvenile Welfare Board for 80 years of putting children first and for its commendable service to the citizens of Pinellas County. He's even walking it down. I'll let him, yeah, give it to you first. We do that sometimes, but so you're special. Oh, okay. Yes, so go ahead. Good evening, Mayor Freeney, Dunedin City Commissioners, community leaders, and residents. It is my honor to be before you today as we celebrate a remarkable milestone in the history of Pinellas County, the Juvenile Welfare Board's 80th anniversary. My name is Karen Bogis, and I am the interim CEO for JWB, and with me this evening is one of our JWB board members, Ms. Renee Chia. We also have some of our North County Community Council members. We have David Hale from one of our funded agencies, Maddie Williams, Daybird Family Center, and JWB staff. For 80 years, JWB has been guided by a simple belief. When we invest in children, we invest in the future of our community. We are a special taxing district established by a special act of the Florida legislature and solely funded by property taxes. Our annual impact budget is $128 million, and last year we had the privilege to serve over 83,000 children and families countywide. Every investment we make is informed by community needs, guided by data, and focused on creating lasting impact for children and families. From a child's first days of life through adolescence and into adulthood, our goal remains the same, helping every child reach their potential. And that is one reason being here in Dunedin is especially meaningful. Your city leaders embrace our mission and partner with us to strengthen opportunities for children and families. And we have partnered with your fire department around infant safe sleep and water safety, and supported multiple child safety, back-to-school, and family-friendly events hosted in your city. Your Dunedin Public Library serves as a vital hub for families. For example, we recently partnered on a well-attended racetrack read-along event geared towards families with babies and toddlers up to age three. And we were honored to have Dunedin City Commissioner Sandbergen as one of our guest story time readers. So thank you very much. Your library also serves as a dynamic, what we call pit stop, for our Turbo Babies campaign, educating and supporting parents as their child's first and best teachers. They are also a vital partner in our early readers, future leaders, grade-level reading campaign. And thanks to the collective efforts of all of our partners, like you, 70% of Pinellas County third graders are now reading proficiently, outperforming the state average. And like the leaders and citizens of Dunedin, we understand that investing in children early and often is not just the right thing to do. It is one of the smartest investments any community can make. Across your great city, we have five program sites featuring five programs that are funded by JWB to help children learn, grow, and thrive. But keep in mind, Dunedin families can access many other JWB-funded programs countywide. In fact, as of today, an estimated 30% of all households with children in Dunedin benefit directly from a JWB program. This includes JWB investments with the city of Dunedin to provide out-of-school time programs that keep youth productively engaged, support student academics and enrichment, and afford parents peace of mind while they work. Specifically, JWB funds the city to operate extended learning after-school programs called Promise Time at Dunedin Elementary, San Jose Elementary, and the Martin Luther King Junior Recreation Center. JWB also funds Child Protection Community Education at Curtis Fundamental Elementary School, a middle school academy program at Dunedin Highland Middle School, and Girl Scouts Youth Leadership Development Program at Dunedin Elementary. We are proud of our 80-year history of putting children first, a milestone made possible by your partnership. Thank you for sharing our commitment to the children and families who call Dunedin home. In your packets, you all should have gotten an orange folder. You will find information about our investments in this community, the outcomes we are achieving together, and the resources available to support children throughout every stage of life. And we also have this map to leave for all of you. As we look ahead to the next 80 years, we see tremendous opportunity to deepen our partnership with the city of Dunedin. Together, we can continue identifying needs, expanding opportunities, and ensuring that more children and families have access to the support they need to succeed. And because the greatest legacy any community can leave is not the buildings it constructs or the road it paves. It is the future it creates for its children. For 80 years, JWB has stood alongside communities that share that belief, and we are proud to stand with Dunedin to celebrate the impact we are making today and work together to build an even brighter future for generations to come. So thank you for your partnership, your leadership, and your unwavering commitment to children and families of Dunedin. We are going to get a picture, but before we do that picture, we had a budget workshop earlier about Amendment 3 and some of the things that we'll cut. And actually, Commissioner Gao made a comment that I think is really appropriate for right now. And it really had to do, if we don't invest in our children now, we'll put money into it later, and it'll be a lot more expensive when they're adults. So just thank you for all you do. It's a really, really important service that I think sometimes people don't realize the depth of work you're doing. So appreciate your being here. Let's get a picture. Okay, thank you. Thanks for being here, Renee. Hi. Nice to meet you. You're going to get a picture, too. You're going to get a better camera. Yes, but we're going to get really close. Cozy, cozy. Yes, yes, a little more close. And I'm going to make sure I can look this way. Thank you. Thank you all. Thank you very much. Appreciate it. Thank you. Okay. And next we have a very special presentation. And I won't say by who because I think Nicole Delfino is going to do the introduction. Is that correct? Yeah, I know. You're trying to trick me. So, yes, you're on. Good evening, Mayor, Vice Mayor, Commission. Nicole Delfino here, Strategy and Sustainability Manager. While I often don't stand in front of you to have good news about the legislature today, I do. Today, we are recognizing Representative Kim Burfield would like to present a check for the work that she's done up in the Florida legislature this past year as far as securing appropriations. And I know she's got some words to say. So, if you want to come on up. Thank you very much. It is a pleasure to be here with you today. So, can I come down to get the check while you're talking? Sure. If you want to. Just to make sure you get it. I'm going to be on my way down to get it. It is a pleasure to be with you all here today in the City of Dunnean, the council, the city staff, and the members of the community. On behalf of the Florida legislature, I am proud to present a $1.5 million in state funding secured for the City of Dunnean's Bayshore Maine Water Replacement Project. This is an important investment, as you all know, in the infrastructure that the residents use on a daily basis and is a long-term safety and resiliency issue for the community. The Bayshore Project will replace aging water infrastructure along Bayshore Boulevard, helping to ensure reliable access to clean water, to strengthening fire protection, and to reducing the risk of Maine waterline failures. Infrastructure like this is not always visible, and so a lot of times people take it for granted. But it is absolutely essential to keeping our city safe, functioning, and prepared for the future. Projects like this do not begin in Tallahassee. The hard work begins with you all. It begins with the city leaders and the staff and recognizing a need, understanding how it impacts the residents, developing a strong plan, and advocating for what the community actually needs. One of the greatest honors in serving as a state representative is having the opportunity to work alongside the communities we represent. My job is to simply listen to the needs and concerns, carry them with me to Tallahassee, advocate for them throughout the legislative and budget process, and to fight to bring those resources back home, which we are doing today. The partnership is incredibly important. When we work together, we are able to turn things that are local priorities into meaningful investments. And this is one of those examples that we get to celebrate today. I want to thank the mayor. I would like to thank the city council or commission and the entire city of Duneen staff for the work that went into identifying this need, moving the project forward, and working with Haley, who is here with me also from my office, and myself throughout the appropriations process. Efforts like this truly take a team effort and the city's preparation, the communication, consistent communication, I should say, and advocacy helped make this possible today. I also would like to take a minute and thank or recognize Nicole for her dedication, her hard work throughout the process. Nicole served as a very important point of communication between the city and our office and helping us stay attuned to exactly what was going on in the community and how it was critical to advocate for Duneen and this priority. Today is more about presenting just a check. A lot of people think, oh, you're going to hand me a fancy little check, and that's great, right? It's actually about recognizing the importance and bringing ultimately the resources back home that belong here. I am proud to have had played a small role in bringing these resources back home, and I'm even prouder of the partnership that we have developed over the last four years. I look forward to continuing to work with you in securing these resources and bringing them back to our community, and thank you for allowing me to be a part of that process. Mayor, if you'd like to do the check presentation, however you'd like to. Maybe right here. Sure. Yeah, what's good? You tell us, because I'm going to have all the fellow commissioners. Yeah, have them. Yeah. Let's do it right. Let me get one of those. Thank you. Yeah, I ask Representative Bearfield to stay for a second. You know, I just want to say thank you for all your efforts in bringing this money home. This is a really important project. It's an important infrastructure project that helps us in terms of sustainability and just overall service levels, so it really means a lot. And anyone else want to add anything to that? I want to make sure you all have a... Yeah, so, Rep. Bearfield, I just want to thank you for all that you do for Dunedin. You know, you're always very accessible to us, and you've been so instrumental in carrying forward initiatives that we need in our town, and I just want to personally thank you for that. As I mentioned to you the other day, it's great to see you show up and be part of our Dunedin community. One of your staff members helped me stuff backpacks. Very rarely do I not see... What's your first name again? Yes, one day we even sat together on a hurricane expo. What you've done for the city of Dunedin is just so greatly appreciated, and thank you for everything you've done. Mr. Gough, anything? Thank you. And Commissioner Dugard? One of the things about being a representative is you've got to be present. And you're present here. You're visible. You're engaged. And we are very grateful for all you do. But, by the way, bringing $1.5 million is really a nice thing, too. Thank you very much. Okay, and I just also want to say, I mean, we had a property tax forum just this past Tuesday, and we have a second one on October 6th. At that time, our panel is going to be Representative Beerfield, Sheriff Caltieri, the head of the Fire Chiefs Association, Trip Bars, and myself, trying to make sure we're factually giving you information about Amendment 3. So, again, thank you. Okay. And if you don't want to stay, you don't have to. I think you know that. Okay. The next one is Find the Good Day Proclamation. I know we have Melina Allison, President of the Junior League of Clearwater Dunedin, here. And I'm going to turn this over to Commissioner Sandbergen. Sure. This is awesome. Thank you. I like that. That fits, too. Well, good afternoon and welcome. You know, I think one of the things that makes Dunedin special is when a citizen rises up to donate their time, to volunteer, and to make someone else's life a little bit better. You know, and today you've come forward. You probably do things that people never recognize, but your efforts are being felt. And today you even went one step further to make it all about the good day. So if you don't mind, I would like to read you the Dunedin Proclamation about Find the Good Day. Whereas the Junior League is dedicated to advancing women's leadership and meaningful community impact through volunteer action, collaboration, and training. And whereas Find the Good Day, observed annually on the third Thursday of September, encourages individuals to recognize and celebrate the positive aspects of their communities and to take intentional action to uplift others through acts of kindness, service. And whereas this day calls upon us to embrace compassion, celebrate community spirit, and inspire meaningful engagement to build a more connected, resilient, and hopeful society. And whereas the Junior League continues to lead impactful initiatives that strengthen Dunedin, the greater North Pinellas community, and empowering individuals to make a lasting impact. Now I, therefore, Stephen Sandbergen, by the virtue vested in me by Mayor Freeney of the City of Dunedin, and on behalf of the entire City Commission, do hereby proclaim the third Thursday of September as Find the Good Day in the City of Dunedin, and encourage all citizens to take part in acts of kindness, volunteerism, and community service to help strengthen the fabric of our city. And I thank you for what you do. Thank you for walking down. Thank you, Commissioner, all of you, as well as the Mayor. We want to thank you for the proclamation again this year. But we also want to thank you for coming alongside the Junior League of Clearwater Dunedin in this global movement celebrating community impact, empowerment, and optimism. September 17th is not just a day on the calendar. It's a call to action that reflects the timeless spirit of the Junior League, a legacy of kindness, of empowerment, and community transformation. The Junior League has been serving nationally since 1901, and we've been in North Pinellas working hard since 1948. We're proud of the impact our members have had on this community, the meaningful leadership training we've provided for our members, as well as community partners, and the commitment to advancing mental well-being in Pinellas County. Together, we aim to make a difference by embracing the powers of unity, positive change, and finding the good. We hope that today, Find the Good Day, along with every other day, our members, with the citizens of Dunedin, can find the good, do the good, and be the good that our community needs. Thank you. Thank you very much. Okay. And we've got to get a picture. Thank you. So I was at their meeting the other day, and Melina was leading it, but it was like a group of like 50 ladies over at the Achieva headquarters. And, I mean, of course, they do the art harvest in Dunedin, and they do so many good things, and it was just great energy in the room. So thanks for all you do. Okay, we have World Car-Free Day, September 19, 2026, and I'm going to turn that over to Commissioner Gao, somebody that has a passion for this. You know, when I find a good day is when there aren't any cars on the road. Or more importantly, there's just less of them, so there's more people riding and walking. But anyway, Kathy, come on forward. No, you're good there. You're good there. You're good there. But, no, I'm very excited about this proclamation for obvious reasons, for those who know me. But I've been told it's going to be a long night, so keep it brief and brilliant. So come hear me talk on Saturday if you want to hear what I have to say. World Car-Free Day. Whereas World Car-Free Day is a global event that encourages people to leave their cars at home for a day and discover alternative ways of getting around. Whereas Dunedin is proud to support alternative transportation options that make it easier for residents and visitors to move through our community without relying solely on automobiles. Whereas walking, biking, and public transportation provide opportunities to experience our community in new ways, while reminding us how our daily choices impact air quality, traffic, and the environment. Whereas walking, biking, and public transportation reduces carbon emissions, decreases traffic congestion, and improves the overall community health. Whereas the recognition of World Car-Free Day will raise awareness of using alternative transportation choices that contribute to a healthy, vibrant, accessible, and sustainable community for current and future generations. Now, therefore, I, Jeff Gow, by the authority vested in me by the Mayor of the City of Dunedin, and on behalf of this entire Commission, do hereby proclaim Saturday, Saturday, Saturday, Saturday, September 19th as World Car-Free Day in Dunedin, Florida, and encourage residents and visitors to walk, bicycle, or use public transportation as a sustainable and healthy form of transportation. Thank you, Mayor, Vice Mayor, Commission, City Manager, Kathy Gatimer, Community Development Project Manager. A little fast history. World Car-Free Day started in the 1970s to raise awareness on climate change and to educate people on the sustainability in the transportation industry. Now, World Car-Free Day is a global event starting September 22nd. We will be celebrating it Saturday, if you haven't heard that. So, globally, it encourages people to give up their cars just for one day and to help them discover alternate transportation. This Saturday, the City of Dunedin is partnering with Connect Pinellas, and this is Nicole Roberts. She's the Director of Operations for St. Pete Downtown Partnership, also works for Connect Pinellas, and we're partnering together to bring a World Car-Free Day at Reaver Park, and I'm going to hand it over to Nicole, and she can tell you all about it. Thank you so much, Cassie, for the introduction, and thank you so much, Commissioner Gow, for your support of the event and for the proclamation. We are so excited to be celebrating the first World Car-Free Day event here in Dunedin on Saturday, September 19th, in partnership with Joy Rides Dunedin. We'll be meeting in Josiah Weaver Park at 2.15, where Commissioner Gow will be making some brief statements. We'll be handing out passports to our attendees and then heading to downtown Dunedin, where we're going to be visiting some of our favorite downtown Dunedin businesses and also learning more about some transportation organizations at each of those businesses. So we're encouraging folks to go to the Bike Lab, where Joy Rides Dunedin will be stationed, go to Q&A Brewery, where Commissioner Gow will be speaking to the public and answering some questions, to Cafe Racer, where FDOT will be doing an e-bike workshop, e-bike safety, and also to Dunedin Mock Fusion, where Bike Florida and the Pinellas Suncoast Transit Authority, or PSCA, will be stationed answering some of the public's questions. At each of those businesses, attendees can get a stamp in their passports that they got at the park, and around 5.30, we'll head back to the park, collect those passports, and each completed passport will get a raffle ticket to be entered to win some special prizes. We'll be announcing a lot of those prizes the day of, but I can let you know that two of those prizes will be certificates for the Coast to Coast Trails Tour that Bike Florida puts on. So a very exciting prize. Yes, and we're, of course, encouraging folks to get to the event car-free, biking. You can also take the Clearwater Ferry, which is offering half-off fares for the day, and local tiki rides. We'll be offering rides from the ferry to the park and back after the events, and, of course, the Jolly Trolley that has a stop near the park. So, yes, we're so excited to be putting this event on. Thank you so much to the City of Dunedin for all your support in putting this event on, and Spinellis County Government. You all have been amazing partners in planning this event, and, yes, we're just so excited to be celebrating the first World Car-Free Day here in Dunedin on September 19th. See you all on Saturday. We'll get a picture, too. Let's get a picture. Do you want to go down? Okay. Thank you very much. Thank you. Okay. We are going to move to citizen input. Is there anyone in the audience who wishes to speak on a topic that is not on the agenda? Okay. Seeing no one, I will close citizen input and we'll go to the consent agenda. We have approval of the minutes for 7-23-26 regular meeting, 8-4-2026 budget workshop number two, board and committee appointments for board of finance. We have 2C as fiscal year 27 temporary road closure blanket list, October 2026 through July 2027. 