We'll call the Popka Community Redevelopment Agency to order. Come on up, internet. We're going to go. Yep. Okay. We got a set of minutes. Uh make any changes? Not look for a motion to
approve the minutes. I move to approve. Got a me uh motion by member Drago. >> Second by member Smith. All those in favor. >> All oppose. Motion carries unanimously. Okay. Presentation retail recruitment strategy by retail strategies LLC and
Antonet Forbes. >> Good afternoon, evening. Antonet Fors, director of economic development. So previously the city had contracted with a consultant called retail strategies LLC in $40,000 to provide retail recruitment services for a period of one
year. During that year they had provided sorry they had conducted extensive data as well as provided reports. However, there was lack of communication between the consultant and the city as they did not know who to confer that information to. So part of that agreement is to
provide a presentation um to the council. In the July, I believe it was CRA meeting which predates me. There was um conversation about a retail report and it being pending. So I thought it prudent to have them come and present here before the CR board which includes
members of the council as well. So although this was funded um on the city side, I did think it was imperative for the CR board to hear. I also want to mention that their scope of work is for the city as a whole in its totality. So with that, this is Garrett Smith from um
retail strategies and he will be providing the presentation. >> Hey, good evening everyone and I'd like to start by by thanking you so much for uh uh making the time and also the adjustments to to allow me to speak with you all this evening from afar. Uh as
Andrinet said, we have completed uh our first year of work in partnership with the city of Apakka. Um and just as a little breakdown and and I'm going to uh start providing some of this uh in a visual format just as a breakdown in our process in a general year one
partnership is it starts essentially with extensive discovery and research. We are then identifying properties of interest and also working through uh peer markets similar type markets so we can have an understanding of some of the
differences in regards to what retail offerings um uh pure markets have that maybe aka doesn't and then use some of those particular data points to leverage uh leverage the similarities between those markets as we target some of those specific retail brands and try to draw
them into Apka uh when they haven't opened a location or rent. So, as a very brief preface, uh that's a lot of what the first uh four to 6 months looks like. From there, we are speaking with property owners, introducing ourselves to development groups in the area,
understanding what availability, what types of spaces they still have. Then, we compare all this back to to our initial research, identifying who our top prospects are, and then we're trying to play matchmaker. We're trying to connect uh brands that would like to enter into the apoak market and maybe
aren't intimately familiar with it uh to property owners and developers who are actively trying to either sell or develop specific properties. Uh so tonight I have uh I've compressed our recruitment plan. This is something that
Antonet has access to the full uh the full document which has extensive amounts of data as well as she has access to the true raw data reports that we use to help build this out. Uh if y'all have interest in any of that stuff, please do not hesitate to let her
or myself know. We'll happily get the uh get the full full versions over to you. I compress this to try to be as timely as possible and respectful of everyone's time. uh if it's all right, I'm going to share my screen and we're going to dig into the recruitment plan and some of the research we found and then I'm going
to provide an update on our recruitment efforts uh after uh after we initiated our actual outreach. All right. Can everyone see my screen? >> Yes. >> Yes. >> All right. Thank you all. So again, my
name is Garrett Smitherman. I'm y'all's portfolio director. My direct teammate is Mr. Drew Kaufman. He is your retail development manager. Uh we split up our teams basically where I'm uh sort of the point person on on the client side and Drew is the point person on the retailer
and the development side. Uh we provide some of just our additional leadership and our marketing team here just for y'all to see. This is a very small slice of our overall company. Uh we we in total we've got over 50 employees and we
actually one of the unique advantages we have is not only are do we have a consulting firm but under the same roof we also have a full-ervice brokerage uh and so leveraging everyone's professional networks, everyone's experience uh and contacts allows us to
be as effective as as we can be. So, as I just alluded to and and and briefly mentioned, the front end of our uh of our efforts and our work is to make sure that we have a good understanding of your market. Uh so, that's going to include a lot of uh of
highlevel research, demographic overview, identifying your custom trade area by using mobile data collections, uh understanding your retail gap analysis, and then also do conducting a peer analysis of some peer markets.
So, how you see it, this is is generally how most average people, consumers, uh, consider what a city looks like from an aerial perspective. Chopped up lines, there are boundaries, uh, highways, some some landmarks and and the sort. Uh,
retailers, developers, businesses see markets in a very, very different way. They see markets in a map that looks something similar to this. uh this is uh essentially identifying multiple different data points that will uh allow
retailers to have a quick understanding of what area they may or may not want to be and what type of market they may may be looking at. So what you're seeing is uh is the the yellow lines that are squiggly, those are going to be your five and 10 minute drive times. Those green radius circles, those are three
and five mile radiuses. Why is this on here? That's what a lot of retailers, they want to know what is inside those lines as it comes to a consumer. Uh who are the consumers who live here? How how can we have an understanding of what the the static customer base of, you know,
whether it's a three mile radius or it's a 10-minute drive time. We want to know who who is here. Um you also can see and and it might be hard for y'all to see there's a number of of blue and yellow dots. So they're also looking, you know, what what all does that include? That is
going to be your residential population, but also your daytime population. Daytime populations are an interesting thing. Those are essentially employees who work within this ge geographic area. It could be stay-at-home uh mothers and fathers. It could be retired uh retired
people. A number of different things. All of those kind of make up who your daytime population is. Certain retailers really hone in on certain They all are looking at the same stuff, but some hone in on on uh particular data points more than others depending
on what their product or service is. So, your demographics, and this is taken from the from the city limits, uh our research shows a pretty strong performing demographics. Your your three mile uh three mile radius, and we took these numbers from what we've identified
as the city center. Uh, so on a three- mile radius, you got 77,000 people. On a five mile radius, that jumps to 230,000, over a quarter million people. A strong jump. Uh, average home values are are uh
are strong. Number of households, again, very high. Uh, population growth, this is something else that retailers are really paying attention to. Uh, one of the major driving factors that supports whether or not a retailer uh, who maybe doesn't think a market is quite ready
yet is, uh, is rooftops, new rooftops coming online. Uh, those are are major major things that they look for. And obviously depending on what type of development, what type of market, they might uh want to nestle up close to these new rooftops. Uh and at the same
time, it's it's it's very uh it's very unique and specific to what each retailer is looking for. Uh medium household incomes right on line with national averages. Um and then you can see some of the other the other counts. You've got your total number of
employees, daytime population, and again uh that would be be a important uh data point for lunch uh lunch restaurants, lunch breakfast and lunch heavy restaurants, coffee shops. Uh you can imagine and fill in some of the other
blanks about why uh the daytime population is critical. There are obviously certain markets where uh where people will be h driving into a larger metro as opposed to staying sedentary within that market. uh and that will impact certain brands, certain types of
retailers uh desire to be in a particular location or another. Mobile data collection. This is a a big thing. So, we started this this conversation looking at the actual city boundaries and the demographics of the
city itself. Uh and then we also started to looking at how a retailer might look at it. Well, retailers aren't really looking at specific cities. uh they are looking at trade areas and that's where a lot of the difference is. So one of the first things we want to do is to identify the Apoptica trade area. Well,
how do we do that? We take some of your largest retail drivers and then we analyze the mobile data traffic from people going to those businesses. This sounds a little creepy, but unfortunately this is just how the world
works these days. Really what's happening is people with cell phones who have allowed apps on their phone to track their locations, uh, these systems will identify that they went to a specific location. And in this case, we're looking at your existing retailers
and then we'll basically follow that mobile phone home. And basically where these phones if they're consistently spending time in the same location in the evenings generally they are then considered uh to be basically a standard
customer. So we take your your a handful five or six of your largest retail drivers and then we look at their mobile data and we try to identify and figure out exactly where the majority of the standard customers for those retailers
actually live. We then aggregate all of those uh different sort of layered maps to identify a a single trade area. Why is this important? It's important because the retailers need to have a
good understanding of exactly what what your market truly looks like, what the Apoa trade area truly looks like when it comes to a consuming base, when it comes to uh some of those demographic points that certain retailers uh uh find as being very critical components of their
decision-making process that they've built into their expansion equation. Um, and so this is the type of area that you end up up getting once you aggregate all of those different mobile data collection reports and layers uh from
your largest uh largest retailer. So, as you just saw, we were looking at Home Depot, we were looking at Publix, we were looking at Lowe's. Uh, we also would have run this we we try to run it on multiple different retail channels. So, we would have run it for McDonald's
as well. McDonald's. Basically, any food user, food and beverage user, if there's a McDonald's in the market, they want to know how that McDonald's is performing. They want to have an idea of what their sales and their traffic looks like. Um, and that will it it automatically gives
them a certain level of confidence in how their own store may or may not perform. So, the custom trade area ends up looking a shape similar to this. We then are rerunning demographics off of that geographical area that we've
that we've identified as your custom trade area. So you could see how high the the population jumps between the trade area and the actual city boundaries. Um this is something where retailers will then latch on this. These these are people that are in the
immediate area that are shopping within this geography. This is these are the actual numbers that the retailers would be paying attention to. Uh you can also see that that the median household income jumps. Uh so that that adds uh adds another 12,000 to to about where uh
the the city uh the city boundaries are showing up to 83,000 and a projected uh population for that trade area of almost 200,000 within the next uh within the next three years. Uh breakdown of race. You can see it's
pretty heavily split uh between Latino and white. You've got the black population coming at 3%, Asian at eight, and other at six. Households. This is another big thing. A lot of retailers, they want to see
households that are uh uh multi multiple people. They like to see families. That's what the majority of these retailers are looking for is is a family-based uh trade area that has multiple uh multiple people living in individual homes. Uh so again, you can
see number of households about 70,000. Now we're moving into the gap analysis. So this is an interesting now now we're really digging into y'all's trade area in regards to existing retailers in regards to supply and demand. So, a gap
analysis is really identifying how many dollars are spent inside of your trade area in comparison to how many dollars are leaving your trade area and what specific products and services are those
dollars leaving to buy. So, in our analysis, the total market supply for your trade area for the Apaka trade area is $2.3 billion. So that is the total number of dollars captured by businesses
within this area. Your total total market demand is $2.6 billion. So this is identifying a gap of $235 million where there is opportunity. Uh
those are all dollars that are are being spent outside of your trade area for products and services that could be spent inside. Uh obviously we're analyzing the trade area, but we are also under very understanding that we are a client of the city of Apacha. So
we're not looking to to put anything uh you know outside of your city boundaries, but all of this data does factor into uh to the retailer's decisions. So you've got this $230 million opportunity gap. Well, now we
want to dig in and compare. All right, what dollars are leaving for what products? And also what is it that the city and the public has asked for in regards to new retail offerings? Are they looking for soft goods? Uh is it uh full service restaurants? Is it hotels? Uh is it automotive? What you know where
are the overlaps between the gap that we've identified as well as the desires of the city and the public at large. So we start looking at a peer analysis. So this is where we are identifying pure markets that are very very similar to a
popco when it comes to these topline data points that you could see which are going to be your residential population, your daytime population, your median household income as well as your total market supply. You can see that this is actually a really good peer analysis.