2D, commission approval is requested for the fiscal year 27 acquisition of computer replacement equipment from vendor Dell, Inc. under the cyclical computer replacement program in the amount of $118,894. 2E, commission approval is requested for the fiscal year 27 acquisition of annual IT support contracts from various vendors in a total of $410,110.65. 2F is commission approval as requested for the fiscal year 26 purchase of Panasonic rugged laptop replacement equipment from GovDirect, Inc. of Clearwater, Florida in the amount of $70,474 as part of the IT equipment cyclical replacement program. I guess it's IT night here. 2G, approval to issue a purchase order to unseen repairs and maintenance for the engine motor replacement and overhaul of the fire pump and gearbox on the reserve fire apparatus number 104 in an amount not to exceed $101,580.87. And lastly, 2H, approval to use GFL environmental for the disposal of yard trash, class III waste and construction and demolition debris via the City of Largo cooperative bid ITB number 26-B-858 in the amount of $300,000 annually. Is there anything that anyone wants pulled? Mayor, can we pull 2G? 2G, okay, 2G. Okay, anything else? Good. Okay, I'm going to have, I'm going to go with 2C. Okay, so other than 2C and 2G, can I have a motion to approve the consent agenda? So moved. Second. Okay, and on those items, is there anyone in the public who wishes to come forward and speak on these issues? Okay, seeing no one, I'll close public input. And all in favor? Aye. Any opposed? Motion passes unanimously. Okay, we're going to go to 2C, which is fiscal year 27 temporary road closure blanket list. I pulled that and I just, I have one question. Jason. So Cinco de Mayo is back on May 5th and Mardi Gras is back on Fat Tuesday and I'm just wondering when we're going to get back to St. Patrick's Day on St. Patrick's Day. I get this question all the time. I'm not just asking it for me. You have to come up forward. Jason Seibert, 1756, Ranchwood Drive South. That's where the party is. Yeah, so I would love, absolutely love, and I think that tradition should hold that it should be on March 17th. It has been my experience that we have less sales on that day and as the price of putting the festival on has increased, that has been difficult. I would like to shoot for doing that next year and I would very much, I'm 100% with you on that. March 17th, especially because we are a very traditional pub and we pride ourselves on tradition. It took many years after the COVID that we all went through together for the habits of the community to change and we're starting to see some of that come back as far as when people come out and if people come out. So my goal is that by next year I can bring it back to the 17th and I, as much as you, would love to see that and I imagine I might hear it as much as you do. Why isn't it on that day? Okay. Thank you, Jason. Thank you for pulling it. I appreciate that very much. Thank you, Madam Mayor. Okay. Okay. So I'm going to, unless somebody else has a question. Okay. I can have a motion to approve. So moved. Second. Okay. And is there anyone in the public that wishes to come forward and speak on the road closures? Okay. Seeing no one, I'll close that. All in favor? Aye. Aye. Any opposed? Motion passed unanimously. Thank you, Jason. Appreciate that. Okay. 2D. No, I'm sorry. 2G. Approval to issue a purchase order to unseen repairs and maintenance for the engine replacement and overhaul of the fire pump and gearbox unreserved fire apparatus number 104. Do you want a presentation or questions? Just a quick question. Okay. Yeah. During our previous meeting, we were talking about contingency plans. Part of the contingency plans is selling the fire engine that hosts Santa Claus. And so I'm wondering if we're going to put this amount of money, is there been any analysis on maybe this is what we sell? I don't know the difference between the trucks, but is there a cheaper way to get where we need to go? So, yeah. Absolutely. Michael Handoga, Fire Chief, Mayor, Vice Mayor, Commissioners. We do look at our fleet and as part of the contingency plan, we are definitely going to look at what apparatus is the most appropriate to keep in service, has the longest lifespan available to it. This one is going to be a frontline engine. The current vehicle that we're using for the Santa program, 123, is a, it doesn't even have a fire pump that's operational on it. It is strictly a vehicle to take Santa around the town. Thank you. That's all that I had. Okay. Anybody else? Question on this one? Okay. Mayor, if I may, before you continue, I'd like to address an item regarding this particular agenda item issue. This, this apparatus number 104 and the replacement, the funding for the replacement of apparatus 104 was approved in the fiscal year 2026 budget last year. The apparatus was then sent down to on-scene repairs and maintenance. I think it was in January of this year in order to effect that repair. We missed some steps, however, in sending that down to on-scene. First of all, we needed to get three quotes or bids, if you will, for that repair and also it needed to be approved by the City Commission as well before we sent it down for repair. The, as I said, it was approved as part of the budget but there are additional steps that we needed to take that we did not take. It has been repaired or it is, the work has been done on this apparatus and keep in mind we use on-scene repairs and maintenance for a lot of our work after getting the necessary quotes and the, the, there is an attachment to this agenda item from our purchasing manager to that effect that we've used them before and they've always been very efficient and within, within our budgeted expenditure. And so, once we, we realized that we had not taken the appropriate steps we consulted with the City Attorney as far as what the cure is. She wanted us to get some additional quotes which we did, we got one. It was actually more than the $101,000 to repair this apparatus. And we also did some purchasing counseling with staff to ensure that, that this issue would not occur again. So, I wanted to point out to you that, that this is an after-the-fact purchase order and I am satisfied that, that on-scene repairs and maintenance is the correct entity to do this repair. We do need to pay on-scene repairs and maintenance and so we're recommending that you approve this after-the-fact purchase order. Thank you, Mayor. Thank you for that transparency. Okay, do I have a motion? So moved. Second. Okay, walk forward to guard. Okay, and would anyone in the public wish to come forward and speak on this issue? Okay, seeing no one, I will close public input and all in favor? Aye. Aye. Any opposed? Motion passed unanimously. Okay, we are going to go to action items and the first one is 3A application LUPZO-2026-0002, request to rezone the 1.07-acre property located at 968 Douglas Avenue from downtown industrial to downtown core. First reading of ordinance 26-09, rezoning from downtown industrial to downtown core. This ordinance is quasi-judicial and therefore I request the city clerk to swear in all who intend to speak or may speak if you'd stand and be sworn in. Great. And does anyone need to disclose any ex parte contact for the record? Okay, seeing none. Okay, and Jen, could you please read ordinance 26-09 by title only? Ordinance 26-09 and ordinance to the city of Dunedin, Florida, zoning certain real property located at 968 Douglas Avenue parcel number 27-28-15-23076-013-0050 with designated meets and bounds and totaling approximately 1.07 acres to downtown core, D.C. and providing for an effective date. That was ordinance 26-09 read by title only. Okay, could I have a motion? So moved. Second. Okay, Commissioner Sandbergen, Commissioner Dugard. Okay, staff presentation, George and Bob, you're on. In keeping with the theme, I'm going to say good day, Mayor, Vice Mayor, Commissioners. Good day. Happy to be here. George Kinney on behalf of the Community Development Department. Seated to my right is my colleague from Economic Development, Bob Ironsmith. I'll be very brief on this. I think you guys know what's going on. If you've been down Douglas, you kind of see the activity that's taking place. But I'll walk through this quick PowerPoint slide and certainly happy to answer any questions at the end. As mentioned, this is an application for land use amendment. It is a rezoning application. The owner is Mazes Development. Bill Mazes is the representative, although I don't believe he's here this evening, but I think he's... Yeah, Mr. Jennings is here. He introduced himself, so he's here for questions or presentation. Okay, very good. Thank you. Street address is 968 Douglas Avenue, and the property size is just a little bit more than one acre. It's located, as you can see on the map to the left between Douglas and Pinellas just south of Skinner Boulevard. By way of background, again, the acreage a little bit more than one acre, 1.07. It's about 150 feet south of Skinner Boulevard. It borders Douglas Avenue, again, to the east and the Pinellas Child to the west. I'm getting a little feedback here, but the owner is redeveloping the property as the Douglas Parking Center, a structured parking facility. It's going to provide approximately 318 parking spaces which will serve not only the public and the retail space that's proposed, but it will also serve the Main Street Exchange site further down the road on Douglas and Main. They're proposing approximately 25,000 square feet of ground floor retail and commercial space in this facility, and you can see from the aerial on the left-hand side the property in question. It's been cleared at this point, and of course is currently under, is currently being developed with the parking structure. Because the current zoning is downtown industrial, and because that current zoning designation does not permit retail, this is the request to the downtown core, and as you'll see in both the land use evaluation and zoning evaluation, this is encouraged. There is no change to the underlying land use. The activity center land use would remain the same, so this does not need to be shipped off to Pinellas County following this review. This is simply just the rezoning portion of it, and what is being proposed, this parking structure is consistent with that activity center designation, and is also consistent with the county ride rules and the CRA master plan. From a zoning perspective, this is where you can kind of see that downtown industrial piece. You might note there's only one other downtown industrial piece in the CRA, and it's just north, so eventually that one will hopefully go as well, and then we'll have a consistent downtown core for those two, for that particular zoning category. From a zoning district evaluation standpoint, the ground floor retail and commercial are permitted uses in the downtown core. This would be classified as a street type C, which is consistent with those other downtown core properties in this particular area. We do find the, you can see embedded on the right-hand side, the dimensional standard feedback and sheet, and of course this project is consistent with all of those standards, so there would be no non-conformities created by the rezoning. So very quickly to the recommendation, the LPA did hear this matter a few weeks ago, and they did recommend approval of Ordinance 2609 to change the zoning district designation from downtown industrial to downtown core, and staff is, of course, recommending the same. So with that, I'm going to, I know Bob wants to make a few comments, and then we'll be happy to answer any questions. Certainly. Bob Ironsmith, Economic Development, CRA Director. This is a prime example of adaptive reuse and consistent guidance by the CRA to make sure that we get things that add value to downtown. As you all know, this was a concrete plant for a long period of time, and the city leased it for the art incubator, but really a lot of the time, for most of the time, after the concrete plant, it was just storage for cars and boats and things that didn't add any value to downtown. Similar to the deal that was put together for the artisan to add to the Douglas Corridor, we worked hard to go ahead and see this one. We're very excited about Bill Monson's investment here. As we went through this process, we kind of determined we wanted the height a little bit more in concert with what was at the artisan, and of course, we wanted the retail. This is going to be another edition of an activity center where people can shop and walk through our downtown. So, prime example, adaptive reuse, consistent guidance, really by the CRA, to get to where we are today. We started many years ago with a CDBG grant to streetscape Douglas to put in those brick sidewalks, and then we've been working all this time, really, to see this kind of rejuvenate and revitalize over a period of time. So, staff's very excited about this. The CRA supports this, and I think this is just going to be a wonderful project and a big investment by Mazda's Holdings for downtown. And his sons are here for any questions, and of course, the attorney is here, too. Todd, answer any questions that you might have. Okay, questions. I'll start with Commissioner Gao. Thank you, Mayor. I really don't have any questions. Okay. Commissioner DeGuard, questions? No questions. Vice Mayor? No questions. Commissioner Sandberg. So, looking at that picture, is that the entry and the exit where that car is? It is. Okay. And I noticed the retail space facing Douglas. Will there be any retail space fronting the trail? There will not, and it will not be any connection to the trail. This is something the county, initially he did make an application to the county and they turned down any type of connection on this. They felt the connection with the artisan is too close, and so we understood that. Okay. Is that sidewalk wide enough to accommodate maybe outdoor dining, outdoor similar to the artisan? Boy, I'm going to have to really kind of defer to, I don't know, if the sons have an answer to that. I kind of feel it is set back a little bit just to look at the rendering. Okay. That's fine. Just as long as we've taken that into consideration. Certainly. That's all I had then, Mayor. Okay. No, I really don't have any questions. I'm all about this. I think it's great. Did anybody have any presentation or need to ask a question of Mr. Jennings, the representing the applicant up here? Okay. I guess you're, okay, so we will go to, I'm going to open it up to public input. Does anyone in the audience wish to speak on this project at all? Okay. Seeing no one coming forward, I will close public input and I'll go to final commission comments and the maker of the motion being first, Commissioner Zandbergen. It's going to bring jobs. It's going to increase our tax base. It's going to bring visitors and nothing but good addition to the city of Dunedin. I appreciate what you guys have done. That's all I have, Mayor. Okay. And Commissioner Degard, final comments? Yes. I think this moves us in the right direction relative to consistency in the downtown core and I'm pleased to see it and support it. Okay. Commissioner Gow, final comments? Good project. The rezoning makes sense. Okay. Vice Mayor, final comments? Consistent with CRA and this significantly increases the value of that property. So, good job. Yeah, I'll just say I'm thrilled about this and I'm thrilled with the investment you all are making in our downtown. When this first came up for the parking garage, it was like my first thing can't we put retail and of course under DI we couldn't under this we can and I know that's Mr. Monza's full intention and I think that's again, it's like a connector to Skinner as well. So, there's just all kind of positives in terms of that part of Douglas and then that connector kind of starting to incrementally change that feel of Skinner as well. So, I think it's great. So, we'll go to roll call vote. Vice Mayor Walker? Aye. Commissioner Gow? Aye. Commissioner Degard? Aye. Commissioner Sandbergen? Aye. Mayor Franey? Aye. And that motion passes unanimously and the second reading is scheduled for October 22nd for anyone who needs to know that. Thank you very much and thank you Mr. Jennings for being here. Okay. We are going to go to adopting fiscal year 2027 final millage rate and fiscal year 2027 final budget and our first we'll do that in two steps I guess. One will be resolution 26-14 which establishes the fiscal year 2027 final millage rate and then two will be resolution 26-15 which establishes the fiscal year 2027 operating and capital budget. Jen, could you please read resolution 26-14 by title only that we'll take that one first obviously. Resolution 26-14 a resolution of the city commission of the city of Dunedin, Florida adopting the final millage rate for ad valorem tax revenue for fiscal year 2026-27 at a rate of 4.1345 mills or $4.13 per $1,000 of assessed property value and providing for an effective date. That was resolution 26-14 read by title only. Okay. And this is remember this is the millage rate so may I have a motion? So moved. Second. Okay. Vice Mayor Commissioner DeGuard okay. Staff presentation Les and Gene. Great. Thank you. Good evening Mayor, Vice Mayor, Commissioners. Les Tyler, the finance director. I'm also here with Gene, our budget manager. The fiscal year 27 budget has been prepared in unity with the priorities set forth in the city of Dunedin and Strategic Plan. This is the final budget hearing of the fiscal year 27 budget. The city has had several workshops leading up to this point. The city's fiscal year 27 through 32 proposed budget was delivered to the city commission and the board of finance on June 30 of 2026 followed by two budget workshops on July 21 and August 4th. The millage rate of 4.1345 mils is 2.72% more than the rollback rate which is 4.0249 mils. The rollback rate is the rate that would generate the same amount of property tax revenues as approved for the prior year less than allowances. When the tax base increases, the rollback rate is less than the prior year's rate. The city commission held a public hearing and adopted resolution 2612 establishing a tentative millage rate of 4.1345 mils for the fiscal year 27 budget on September 3rd, 2026. A millage rate of 4.1345 mils is the same rate that the city has had since fiscal year 2016. Fiscal year 27 will be the 12th year at this millage rate. The rate will generate $18,626,000 in the general fund budgeted at a 95% collection rate and will generate $1,191,000 for the city's portion of the community CRE Avalorium TIF revenues. Staff recommends approval of the final millage rate of 4.1345 mils for fiscal year 27. Thank you. Okay. Questions for staff? Vice Mayor? No questions. Commissioner Sandbergen? No questions. Commissioner Gao? No questions. Commissioner DeGuard? No questions. Okay. If I could open it. I don't have any questions either because we've seen this a lot. I'd like to open it for public input. Anyone wish to come forward and speak on the budget or the millage rate actually? Okay. Seeing no one I'll close public input. I'll go to final comments starting with maker of the motion Vice Mayor Walker. 12 years of holding millage rate where it's at and that is testament to great work by the staff. No further comments. Okay. And seconder of the motion West Commissioner DeGuard. Final comments. I concur with my colleague. I think this is a very good approach to continue in a lot of what we're facing in a number of ways. Stability is important for the community. This is a stable budget. It's also physically sound. Thank you mayor. Okay. Commissioner Gao? Final comments? Nothing to add to what my colleague said. Okay. And the only thing I'd add is and I know this because we're celebrating our 30th year with the sheriffs 30 years ago that millage was 5.350. So almost a mil and a half additional. So I think slow and steady even though that's been a decline and we've been holding it steady and so appreciate the hard work on this. So I'll go to roll call vote. You forgot to ask if I had any final comments. Oh I did I? Oh I apologize. Sorry. No. You go ahead. Do you have any final comments Commissioner? I have no final comments I don't know how I could have done that but you know. That's cold in court. Terrible oversight. Yeah. Come on. Give us something good. Give us something good. All right. We'll go to roll call vote. Commissioner Gao? Aye. Commissioner Sandbergen? Aye. Commissioner Dugard? Aye. Vice Mayor Walker? Aye. And Mayor Feinney? Aye. And motion passes unanimously. That must be that slap happy piece that's coming in you know for the whole day of meetings right? Not yet. Not yet. Not yet. We can't. We got a lot of big stuff coming. Okay. And Jen could you please read resolution 2615 by title only which has to do with our operating and capital budget. Resolution 26-15 a resolution of the City Commission of the City of Dunedin Florida adopting the final operating and capital budget for the City of Dunedin Florida for the fiscal year commencing October 1, 2026 and ending September 30, 2027 and providing for an effective date. That was resolution 26 dash 15 read by title only. Great. Could I have a motion? So moved. Second. Oh. I think he beat you. Okay. Vice Mayor and Commissioner Sandberg and he's making sure I won't forget him this time. Second. Okay. Staff presentation. Les and Gene. Okay. Thank you. On September 3rd, 2026 the City adopted resolution 20-26 dash 13 establishing the fiscal year 27 tentative operating capital budget of $138,845,000 in all funds. No changes have been made to the tentative budget as passed by the commission on September 3rd, 2026. Staff is recommending approval of the final fiscal year 2027 operating and capital budget. These are comments. Thank you. Okay. Questions for staff? Commissioner Gao. No questions. Okay. Questions? Commissioner DeGuard? No questions. Vice Mayor? No questions. Commissioner Sandbergen? Thank you, Mayor. I have no questions. Is anyone in the public wish to come forward and speak on the budget for 2027? Okay. Seeing no one coming forward, I will close public input, go to final comments on the budget starting with the maker of the motion, Vice Mayor. No additional comments. Okay. Seconder of the motion, Commissioner Sandbergen? No additional comments. Okay. Commissioner Gao? Thank you, Mayor. Listen, starting on page 7, but just for the residents and anybody watching, I know we say it all the time, but we've been talking about this since February, so when we're up here tonight with no further questions, it's because they've all been asked and answered and asked and answered and asked and answered. So I just don't want our lack of having questions to be seen as apathy. We do care, and so I just wanted to make that clear. Thank you, Mayor. That's good clarification because we've dug into this really good. Okay. Commissioner Dugard, final comments. Thank you, Mayor. I don't know that many of the people in this room other than those on the staff have seen this book. This is what the budget looks like. By the way, I'd like to be able to tell you that I know every page by heart, but we've gone through every page by heart. And Gene's over there going, yeah, and I'd like to hit you with it. This is a culmination of more than a year because it's an incremental budget. It takes our past budgets, and it moves from there. And this is what it takes. And so when people accuse us of not being budget-minded, I have Exhibit A to the contrary. Thanks so much, Gene. Les, appreciate your work. And, manager, that's all. Okay. I just want to tag on, and thank you, that was a great way to put it. I want to thank Aless and Gene for your hard work and late nights, and I know you guys work really hard, and then everyone that surrounded you, your staff, department heads. I know everybody's worked hard on this, and obviously not over because we've worked on the contingency budget, which we worked on today because of Amendment 3, and we're going to have another special meeting on that. so the work on the budget doesn't end. But we're very, very appreciative of your objectivity. I've said it before, I'll say it again, I think you're just one of the best finance staffs in my 40 years I've seen, and that's because you don't come with an agenda. You're giving us the facts, you're sticking to it, you're digging deep, and you answer transparently, which is very appreciated. I also wanted to thank the finance board who works hard, very hard, led by Kathy Harvey, but they're just, they're doing a great job, and they're giving us some very thoughtful recommendations and information, and it's extremely, extremely helpful, and certainly the manager, I didn't want to forget you as well. So, okay, so we'll go to roll call vote. Commissioner Dugard. Aye. Commissioner Gow. Aye. Commissioner Sandbergen. Aye. Vice Mayor Walker. Aye. And Mayor Franey. Aye, and that motion passes unanimously. Okay, we're going to move on to 3C. Of course, now that we've got that adopted, right, we have a meeting, like, don't we start the next budget? Monday? Yeah, that's pretty much how it is. Tomorrow. Yeah, I'll get inside of this kind of that. Okay, so yes, we're going to go 3C, Resolution 26-16, Fiscal Year 2026, Third Budget Amendment. Jen, can you please read Resolution 26-16 by title only? Resolution 26-16, a resolution of the City Commission of the City of Denene, Florida, amending the City's operating and capital budget for the fiscal year beginning October 1, 2025, and ending September 30th, 2026, and providing for an effective date. That was Resolution 26-16, read by title only. Okay, can I have a motion? So moved. Second. Okay, Vice Mayor and Commissioner DeGuard. Okay, staff presentation, Les and Gene. Okay, thank you, Mayor. Florida Statutes 166-241 provides for a municipality to amend its budget at any time during the fiscal year or 60 days following the year and fiscal year. Proposed amendments in today's staffing are on pages 2 through 6. The total impacts on fund balance as shown on page 2 of the staffing report, there's a breakdown by fund, but the total impact is $1,734,000. I'd like to briefly go over the key budget amendments in 2026, starting with the general fund amendments. First amendment in the general fund is had an increase in debt service expenditure of $9,470 for a grand interest contract addendum. The increase in the contract price was not known in time to include in the fiscal year 26 budget. It is part of the debt type item in the budget. The Granicus falls under GASB 96, which is subscription-based information technology arrangements, so for accounting purposes we need to treat it as debt service. This results in a decrease in fund balance. This item was presented to the City Commission on October 23, 2025, item 2C as part of a contract addendum for Granicus website. The next amendment is a transfer of $101,000 in personnel and operating budgets in aquatics division, youth services, community center, and parks maintenance to the aquatics operating capital accounts for repairs and equipment purchases for the Highlander pool during this year. The operating expenditures included filtrations of systems of $22,000, motor of $18,000, lifeguard chairs of $4,400, lane lines $8,600, and a pool filtration of $12,000. The capital expenditures included $44,000 for new diving boards and platforms. There's no change to fund balance. This is just a transfer between accounts and the funds. $44,000 of this item was approved with the delegated authority memo dated June 4, 2026 for the purchase of replacement of diving boards for the Highlander pool. The other expenditures included in this item are below the contract and delegated authority memo thresholds. The next item is an increase in expenditures of $707,000 in the general fund for our health ISF fund, our health ISF fund. The increase is due to our fiscal year medical claims have been trending over budget the entire year. We've been tracking it and this is the year-end allocation for the general fund. This results in a decrease to fund balance and this item was discussed with the city commission during budgets workshop in one and two on July 21st and August 4th. Some background on this. There are several funds today with this budget amendment for the same topic with an increase in the health fund budget for fiscal year 26. As mentioned, staff had mentioned this during the budget process and we did project in 2026, this was back two or three months ago, we projected that we would be over budget in the general fund by 400,000 for its health fund contribution but based on current projections and estimated claims paid through early September, the adjustment in the general fund is an increase of about $707,000 in fiscal year 26. We project that this adjustment will leave us with a fund balance in the health fund, our ISF health fund of 60 days of operating and labor costs which is what our reserve goal is in the health fund. We did a year-end analysis of health fund costs for all city funds and most of the funds require an increase in the budget. The largest is the general fund but there are a few funds that had small decreases. The health ISF budget is based on prior year actuals. We anticipate in the current year what we look at the prior year actuals by department and where their health care costs are. However, changes in employees throughout the year and the number of vacancies and different coverages for different family members or medical plans during the year can lead to some funds being over-budget or under-budget during the year as the year progresses. This amendment affects all funds in the budget amendment today. All funds have an impact from this particular amendment. We will not go into detail for each fund. We kind of want to cover it with the general fund but we want to make sure we walk through it and the general fund has the largest impact compared to the other funds. The next amendment is the Solid Waste Fund. There's an increase in capital budget for vehicles in the amount of $874,000 for the purchase of two solid waste trucks. The $800,000 of the total purchase price is reimbursable by a DEMP grant which will be received in fiscal year 27. This results in a decrease in net position of $874,000 in 2026. And this item was presented to the commission staffing on June 18, 2026 an update to the citywide fleet replacement plan for two solid waste trucks funded by this grant the Florida Department of Environmental Protection for Class 8 vehicles. The next is the water wastewater fund and the two items on this. The first is a transfer of $106,000 from the sewer line repair and replace project repair and maintenance account to the wastewater plant administration building interior renovation project. This construction bid came in $106,000 over budget and there was no net change in fund balance because it was a transfer between accounts. This item was entered to the city commission on July 23, 2026 part of a bid award for the renovations of the wastewater break room project to Pannonia development. The next amendment is a transfer of $48,000 from the wastewater treatments plant's utility electric utility account and $48,000 from the other contractual account to the machinery and equipment capital account. Again, a transfer for the emergency replacement of chlorine tanks at the wastewater treatment plant. This was an unbudgeted emergency repair and there was no net change in net position on this item and this item was presented to the city commission on September 3, 2026. It was ratification of an emergency purchase order issued to Guardian Equipment for the emergency replacement of two 4,600-gallon sodium high chloride bleach tanks. Next is the health fund. I want to mention the health fund because that sort of generated these other adjustments I just mentioned with the general fund. This budget adjustment includes an increase in revenues and expenses to the health ISF fund. The increase in the ISF revenue is 1.1 million in total and that's the amount received by this fund from all the other funds in this budget amendment. And also there's an increase in medical claims in 2026. The expense increase side is $850,000 increase in medical claims increase in budget for medical claims and a small increase of $2,200 in the health ISF expense account. And this offsets the increase in the revenue side. Medical claims are expected to come in well over budget in 2026 as you just mentioned. The net impact on the health fund with this adjustment results in a net increase in the net position of $262,000. That concludes the amendments. We also have an exhibit C. We always show the fund balance estimates at the end of the year in 2026 with these amendments included. I want to point out that all of the funds meet the requirements except there's three that are slightly under. I want to mention that briefly. Solid waste fund is below the target here. And the fiscal year 26 estimate we anticipated we were going to be under in our 27 tentative budget. and the reason for that is we have this $800,000 grant that we needed to encumber during the year and it will be paid in 2027 so it's sort of a timing thing. But we are anticipating in 2028 that this fund will have a fund balance of 20% and the reserve will become over the goal amount and increase each year after that in our projections. The water sewer fund is slightly under the goal of 25%. It's at 18% in our staffing today. It's slightly under 25 in 2026 but we are anticipating in 2027 that fund balance to get to 42%. So we expect it to be at 42% next year and above the target at 45%. The other one that's under is the golf operations fund. It's projected to have a negative net position. We talked about that a little bit during budget workshop one. The golf fund at the end of 26 has current assets less current liabilities. It's slightly negative at the snapshot on September 30th 2025. But we're projecting in 2026 we will have a negative fund balance of about $145,000 roughly. But in 27 we are projecting it to become positive. Our 27 estimate in our tentative budget with this adjustment included would be a positive fund net position of about $37,000. So we are expecting the golf fund to be in 2027 to be in a positive situation. As mentioned in the workshops one and two staff will continue to monitor the golf fund closely. It's sort of a new fund for us with the new restoration as we discussed before. But the long-term projections of that fund out in 28 through 2930 has that fund balance getting over the goal of 15%. So in the outer years with our current estimates the fund balance is growing every year. That includes our comments and be happy to answer any questions. Okay. Questions for staff. I'll start with Vice Mayor. You know, I went through this pretty thoroughly and I have no questions. Okay. I will go to Commissioner Sandbergen. Is that $9,400 for Granicus? Is that one time or is that an annual? That was well, that was the annual debt service. It's a multi-year agreement. So what that is is the annual debt service. With Grasby 96, we're required to treat it like an intangible asset. So that's the annual amount for debt service over that two or three year agreement. In the wastewater, we recently had that $169,000 break room. With that additional, is that now a $275,000 break room? No? I misunderstood it then. No, sorry. This budget amendment is actually with that staffing that went in July. So this is the $100,000 that we are transferring from another project to the break room project. It's not in addition to that $169,000. Okay. And it just looks like in the health fund, we just had some pretty significant claims. Very expensive year, health fund. How often do we look weekly actually. We make payments every week. Pick up some trends early. That's all I had, Mayor. Okay. Commissioner Gao, questions. Thank you. Less throwing out words like Gatsby. You stop that sexy talk. You know that word, huh? I know it all too well. I really don't have any questions. Just a quick comment. We talk about these every time the item comes up. But then when you combine them all, it's a much larger number. So it's like, oh, my goodness. And I just wanted to clarify, and I think you touched on it, the solid waste and the 874 versus the 800,000 grant. Because you talked about a decrease in that position, but that is the timing. Timing, correct. Just timing. 