There is a lot of very very similar type markets based off of these data points and it's running on a 10-minute drive time from specific locations within these markets. But as you can see there is there is a very very close similarity between these. So what do we want to do
now? Now we want to see okay what categories of retail are the aggregate of these peers supporting more of than a popka and that will basically tell us hey here's a great opportunity here's an
opportunity to pursue this category this channel of retail because it appears that all of the that these peers can support more than what a pocket is supporting. So we then take that aggregate and we do
a comparison of the current count of what you have and I do need to denote that this is looking at national retail brands. Uh so we want to see all right where are the largest gaps in categories uh comparing the peers to Apakka. What
we found is that uh Apakka has uh five coffee juice retailers in comparison to that the group average of 10. Full service restaurants is is very out of out of balance. I know that we are all in agreement uh that that is a a target category for our efforts and our
outreach to try to draw in more full service restaurants. Uh but you could see that there's uh four to 14 uh grocery supermarkets, limited service restaurants. We've already been in conversation with multiple of those. Uh obviously those
are going to be a lot of your lunchtime and early afterwork dinner type places. a limited service is where you you park, you walk in, you walk up to the counter, you then sit down, they come and serve you your food. So, um, think of the the pot belly sandwiches and the Chipotles
of the world. Uh, and then pet shops. So, this is all information that is helping us get a good understanding of who the consumers within the Apoaka trade area are, as well as identifying uh, peers and gaps in certain channels.
And we're really at this is really sort of like a sales funnel. We are starting very broad and we're drilling down very tight because there are are thousands of national retailers. There are uh every product and service you could think of and we want the the information that we
are uh that we are identifying and and and and researching to point towards the ask of the city and and luckily in this case it does uh it it everything is pointing towards yes this all is aligning. Then we get to to the fun part
which is site identification. So, uh, one of the first things that we did after our partnership, within a couple of months of our partnership starting was, uh, myself and and Drew came down to the market. We toured the market with, uh, city personnel, with city
leadership, uh, spent a couple hours in the car driving around, got a very, very well-rounded tour. But what we're doing during this time is is we are taking down all the information of available properties, currently available properties, undeveloped properties, and properties that seem right for
redevelopment. Uh coming back to the office, logging all of these, identifying the ownership, identifying whoever the representative of the ownership is. uh make sure that we have a handle on all of the details of each individual property based off as it
relates to the size, the price, uh what it's zoned for, who have they already talked to so that we're not, you know, double working on the same uh on the same audience. Uh and then really working towards under uh uh presenting those sites to retailers that it makes
sense for uh retail timeline. This is something that uh we provide as as information and and a sort of educational component. Uh this is an example of a uh publicly traded retailers uh real estate
transaction timeline. And I'm going to walk through this quickly. U although this is something that that actually takes a a good bit of time to go through and and it's about trying to share uh the reality of what a commercial real estate deal really looks like.
uh investors signal to uh u from Wall Street to the corporate uh the corporate team we would like to see X return this year. Well, how do retailers do that? It's very hard to do that by increasing same store sales. So, what do they do? They expand. They open new locations.
They they identify a new market with new consumers where they can capture new dollars. So that real estate director turns around and contacts all of their local tenant reps all around the country and says, "Hey, we need to do 50 new locations this year. Start sending them
my way. Start identifying potential sites." Those local tenant reps who are assigned a particular geography. It may be, you know, the the central band of Florida. It could be the entire state of Alabama. It could be just the coast of Georgia. It could be it could be a
number of different things. uh uh regions. They then start trying to identify sites in different markets. Uh once those sites are identified, that tenant rep then has to turn around and present those sites to the real estate director. That could be up to a year's
worth of work just just to start getting through that process. If the ten if the excuse me, if the real estate director likes the site, likes the market, they then will start going through perform. If everything is still lining up and everything still looks
good, they then would potentially move to a letter of intent, an LOI, where they would submit that to the property owner uh to start really start the conversations of getting a transaction going, making a formal offer. At that point, the real estate committee still
has to approve that they like the site, they like the market, and that the numbers look good. So, that's before an offer is even made. Then, they're making the offer. They're negotiating the offer. If that still all goes well, they actually get to the point of either leasing the property, leasing the
ground, buying the ground, and then they're working with the developer to build out the actual building, retrofit an existing building, and then finally, if nothing goes wrong in the middle of all that, they open and actually start serving customers. So, as you can see,
there are a lot of hands involved. There are a lot of decisions to be made. And this is happening continually all around the country. And so that's another one of the big things is is we are competing with basically every other market particularly with the highly
sought-after retail brands. And so uh making sure that we are speaking the same language as the retailers making sure that we are really making their job as easy as possible. That is a lot of the value that we bring to the table is
we speak their language. We have relationships on the ground in the market, not only with with local property owners, local developers, and regional developers, but as as well as having relationships with the city. And so we can sort of wrangle all of these components together and go to the
retailer and try to hand everything over on a silver platter and say, "Here's this site. It's perfect for y'all. Here's all of the research on the market. Here's the price. Here's the the the listing agent. What else do you need?" uh and go from there.
All right. So, once we start doing all of that and we've done all of our research, we've identified sites, now it's time to advance. Now, it's time to take all the information that we've learned and to start conducting proactive outreach to target brands, presenting specific sites and and and
really the first step is to get get some initial feedback. What do you think about the market? What do you think about this site? Is this in line? uh you know, do you like the market but you prefer a different type site? Uh really that's when a lot of the the real work starts and that's the process that and
that's the the space that we're in right now is proactive outreach. Um, but advancing forward, uh, continuing to leverage the discovery that we've conducted, the contacts and connections and relationships that we've built over the first year to really try to connect
the parties on the ground in Apakka with these national retail brands that we are targeting. Um, so that that is a compressed version of our recruitment plan. There are a lot of specifics that have been left out of this. Uh the the
uncompressed version will include a number of other things. So if y'all have interest in that, please don't hesitate to let me and internet know. Uh from here, if there's not any questions, and I'd love to pause for a second because I know I've been going for a minute here. Uh I'm going to pivot over to uh to our
recruitment update. So this would be the last five or six months or so of actual conversations we're having, interest we've garnered, uh and just some of the other tools and information we've been using. All right. Any questions? Member Drago? >> Uh,
in the, uh, in the report we received, uh, you indicated that there was a broker interested in some property on Rock Springs Road. Do you know exactly where that was? >> Uh, I do. It's um, it's, and I've
actually got that pulled up on my map. Give me just one second here. Let me go through this side. So, there's a site being worked and it is being worked. It's it's north of the Publix on the west side of Rock Springs
and there's a car wash going on the back as well as I get to the right place. Uh, I believe a Dunkin Donuts. And so, the public center is right here. It's this site right here.
Uh, when you were riding around, did you look at the old Aterson's grocery site? >> Uh, I I do know that the mayor did drive me by that. Yes, sir. >> Okay. Uh, of the rest of the items that are listed here,
uh, the ice cream cake, soft serve, steakous. Are any of those businesses interested in the CRA locations? >> The CRA locations? >> The C Yeah. locations in the CRA.
>> Oh, in the CRA locations. To be honest, I'm not sure that uh that I've that I've seen exactly where the boundaries of the CRA are. Uh I I would love to have access to that if that's something that uh that y'all can provide me or put in
the in the chat uh of our of our meeting here. >> Okay. Uh, in your experience, when some of these people come in and they want to locate their businesses, is it property that they want to
purchase and demolish and put up a new building or they looking for existing sites to renovate? >> You know, it really depends on the brand. Uh, certain brands only want to ground lease, do build the suits and ground lease. Other brands want to buy.
Uh, a great example right now, Chick-fil-A has made a shift after a long long time of doing ground leasing. They've made a shift in the last year or so that they're they're looking to purchase, they're looking to own. Uh, and so it it just kind of depends. Now, uh I think a great example of what we're
seeing for the full service restaurant sector is because the buildouts on full service restaurants are so expensive still. We're seeing a lot of them look for backfill opportunities because they can enter a market, they can retrofit,
dress up the outside of the building, you know, uh the inside if it's already got a kitchen, it's got a grease trap, it's got it's got vents and hoods and all those kind of things, uh they could really save a lot of money uh on the front end and then can be a lot closer
to turning a profit in a much uh a much more efficient time frame than if they were buying the land or leasing the land and having to to a multi-million dollar buildout. Uh, a lot of those builds are minimum $3 million. Um, and so we have
seen a lot of backfill. Uh, because again, I mean, in a in a time where basically everything's expensive. It's hard to get these deals done. And one of the other trends that we're seeing is that a lot of property owners have potentially elevated concepts of the
value of their property. What we see a lot of the time is is property owners pricing their properties at the at the price it would be that a developer would sell it once they've already developed the site. And so it's like they're valuing the property where it would be
once someone else spends millions of dollars to build it. Um as opposed to this is what it's worth right here now with what's there. So, uh, trying to work through and identify, uh, and sort of balance out all these
different, uh, uh, factors is certainly part of the challenge. It's part of the fun. Uh, there's a lot of education and communication, uh, via communication that goes on and trying to sort of uh, facilitate deeper understandings of uh,
why certain developers might be at certain prices. I think a lot of people have a misconception of exactly how uh how commercial and retail development really works. Um so to answer your question, yes and no. We we kind of see it both ways. Uh we've seen different
brands do different things. We've seen a lot of surprising things. I mean uh I I went my entire life until earlier this year never seeing a standalone Hungry Howie's uh pizza. I've seen multiple this year. Uh, and it's just, hey, there's opportunity. The price is right
for us to to rent this space. Yeah, we'll do this all day. So, it it's it's hard to say one way or the other, but I I would say that I've seen a little bit of everything. >> Okay. Uh, under your gap analysis, uh, you use the word leakage. So do you
evaluate the leakage effect um relative to one business being in one part of the city and an identical business being in in a different part of business of the city? >> Well, and really it's the the leakage is those dollars that are leaving the trade
area uh and and buying elsewhere. And so again, we're we're using all of that to um to what you know what our main goal is in in conjunction with our partners. What we're really trying to accomplish, of course, we want to bring in the businesses and the types of
brands and products and offerings that y'all would like to see added. A lot of what we're hoping to accomplish is to provide and create new jobs through our efforts and also create a a stronger tax basis for y'all to pursue additional projects, additional developments,
improvements, whatever that may be. Uh and so trying to wrangle those dollars and not have the dollars leaving your market to go be spent at your neighbor's market, but really reverse that trend and try to capture your neighbors dollars. That's that's what we're hoping
to accomplish. So, uh, the leakage is is looking at at just full dollars. Uh, and then we're going in and doing an analysis of individual product lines. Uh, if you dig into that leakage report, that's really what's in on sort of in
the meat of it is individual types of products and services and whether or not there is a a surplus or or a shortage of those products. uh then we're then taking that to say okay how does this align with with target brands that we
think are are good prospects uh find those overlaps and then pursue >> okay and uh the last u question I had was in when you get to your advance stage
from your past experience and you take a company that has a real that has a real estate portion of it has uh and you drive them up and down quarters. Have you had any experience where one of those companies would say the quarter
doesn't look appealing to my company? >> Um, from the from the retailer or excuse me, from the real estate side, no. Um, we we certainly would hear retailers say, you know what, you know, there's nothing wrong with that site, but we'd
prefer to be closer to uh, you know, a a stronger retail base. And so just as an example, there might be, and I'm going to zoom in on my math here, we might talk to certain brands that they like the synergy of the multiple different
offerings right here at the Home Depot development. And as you can see, there's multiple out parcels here. The first watch went in right here to the to the southeast. You got Chili's uh similar to across the street. There's a lot of
retail synergy there. So certain brands might lean that direction and realistically the majority of brands are not going to opt for a B or B minus rated site uh if they're set on an A-rated site. And the
last thing they want is to invest heavily in a site that they're not really really really confident in and doesn't sort of meet their equation for their bread and butter to elevate that level of conf confidence to say we're checking off the accessibility box.
We're checking off the pricing box in regards to what this is going to cost. We're checking off the vis the visibility box. Visibility is huge. um we are checking off uh you know that they'll go down their checklist and if it's not checking off every single one
they'll just wait to try to find a site that does uh they would rather wait to make sure that their confidence level is as as high as it can be as opposed to move on something that it's like h well we're sort of checking half the boxes here so different retailers different
brands u they'll have eyes on different areas of the market so I think one of the interesting things is you've got and you also again I think this is a great example. I'm glad you asked this question. So you've got a couple of new
developments coming online down here by your hospital. You've got this new public's development going right here as well as this mixed uh professional development. Uh I believe these are going to be professional offices as well as some retail space on the front. It's right here uh done by two different
developers. The draw in regards to the retailers for a for spaces like this, I think, is very different. Uh, it's not going to be your uh necessarily your places that have to have the best visibility. It's going to be more in
line with the tenants that are on the back, some of those professional tenants. So when it comes to restaurants, I would think of elevated lunch offerings, maybe some of the healthier options that are are uh coming online more frequently nowadays as people have become much more health consscious, especially when you're right
here adjacent to a hospital where clearly you have a lot of health-minded folks. Uh they want to serve I mean those are going to be the types of brands that want to serve sort of that that professional sector when it comes to the daytime employees. um you've got certain brands that they just want to
follow Publix around. So, there's a lot of variety. Then you might have your uh your your quick service restaurants that they are heavily just wanting the best visibility, the highest traffic counts, and that's all they care about. If it's accessible, they have high visibility
and and 50,000 cars driving by their their door every day, that's the site they want. Uh and so it really is just driven by the retailer. >> Okay. Thank you. >> Thank you. Anybody else? Any other questions? >> I got a couple questions. >> Sure. >> Uh Mr. Smitherman, thank you so much for
your presentation and if I can and this is uh member Neesa. If I can get an uncompressed version of this presentation, I think that'd be >> very valuable. Um a lot of good information built into this and and it definitely explains kind of like you said 30,000 foot view down to kind of that more ground level view of what what
the goals are here. What are some metrics that we can be tracking or changing or impacting that would make us more attractive as a as a community? And and if you can specifically to the CRA, give us some some tips on that as well.