26 versus 27? Correct. That's correct. That's all that I have. Thank you. Okay, Commissioner Thank you, Mayor. The challenges we have with a health care market that is not driven by basic economics, it's not a market that is driven by anything but provider costs, and then ultimately we get saddled with this. I predict we're going to have more of this, and the reason is because of the cuts to subsidize health care, and the health care system will try to recover costs in any other way, which will drive general costs up. So unless we take some steps in the near future to moderate that, we're going to see these kind of costs for at least the next three or four years. That's what I predict. That's all I have, Mayor. Yeah. Yeah, was that a question? Okay. Okay, anyway, I just, you know, I'm aware of some of the big claims we had, so I won't ask that question again. I mean, sometimes you just get hit with those, whether it's cancer, baby, you know, those kinds of things where you've got huge costs assigned to that. I guess I'll ask my number one question I always ask. So everything you've gone through we've seen before. Yes, except for the small account entry, yes, that's true, yeah. Okay, all right. Okay, I don't really have any questions. I'm going to ask, does anyone in the public wish to come forward and speak on this budget amendment? Okay, seeing no one, I will close public input, and I will go to commission comments starting with maker of the motion, which was Vice Mayor Walker. No additional comments. Okay, and seconder of the motion was Commissioner Dugard. No comments. Thank you, Mayor. Commissioner Gow, final comments. Nothing further, Mayor. Last but not least, Commissioner Sandbergen. Nothing to add, Mayor. Okay, and I don't have anything else to add either. The only thing I took note of is the poll, and you know, as we talked about the pool this afternoon, I mean, again, it's like there's no way I want to close the pool even temporarily, but I also don't want to sink a bunch of money into it that's literally wasted money, but anyway. All right, so roll call vote. Commissioner Sandbergen. Aye. Commissioner Gow. Aye. Commissioner Dugard. Aye. Vice Mayor Walker. Aye. Mayor Franey. Aye, and that motion passes unanimously. Okay, our next item, which we are going to take a break, but our next item is presentation for approval of the City of Dineen Comprehensive Vulnerability Assessment and Adaptation Plan, and I think that could be a little longer, so we are going to take a short break. Okay, we'll reopen the meeting, and we're going to go to the next item, which is presentation for approval of the City of Dineen Comprehensive Vulnerability Assessment and Adaptation Plan, and I'm going to turn to, I guess, Michelle and Megan to kind of guide us here. Good evening, Mayor, Vice Mayor, City Commission, City Administration, Michelle Monteclera with Public Works. Joining me this evening, we have our Environmental Program Coordinator, Megan McCormick, Nabil Bawani, and Danielle Curry with WSP, who will be presenting our City's Vulnerability Assessment and Adaptation Plan. So I really want to be brief and brilliant. I have four points to make for you guys before we get into the presentation. First point, this project, both the Vulnerability Assessment and Adaptation Plan is fully grant-funded through the Resilient Florida Planning Grant. And the second point, I really want to connect the dots. In 2024, we did a stormwater rate study where we adopted a three-year rate increase, which would support the Vulnerability Assessment and Adaptation Plan. And after the three years, we would, and when the Vulnerability Assessment was completed, we would re-evaluate the projects from the Stormwater Rate Study. We are bringing that presentation to you in November. Third point, this draft of the Adaptation Plan, it's in a final draft because we wanted your input prior to finalizing the Adaptation Plan. And last point to make is that this plan, the Vulnerability Assessment and Adaptation Plan, it's basically the City's approach to community resilience. And a big thank you to our staff and the community for their help with this. So with that, I will pass it off to Nabil Balwani with WSP. Hey, I just wanted to first thank the city for entrusting us to get this project done. I think it's very important to understand some of the risk and some of the hazards the city's facing and then trying to work towards the solutions to that. Again, my name is Nabil Balwani. I'm an engineering consultant with WSP. I'm joined by Danielle Curry. She's an engineer as well with WSP. We'll be going over some of the slides here today. So just a quick overview. We'll be going over some of the intent and concepts of what the plans are. Then we'll go through a little more details of what the Vulnerability Assessment itself is and the Adaptation Plan. And we'll save some time for questions. So really, some of the project goals are to understand the city's risk, to understand and protect the public services, and then position the city for funding. And below, we have a quote, something that we kind of embraced earlier in the project. We cannot solve today's problems with the same thinking we use to create them. That's Albert Einstein. So a lot of what you're going to hear today is trying to understand the future and understanding these hazards and risks that the city's facing. And I know the city experienced some of this previously in the recent hurricanes. So really, it's a community resilience part. It's understanding how flood hazards impact the community and then the implementation readiness. That is how you could use the data we have now and then bake that into your capital improvement plans, bake that into your policy, and then ultimately position you well for funding. So, like Michelle mentioned, the project is funded through Resilient Florida Grant Program. That was established back in 2021. The main idea of that was to start getting communities to start thinking about this problem cohesively and create some kind of comprehensive framework on how to address this. So that's in Statute 380.093. They kind of broke that down in two different funding pots. The first funding pot was planning grant money, and the second pot was implementation. So the idea was that you had to really start first with getting this planning portion of the project done, and then you could transition over to getting that implementation money. So this project was awarded a total of $450 to complete it. So this was fully funded through grants. So a little bit more. So, in essence, we're kind of presenting two different projects to you today. So there's, in a lot of communities, I think a really big benefit and foresight that the city had was to combine these into one cohesive project. A lot of communities did these separately and in a lot of ways spent extra time kind of going through a lot of the other steps, winning more grant money. We were able to kind of knock out both. So in some ways, they are their own separate projects. The vulnerability assessment, that's trying to understand your hazards, your hazards, what's impacting your assets, and prioritizing those assets and how to address them. And the adaptation plan is kind of like the next step. What do you do now? You know you have problems. How are you going to fix those problems? And so we work through a lot of ways on how to address that. And Danielle Curry will be going over a little more of the adaptation plan. I'll be reviewing more of the vulnerability assessment. So something that I think was really important for this project was that it was very much a community-led plan. To me, this was probably as good as it gets for community involvement. We had two public meetings. We had several steering committee meetings. We had biweekly and sometimes weekly staff meetings where we're meeting with Michelle and her team. We met with city leadership several times to go over some of our documentation so they're aware of what's going on. FDEP was involved as the grant provider. Also, Tampa Bay Regional Planning Council was also sat in on meetings and provided some input. So there's a lot of involvement, a lot of seats at the table, a lot of communication that went into this. So with that, I'll go over a little more about what is a vulnerability assessment and kind of what we did here and accomplished. So the exact definition is a planning-level study meant to understand the adverse impacts of environmental hazards on critical assets and regionally significant assets. So with that, we had to do a few different steps along the way. And that, I think, is best represented in this flow diagram. So really, the first step was to collect the assets. You know, that's its own feet in its own right. So understanding roadways, stormwater pipes, sanitary sewer pipes, all this infrastructure, buildings, and getting all that information into a digital format. So we worked through that. We actually digitized some assets, like the marina. We actually digitized the, funny enough, the helicopter pad here from Mies that was added into our inventory. So now that you have the actual data and asset inventory, we worked through exposure analysis. And that includes developing a lot of hazard data. And that includes sea level rise, surge, and precipitation, and future precipitation. So we ran through that. And then we went to and did a sensitivity analysis. So understanding how those hazards impact those individual assets. Stormwater pipes might not be as affected if they're inundated as a lift station might be if it's inundated. And we finally ended with identification of focus areas so that the city can help carry that forward through the adaptation planning process. And then we also created a prioritization methodology, which I'll go over more in depth. So here's some of the asset inventory we were able to collect through the process. So here you'll see all these parcels. You have critical infrastructure. And these are all pre-described, what I call buckets, the FTP requires us to categorize assets in. And I think an important note here to make is that these are not just, they're primarily focused on public assets, but it's not just the city of Dungeons assets. You'll have local state roads, you'll have state parks, and you'll also have some individual private property, like the Meese Hospital. That's in this asset inventory as well. And that kind of shows. So some of these numbers might look higher, but that's because it's not just the city of Dungeons assets. And also another point to make is that there's not 15 marinas in the city. What we did is we tried to break out individual buildings and structures and even down to docks so that those were each represented as their own different asset level. So now that we had the asset inventory, we went and developed hazard scenarios. So like I mentioned, there's sea level rise, tidal flooding. That includes future sea level rise projections described by NOAA. And then we also included storm surge data. We leveraged some existing data that was already developed. And then rainfall induced. We did include some future precipitation as part of this, which I think is not as common in a lot of communities. So there is an idea of understanding how precipitation is changing over time. And we finally did a combo compound flooding analysis. The end result was 60 total flood hazard scenarios. So that's quite a bit of data. But I think the benefit is the city has a lot of data to now work with and make decisions off of. And here's just a graphic that describes some of those combos. So you have tidal plus sea level rise. You'll have rainfall plus sea level rise. Storm surge plus sea level rise, et cetera. So that's how you get to that 60, the number. And up on the screen now is just some of what our results look like. And some of that does include storm surge. So you can see storm surge has some severe impacts. But I just want to make sure we showed you the results of what our actual products are here. So with all that information, just a quick summary of some of the hazard data. And some of this might intuitively make sense. Compound events are kind of like the worst case scenario, right? If you have sea level rise plus storm surge, that's going to be one of your worst cases. Storm surge in general is the most extensive and most widest threat to the city. Nearly 80% of the community can be exposed to storm surge. Sea level rise is increasing over time. So it's causing a multiplier effect. So it's going to keep getting worse as the horizon goes on. And then rainfall flooding is getting worse. Precipitation is getting more intense. So that's going to cause more stress and strain on the city's infrastructure. So now that we have all this infrastructure data, we have the asset inventory, we have hazard data, we did a sensitivity analysis, and then we understood what the impacts were to those assets. And that worked through our prioritization process. So this is basically a temporal methodology. So what has impacted today kind of rose to the top. So it's like, okay, address today's problems first, and then work towards what is going to be the future problems as you keep going. It was the concept behind our methodology. And this slide is a quick summary of some of the results that we had. So I think an important fact to note here is that critical community emergency facilities actually is doing pretty well. That's important assets to be careful with. And then the parcels do show pretty substantial inundation, but that is mostly due to the surge numbers. And then this slide, we just have a quick summary of some of the more key vulnerable assets that kind of bring back to the ground truth thing. So the stormwater infrastructure and drainage network are seeing some stresses. We had several groundwater supply wells that were seen to have some risk. We also have the wastewater treatment plant that shows to be at risk as well. So some other ones that include the Pinellas Trail, that's another segment that is at risk. So I know some of these numbers are scary, but what we did was we're taking these numbers and we're trying to move towards adaptation. And Danielle will be going over the adaptation plan and how we are going to work on tackling these issues. Awesome. Good evening, everyone. Thank you, Nabil, for going through that first part. So I get the fun part of going through what are the actual solutions, right? So up until this point, we've discussed the hazards, the problem areas, and the adaptation plan is really focusing to the solutions. What are the options and the recommendations for the city to take action? And so with this, we identified both strategies and actions. And really, the goal here was to create a guide for the community to move forward in an approach to address resilience. And with this, we really followed kind of this figure from FDEP below, looking at these problem areas and really considering a range of options. So the first was avoidance and policies. Are there ways that we can prevent new risks from being integrated into the city's infrastructure? Can we put new codes in place? Can we prevent risks from even happening in the first place? Next was accommodation. Can we alter the design so that things can bounce back better? After that, we also looked into protection. Can we put, you know, use flood walls, other solutions to help prevent assets from flooding? And then lastly, if all other options are off the table, looking into retreat where it makes sense, where there's really not another option in place. So for the adaptation plan, we followed the six-step process. So the first part, that was the vulnerability assessment and really working to understand what the needs were. We also worked to understand the city's needs from more of the governmental capacity side by doing an adaptive capacity exercise, which I'll talk through in a second. We also reviewed existing efforts by the city and looking for other key projects that we could supplement with resilience to make sure that when the city is making investments, that they're going to last their intended life cycle. From there, we developed some strategies, which are kind of the tools in the toolbox that we'll go over. And then we developed specific actions, which are both projects and policies to really tee the city up for funding and implementation. We developed a robust funding strategy to really help give the city staff good guidance for getting these projects in the ground. Because ultimately, we know that is what is going to help with flooding, is getting these policies and projects in place. And then lastly, general guidance on evaluating, monitoring, and making sure this effort continues forward. So really quick, I'm just going to highlight this adaptive capacity exercise that we went through with the steering committee. And really, the goal of this exercise was to make sure that the projects and the policies and the programs that we were recommending were feasible for the city to put into place. And also that the city had the tools that it needs to be successful. And so we did this through an interactive exercise with city staff, following some FDEP guidance, to look at different categories, such as regulatory and planning capabilities, administrative and technical capabilities, fiscal capacity, infrastructure and redevelopment, to really make sure the recommendations of this plan are feasible. And just to highlight some of our key findings, on the strengths, overall, the city has the plans and policies in place to be eligible for state and federal funding, which is a great position to be in, is to be able to go after those grants that we've identified. Following the recent events, the city has been working to be more proactive and also has good partnerships and technical staff in place to help support these efforts. On the challenges side, a lot of our conversations focusing on, there's just been a lot of shifts in the traditional federal and state funding programs with regards to hazard mitigation. A lot more responsibilities are potentially being placed on the city that were traditionally handled by the federal government or the state government. And there's just been some inconsistency compared to how those programs ran previously. For opportunities, staff talked a lot about just opportunities to further integrate, to expand capacity. So instead of being proactive, instead of being reactive, moving to being proactive, and then really making sure the city has the financial tools in place to support resilience. And so now we're going to talk through the strategies and the actions of the plan. These are really our recommendations to move towards implementation. When we talk through strategies, these are really the tools that the city has to be more resilient. And then the actions are the specific projects, policies, and programs that are using those tools. We have an example here of critical facility adaptation as the action using a series of strategies to reach that goal. And so overall in the adaptation plan, we identified 40 different strategies. These are our recommendations to address the key needs identified in the vulnerability assessment and the adaptive capacity section. We developed these summary sheets for each of the strategies that includes a general description, which assets they apply to, and then some key benefits, as well as a rendering or a photo example. From there, we worked with city staff to identify our 10 priority actions. And these are really, again, the specific projects, policies, and programs to drive implementation. We also went through a prioritization exercise with these actions. And the goal here is to make sure that they were feasible and that they aligned with city goals to move forward. And for each of these actions, we developed what are called action sheets. And these are detailed sheets that give clear guidance to move these forward. And so we'll go through an example in a second. But really, the goal of these sheets are to give staff clear guidance to move towards implementation, as well as to be prepared for funding opportunities. So a lot of the sections that are included in the action sheets can directly feed into grant applications to help move these actions forward. And so we have a handout that goes through an example action sheet, which I believe you all have. So we developed these action sheets for all 10 of the priority rated actions. And so we're going to go through the neighborhood rainfall adaptation example. But each one of these is in the draft plan that was shared. So at the top, we have some general information about the proposed project, as well as the priority rating from our evaluation, and then assigning a lead department. We give basic information such as the location, a generalized planning level cost, and then a recommended implementation timeline based off of the risks and vulnerabilities and the length it would take to kind of build out some of these solutions. We then have an action description, which goes through kind of from short-term to long-term options for neighborhood rainfall adaptation to help city staff move this forward and to directly support grant applications. On the next page, we break down the different strategies that are employed in this action, going through the different tools that can be utilized. We highlight some of the key characteristics and benefits, and then we directly tie it back to the vulnerability assessment to show how those needs identified would be served by this action. Then on the third page, you'll see related existing efforts. So we really wanted to make sure that we were building on efforts already in place, so tying it back to CRP projects, previous plans, previous efforts that this should be coordinated with, and then giving clear steps for implementation. So the goal here is that if the city decides to move forward with this action, that staff could take this section and follow the steps to move towards implementation. And then one of the more valuable sections on the right is that we worked with our funding team to identify funding sources for each of the priority actions, both a primary funding source as well as options to make them match for the funding source. And then on the last page, we have a conceptual