>> You know, I I think a lot one of the main main things that cities can do is a lot of internal processes. uh when when you hear people talk about um you know business centric city leadership and and
you know we we want to grow and we want to do all these these things to attract new businesses and to make make life easy for everybody here uh and to really elevate uh elevate our city um uh through recruiting and attracting new brands,
new businesses uh whether retail, whether industrial, whether professional, no matter what it is a lot of the internal components in city hall uh are some of the things that can make a huge difference when it comes to I would say specifically developers it is
a massive massive component um having internal systems built out that are as efficient as possible u we see a lot of developers get frustrated to where inside city hall maybe the left hand don't know what the right foot is doing
and vice versa as it relates to some some components of permitting and zoning and and you know it might get way down the line and somebody figures out they need a variance that's not there. um having as much flexibility in that
space. Uh but also, you know, keeping your structure streamlined, but also just being able to to quickly um um you know, have have little flex spots if necessary can make a huge huge
difference. And and when people we all know that people talk when people talk and they could share their experience say yeah I did XYZ in Apakka I did this development AKA and working with the city was a breeze like they were on top
of it. They had all of their internal systems for their processes when it comes to approvals when it comes to permitting when it comes to uh occupancy all these kind of things. they just really had it knocked down and knocked out. Uh I would never hesitate to to do
a development there again. And I share that as a real life example. We we've had other clients in the past and other developers tell us that uh we we were asking, hey, how can we help you? You know, where are your sticking points? And we've had a developer tell us to our
face that the only thing we could help him with is to give him a time machine so that he never actually bought this property he was developing in this other city uh and had never stepped foot in that city ever uh and to reverse time because they they just made his life so
hard. Um this was a a specific example was he he was doing a development where there was an arrangement with the city where the city was going to build out the utilities for the site. Um he he was the agreement was signed. This was
months later. He was already building the site and they sent him this aggressive letter basically saying that he had to pay $100,000 to have the utilities built out. And this was after the fact without communicating. Someone just sent him this letter. Well, long
story short, I mean, that's his profit margin, you know? I mean, this is a guy who has spent hundreds of thousands, if not millions of dollars to buy a property. He's then spending millions of additional dollars to build this property while having to negotiate the
leases with the specific tenants that are then going to be leasing those properties. He's not making any money until after all of that has occurred and he sells that entire property to an investment group that's going to hold it in management, manage it so that he can
move on to his next project. Uh and the result was that I mean he he just that was what he shared with us and it was an eyeopening thing for someone to hear and to mean it. Uh you know I wish that you could turn back time to where I never
came here. Uh it was a shocking thing to hear. Uh and so I use that as a great example to say that the more uh the more efficient and streamline and you know structured but not to a fault uh
internal systems you can have the better. I think that really is the best place to start uh for uh for the board for the city. Uh I think that is something that really makes a difference and I do think that people talk uh uh
people talk good and bad and I think that's something that um will will certainly help and I think that's a a great thing to start and I think that's one of the areas where y'all have the most control. Uh and so I think that's where why it's such a critical a critical component.
>> Gotcha. No. Well, thank you for that and I think that's very helpful. It's something we can control and and make quick changes to now to make sure that we're as efficient and as attractive as possible to uh potential retailers. The I think what our priority I would think is is to back fill or kind of infill
empty spaces that we have right now. Any dark spaces kind of making those the priority, finding matches with uh landlords that are again already have established um space that's already built out and then obviously uh finding attempt to fill that. I think that's kind of our priority there. And then
with that in mind, what kind of incentives can the city provide getting these infield projects because again, not some people want that gray shell. They want the it completely built out. And then again, I I know on the presentation that was part of the packet that TI is is part of the game again.
And so that obviously how do we incentivize the landlord to provide as much TI to the tenant as possible um to again get these spaces filled and and get our residents happy? >> Absolutely. I think that's a great question. Incentives are an interesting thing. We we generally do everything we
can to not lead with incentives uh in our outreach or anything like that. Now, obviously uh to be competitive uh for any kind of mid not even necessarily a mid-level scale project. Uh it's just the way that everything is moved to be
competitive that's something where uh particularly for any sort of large scale project is is going to be a component. So with that said, I think you know one of the major things and one of the biggest um uh objections that I get from
retailers when I'm presenting uh available vacancies within shopping centers a lot of the time has to do with uh some of just the particular face level characteristics of that center. Uh does the center need does it just need a
facelift all around? Does it need a little a little um uh pruning and dressing up of the landscaping? Does it need uh full-blown facade? Does it need all new paint? Does it need the parking lot to be redone? Those are are major
components that retailers consider uh in regards to, hey, this space, it fits our needs, but what's immediately around it does not. Uh, and so it's like, okay, so how do I then communicate with the
management of that um, you know, of that property who then has to communicate with the ownership? What is their current position on the property? Is it uh, is it turning a profit? Do they have a large cash reserve for these types of
things? Do they need a certain sort of a certain caliber of tenant? and particularly whether it's a new anchor tenant. Obviously, those are going to be the ones that have the most leverage in these types of conversations as opposed to the 1,00 1200500 square foot inline
space that's a nail salon. Uh as opposed to a much larger tenant that maybe 30 40 60,000 square feet. Uh and and so having an understanding of what the capability and flexibilities of the ownership are. Um, I think that drives to my answer to
your question of for those types of spaces. I I would be thinking about those types of things. What What does the rest of the center look like? Does it need new parking? Uh, just does the parking lot need to be resealed, restriped? Does uh are there any sort of
facade grants uh as it relates to um uh opportunities with particular again particular caliber retailers? you know, obviously from the city side, I wouldn't think that you could just u necessarily just offer up just cash for
property owners to do this, that, and the other, but I wonder if you don't start thinking about um for specific shopping centers, and maybe this is just where you start and start um uh sort of doing some discovery on this shopping
centers that were built in a you know, after or before a certain date. Um, and maybe if it's relating to, you know, y'all can provide X incentive for a facade grant if they're 100% uh 100%
leased, 100% occupied, or maybe if they can get it to 85 or 90% occupied, the city will provide X for landscaping or for facades, something like that. I wonder if that might be a good way. That obviously would uh create a certain
level of investment from the city side to where hey we want to see our property owners do well. We wanted to see the cities at our our our properties do well. This helps everyone. This will again people will want to work there more. People will want to go shop at these places more. I think we all know
that uh everybody wants stuff to be as nice as it can be and at the same time it all has to be in balance. But I wonder if that's not a good place to start. Uh and and try to get an idea and do some research about uh what those figures could be. Uh just have an
understanding of of all right, what's it cost to for to do a parking lot to to reseal and restripe a parking lot for, you know, however many square feet? What would it cost to paint, you know, a 100,000 square foot uh you know, the the front of a 100,000 square foot shopping
center that has, you know, 20 foot 20 foot high facade. uh trying to get an idea about what that looks like and then you can take that and say okay where do we have flexibility what would be our threshold uh both for the property owner in regards to you know just trying to
you don't want to just hand it all over obviously you want it to be incentive you do X we do Y uh and so I wonder if that's not a good place to to start considering where your options are specifically for those type spaces that you that you reference vacancies within centers >> awesome well that's very helpful your
answers are uh very detailed. So, I appreciate that. Um those are the questions I have for now. >> Okay. Commissioner or member Smith? >> Uh yes. Uh thank you for your presentation. Some valuable information. Um a lot of our res uh residents have
asked about uh full service restaurants. And the feedback that I've been getting is that we don't have enough rooftops to support a lunch crowd. Are you finding that in the research that you're doing? Um, I wouldn't say necessarily specifically
that and y'all still got a lot of rooftops coming on board. So, if that is an objection that certain brands are sharing, I feel like it it will only last so long. Um, a lot of what what drives things in our world is timing.
Um, so how much pressure is a property owner under to sell and how how is that going to impact what price, you know, what price they're going to need or want for their property? Um, what is the current situation for that brand? Um,
you know, I I I think we we've all watched the news and if you if you keep up with the markets and and certain brands, Lunch Spot, you u a great example, Chipotle, I think widely considered an attractive brand. Uh some people are crazy about
it. Some people, you know, it's just another lunch spot. Chipotle's lost 45% of their market value in the last 10 months. Uh they're still expanding, but it's hey, at a certain point, we can't just keep expanding and keep just
getting crushed. Our value is being crushed on the market. Uh and so I think there's just different variables for different brands. I don't think there's a way to just cut and slice a single a single sort of objection. In my opinion,
it's less uh about rooftops in and as it relates to full service restaurants. I think it's more about the challenge of determining just that confidence level. some of the some of the slowest to move sectors,
probably the slowest to move sector aside from grocery. Uh in the last couple years that we've seen are the full service restaurants, everybody we know, they want, you know, a Texas Roadhouse, they want a Longhorn, uh they want want one of those great national
steakous, uh whichever one it may be, take the pick. But those are the ones that we're actually seeing move the slowest. Now, I I do know that and and I haven't been privy to the conversations because they were already connected. I do know that a property owner in Apopka
with a great li a great location, a great site, uh was in negotiation with a Darden, one of the Darden brands. Um and and y'all I believe y'all have access to this this report as well. And um and we can certainly provide the the unredacted
versions uh the fully confidential versions of those as well. I know that those conversations were already occurring. Now, I wasn't privy to what the numbers were, but we believe that the brand, you know, under the Darden umbrella, the brand that was being discussed with is one of
those target type full full service restaurants. Uh, but again, it really boils down to the numbers. Uh, and really more than the rooftops. It's it's more the numbers on the ground. What is it going to cost to build this? And what is what is the what is our land basis?
what is our buildout cost and how quickly do we think we're going to be turning a profit here? Uh, and are we doing this directly through corporate or we doing this through a developer? Because obviously if you're doing it through a developer, uh, there's different numbers to run. Um, because the developer will be buying and
building than leasing. Uh, and so it's a different calculation. So, you know, I I think that most of the objections are not market specific. uh the majority of the objections we've gotten are sight
specific. It's just like no, that's not a site that we want. Keep sending us some more. Uh which is not uncommon. And it goes back to what I was uh what I was mentioning that uh if they're not dead set on the site, then they're probably not going to move forward on it. Um,
and it could be that there's been plenty of of these target brands that that we all would like to see in a pop kit and we think that a popka not only would like to have but would very very strongly support. Um, it could be that
they've attempted to work deals and have been for years quietly behind the scenes. You know, it's one of those things where there is a lot a lot of hushed lips once negotiations start. If if a retailer is looking at a particular
site and it's a great site, they might tell you that they are not interested in it and that they're, you know, hey, look over here, look over here. We don't care about that really. They're looking right here. They don't want anyone to know. They don't want their competitor to come in uh and snake that deal or just ruin
the deal for them. And so it is an interesting uh it's an interesting environment when these when these conversations start because depending on who the property owner is uh if they catch wind of who the buyer is uh you know that could kill a deal. And so
someone could have a site that's perfect for a full service restaurant that they have it priced at let's call it $750,000. You know that's hey we've owned this property. It got passed down to us through other family members. We don't we haven't spent a dime on it. We just
own it and and we can sell it. We We'll see if somebody wants it for 750. Oh, yeah. Hey, um I'm a representative of a client who's interested in your property for 750. We'd like to do a deal. Well, a week before the deal closes, that property owner, if they find out that,
oh, I'm actually the tenant rep for Chick-fil-A and Chick-fil-A is going to build on that site. Well, how much does an average Chick-fil-A make in a year? Well, an average Chick-fil-A makes $8 million. Does $8 million in sales on an annual basis? Well, that's $750,000.
Well, it's Chick-fil-A. They make $8 million a year at each location. Well, now I want 1.5 for my property. Well, at that point, the deal is done. Um, it's it's just a dead deal at that point. So, it could be that a lot of those brands um cuz again, these were brands that uh
I was surprised uh when I got to the market and started doing our research that more of them aren't there. Um I think there are new opportunities coming online for more of these brands. There's there's existing great sites that y'all are already familiar with close to
downtown. Um but I think there's other uh other great opportunities for a lot of these type brands. I think uh as additional rooftops come online up around Kelly Park Road, I think as um uh additional opportunities are generated
uh there there was going to be a great opportunity sort of near uh the I believe access to the airport uh on Orange Blossom. Uh I think that development kind of fell through. But to be honest, to answer your question, I
think it's very hard to know. We have not explicitly heard that objection. >> All right. Thank you. >> Okay. Member Velasquez. Wow, that was a long explanation. You kind of lost me. But let me ask you one question. When
was the last time you took a tour of Apaka? >> Uh the last time I was in the city, uh we actually cruised through while uh that would have been this summer. We were in Orlando for one of the trade shows that we attend on y'all's behalf
to represent. Uh, and while we were in the area, of course, we we came and cruised the market just to double check on some sites that uh that we had had eyes on and been sharing with people and just to sort of see what had changed. Uh, but the uh the formal tour that I took with the mayor, that would have
been back in December, if I remember correctly. And we generally want to come to the market at bare minimum once a year. uh come down, spend time with you all, spend time with local stakeholders, as well as do just another good drive around, make sure that uh what we're
seeing from afar on the computer screens align with what's happening on the ground. As as great as the satellite imagery is, uh it's not fully 100% up to date. So, there's always slight differences that we see. Uh but but yes, ma'am, uh the last time I would have
have driven through and toured to Papa would have been probably I think in July. >> Okay. So now when I travel downtown to Orlando, like I travel a lot to the hospitals, I find that um a lot of retailers and and kind of rest small
restaurants and that they seem to kind of go around where hospitals are at, especially like here in Apopka, we seem to be uh we have Avent Health, we have all these urgent cares. Are they looking in that area? Is there a particular area
in Apopka that the retailers or the uh all the and that you are representing are kind of interested in? >> You know, we're we're actually getting interest from from different retailers for different parts of the city. So,
you're absolutely right. These developments coming online near the hospital. Uh you've got one right here to the northeast. Uh I believe that this section will end up getting developed as well. Uh due east of the hospital, you've got the public's development
coming in just south of there. There are going to be multiple out parcels out here on the frontage as well as this development just south of the public's development. That's all just that far western sort of southwestern corner of the city. Uh I know that obviously
there's additional apartment developments that are going on in the area. So there's a lot going on right there. You then have East Maine and East Morian downtown. Uh obviously heavily developed as it is as you as you move along uh Maine and 441
uh with different retailers in different areas uh different offerings. Uh and so there's and you can see there's sort of a variety um you know obviously the the addition of Miller's Ale House downtown great great site for
them. uh once the uh Apaka City Center sites get uh get moving, if they can get past the negotiation phase, uh I think that uh that that will be a great success. Those are great sites, great locations. We have provided the out
parcel at the Wind Dixie Center. Uh we have provided that OP to a number of different retailers. One, and I'm glad I actually just brought that up. It's a great example. One of the challenges is even if I I'll use this as an example.
Let's say there's a full service restaurant and they want to go in that out parcel right there at the Wind Dixie. They can't. They're they're not allowed to. So, we are constrained by the limitations on certain pieces of property by the existing tenants at that
property. Long story short, Wind Dixie is not going to let another food user come and build in their parking lot and then start selling a bunch of food. So they and the reason why is they have restrictions within their lease. So when they leased that property from the
owner, they said you are not to lease anything within this property to anybody selling XYZ product or service. Period. Uh and so we're limited on who we can send that to. Uh and so there's situations like that that arise where a
retailer they might get hung up on a site and say, "Well, I'm sorry. You're you're restricted from the anchor." Um, uh, that's I think that's a great example. I'm glad that you asked that question because that's just another one of the difficulties that makes brands actually emerging into a new
market so challenging. You know, it's like, hey, here's blank land at a great spot. I want it. I've got the money, but they won't let me. Um, so there's all sorts of different challenges, but again, back to your question, yes, you've got multiple different corridors.
You've got your Rock Springs corridor. You've got I mean, this is a great little location right here. You've got multiple centers, public's anchor, uh near near another hospital, near another school, uh a great great traffic counts,
uh vehicles per day counts. You've got your downtown corridor, which is, in my opinion, a little unique for a lot of downtowns. Um, you know, you've got a Millers, you've got some Nationals here. Uh, and and it's it's a it's an
interesting unique type corridor. Uh, moving on up this way towards Kelly Park, you've got again another public's anchorage center, uh, without parcels that are going to be available. You've got development going on Kelly Park Road. When Wild Oaks starts to get fully built out, that will draw in additional
retail. You've got this area around the recreation and the sports complex. I know that there's sites right around here in this section that we were very interested in u to try to potentially place uh place a hotel uh particularly
in this little section right here. I mean, we had talked about a potential hotel, sports bar, uh something that all aligns with the with the size and scale of your recreational complex and to allow the recruitment of uh offseason sports tournaments, whether it's soccer,
whether it's baseball, football, whatever it may be. Uh as well as with the amphitheater that y'all have right there to provide some of those other amenities right there on on location. um uh for you know whether you're capturing people for a week for a tournament, for
a weekend for a tournament, they don't have to, you know, get up early in the morning and drive across town or do anything like that. Everything will be right there. There'll be a dessert place for after the games. There'll be a full service restaurant if it's day games and then they want to watch watch a game at
night uh over some dinner. Um, so there's a number of different corridors that you have and and we're trying to to make sure that we are sharing every site that makes sense for for the particular particular brand. Uh, so it's do they
want standalone? Do they will they go in a shopping center? If so, will they do only do an incap or will they do an inline space? What's the square footage? What's the parking requirements? how many how many parking spaces do they require? Uh there's a lot to uh to sort
of keep organized and at the same time the way I see a popka is there's a lot of different areas to focus on uh but all with some great attractive sort of magnetic type existing components. So again, you know, back to where this started, the hospital area, I think
that's a great a great opportunity. Obviously, there's been a recent residential development that as soon as that was done, you saw the commercial development come in right behind it. Uh, and so I know that someone else had asked a question about the rooftops. Uh, I think for specific type developments,
uh, again, Publix, they saw this this dense uh, residential development coming in. Perfect. We're going to put one of our grocery stores right next to it. Um and then obviously all of the other brands that will be leasing adjacent spaces within the larger center as well
as these out parcels uh would be looking at similar type parameters and obviously uh would be a multitude of different things. It could be certain food and beverage that's not restricted by Publix for Publix generally restricts sandwiches and like chicken. Uh so everybody loves their fried chicken and
their subs the pub subs. So they'll generally restrict those two specific sort of food offerings. Uh but that leaves a million different uh different brands that can potentially go in those out parcels. So uh again, I know it's another long uh long- winded answer.
Apologies for that if you can't tell. We really like this stuff and talk about it. >> Appreciate it. And I'll tell you what, I'm not going to ask any more questions. >> Well, and I'm sorry if I've if I've talked you out of any more questions.
Member Drago, only got one. >> All right, I have one more question. Uh, keeping what member Netor asked you, >> specifically in your experience, what development regulations become an impediment to developers to either build
a new building or renovate a building? >> Development impediments um restrictions >> in less than 10 words. For in for instance, >> I'm not sure I could point to to one specifically.