rendering or photo. This varies some based off the action, but the goal here is just to show some options of how the strategies could be employed. When the action is implemented, then the specific strategies picked for each area would be customized based off engineering analysis, but just to highlight some of the options described in the action. And so again, just to highlight, really these sheets, the adaptation plan, are to give the city an approach to address those priority needs so that instead of just stopping with the vulnerability assessment, there's a path forward and clear guidance that can help the city move towards implementation. And with that, I'll hand it off to Nabil to go through the final summary. Sorry. A quick summary and kind of what we accomplished here today, or throughout the project, I should say. There was 60 total flood hazard scenarios that were developed. The city now has a much better understanding of existing and future flood conditions and the depths on those assets that will be impacted. And there is now a prioritized methodology behind those assets and which ones should be targeted first. And through the adaptation plan, we're able to assess the community's readiness and capacity to adapt to future risks. We've developed targeted resilience strategies, and we've established a clear roadmap and actions to advance resilience efforts. And we've identified funding opportunities to then carry forward into the future. So now that we know what we've accomplished, it's what do you do with this next? With the vulnerability assessment findings, these can be baked into many of the city's already ongoing efforts. So the comprehensive plan, stormwater master plans can use this data to hazard mitigation, floodplain management ordinance. All of these could benefit from this data that now exists. You could all use this to inform CIP plans as they're being developed, emergency operations, and hopefully can be leveraged for CRS credits to get to a better CRS score. On the adaptation plan side, you now have action sheets that Danielle mentioned that you could carry those forward. Those should really be the first building block and what to start with to move forward through projects. There's ways to coordinate across departments on policies and programs. Everybody can speak from the same sheet now and the same information. There's a ways to now assign staff leads and establish ownership for key actions. And then we've done some grant analysis and ways for the city to go start targeting some of these grant opportunities. So with that, our presentation is concluded. If there's any questions, we're here to answer anything. Okay. Questions for the consultant or staff, starting with Commissioner Gow? Honestly, I don't have any questions. Okay. Commissioner DeGuard, questions? Under vulnerability for our facilities, do we have a sequence list of priorities, one through 60, which I believe is what we indicated, and it is, does it tell us what we should address first? There is a priority ranking for all assets, including those critical facilities. It was a little hard to hear the question. That's what I heard. Yeah, you heard me, right? Yep. And I'll just add really quick. So for the next steps to address those priority needs, that's really the action sheets, this was pulling out kind of the 10 key things to do next. So there is a priority rating in the vulnerability assessment, but the action sheets are giving those solutions for those highest priority items. So you have a priority list and you have action steps to address it? Yes. Okay. I didn't see an actual list that says this is our number one threat. Is there any such list there is? Did I miss it? In the appendix, yes. So one of the appendices has the table with all the ratings. That's why we missed it. Okay. I'm sorry. Okay. Yeah. Okay. Thank you. That's all I needed. Okay. Vice Mayor, questions? We just got questions. We'll just now... We don't see an appendix. Sorry. We saw this in April of 2024 at a workshop, and we're now seeing it for approval. I'm just kind of curious. It took two years to get this done? So I can answer that question. So the vulnerability assessment, we estimated it would be about a year, and the adaption plan would also be about a year to complete, because they really are truly two separate projects. We did them back-to-back. So, I'm sorry. Say that one more time. The vulnerability assessment and then... We estimated for it to be completed within a year. Yeah. And then right after that, we did the adaption plan, and that was estimated to be completed within a year. Okay. All right. So there's really two different pieces to this. It's two different projects. Okay. Yeah, that's good. And I'm just trying to make sure I understand the timing of this. And over that two-year period, we had two hurricanes, actually three you'd taken, and I think each one of them hit one of those levels of a rain event and rising sea level. The other one was a surge and rising sea level. And I think Debbie was also... But, you know, I could be... I probably missed a critical thing in there. But the point is, what kind of data... Did we get data out of those storms since the study covered the period of the two hurricanes, three hurricanes? Most of the data is based off of event storms. It's not necessarily based off of historical storms. But what you could do is you could point back to those events and translate those to these scenario-based storms. So it's not necessarily like pulling historic storms. But you will be able to do a crosswalk on saying, okay, if this is a 250-year event and Debbie was a 250-year event, you could kind of see the data and match it up. Did we go back... The data that we developed out of the study, did we get any sort of validation or confirmation based on the storm damage that we received from the three storms? I could take... Yeah, generally we did have two public meetings. We got a lot of feedback that pretty much represented a lot of the same concerns that were showing up in our data with the same concerns that residents were experiencing. And I'll just add really quick on the data front that a lot of the data sources are prescribed by FDEP. So they have been developed for this program or nationally recognized sources for communities to use. So they're heavily vetted. Okay. All right. And we did this through a grant. Correct. Florida Environmental Protection. That is correct, sir. Was there a match associated with that? This is 100% reimbursement. Okay. And I do recall there's a reason why we have to get this done. Or there was... It basically is a prerequisite, and I think it's for future grant applications that support this. Is that right? Yes, that's correct. So this... By, you know, presenting this to you all and you approving the vulnerability assessment and adaptation plan, it opens the door for funding for us through Resilient Florida. Okay. And this is kind of a little bit in the weeds, but the digitization of the assets and the data, that's... I think I heard you say that part of it. What does that exactly entail? So that... If the data didn't exist digitally, we would actually go through and look at aerial data and then actually get it virtually drawn. And then what we did was we worked with the city for some of those assets and we would get elevation data, like control panel elevations for some of these assets that didn't exist before. So we'd actually have city staff would go out and go give us some measurements and we'd be able to put that into our data set. So it's just getting it from like a aerial picture and then bringing it into a virtual environment. Okay. Then you put it into a model. Correct. Okay. Correct. And then, so I... And really all I'm trying to do is just... For anybody who's watching this, you know, we often get comments of how and why we spend so much money on these types of studies. And so grant, 100% reimbursable, that's awesome. Future grant applications and being a prerequisite, that's awesome. But just to kind of wrap up my questioning here, a summary of why this is important. So with some of what we produce here, the action sheets, the city now has a guide path on what to go pick up and start chasing funding for. I will say like other communities that have done this and accomplish this, like the Monroes, the Browards, those communities, they're all using this to go get those FTP dollars, right? So now that this is complete, the city of Dunedin would be just as competitive as any of those other communities to go try to chase after some of these dollars. Okay, perfect. That kind of sealed it for me. I remember that part of the discussion. Okay. It makes us more competitive for going after those grant dollars. You now have hazard data that you can use to justify some of the applications, right? That wasn't there before. Okay. And then I finally, this also forms the basis for the development of immediate actions if in the event we are faced with that. Okay, perfect. No further questions. Mr. Sandberg, questions? So is this, the entire city has been inspected or? This vulnerability assessment and adaptation plan covers the entire city. Okay, and is it physically visited? You know, every street, every community? Because you know we're getting flooding, you know, concerns from areas that I didn't know ever flooded. I mean, is this, so we can safely say if we're going to go up, you know, and move forward with something like this, we have a lot of street flooding issues from just hard rains. Are those addressed here that we can tell people that we're, you know, trying to help them get taken care of? From my understanding, we did model the roadways in the city. So we do have 60 flood scenarios that we have the data to make decisions. And, you know, we have been also communicating with the residents who have experienced different flooding across the city. And each scenario is very different, the type of flooding they're experiencing. So, but the mapping has been done. You physically haven't went out and visited every street in Dunedin then. It's been some kind of GIS modeling. I mean, it's... Correct. Yeah. Does that really, are we really doing everything we can for the city then? I'd rather just certain parts of it. Because we're getting flooding right now and our emails are getting lit up every day by people who have never flooded before. And it's time that we make sure we're taking care of everybody if we're going to jump into something like this. May I intercede? Yeah. Mayor. We are getting emails and text messages and so on and so forth after a hard rain. And our first response is to send, we have public works street staffs on duty all weekend long, all during the week. The first thing that we do, to Michelle's point, that a lot of these situations are different in terms of, is it a storm drain that's clogged? Is it that wasn't clogged before? And, you know, what is causing that particular flooding? And also, you know, when we're inundated with rain, the roadways, the streets are a convenience method of stormwater as well. So there is an anticipation that there will be rain, you know, rainfall within the streets and they will be, and we will convey the water. There is a period of time that it takes for that water to drain off that street. So our first reaction is, if it's flooded and it hasn't flooded before, is to make sure that the stormwater system is clear in that area. That makes sense. And so there are all sorts of different things that we need to do. I think that people are particularly sensitive after the hurricane season in 2024 when water starts to back up. But as you know, there are a lot of areas that we'll get a complaint, we'll go out and four hours later, the water is, you know, the rainfall is gone. If these people are watching and this is a beautiful presentation, looks great. I mean, can they feel better about it when they go to sleep tonight and it starts to pour and they hear that rain coming down? I mean, I'm just wondering why are we, what are we looking for here? What are we looking to come out with at the end? What are we, why are we doing this? So the reason why we're doing this is, is first and foremost, we know that there are those sensitive areas that, that we have been addressing for quite some time. So it really formalizes those sensitive areas and how it is, the various methods and instruments that we use to address that. And, you know, there is a planning page and a project page for North Douglas and, and, you know, for some of those Baywood Shores and that type of a thing for how we address those and other areas as well. And the critical assets that we know due to the modeling are going to most likely be inundated by storm surge and the various different types of events. So really what this is doing is organizing our thoughts and our activities moving forward to address those areas that, that we have identified as a number one priority all the way down to, to a longer range way to address it. But it gets us very organized in terms of addressing some of the challenges that, that we're facing. Okay. So when we identify an area, we identify, you know, a critical asset. My house is a critical asset to me. That, you know, something that the city owns is a critical asset to the city. So when we identify it, are we going to be able to go in with our own staff, our own people to make corrections and bring it to proper, protect it, properly protected? Or then are we going to start having to subcontract and bring in a bunch of extra labor and watch the price of this just skyrocket? It really depends on what it is. I mean, it's a good example. Well, I think a good example is a, an afternoon storm, you know, that has inundated the roadway and the stormwater system needs to be cleared out, number one, all the way up to the wastewater treatment plant and all of the work that we're putting in the wastewater treatment plant electrical system right now. We don't have the capacity or the capability on staff to do that. So it really depends on what the asset is and what the job is. Okay, so if someone sends an email to me tomorrow with a picture that water's coming up from the storm drain, water's coming up through the storm drain, can that person really feel, man, I'm glad my, you know, the city of Dunedin is looking out for me. This is going to help me rather than send us pictures again of it? I think what this, what our product really helped with and what was created here was, you're going to be able to make data-driven decisions, right? You're going to have, we're identifying where the problems are at. What you're saying right now is residents are complaining and you're getting those data points. What we're going to have now, what the city's going to have now is data-backed, right? You're going to know how big of a floodplain that is, how much it's going to get worse over time. And some of the story might be, yes, it's going to get worse over time, but now you have that data to understand it and then the real goal of all this is to go run after implementation money, to go get projects in the ground to go fix these problems. We're giving you a lot of information on what is wrong and we're giving you an adaptation plan that helps to move forward, but there's still going to be more work that needs to be carried forward to actually get these pipes in the ground, get the water moving, and get the flooding issues resolved. I guess I'll just, unless you have something else, I'll leave it at that. May I? And also, you know, when you're thinking of planning too, right, you think short term. So if we get that resident complaint, we do have someone on call from Public Works who goes, responds, looks at that tide valve, does it need to be maintained, does it need to be resealed, right, and then we get that maintenance done. There is a maintenance cycle for our assets, our stormwater assets. The vulnerability assessment and adaptation plan helps us plan, not for only 2026, but for 2050 as well, future planning for our critical assets like the wastewater treatment plant, like Fire Station 61, that we can further protect them from different flooding scenarios. So I think, you know, I understand where you're coming from, absolutely, but we ought to think, you know, vision-wise, short-term, intermediate, long-term. Vulnerability assessment really helps us with long-term planning for the city. Right, and I want the wastewater treatment plant to be safe. Absolutely. But I've also stood in the bottom of these ditches in these communities that are flooding, and I think that they need, we need to make sure we're taking care of everybody. And it's, it really, it's really, it's unsettling, because when it rains, we're going to hear about it. We don't have to wait. We're going to hear about it. And we've seen the pictures. You know, some of these, you can drown in some of these, these drainage ditches. And I just want to make sure that, you know, we're doing it for the community, for everybody, not just city assets. So, you know, I guess, yeah, I'm a little frustrated about this. We hear it. You, I know, because you're on every email I'm on. So, I guess I'll just leave it at that, Mayor. So, help me a little bit, because I'm still kind of searching through the two documents to see exactly the cleanest way to show what the priority list is. I'm just, I'm missing it. I guess I'm in the, can you tell me, can you tell me what page and what document it is? Like, first of all, I think I've got two, I've got the two documents here, comprehensive vulnerability assessment document, and I've got the adaptation plan draft. So, which one is, first of all, where we go? So, I would, if you want to know the first place to go, I would go the action sheets. So, those are the ten priority actions for the city to address the key needs identified in the vulnerability assessment. So, if I look here, that's in the adaptation plan, if 54 is number five, then it would be, what page? Page 35 is the start of the implementation action development section. Page 35. Okay, good. Unless we can all get there. Yeah. And I'll say it's page 35 on the sheet. Well, doggone it, I thought I went to the right document, but maybe I didn't. So, that's in the, okay, that's in the, that's in exhibit B for us, comprehensive vulnerability assessment. It's the adaptation plan. Exhibit C. Okay, then, all right, then I guess I was missing it. Okay. So, what page is it exactly? Page 35. 35, okay, just give us a second. Page 35 is shown on the document. I'm not sure if the PDF has the B or in the C? C. C, page 35, okay. Oh, I see. It's, everybody got it? Oh, no. I don't have it. I must be in the wrong. Hold on. It's got a picture of a park bench. Yeah, I'm, I guess I'm really confused here. Because I, so I must be in the wrong document. I thought I was in C because it says strategy development and then it goes into all this other stuff. So, I must be in the wrong document. If you're in strategy development, that's section four. If you keep scrolling down, section five is where the action sheets are housed. Okay. So, then the numbers are different because. Yeah, we have a printed out paper version here. Okay. See, I'm, this is showing. There might be extra. There might be some extra sheets. 