>> Well, for instance, do setbacks uh pro cause a problem? The parking requirements cause a problem? Impervious service ratios, does that cause a problem from a development standpoint and the cost associated with those regulations? Some developers would say
it's too cost prohibitive. I'm not developing in this city. So from your experience, do you can you tell us what specific regulations become an impediment? >> I'm not sure I can to be honest. I I'm
not sure that I could point towards uh towards specific because realistically we kind of hear about about everything uh and the in the uh variety of different things uh that have caused some hang-ups and get frustrated. you
know, obviously we're we're wanting to make sure that we're sort of pushing and driving forward. Um, and so when some of the parties we're trying to assist get frustrated, it's it's one of those things where I try not to have my attention get hung up on that. And
luckily, more often than not, a lot of those groups are highly highly experienced um and and very well-rounded. So, I'm just not sure I could I could point towards one. uh setbacks. Parking is obviously a big thing. I mean, one of
the reality is that if the site's big enough for their site plan to work and the way CAD works and they can sit here and just readjust their site plan to make sure that that what they're trying to do does fit uh on the property and within the bounds as long as they have
access to what you know what any and all those uh those codes are uh when it comes to setbacks, when it comes to uh parking obligations as long as that's easily accessible. Um, I think that's one of the great benefits that y'all can
provide, uh, is to is to make that stuff as as readily available and easy to digest as possible. And obviously those groups, I mean, they have people that that's that's all they all they do is sit there and make sure that they have an understanding of that to avoid delays
and to avoid hiccups because the delays really do cost them money. Um and and when you're the developer and you're eventually going to try to sell out, any delay is eating directly into into your profit margin. So uh I would I would almost say similar to the internal
systems uh and processes and and making sure that you all have a are are confident and have a great sort of a streamlined structured yet streamlined process internally. I think make I think this is a key component of that process is
making sure that any and all of that information is readily available readily available uh and easily digestible and and uh can can just be tapped into so that they can just have all that right in front of them from the word go.
>> All right, thank you Garrett. We appreciate all your information. Appreciate you you jumping on with us. All right, next up. Thank you all so much for having me. I'm sorry that I talk the way I do, so I'm going to leave y'all to it. If y'all have any questions, do not hesitate to
reach out and let me know. Uh y'all got I believe y'all have my cell as well as my email. So, don't hesitate to let me know. And thank y'all so much for the time and I look forward to to getting to see y'all and shake your hands soon. >> Thank you. >> Thank you. >> Thank you. >> Thank you all. Have a great evening.
>> All right. Alrighty. >> So, >> made it easy for you because we're going to be like we go. Okay. Okay. >> Yes. Yes. So, >> I do one question, quick one on that one. Are are we their contract is that paid out of CRA funds? >> It is not paid out of CRA funds.
>> Okay. I just wanted to confirm on that because there we probably shouldn't have had that on this meeting then on a CRA meeting but um it is valuable obviously because that I was hoping we weren't paying out of CRA funds because we almost talked nothing about CRA. >> Correct. It was not paid out of CRA funds and in the intro I talked about
that at the July CRA meeting there was a reference um by the board about a retail report being done. So because it was made at a CRA meeting I thought it'd be prudent to just have it presented >> Gotcha. >> at the CRA meeting. understood. >> During his presentation, I also sent him
um the CRA map for his information. Um and we have a follow-up call um scheduled as well to talk about possible incentives. I also want to mention that the presentation they did was part of their previous contract. Since then, we have issued a PO to them, I think last
late last week, um to reignite the ongoing services. So, this would be the second year. So when they he showed the year one, two, three, this would now be entering into the second year, not paid out of CRA. >> Understood. Thank you. Thank you.
>> Up next would be the update on the uh CRA assistance program. So originally uh the last CRA meeting um not only did the budget was adopted, but also changes um to rewrap the residential renovation assistance program. I wanted to provide
you not only an update on that program but all of our assistance programs um just because as I get a little more familiarity with the CRA and our programming it was important to review where we are and the ones that need to
possibly be um modified. So under the renovation facade renovation assistance program um to date we have issued $219,46 and when I say to date that's the except
the inception of CRA that's how much we have expended this year it's been 53,512 these are um um exterior improvements that are made to commercial properties the BCAP the building code assistance program, which is um for commercial
properties that are tied to um um fixing items that are code code unc incompliant. Um we have not issued any funding this year and to date we have done 13,862. The building permit refund assistance
program, no money has been issued to date. Um, and overall it's only been $480 and that is permit fee reimbursement under the BFAP which is the business impact assistance program uh which pays the impact fees for new
and expanding businesses up to 50% a maximum of $5,000. We've paid to date $5,000 and none um this year. The residential impact fee assistance program which reimburse impact fees for single new homes. We have not paid any
this year and to date 314,847. RAP, which is the residential renovation assistance program, that is the program that um the board has recently um updated that provides up to $30,000 for exterior improvements to homes. Um
this I need to update you because we have gotten so such an influx of um people participating that this number is actually no longer correct. So, we have um to date it was only about a thousand we had given out in this program, but
since then we have awarded a little over $460,000. That is um the line item budget you have for $900,000. And before I move on, oh well, really quickly. So, this is an example of a participant
in reap program. They got their roof replaced as well as they're doing the window replacement. The roof has actually been completed as of October 22nd. They were awarded $24,7321. Um so you um just so you know a lot of the grants are not necessarily for
30,000. It's for the exact amount of the proposal of which they have requested. So that's why you see a very specific number. I actually have two um residents that are participating in the program in different stages um that have requested to speak on it if it's at the pleasure
of the board. >> Sure. >> So yes, Mr. Williams or Mr. Williams. >> Come on. You need to come down to the mic, please, sir. [Laughter] How y'all doing? My name is uh Tim
Williams. I stay on 828 George Avenue. I saw the signs as I was driving through the city. And um I'm say, "Okay, that's a let's check this program out and see what's going on." Um, and as I got into it and saw what you can, you know, help
with making the place look better because I moved here what, two years ago from, um, I I came from full out of there, but then I moved up here and then I brought a house in Apaka two years ago. So, uh, and of course, you know, a lot of houses in this particular area is
not, you know, the greatest. So for you guys to be doing this program to actually help you know get everything looking good and looking better. I appreciate that you know very much. Uh speaking with an internet she made the process very easy you know and held my
hand the whole way you know letting me know what's going on. I come down to the city the lady at the front desk she make sure you know you get everything going. So really appreciate you guys and just want to say you know thank you for doing what you're doing. anytime you want to give a little more. 50,000,000.
>> Thanks for coming out tonight. We appreciate that. Yeah, that's awesome. >> Okay. So, I also wanted to continue updating you on the programming because there has been some updates to um the statute. So
each year, as I'm sure you're familiar, almost every other year, it feels like there are being more restrictions placed on the CRA and how we can expend the funds. And that is in direct correlation to some of the financial assistance programs we had in place. So for example, the impact fees, the permit
fees um those are no longer allowable um under using TIFF funds. So um because of that and we talk about that here that the intent is basically to directly fund public improvements and eliminate blight and not necessarily offset developer
costs. So the changes um the intent of the changes is obviously to increase transparency and oversight and also offer measurable public benefit. And so impact fees are
considered uh developer obligations and intended to mitigate projects related to impact impact not public costs. That being said, there are three programs that are being removed from our offerings. the building permit
reimbursement assistance program, the building sorry the business impact financial assistance program and the residential impact financial assistance program. So those programs are no longer eligible. They have been removed from
the CRA's web page as being offered. My intention is to bring new programming to the board at the next meeting because there are line items in the budget that the board did approve that are directly tied to these three programs that total um 50,000. So, at the next hearing
meeting, I will be bringing you um new programs for you to to determine. And part of that um research, just so you know, we'll be talking to to Garrett um as well as some of our our fellow CRAAS to see what other programs they have that have been successful that not
only help eliminate some in blight, but also helps on the economic development standpoint of recruiting um new investment into the city. >> Any questions on that? >> Any questions? Yeah. the uh
of the $50,000, how much has been spent? >> Well, none of it's been spent this year um because the budget was just adopted. >> Okay. So, the $50,000 is available to be used in other areas. >> She's saying to be reallocated.
>> So, like moving it to contingency. >> Yes. about the new programs. >> So at the next C meeting, I will bring potential programming and then you can make the decision of if that is the will of the board to go to contingency or to do other programming.
>> Okay. >> But I think she's going to come up with >> come with some programs. >> Yes. >> Yes. Absolutely. >> Good. Okay. >> Okay. >> Would you keep going? Yeah. Okay. So,
the next item is the CRA logo. Um, so the previous or our current CRA logo is a bit um antiquated. It's the the rod iron fence with the brick um the brick veneer pillars. And so, um, this new
logo, um, adapts to our branding standards and provides a little bit more, um, continuity with our existing logo. So, the three that you see up top where it has a popka and community redevelopment spelled out as well as the white background and the gold color
background um, circle logos are part of the new um, logo. So, this is just forformational purposes so the board is aware that we'll start using the new logo. Okay. Okay, Mr. Chairman. Yes. Uh
I understand the uh logo with the circles and the leaf. That's for letter head and brochures. Uh but the um signage on the gate
um I looked at I well I managed five CRAAS and we never had Daytona Beach CRA of Community Development Agency on the signs. I looked at Winter Park, they don't have
it. Winter Garden, they don't have it. Eatenville doesn't have it. So, one of the things I would recommend is in the wayfinding signs, you have a specific font that says Apopkco. You have it on your logo. So, to be
consistent with that lettering, whatever entrance sign we come up with, at least the Apopa one should be consistent with the wayfinding signs >> as in the the the way the the lettering. Okay. Gotcha. >> Gotcha. That makes Yeah. As far as the
CRA is concerned, having done some of these, the word redevelopment carries a negative connotation. It to the general public, it either the area is blight or or has to be
revitalized. So, what you don't want is somebody that's coming into the corridor and see a redevelopment agency, whatever that means to them. Um, so I I would I think a few times at this
meeting I would recommend that if we're going to redo the development code relative to the CRA, uh, then the development code should have a specific name like and I think I
offered up the Apakka village because that becomes a destination point. Right now the the the code is mixeduse downtown. That's where all the codes lie, building heights, parking, etc.
So, um, if if there's going to be a if if we want to project a more positive image for the transient customers, transient customers, not the locals, but the transients customers, in order to siphon them off the roadway into the
businesses, they've got to have a perception that the minute they enter that roadway, they're going to have a positive image. Right now, if that sign was to be erected and they entered the corridor, they don't come across with a positive image. Like I say, this kind of looks whatever whatever adjective you
want to use, and I'm going to drive them outdoor. So, uh I don't have any problem with coming up with a new design for the gateway signs. I think that's that's that's what this
this is, the gateway signs. Mhm. >> As far as the other is concerned, I mean when I looked at Winter Park, Winter Garden, uh even Daytona Beach, Eatenville, they use something similar, but it's for
letterhead, those types of things, which is which is understandable. In other words, mayor, I guess to put it shortly or blunt bluntly, when you took when you look at branding And to a certain extent, this gateway
sign is branding. What you don't want to do is come across with the concept that this is an institutional inertia disguised as progress. That's what you don't want. Internet, any thoughts about
Well, at so at this point this is simply about the logo for us doing marketing paraphernalia. If when when and if the time comes that we are doing actual wayfinding signs or gateway signs that would come back before the board anyway throughout the entire process both in
the conceptual design as well as updating the board on when they're ready for construction. So in reference to this brand, this is just simply for marketing. And then I I'll also just add because um our CRAAS have been under fire in the last um few years or so, one
of the things that we've talked about on a on a board level is really trying to market how important CRAAS are to our communities. And part of that marketing means um as much exposure to what CRAAS are, educating the community on how they
can help, and also um really exposing some of the projects that CRAAS are funding. So logos like this help kind of remind the public that yes, this is a CRA funded activity. Okay. Uh the next item would be resolution
202507 which is the adoption of the work plan in compliance with House Bill 7013. So um I think this was adopted March or April of last year. It basically requires additional transparency
um for special districts which I mentioned previously. So it talks about establishing a work plan um and then perform reporting on performance metrics in terms of what those metrics are. We can expect we by we by the way I mean
the board can agree on what those metrics are and then we can report them every year. This is in December of every year separate from the annual report that's required the end of March each year. So the categories are economic growth, community image and property
improvements, public safety and community well-being, infrastructure and code compliance, public spaces and streetscapes and transparency um and and accountability. So, I have included the proposed
performance metrics for this year, keeping in mind that um the following year the board can elect that they'd like to modify them if they so choose to do so. I've tied these performance metrics to the adopted budget with the
one exception, which is removing those three previous financial um assistance programs that we spoke about. I also attempted in this to underpromise and hopefully overd deliver. So you'll see that for example it talked about in number two where it says enhanced
community image and property improvements under the targets uh we have complete 20 residential projects which remember we did the math on the rewrap and it's like 30 homes for $900,000. So you'll that's why some of those um numbers are the way they are.
Right. Do we need to do we need to have a motion from the correct the board? Okay. >> So, Mr. Chair, >> first of all, yeah, questions. >> Uh, on the second page of the resolution, it talks about the adopted date of 17th day of September 2025.
Should it be today if we're going to make a motion to approve or adopt the resolution? >> Yes. Yes, you are correct. That was a previous date that we thought the CR meeting was going to be on. So it should be effective today, November, whatever. Today is 2nd 5th.
>> Okay. >> So any other changes that board like to make? >> All right, Mr. Chair. Uh I move that >> Well, let me let me see if any public comment on this. Sorry. Any any public comment on the the changes? If not, look
for a motion to approve. >> All right. So what the motion, Mr. mayor is to amend resolution 2025-07 to replace the pass and adopted date with uh with uh the 5th day of November
2026 and and adopt the resolution >> 2025 >> 25 >> skipping the year >> 2025 yes thank you motion >> adopt the resolution got a motion by member Drago Second
>> second by member Anderson. All those in favor I. >> All oppose. Motion carries. Okay. Did you get that, clerk? >> Okay. >> Okay. Good evening, members and chair. Bradley Williams, interum city administrator.
The last item on the agenda is in regard to uh using some of the contingency funding to purchase playground equipment. Uh the city was approached by the playground contract that we recently utilized for the Northwest Recreation inclusive
playground project uh with an opportunity at some playground equipment that was sitting in storage uh that was originally uh ordered by Disney. Now, I did uh this week staff did get some additional clarifications. The equipment
was ordered by Disney, built, never installed, and put in storage. Disney wanted to change the color, I guess, of the of the equipment that they ended up utilizing. The similar type of equipment uh was put on display at Disney this
year, 2025, for their garden festival. Um the company is uh giving us the first shot uh if we would like to purchase this equipment. Um here's the renderings of what the equipment looks like. Uh it
is at a uh reduced rate from what you would normally get for this type of equipment. Uh at the council meeting, we did approve uh council did approve the piggyback agreement uh the new piggyback agreement with rep services which uh
handles this uh equipment. And we did confirm that the quote that we received was uh uh in line with that new piggyback agreement. uh bringing it forward, as I mentioned, because of the opportunity and prior discussions in reference to the H Street
and Highland property uh that currently has an old maintenance facility on it. Um there was discussion at a at a prior CRA meeting about potentially replanning the property to include some low-income housing opportunities. And then the
rear portion of the property, uh there was a storm water ditch that the city did enclose with piping. Um so you can't really build on it, uh as far as construction for houses, but uh it could be utilized for open space or a park playground.
Um that's the concept that was presented CRA meeting. Um to highlight some additional information on the area, I did ask our GIS team to uh go ahead and pinpoint a map for us uh
highlighting the different park facilities that currently service the CRA area. So, we're looking at the map here. The light blue line is the CRA boundary. Uh we have two what we classify neighborhood style parks and up
a little bit above one of them kind of touches the CRA would be two smaller parket pocket park style amenities. That's Lake Avenue Park and Dream Lake Park. Uh your pocket park radius is typically
about a quarter mile uh from the park location as far as a ser uh service area. And your neighborhood parks more about half mile and neighborhood park is going to have the amenities like parking and restrooms because you will have people that drive to that location that
might be a little bit outside that half mile radius. Your pocket park is really intended for that immediate neighborhood to have access to recreational facilities uh within walking distance. So highlighted that the CRA the the two
neighborhood parks Kaitland Nelson Park and Alonzo Williams Park and down in this section just for reference there is an air that area of the CRA does not currently reside in any of those circles. the one that is highlighted there is that Athan Highland property.
So I just just to reference uh and illustrate what could happen there that could go ahead and fill that that area of the CRA with an outdoor recreation facility. Uh again bringing it to the board uh because the opportunity is brought to
the city and just look for >> so further direction. >> A few questions. When did the city enclose that land with uh plumbing? When was that done? When was it closed? I think it was the end of 2034 maybe.