41 is the first one. Yes. So, there will be, so we're in the green, the document, the green cover. This is adaptation plan. And then if you go to page 35, as shown on the document in the right corner, there's a section. The park bench, okay. Called implementation action development. So, there's a few pages introducing the actions and then followed by the action summary sheets. And these are the sheets that are really intended to guide next steps. So, they're the 10 priority actions. I got it. And I was there before with this one because it's the fifth one, but I get it. So, so I guess then, you know, maybe kind of falling a little bit, with what Commissioner Sandberg was saying. When I look at these actions, I'm, they look like things that will help the whole city. It's not just partial to, you know, it's not just, you know, the city of Deneen City Hall. It's like the whole city, the neighborhood, everything. Correct. Everything. So, it's not, it's not in any way focusing just on, you know, our facilities. However, obviously the critical facilities, the hospitals, things like that are important. Correct. Yes. There's some, there's some broad coverage from the neighborhood adaptation strategy to, like, we've talked a lot about the wastewater treatment plant having high risk, as well as critical facilities. Yeah. And so, and that's one of my questions. I mean, we know that the wastewater treatment plant is, is a, a risk. It's a high risk. But what, what, what is the, I mean, like, to me, there doesn't seem like a solution to that. Other than, you know, millions and millions and millions of dollars to move it to, we don't even have the land to move it to. So what, like, what are, what, what did you guys, what was your process in that? the discussion. So one of our recommendations was to investigate using flood barriers was one of our recommendations. That is expensive and challenging. An option that we have said is maybe the possibility to relocate. Eventually, there, it is at enough risk where that might be a break point in a city decision that, like, this isn't worth the risk, right? But right in the interim, we have to investigate doing floodgates. So floodgates, hiring panels that are susceptible. Exactly. As much as you could do at the current location to get things in a safer place and then protecting it in the sense of getting flood barriers. So aquafence has gotten pretty big notoriety for protecting Tampa General. So that's something where, something similar. Because again, if that thing goes down, it affects everybody. 100%. That's like prime example of what this study is, the benefit of the study is. And there might be decisions that you could look at and understand the risk, you know, a wastewater treatment plant's got a very long life cycle, say 50 to 100 years, right? And if you're deciding to build one, where do you build one? You could look at our data that we produce when you're making those decisions, and you could try to get it somewhere that the future flood hazards aren't present, right? So you could get it out of that future flood risk out to 100 years. And that's the intent. That's what we're trying to get to, is how to make smarter decisions with informed data. Well, like it was said, I mean, the city's built out. We can't pick up that wastewater treatment plant and move it somewhere. It'll be a challenge at some point or another, right? But it was the first time I heard you talk about those flood walls. Yes, I know we've all seen that at Tampa General. And there was some Pinellas Beach communities today that were showed, you know, they were installing them. Yeah. So this is all fine and dandy, but... Okay, well, I'm still, I'm online now. That's okay. You're good. I forgot about you earlier, so now it's a feedback a little bit. It's all good. So, okay, so I'm going to get my thought back here. So, yeah, so at least that helps. So we go to that. We make sure we kind of fully understand that. And that sets kind of our strategy to some of the most critical things that we need to worry about. Michelle, I appreciated your commentary because in a sense, and maybe you can comment on this. And again, I'll go back to, I think, what Commissioner Sandberg is getting at. We have all these issues that are today. Now, as you're talking, in fairness, I'm like thinking, I've been here 40 years. I know the millions and millions and millions and millions and millions and millions and millions and millions of dollars the city has spent on master drainage plans. I can remember Ranchwood being devastated by storms and all those things were built to try to protect it. So it's not like we're standing still. But again, we still have areas. So kind of differentiate that a little bit, too, because so in a sense, because you started down that road, there's the short-term, you know, being there for people, and there's the long-term vision of the things that are going to cost millions of dollars to big picture fix. Can you kind of differentiate those a little bit? Yeah, you know, some short-term, you know, projects that we have on the table right now, for example, the North Douglas construction project, we're working on that right now to help with, you know, their flooding, sunny day flooding issues. And as well as we're also creating a stormwater evaluation committee right now where we're looking at all of our projects, we're prioritizing them, and then we're also using the data from the vulnerability assessment and incorporating that into our capital planning. Short-term, like, that's today what we're working on, right? We also have pipelining. We're lining multiple pipes. Over the past three years, it's $3 million. We've invested in stormwater pipelining to ensure conveyance through our stormwater system. We're looking at, you know, Santa Ana. That's one of the projects that we're looking at. And any pipes that, you know, have failed, right? So there's this perspective and looking at what is going on right now that we are addressing, and we are communicating with our residents. You know, I take that to heart. I really do. And also we're creating some messaging with communications on citywide messaging on, hey, this is stormwater. There's rain in the road. Just give it an hour. It will go down. But long-term, right? When you think long-term for the stormwater system, you have to look at it as a whole. But what does that mean? That means, hey, you know, we're planning right now, but does this inlet or this, you know, drainage system, how much maintenance does it need in the future, right? We have our main star system. We're tracking our maintenance. We're going to be doing that from now on until, you know, into the future, as well as our capital planning, right? Every asset has a life cycle. So understanding where that life cycle ends and that we have to plan for and either repair or replace. So, you know, I hope that answers your question looking short-term and more so long-term. It does. And I guess I'm going to ask one to the city manager. So, I'm trying to look at it from the perspective of us as policy setters. Because it seems like when we get all this information, and it's a lot. It's a lot of information. And really, all I see is a bunch of dollar signs everywhere I look. I mean, this is just like, oh my God. It's almost like, you know, I mean, in a hundred years, we couldn't fund all this stuff. I mean, it's just a lot of money. Am I exaggerating? It is. There's a lot of stuff here. That's why it's important to have the approved plans so that we can pursue grants. And we target. So, so it seems like for me, if I'm looking at us as policy setters, I mean, you could spend like a day or two on this in a workshop. And the goal would end up to be, what are, what are the things we're dealing with now today that are more immediate and the everyday calls that we're getting? You know, I get a bunch of water at the end of my street. It comes right to my driveway. And I'm always grateful I'm not at the dead end of part of it. And, but it goes down. But again, I like, it takes a while. So, you know, and I don't, and I know there's some situations like that all, you know, around the city, way less than it used to be. But again, we're doing today's work. And then, and then we have, we're on a coastal community that's getting worse because of sea level rise. So we have that vision of all the challenges of, you know, you know, a lot of, there's people who live on places that never meant to be lived on, right? The barrier islands for one. And then we have storms coming in to like, just throw us all up into the air. So it's almost like from a policy setter standpoint, the only way to make sense of it is to try to do a workshop that would break those categories down. You know, just the, you know, what are we doing in the short term? What are our most key things that are making people crazy today? But then how does that play into the long-term vision because of coastal flooding? I mean, because of sea level rise and then, and then just how do you protect your assets from the storms? And because these documents are a lot to take in. So kind of guide me with where, where do you see us going from here from the commission policy setter point of view? So I, I see that it is a tremendous amount of information because it's a huge project. Yeah. And one of the things that we haven't, haven't stated yet, yet this evening is that the, the, the, the amount of effort that went into this to, to approve them back to back. We're actually ahead of many other cities in getting this done, which I think is, is really important. What I'm hoping you could do is you're not committing to spending any dollars via approval of, of the vulnerability assessment and the adaptation plan. So I'm hoping that we can get your approval on this plan this evening. We can bring it back for a, at a workshop and, and break it down into component parts. And I'm looking at page 44 right now of exhibit C. And that is, that's the wastewater treatment plan. And when you look at resilient strategies employed, once we break it down into component parts for you, we can say, you know, as, as we're looking at our capital program moving forward, we have these strategies in order to address the wastewater treatment plant and how much those strategies would cost and the grants that we could go after in order to, to, to essentially support and, and, and realize those strategies. So, you know, as Michelle said, and she said it very well, it really is a long-term plan, but it organizes our thoughts. We know the wastewater treatment plant is, is a critical infrastructure. We know that we need to address some of the issues of, of, you know, of storm surge and, and so on and so forth. And this gives us a path forward in those terms. So, we'd be happy to bring it back to you at a workshop level. Yeah. To kind of break that down to you into, into bite-sized pieces, if you will. Yeah. Um, because, because I guess what I'm thinking of, it's like, you know, you get the short-term hat on of the immediacy and, you know, people screaming at you kind of thing. And then you've got the, the vision that we have to have for the future. Mm-hmm. And then we have the storms that could hit us all along the way. And I understand. It's almost like there's three hats here. Yeah. In terms of strategies and what's the most important. And I, I will say this too before you, I want you to respond. Um, it, it's just interesting because there's that one, um, picture of this wonderful green rainfall thing in front of smokehouse. Right. And, and I, I think, you know, obviously we're all sitting here. Well, I mean, first let's take care of, you know, some of the people that are yelling because they're getting water on their streets. That's stick stays too long. I don't know. And so, um, so I guess it is trying to blend them together. Right. And I actually, to, to Commissioner Sam Bergen's point, and, and I understand it more clearly now that we've had this discussion. Um, what, what Commissioner Sam Bergen is saying is what are you doing to address those, those issues right now? Which is the current projects we have and, are we working enough on that while we're doing this? Right. And that's a point very well taken. Uh, and I'll give you an example of that as well as what we're doing. Um, you all received emails from residents on McLean, right? In regards to flooding right around McLean and, and Pinehurst and, and along McLean. Uh, we got together as staff, we had a meeting as staff, uh, and talked about what we could do with the way that the water was flowing. It was not flowing into an outflow outfall, excuse me. And, um, so we, we arrived at the remedy, emailed the resident, uh, told them how long it would take us about three weeks, because we actually have to scope, uh, one of the stormwater, uh, uh, lines all the way, like 1300 feet, I think, to make sure it's clear and that there's nothing in there. Uh, and the resident was satisfied with that. So that's an example of the short term. And we actually had to make a little bit of more of a trench into the, into the, into the outfall. So, uh, they were satisfied with that. We'll do that. If it doesn't work, we'll figure out what's next. But it's those types of short term, um, remedies that, that we are continuing to pursue. Michelle is incredibly responsive to these residents. She really is. Um, you know, we're, as you know, we're still doing, uh, some, uh, clean out on Jerry branch, um, and so on and so forth. And then we have gabion repair coming up as well. So all those things are still ongoing. Uh, this is more of the longer term, um, uh, way to address what do we do with the wastewater treatment plant when we know that it's in high, in a high hazard area. We, we know that we need to do something and, you know, just to address, I understand what you're saying, you know, built out city, where do you put it? But we're talking about a very long term fix, um, to, to this issue as far as relocating the wastewater treatment. Well, and I, I mean, hate to say it, if it was that dire, I mean, you know, you literally could, uh, uh, I guess you could do eminent domain on homes. And I mean, I'm, I'm not suggesting we'd ever in our world do it, but, or we'd buy out homes and we'd build it. I don't know. I don't know what we do. It doesn't seem doable to me, but then again, if it's dire enough in our community is at stake, I mean, you find a way, but, um, that's why may or if I may that retreat and it's, and it's identified within, within our plan. Retreat is a long term plan because it's, it, it applies to, to, you know, all of that infrastructure along the coast and retreating inland. And you're right. If, if we're at that, at that point, then we got, we got even bigger problems than that. Well, I can tell you that I certainly, certainly see a lot of adaptation planning going on on my street after the flood two years ago, almost to the day, uh, lifting, rebuilding, you know, building the floodplain. And, you know, unfortunately, that's probably the path of the future. Um, uh, I can't, I, I do have this curious question because there's this picture of a, the pickleball court in there. Like, was there a message in there that that was not well done in terms of impervious? Is, uh, no special message. Okay. Everybody likes pickleball courts. Okay. Did we do it well or did we screw up by how we did? I don't, I just, the most important things right now, right? Everybody wants some. Yeah. Yeah. Okay. So, uh, I, I just, I'll put it out there. Any other questions? I don't want to leave anybody, uh, out of the, so I'll start with commissioner to guard on a second round of February, whoever wants to take advantage of that. This is very complicated and I can see you're trying to convey very complex issues as best you can. Um, the ability for the city to protect its assets and our residents to protect their own is a very important matter. As we try to find answers to this, if I were a resident, let's say I lived on Santa Ana and I experienced an eight and a half foot storm surge during Helene and saw it come halfway up my drive. Realizing that you've got a map in here with a 26 foot storm surge, it says I'm underwater. Okay. What is a person like I'm supposed to do? Some of what we created is it's informational. It's, it's identifying risk. And the same thing happens for most people. You know, the FEMA floodplain maps, those exist. People, what this data does is allows people to understand what they're living with and what they're buying into. All right. So it's like if you, if you know the data, you know, this is coming, the next person that buys a house, they just say they decide to sell. They can now pull up this kind of information and understand that that is going to become a challenge for them over the life cycle. Oh, So a lot of this is information. Is it like necessarily fixing that storm surge today? No, there's, like I said, there's much, there's work to be done. And I, and I think something that's important to mention is every coastal city in Florida is tackling these issues. This is something that everybody across the state is dealing with and it is challenging. It's not easy. It's very difficult. There's a lot of hard conversations, but, but it is something that, that everybody's trying to tackle at the same time. And there's funding available. Communities are finding funding to go tackle some of these issues, not just on the individual communities. So I do think it's something that, that people are trying to work towards addressing, but the individual homeowner today, this is informational and lets them know their risk. I'd say if they're deciding to, to elevate their home, like a lot of, um, uh, mayor, uh, Freeney's, um, community is doing, they can use this data too, to understand how high should I build that home? If it's an extra foot higher in the air, am I protected for another 50 years? Is that, is that worth that investment? They have that information now too. So some of these will help inform decisions. I think you've nailed something right there. And that is to, you can't mitigate against the extreme risk, but you can mitigate against the most, probable risk. A 26 foot storm surge is, uh, by the way, half the city's gone. I mean, that that's where we are, but I can probably mitigate against a 12 foot storm surge. And that would take care of me probably for another 10 to 15 years. The way I see it. Is that a logical approach to this? That's exactly the kind of approach. Do you have anything to add, Danielle? Yeah, I was just going to add, that's, I think some of the benefit of this study, having so many different scenarios. Nabil talked about 60 different scenarios, different combinations, different timeframes. that allows you to understand what you are designing to and kind of determining that appropriate level of service. So deciding, you know, during a regular event, we'll have this much coverage during an extreme event, recognizing that there still is risk. But those scenarios help you make those informed decisions. I think you nailed it on the head there with that comment. Regarding city facilities, we have the wastewater treatment plan is a big concern. Building a dike around it or a barrier around it at a certain elevation, do we have any experience on what those expenses would look like? Not exactly. I would say there, it is expensive. There's probably some work that would need to be done as far as some kind of flush surface to put in those kind of barriers. But to get that granular wasn't really what we could accomplish with our current project constraints. But there is some information out there. There is other communities putting them in. So that is kind of available. I know city of St. Pete just put one in around the lift station. So that was a little cheaper. But they are becoming one of the more common products to try to go after and try to install. One last question, Mayor. Mayor, as we look at these kind of problems, I think communications is going to be key. And I don't think we need to necessarily hide the data in any way. I think we need to refine it in a summary form that is consumable by the public. This is not publicly consumable. I was having trouble figuring it out. Well, maybe they're smarter than I am. But nonetheless, I'd like to see a summary that does something a little bit easier for a citizen to read. Thank you. Okay. Any other second round of questions? No? Okay. Okay. Just comments. Okay. So we're going to go to, okay, we're going to open it to public input. Does anyone else in the public wish to come forward and speak on this issue? Okay. I see no one dying to talk about this. Okay. I'll close public input. And I'm going to ask for a motion to approve the Dunnean Comprehensive Vulnerability Assessment and Adaptation Plan. I would make that motion with the amendment that we have a summary for citizen review. Great. Okay. Do I have a second? Second. Okay. So I will then go to commission comments, starting with the maker of the motion, Commissioner Degard. For anyone that lived here two years ago, this is an important piece of work. Anybody that's going to be living here for the next 10 years, this is a vital piece of work. I want to thank you for what you've done and thank our staff for putting it together. But it is such a complex question when you're trying to answer all the questions that it becomes blurred and you lose focus on it. But it is so very important for us to do this work and to get it to a point where it has usability for not only the city, but for our citizens. Thank you, Mayor. Okay. And final comments, seconder of the motion, Vice Mayor. Thank you, Mayor. You know, and I'll just be blunt. Yeah, I'm struggling with this. And the challenge I'm having, it really, you know, at this point, I'm not even sure it really matters if we approve here. The work is done. The plan is done. And, you know, there will be various ways we slice and dice this. And I think, you know, a workshop is absolutely an imperative. You know, what I'm struggling with here is the execution of this. And I think that's what I'm hearing from my colleagues. It, this really feels at this point like an academic exercise. I think what I, the goodness that I am seeing out of this is, is that it sounds like a lot of the work that's in this study has already been validated by three major storms. Then we, I'm not sure that we've really addressed some of the other challenges we've had that Commissioner Sandbergen was referencing with regards to sunny day flooding, rain events, you know. And so, you know, because, because what's not clear is, is how we're documenting this, how we're going to use it. And it's really about the execution. So I do believe that's the next step. I don't think it's really a matter of whether we approve or not. The work is done. Sounds like this is a prerequisite for future grant funding. I will say the timing of rolling this out, we, I think we could have picked, I know it's been two years, but I think we could have picked a little bit of a better time. Because if we're using the grants as a benchmark, you know, we've already, you know, we are at least temporarily divesting from our focus on the grants more to execute them. So with that said, I'm, I look forward to the next steps. Again, I'm not sure that really at this point, you know, the study's done. And the good news is, is that it was grant funded. And the good news is, is that it's a prerequisite for future grant funding. And the other good piece is, is that I think the study has been in some way, shape, or form validated by the three major storms we've already experienced. So those are my comments. Okay. Final comments. Commissioner Sandberg. I mean, I think I've made it really clear that, you know, I stand by that citizen that wakes up in the middle of the night in the hard rain and has been through the, you know, and I'm not even going to talk about the hurricanes because those, that was, all bets were off. But I'm talking about the, wake up in the middle of the night by the rain hitting their roof and they go flip on their porch light to see if the water's coming up their driveway or how much the water's starting to pool in the street. That's the person, that's the person that I'm more concerned about than anybody else in this city. And I know some of them and I, I, I just, I want, I want it where everyone can really feel that we've done everything as a city to protect their assets. I mean, I know the wastewater, that's, that's a giant asset, but these people, you know, that's their house. That's their livelihood. And to get up in the middle of the night and feel like the water's rising in your front yard, that's, that's, that's, that's not, that, I mean, that's the person I want to stand up for. So that's all I have, Mayor. Final comments? Commissioner Gow. If you're not in a question, you know, I guess I need to do that. So I apologize to everybody to keep it short and sweet. I, I, I didn't have any questions because I didn't understand it. I was completely lost through this whole process. Um, Steve, thank you for the courage and the ability to speak up because that's what I was thinking the entire time. I was flipping this through the lens of the resident and literally I was going, what the hell are they talking about? What? There's all this words in here like assets and they're hoping that we are out to protect them. It is that, that everyday resident, the one that gives us the calls, the emails on McLean and, and Pinehurst. Um, and I didn't see that in this study at, at all as what, so it's almost like this was a, a, a, a study and it's fabulous work and it's great. Don't get me wrong. But it wasn't meant for us. It was meant for staff. Let staff take this and go, hey, from this data, here's our short, medium, long range goals. Here's what we do. Put it in commission speak. Put it in resident speak so they can see this. All the, they're going to see data and assets and they aren't thinking about the wastewater plant. They're relying on us to think about it. They're thinking about their homes and they're also asking us to think about their homes. And, um, uh, so those would have been all my, my questions would have been, what the hell are we talking about? Um, but that was already asked and answered by my colleagues. Uh, so thank you. But yeah, this was paid for through grants and it does put us in a position to, uh, get grants in the future. So yay us, um, but I'm hoping through workshops and, um, other avenues, this is palatable and the residents can go, oh, I get it. I understand it. And so with that, I'll yield my time. Thank you, mayor. Well, I'm going to say this a little differently. I absolutely think these documents are for us. I think we're the policy setters. It's incumbent upon us to understand the short term, the middle ground and the long term vision. And I think that's exactly what makes this very complicated, um, and, and yet important. I mean, it's kind of like, you know, walking, chewing gum and, you know, I don't know, um, two other things at the same time. But the reality is we live in a coastal community. We have our short term drainage project issues, stormwater issues that we look at in the budget and we prioritize and you bring it to us to fund every year. We can agree, we can disagree, we can make sure this neighborhood, that neighborhood has been included and it's been thought of, it's been assessed. I mean, that's our short term goals. I mean, that's our today's vision. Um, and then we have this long term stuff because we're a coastal community. We've got, you know, sea level rise. Um, we've got, we've got just all these challenges of being coastal, being in Florida. And then on top of it, we're in Florida and we have storms. And all of a sudden, that just shows everything up in the air. And that has everything, everything to do with our job. And this is, you know, I mean, obviously at this point, we've got a lot of stuff. I look at like, uh, page, uh, it's B1, uh, I don't know, on my thing, it's like 98 of 167. And I'm looking right at the elevated lift station and I know it's, it's in my neighborhood. I see it happening. I see it alive. I see how important it is because those lift stations are underwater. Otherwise they would have been for Helene that was lifted. And I can't remember if it was lifted right after or just before, but, um, so again, I think, uh, we have to, we have to be able to look at the short term and recognize this is long-term visioning. These are big concepts, big theories. Uh, we'll never be able to do them all. And now, you know, yeah, we're going to look at our staff and say, you've given us, uh, you know, the Albert, Albert Einstein stuff now, like try to put it into kindergarten speak. So we actually have a workable living document to move forward on the biggest issues that could really hurt this community's survival in the long run. So I think you guys did a great job. I think that the documents are really good and, um, I just think it's a lot. It's a lot and it's complicated. And we, and I just think we need to work to make sure we're understanding it all and understanding the segments of, you know, today's issues or, you know, the next 10 year decade issues. Um, and which we've done for the 40 years I've been in Dunedin. I mean, we've always had master drainage. We've always spent a lot of money on them and those were today's issues. And this is really like what we're facing and the challenges we have ahead and we better be ready or, you know, or we're going to be a coastal community that who knows if we'll be around anymore. I mean, you know, that's just reality. I mean, we live in a beautiful place that we want to preserve and it's, has its challenges because of it. Um, so, um, anyway, I, I, yeah, I mean, it does seem weird to be approving it because I think in a lot of ways it's a little bit above our heads still. Um, so, uh, but it, but it feels good. It feels right. And it feels like a blueprint to move forward. And then I think, you know, well, do we just have to learn to understand it enough to then, um, support or disagree on what those priorities and, and achievable goals can and should be. So that's kind of my final comments. Um, okay. I think, uh, we are, I have written so many notes on this. I don't even know where I'm supposed to go next. Wait, hold on a minute. Um, okay. Uh, all in favor. Aye. Aye. Aye. Any opposed? Aye. Okay. Aye. All right. 5-0. Okay. Cool. Okay. And thank you very much. And, um, it is complicated, but we appreciate the work you do. And I think it's going to set the tone. What was the vote? 5-0. 4-1. I voted. Oh, you voted against it? I voted against it. Yes. Okay. Okay. Can I ask you, like, did you want more information to approve it or? No. Okay. All right. Okay. Okay. So 4-1. Thank you. And I, I just wanted to say though, I, we, I, I think, I think we would feel a lot more comfortable with this if we can guarantee the next steps will be how we're going to use this. Because that part of it is, because that part of it is, yeah, that's, that's, that's the missing piece. Well, it's a lot. Right. So turning all of this information into, you know, even 10 top priorities is the challenge, right? And that's the kind of the turning it into, you know, kindergarten speak and what is really the most important and affordable. Mayor, can I ask, why was, why was this a commission meeting item and not a workshop item? It had been before, you know, workshop previously. And, and we're, I felt that we were naturally, and it was my decision. We're naturally at the point where we should put it before you for approval. Apparently that wasn't the case in some instances, but no, I, I thought it was, it had already gone before you to workshop level. So we'll be happy to bring it back. It doesn't mean that we can't bring it back to you. Well, we just approved it four to one, so. Right. So I wouldn't go back on that. I mean, I mean, the plan for communicating. Yeah, I definitely think with the workshop, but, but again, we, we can't worry about getting grants until we have an understanding enough to know where we absolutely, as a commission and as a community, want to target it in the long-term money. Right. You know, but it does feel a little like whack-a-mo because we have so many today issues, which I get that with Commissioner Sammer. There's a lot of today issues. So, but again, we, we can't ignore the future. Well, the, the, the plan's done. It, it's, it's done. All right. That's it. So there's nothing to approve here. The, the bottom line is, is how we're going to use the plan. How does this thing get executed? What's the, and actually to everybody's point is how we're going to do the short range and the long range planning with this. That, to me, is the key piece. And so when we talk about a workshop, I think that is a workshop. And I know that we had a workshop with this. We did it two years ago. So we just, you know, let's. I think that's the plan. The plan is to do a workshop on this and, and, and, and move forward there. Yes. Okay. So, um, okay. Well, anyway, it, the motion passes four to one. Before we proceed. Okay. I'd like to make quickly though, if you would. Quickly. Um, one of the things that makes this so difficult is the reality is very unpalatable. Let's face that. Let's not couch bad data. Let's put it out there and let our citizens make the decision. I get the sense that maybe one of the reasons this is so well worded, if you will, and hard to understand, is that we're afraid to say what the truth is. And a 26 foot storm surge will take half of our city. And we need to say that. And so I believe that's our challenge. Now, as far as protecting our assets, yeah, we can protect our assets. We need to do that. We need to seek grant money, but we also need to face the realities. Now, with the likelihood of that happening in the next 15 years, pretty darn low. Let's just also say that. But I know my house is gone if it happens. I'm knocking on wood. All I know is my neighbor to the south and to the north have purchased 20, about $20,000 worth of barriers. We have not. I don't know if that's smart or not, but anyway, there's a lot of decisions, a lot of understanding to get on a lot of levels here. So, okay, so we're going to, we'll see this in a workshop, correct? Okay. And thank you very much. Thanks for the hard work. I know there's a lot of hard work in here. Okay, we are going to go to 3E, annual addendum to the contract with the Penance County Sheriff's Office to provide law enforcement services for the city of Dunedin. At a cost of $6,479,308 for fiscal year 2027. We'll go to staff presentation, Teresa. Good evening, Mayor, Vice Mayor, Commission. Teresa Smalling, Director of HR and Risk Management for the city, as well as the city's liaison to the Penance County Sheriff's Office. As you know, the Penance County Sheriff's Office serves as our law enforcement arm for the city. And this that I'm bringing to you is the addendum that for the FY27 budget year of the cost of the contract. As was noted, the total amount of the contract is just over 6 point, just under 6.5 million dollars. The attachment one shows the breakdown of the services that are at the North District Station. The complement of deputies includes five community policing deputies, two that are dedicated to traffic enforcement, and one that works special hours from November through April during our heavier special events, more traffic downtown areas. So there's, we pay the shift differential for that deputy during that period of time. We also pay for additional traffic enforcement by special employment deputies all year round. And 680 hours of special event hours for deputies. They take care of our special events. As they come to our commission meetings, code enforcement board meetings. And we also contribute $10,000 each year to the Sheriff's Safe Harbor Program. As Jennifer noted this afternoon, it is a help for homeless first offenders to kind of keep them out of the jail system. At this time, I'm happy to take any questions that you may have. I'm, we, staff is requesting commission approval of the FY27 addendum. Okay, questions for Teresa, starting with Vice Mayor. Just in terms of the cost increase, 5.67% over last year. I seem to recall that it's been roughly about 5 to 6% every year. Is that about right? Correct. So the, the Sheriff's Office, the deputies and sergeants are all under collective bargaining agreements. So the, the 5.67% covers the cost of the salary, increase the salaries, increase workers' comp, all the ancillary costs that the Sheriff pays for their employees. Does that include health care too? Yes. Health insurance. Okay. Okay. One of the five CPOs are, do we still have the, the CPO for the Thursday to Sunday for noise enforcement? Yes. So that usually starts around November. Okay. And carries through April. My cross guards in here, I thought the cross guards were volunteers. No, they, they're, they're part-time employees hired by the Sheriff's Office. And, okay, so we're, we are proving additional security, 680 hours for events. I, I'm assuming that's events, right? The special events services? Yes. So that's the special events as well as any, any event that we need them for, uh, as well as coming to the commission meetings and the code enforcement board meetings. Is, uh, is that basically time reimbursable? And by that, I mean, let's just say, for instance, we have to implement the contingency plan and we start cutting back on events. Um, we're not locked into that 680 hours. It's, it's basically, if they work an hour, we pay for an hour. So, so the Sheriff's Office does, uh, give an accounting for every hour that we have a deputy on board. So at some point during the year, they would usually let us know whether we're going under. I believe in, uh, the year of COVID, when we had pretty much no special events, we worked out with a sheriff to get a credit, if you will, on the hours that were not used because we do pay this ahead of time. I have a solo question. Okay. Uh, Commissioner Sandberg in questions. When, uh, because I, that my eyes went to that special event issue also, is there some type of a formula, one deputy per X amount of anticipated, um, attendees? How does, how does, how does, how does that figure? So the, the formula comes in when a promoter is doing, is, uh, requesting an event. The Sheriff's Office, and, and we have the production team meetings with city staff and, and Sheriff's, Sheriff's Office staff. And the Sheriff's, the Sheriff will, um, based on projected amount of attendees, will say how many deputies they, they think there should be there, as well as the amount of supervisors, because there's a, a, a, a ratio of supervisors to deputies. Uh, for city events, they just, they don't really give us that number. They just, at the end, uh, calculate how many hours were spent, and it goes towards that 680 hours. And my last question, is this renewed annually? Is this a one-year contract? So, in, uh, 2023, we actually had a, a contract that was, uh, we, was approved by the commission. Uh, a little bit of confusion came in, because all the other contract cities have an annual contract. So, we have been doing an addendum to the contract from, so, to avoid confusion, we call it an addendum to the contract that, that, that states the cost, the expenses for the new fiscal year. That, that's all I have, thank you. Okay, uh, Commissioner Gow, questions on the Sheriff's contract. Yeah, thank you. Uh, yeah, thank you, Teresa. Uh, where it says, right, this is at a cost of $6,479,308. Is it better to read that of cost not to exceed? Well, the, the, the 6.4, uh, is what we pay regardless. Regardless. Yes. The, uh, 680 hours, which is set separately, as you can see on attachment one, that's the one where it would usually be, we, we wouldn't even call it not to exceed, because if we go over, they don't, like, say, okay, we're not coming until you pay us more money. You know, they just say, okay, you went over hours by, you know, four hours, so at the end of the year, here's a bill for the four hours, or they may not even bill us for it, so. And, so, if we decide, uh, for, because of Amendment 3 or whatever, reducing, uh, law enforcement presence, are we still locked into this figure, or does that get adjusted? No, I, I, I believe just, you know, as I, um, made mention of, uh, I think it was, COVID was 19, 2019, we actually negotiated with, with the sheriff, because the special event hours are paid in, in October, the safe harbor is paid in, in, uh, by November, and then all the other, the law enforcement expenses are paid monthly. So, you know, we, we, we have, um, a very good relationship with the fiscal office, at the sheriff's office, and, you know, we, we can definitely change what needs to be changed if we need to. Okay, and, uh, if Amendment 3 does pass, I don't see, there's a way above the sheriff needing to readdress this contract. And, would, would he have that ability, or, we're locked in for another year, or, if he says, hey, my cost's just doubled, I need to pass that on to you, what does that look like? Uh, I believe in the contract language, and I just have to jump over there, there is, um, and, this is the addendum, but I believe in the contract language there is a, um, sort of a disclaimer, that if, for budgetary reasons, we're not able to continue with the agreed-upon cost, then, you know, there would be some discussion. So, it's not, you know, you, you, you've bought it, it's yours, we don't care if you can't afford it. Okay, thank you, thank you. Uh, questions? Commissioner Degard? Thank you, Mayor. Um, I'd like a definition of secondary employment services under item two. Uh, secondary employment refers to the, uh, the, the traffic enforcement, the additional traffic enforcement, um, that we... This was for special events? It's both those special events, the 680 hours is for the special events, and then the traffic enforcement is also special employment, because those are additional, that's additional deputies that are brought in specifically to do traffic enforcement in the city. What does that secondary employment mean? I'm just not understanding. So, those aren't the primary deputies assigned to the North District, necessarily? So, there could be anybody that we just, they just decide to hire to come and cover? Well, yeah, so, there'd be deputies that, because there's, uh, in the sheriff's, in most sheriff's office, there's what we call a detail office, and so, you know, other entities, organizations, they ask for deputies, and so, that's considered secondary employment, because that's not the primary role. And these are the same quality of officers that we have for our other services? It's, it's sheriff's office deputies that do the work. Okay. Now, I'm looking at only a portion, or the amendments portion of the overall contract. What was the total of the prior contract? The prior contract, and, oh, I actually have it here. One moment, please. So, the prior contract was six point, alright, six point four seven nine, six point four seven nine, oh, this one's, I'm sorry, this was the new contract. Yeah. Um, I thought I had the old contract here. I'd have to look that up and get back with you. Okay. Um, I do think that we're dealing with a number of things here, but I'll save that for comments. Thank you, Mayor. Okay. Um, I do not have any questions. Um, so, I will open it to public input, and then when the audience wish to come forward, then speak on the sheriff's contract. Okay. Seeing no one, I'll close public input. I do need a motion. So moved. I've lost my pen. I want a wishbone pole with you. I was looking for my pen. Who was first? Walker, then Dugard. Oh, thank you. We're closer to you. See, I didn't have to be the bad guy. Sound travels further. Wait, say it again. Which was it? Okay. And Dugard. Okay, got it. Walker, W-A-L-K. I'm starting to hear things, so it's okay. Okay, so I'm going to do final comments, starting with the maker of the motion, Vice Mayor Walker. Um, I don't really have any comments. I mean, you know, the, I, I mean, you can, you can, it's pretty evident, you know, how we get that increase year over year. Um, and, you know, it, and we're all, we're all, we're all dealing with those same challenges, but, uh, you know, I'll tell you what, though. I, I, I am, I am so impressed with Pinellas County Sheriff's Office and just their professionalism, and, uh, you know, uh, we're, we're lucky to have them. Um, I, I love the fact that our mayor was, uh, was part of the, part of the group that, uh, basically transitioned to the Dunedin Police Department to the, uh, deploy, the, deploying the Pinellas County Sheriff's Office. And, uh, anyway, so I, you know, I mean, this is kind of one of those things where, you know, we got to do it. So, that's what I got. Okay, and second or motion, uh, Commissioner Dugard. Thank you, Mayor. Um, 30 years, we've been in a contract relationship with the Sheriff's Office, and it's been one of the best investments we've ever made. However, right now, we're finding ourselves partnered with an organization facing the same challenges we're facing at the same time. That's going to make some of this kind of thing necessary. Uh, the, um, only thing I'm asking for from staff is as much forewarning as we see these things coming at us. Thank you, Mayor. Great. Uh, final comments. We should go. Uh, no real comments. I certainly echo, uh, what the Vice Mayor said. You know, the, uh, Sheriff's Office does a fabulous job for us. Always professional. I certainly hope buried in here somewhere, Julie gets her A's. That would be very lovely. Um, uh, but no. Well done, Teresa. Okay. Uh, Commissioner Sandberg, final comments. Uh, the other thing I have is I, I was talking to a resident the other day, and I, I told him, I said, it costs us $17,000 a day for police protection in Dunedin. Just think if everybody just behaved and did the right thing. It's all. And I will say it would be a lot more if we had our police department still. So I shouldn't say that, but it's true. It's the numbers had spoken for themselves, um, even though that we had a great department. Um, so, uh, no, I mean, my only thing is, um, you know, Pinellas County Sheriff's Office does a great job, and, uh, we are, uh, we have an event, um, on October 8th to celebrate our 30-year partnership. Can you just give the highlights, the timing of that? Sure, Mayor. Uh, so, uh, October 8th from 5.30 to 7.30 p.m., uh, Sheriff's Office staff, uh, Sheriff's Office staff as well as City staff have worked together to put an event where, uh, Sheriff's Office will be bringing out, um, a lot of their equipment, uh, out on, we're closing down Loudoun, uh, and then the parking lot. We're also going to be showcasing some of City's, the City's equipment. Um, I was, uh, I, I understand that the Sheriff's Office now has a robot dog that may be making an appearance, uh, and the, uh, Sheriff Bob Galtieri. AI, AI at work. Okay. Yeah. Will also, uh, be here to, uh, accept the proclamation, uh, from the City celebrating the 30th. Uh, so, um, you know, it, it does coincide with, uh, City Commission meeting, so we will kind of run it a little bit around the meeting, and then the exhibits will be available to the general public from 5.30 to 7.30 p.m. And I know there's going to be a little bit of just, uh, some comments, both by the Sheriff, by myself, fellow commissioners will be there, but, you know, definitely with the equipment, you know, don't forget to bring the kids, because it'll be like a mini touch-a-truck is what I'm saying, so, and, um, that's always fun for kids, so. Is the dog's name radar? They didn't tell me. Yeah, I'd like to know the dog's name. That's kind of, there's got to be some kind of, uh, Sheriff-y, though, isn't it? Yeah, I don't know. I did ask for Yoda, which is a, a canine, and heard he had retired, so he won't be there. Okay, sounds good. Well, they have the two, the, what are the, um, like the hound dogs, like two little hound dogs, don't you still have those? Well, they were puppies when I saw them, so they're, they're probably three or four years old now, aren't they, or five? Okay, three, yeah, because they got them when I was doing contractual work, you know, for my consulting stuff there, and when they were puppies, they, like, they brought them into HR, and, like, everybody went completely ballistic. It was great. Um, okay, so, well, let's move on. So, anyway, so, we have a motion, we have a second, uh, all in favor? Aye. Aye. Any opposed? Okay, motion passed unanimously. Okay, so, um, uh, we have 3F RFP 26-2611, Award of Bid Fire Protection Special Assessment Program, uh, and we have staff presentation by Nicole. I don't know, maybe we can do our comments first and have Nicole stay to the very end before we do it with her. No, I'm just kidding. Why not? Okay, it's your game. Uh, good evening, Mayor, Vice Mayor, uh, Commission, Nicole Delfino, Strategy and Sustainability Manager, uh, here to bring before you, uh, the award of, uh, RFP 26-2611 Fire Protection Special Assessment Program, and I'm just going to go over a couple of things before we get to the, the nitty-gritty of the, of the RFP itself, uh, but the assessment process, uh, to design and implement a legally defensible fire protection special assessment, uh, first must undertake a study, and that's what we're bringing before you today. Uh, the study is intended to identify the full cost of accessible fire protection services, separate accessible fire operations from non-assessible EMS function, develop a fair and equitable assessment methodology, analyze property classifications and fire service demand, evaluate long-term funding needs for fire operations, prevention, emergency management, apparatus, facilities, and training infrastructure, and provide implementation support. In conjunction with the study, uh, legal support is necessary to ensure proper legal milestones are achieved, which include public notices, resolutions, ordinances, agreements, publications, and other required legal documentation. Um, Chris Rowe was before you of Bryant Miller and Olive, this is, like, really loud, um, on May 19th of, of 2026 to give you an overview of what a fire assessment includes. At that meeting, you provided direction to move forward with an RFP, which was, uh, conducted, staff drafted an RFP. Um, it was then brought before you on July 9th, uh, to review the RFP, of which you did approve that to be, uh, posted. It was advertised on Demand Star and in the Business Observer on July 10th of 2026, um, and the posting was closed on August 7th of 2026. A committee consisting of five individuals was selected to review the RFP. The committee members included myself, Jorge Quintas, Deputy City Manager, Les Tyler, Director of Finance, Chief Michael Handoga of Dunedin Fire Rescue, and a Board of Finance representative, Sharon Herman. RFP 262611 received two responses, uh, from Cypress Revenue Solutions and Raftelis, uh, which were evaluated by the committee on August 20th. Uh, the evaluation committee requested that each of the respondents return for an in-person presentation, um, on August 27th, of which they did, and the evaluation committee then reviewed them, um, and rated Cypress Revenue Solutions as the highest, uh, between the two firms. Uh, the initial agreement before you today with Cypress Revenue Solutions addresses the key components, uh, the fire assessment, which include tasks one through eight, uh, including data assessment, cost allocation, and fire or project, projection of fire protection services, uh, call data analysis, uh, assessment apportionment methodology, um, and then assessment rates and pro forma revenues, as well as a report and presentation. Um, those complete the initial steps of one through six, of which then will be brought back before you, um, prior to then moving forward with potentially steps, uh, seven and eight, which then are, uh, uh, implementation with the tax assessor's office, um, and then, uh, all the files and data transfers. There's a lot more that involved in the project as far as public meetings, um, and, and, and team meetings, um, but that's just a, a brief overview. There are some additional tasks that were, uh, identified in the RFP, both tasks nine and 10, uh, but they are independent tasks. We do not have those before you today. Um, if we were to complete the previous steps of one through eight and you chose to move forward with those, then we will bring them back before you. So in sum, we are asking for approval, uh, to award Cypress Revenue Solutions, uh, from the RFP 26, 2611. Okay. Questions for Nicole. I'll start with Commissioner Gale. You might've mentioned it in the call, but how long is this going to take? Uh, we do have a, uh, tentative, uh, timeframe. Uh, we were are hoping, um, well, initially the, our, our first step is actually bringing a resolution back in December. Um, in the meantime, all the data collection is going to be occurring. Uh, ideally our, our, our timeline would be to present, uh, to the commission with a report, uh, in the spring. So April, May time period. Okay. Thank you. That's all I have. Okay. Uh, question, uh, uh, Commissioner, uh, Degard. Sorry. Questions. How soon we forget. Uh, Nicole, thank you for this. Um, if I'm reading this correct, if we go through all one through 10 phases, we're looking at a little bit more than a hundred thousand dollars. Yes. However, the agreement that is before you today is only addressing tasks one through eight. Again, with that guarantee that following task six, we will come back before you for approval before moving forward. So you will, you're seeking approval for the 49 seven at this point. Is that what I see? Or the 75,000, which, what are we looking at for today? Yes. For Cypress revenue solutions, the, uh, the contract amount is 74,200. Okay. That was the only question I had. Thank you, mayor. Okay. Questions. Uh, vice mayor. So I'm looking at the, I'm looking at the weighting of the, of how the, the, their proposals are evaluated. Um, and the highest rated was the, was basically their solution. Um, the third level, the third criteria was cost. Um, what I'm not seeing in here, what the cost comparison is more of this between the two. Um, I would have to pull out the second proposal. Um, you can just get, I, it's not, it's not imperative to whether we go forward here or not. I'm just curious as to, you know, how many points were scored based on the cost. I mean, I'm assuming these are those, the, the prices in there are their bid prices. We did not specify those as being a, no, that we did not. And it's a firm fixed price. Yeah. Yeah. Okay. So you can get that information to us what the other figure was, right? I mean, not today, but yeah, it's, it's not, it's not important for this. I just, I'm just curious. I mean, I like to know too, so yeah. Those are all my questions. Okay. Commissioner, uh, Sandberg and questions. Just real quick. What? So like task 10 with the two asterisks, what exactly is that fire prevention or prevention costs and fee study? Uh, yes, that's for a complete, uh, fee study for fire prevention. Again, that is a separate task. It's not included in this initial contract, uh, term or that's, that's going before you to, to approve. Um, if that is something that we would like to bring back, uh, to move forward with, we would likely do that after we are complete with this first phase of the project. Good. That's, that's all I had, Mayor. Okay. Um, I, you know, I, I, I read through it. That makes sense. I think it, it fits with what we've been talking about. So I don't have any additional questions. Uh, so I'm going to open it for public input and anyone in the audience wish to come forward and speak on this issue. Okay. Seeing no one, I will close public input. And, uh, can I have a motion? So moved. Second. Okay. Final comments, starting with the maker of the motion by smear. Uh, I really don't have any comments. Um, let's move forward with this. Okay. And seconder of the motion, final comments. Other than it's, uh, moving along and that's all we can ask at this point. Okay. Uh, Commissioner Gow, final comments. No comments, Mayor. Commissioner Degard, final comments. I'm going to break the rule here and have a comment. Um, I think this is an imperative act on our part for the purpose of creating a safe community. If we face a passage of referendum three and don't do this, it would be malfeasance of this body. We have to do this. Thank you, Mayor. Thank you. Um, okay. I, I, um, no, I don't, I don't have any comments. I think that, you know, this is something we have to do. We have to be prepared. And, um, so, uh, uh, I'll say all in favor. All right. Any opposed? Okay. Motion passed unanimously. Okay. Proposed agenda for October 8th, 2026 commission meeting. Any additions or deletions? No, ma'am. Okay. Everybody look at that. We're going to have wines and blues. That's great. Um, okay. Um, can I have a motion? So moved. I'm not playing the game. Can I have a second? Second. There you go. Okay. I have a motion. I have a second. All in favor? Aye. Any opposed? Okay. Motion passed unanimously. Okay. Uh, the proposed, oh, let me get back here on mine, uh, proposed, uh, uh, October 6th workshop agenda, which we do not approve, but you, any additions or deletions on that one? No, ma'am. Okay. So everybody can see what's going to be coming up on that. Okay. And, uh, so commission comments, discussion, et cetera. Um, I will start with, uh, Mr. Gao. And what is this? This is our, our commission comments. Oh, I'm tired. I hear you. Yeah. That's it. No, no, uh, I'm, I've, I've got nothing. Although I guess what's today, Thursday, Tuesday, uh, the Celtic festival, the, uh, DSAF had their first meeting for the upcoming Celtic festival. And so, uh, things are winding up. Good. Fun event. That's good. Yep. Okay. Um, and, uh, commissioner to guard comments. Thank you. Um, last night we had a presentation on the property tax, uh, manager, a good committee made some excellent comments. Um, and I think that the key of this process is education. Um, but you're already beginning to see how we're having to manage a future that has become a shifting sand. And, um, we're going to see a lot more of this. And I just hope our citizens take the time to make sure they're well-educated on not only what they might say, but what it will cost them. Thank you, mayor. Thank you. Um, vice mayor comments. Uh, we are going through the same budget process at PSTA and, uh, we've had our first, uh, budget hearing and, uh, the, uh, the motion for the millage was, uh, to roll it back, um, which results resulted in about another additional 300 and some odd thousand that need to be taken from the budget. Uh, the biggest, uh, the, what the, what's going to end up paying for that, I think is probably route 90, but, uh, that's not an impact to the need. And so that's, I'm really happy to be back in town. Yeah. It's really great to see you all. Yeah. It's good to see you too. I go back on Sunday, but anyway, well, you know, I'm on, I'm on, what do they call it? Conditional release. And that condition is I come back. Uh, comments, uh, commissioner Sandberg. I had, I have nothing to add mayor. Okay. I just have, uh, you know, chief chief is still here. I thought the nine 11 program was great. I know you worked hard on that. It had a lot of heart in it. It really just did. I got a lot. I feel like I had a lot of great comments about it. It was awesome that the firefighters could be there. And, uh, and a lot of the sheriffs represented it was, it was a really, really, um, special day for a horrific thing that happened and a way to just continue to remember how horrible it was. Um, and then, uh, I was going to just, again, remind people October 6th, there's another forum, uh, and, uh, on property tax reform. Uh, so be sure and, uh, uh, kind of check that out. Uh, and again, October 8th, five, five, five 30 to seven 30, um, the, is the sheriff 30 year celebration. Lots of things that I think kids will like to with the trucks and equipment. Um, and then, um, and the last thing I'll say is that, you know, the, the Tampa Bay Rays are on fire and that's awesome. So hopefully you can keep going and, you know, when the division and the Tampa Bay and the Toronto Blue Jays are still have a chance to be the last wild card. So we'll just keep hoping. So anyway, and we just, Vladdy just needs to bat. So, okay. That's all I got. Okay. Uh, city clerk update. Mayor, I see here. Do we need to go discuss the FLC policy committee meeting appointments at all? No. Okay. Yeah, I don't know. I think everybody's kind of got what they're going to do. Thank you. Yep. And, uh, city manager update? Nothing, mayor. Thank you. And city attorney update? Nothing. Okay. This meeting is adjourned.