>> Yeah. Vlad just left. >> 2324. >> 23 24. >> Yeah. >> Okay. My next question is in regards to and I understand that they have some furniture that they're trying to get rid of, but I don't even understand what this is. And I just don't think because we haven't even agreed what we're going to do with that land with that
particular land yet. So I think to buy or purchase something for it and we haven't even decided on what we're going to do with it. I think that's just a little premature. >> So the the since the opportunity came to us, I wanted to bring it to the to the board. This was something that was
discussed in the past. This plat street plat um as an option. So again, the opportunity was there. Didn't want to have the opportunity to go by without the board having a chance to consider it if it was something they you all are interested in. Well, I had expressed that I I wasn't
really >> fond of this. >> What is this? >> I I don't >> We don't know what this I don't know what this is. >> I don't know. I don't even know what it is. >> We don't know what it is. >> Yeah. I mean, I don't I don't I don't have children enough to take them to
this park, but I have no idea what it is. some sticks and some I don't know >> I was say having kids that are old enough to go to a park I would not let I don't know what this is either >> sticks and okay >> and ropes sticks and ropes >> and tape red tape I I don't know >> well yeah it's uh it's it's a different
style equipment than what you might see in your traditional park. Um but >> uh it was something that was displayed at Disney and there they did have you know people utilize it. They shared some videos with us of what
>> what uh what that show looked like and >> so it was used or it wasn't used. This equipment that they have was not used. What happened was Disney initially ordered it in 2022 >> and then wanted to change colors or change something on it. So they had to
start over. So but they did have people they built it. They had people on it at some point. >> They built it. Yeah. And and had people on it uh at Epcot this year. >> So I would call that used. No, no, not this equipment. Similar the
same style equipment. >> When did you find out that information? >> Uh, that was today. I think we finally got communication with them. >> We just don't like I don't know what this is. >> Yeah. To to the point that's been made, there's been no agreeance that that's going to be a park. Not a a resounding
yes to that. And so to spend on >> a jungle gym uh used or pre-built, I I don't think makes sense at this point. And there's some extra money. >> Do we know how much they asked them for this?
>> It was 187. >> Well, that's all in is the number. >> That was all in. It does need port in place surface structure. That's all in. >> So that what their actual cost is 54,500 approximately. >> Say what then? >> No, the equipment that rope course
>> is 54,500. >> Sticks and ropes. And then the total price to actually make it a park with whatever type of turf needs to go on it is 187,000 >> is what I was provided yesterday. >> Correct. The equipment uh cost was with
the engineering was 56,569. The board in place safety surface because this is surface mounted is 48,0896. And then the installation uh was 82,000. >> Wow. >> All right. That looks like a that looks
like a >> I got some I got some drones up here. So I think that means no. >> Okay. >> Again, from from the staff standpoint, then opportunities brought forward. Wanted to bring it to the board. >> Appreciate you. >> Want to make sure opportunities are brought forward. So,
>> but I think we've got clear direction. >> Yes. Yeah. >> Can I uh can I ask uh when the when the demolition will take place on the buildings on 8th and Highland? >> So, we do have money or there is money
in the CRA budget to do that. We are working with our facilities maintenance administrator to try and get some quotes. the size of it. We might have to go ahead and bid that out separately uh because it's likely I think we budgeted $100,000, right? >> It's likely going to be over our $50,000
threshold. So, we're exploring either using our general using uh a piggyback contract if we can find one or we have to bid that out separate. >> Can we use our GCS that we approved? >> Facility improvement demo might be
>> probably could do it. >> Let's look into it. You can have a city bulldozer just uh >> and you think it cost money, $50,000 just to tear down that barn. >> There's a lot of uh concrete and asphalt in that property. >> I mean, majority of that property is the
asphalt, concrete. Uh the like a block building. >> So, they're going to remove all that, >> rip all it out, and then we have to restore it and put slide down at least for the time being. >> What What are the concrete structures of the outside the fence? It's like a round concave
like a drainage pipe or something. >> Is it a drainage pipe? >> I guess >> that I think that was left over from the from the >> That was left over when they filled in the ditch. >> Yes. >> Oh, that needs to be moved. So, we'll get that. >> Well, it's been sitting there for a year. >> Yeah, that shouldn't be there.
>> You didn't have any fuel tanks on that site, did it? >> Nope. >> Yeah, we did. >> I think they It was a m It was a streets maintenance store. So, we'll have to repair it out and probably do an environmental on it. Okay. >> When we're done. >> In case you have to put in monitoring wheels. Okay.
>> All right. Um, last up, >> internet, you going to bring up the the one one issue. >> Good evening. We have one more item on the uh the agenda that is not on the one that was printed out um because it just
came up after the agenda was released. But we do have I'm sorry I can't see. We do have the owners from um the Seabard Station as well as True Coffee. They were applicants as far for the fur wrap program, the facade renovation
assistance program um in order to build a fence um that went across both properties. So under the true coffee um they received their um uh grant agreement, it was executed, they did the work and they were reimbursed $7,400
I'm sorry $7,67046. However, when they um requested reimbursement for the Seabard station, which was supposed to be for $15,000, while they did receive the award, the grant agreement was sent over and it was not executed. And because the grant
agreement was not executed, no notice to proceed was issued. And because a notice to proceed was not issued, then that means the work was done outside of compliance with the grant program as it currently reads. So, I did notify the
applicants that unfortunately um our policy clearly states and it states in the uh application that they signed as well as in the grant agreement that work is not to proceed until they get the notice to proceed um that they were not eligible to receive the $15,000
reimbursement. They have requested to come before the CRA board to um request a reconsideration. So, um they are here if you'd like to ask them any questions. Did you send over the the agreement? >> I did. >> She did.
>> I didn't see it. And so now, Cliff, I mean, are we com are you comfortable with us retroactively? Uh comfort is a interesting position for a city attorney to comment on, but I will simply say that this is an item where you have discretion, but there are
things that would definitely uh cause you or should cause you to use caution about whether you want to grant it because when you set forth as you have grant requirements and that require compliance and then after someone who is who is clearly for whatever reason, I
don't know, they may have good reasons, not met those requirements, you're opening the door to seeing a lot more of these. So that's my caution >> agenda review and that I expressed that at the agenda review that I understand
that they missed doing one step but as soon as we say okay under the circumstances >> open up >> it opens up the door for others >> who will come before us and say you did it for them. um we you know for whatever
the reason was that they didn't follow through. >> So and I did say let's consult with the attorney but he expressed the same uh feeling that I did at the agenda review. >> Right. I will say as um the newest
person here coming in I have to follow the GR the breadcrumbs of our of my predecessor as well as the policies that have already been set in place. So any applicant that comes in, the first thing I'm looking at is what is the CRA's current policy that is set in. So um based on the way our policy reads, it
says that both in the application as well as in the agreement um that work is not to proceed without a notice without the official notice to proceed from the city. I did verify that the notice proceed was not issued. I also verified that the grant agreement was sent over.
Um, and the applicant did confirm that yes, they did receive the grant agreement and unfortunately it was an oversight on their part that they did not execute it. >> I mean, I don't know if y'all want to come up. I mean, if anything that is you
could say it's contrary to what's just been brought up. I mean, we're we're we want we want to help you. I just, you know, like like a couple of the members have said, it's it's a, you know, as we open up Pandora's box for somebody that legitimately, you know, maybe
misunderstood, whatever, but but clearly it states that you didn't meet the the the spirit of the >> well, not the spirit, the the letter of law, >> right? >> And maybe the spirit you did, but not the letter. So I I yeah u thank you for
your time for uh hearing us out. Uh thank you for letting us be here today. Um nothing contrary what she said is exactly what it was. In the process we were um purchasing the seabboard and the coffee shop 66 and 36 for Matt Jordan.
And in all of that we were also working with um someone that was kind of coaching us through grants. So in between working the coffee shop, it went through our hands, our person that was trying to help us and Matt and everybody and we got a notice of I guess
commencement. Is that what it's called? To proceed with the work for 66. And I think in the excitement of shuffling papers and emails between 18 different people, uh it was just one thing that was missed on our end. Um we uh borrowed
the money to do that uh fence project which has been amazing. Thank you all for the grant for 66. Um, it beautified the property and it stopped a lot of the issues from people showering and water hoses during business hours and all the interesting things that can happen in a
downtown area. It has helped us out tremendously. Um, the $15,000 grant, it it's really hard on us as new business owners. My brother and I are the sole proprietors of the business. and almost
10 months in, we're finally kind of breaking even, you know, took the step to hire an employee and we're we're there. Um, for us not to receive this grant, it is a really big deal to us. We know that you all are not obligated to
fund the grant at all. The reason I'm here is not to give you a SAB story, but to ask if there's a consideration retroactively, or if not, is there a solution that we could find create creatively um to maybe not get us in trouble, get
you in trouble, and us still be able to be funded as a new business. If we weren't if we weren't granted the money or if we weren't considered for the grant, we wouldn't put the fence in. The building needs a roof. It needs all kinds of things. It's old. It's from the
50s. Um, we're open to anything. Um, I'm just thankful to be here and any comment you might would have would be appreciated. >> I think it's goes back to Cliff. What What creative things do you think we can do or Antonet, if you got any ideas that we can >> The problem is that all of our grants,
every one of them is is for payment uh when work is completed, but only when it's authorized. So, the payment after the fact is not the problem. It's that it wasn't authorized and that it that creates the open door of hey I did great work on my own place in the CRA without
realizing y'all had a program so can't you retri because it and now I'm going to go broke can't you retroactively give me the money I'm not going to tell you that's exactly what happened here but the analogy is applicable and so at the end of the day
I want to emphasize this is your call and I don't have any stake in it one way or the other but I'm just bringing it up to you because we set these guidelines in place and these rules in place. So, this doesn't have to come to you and so Miss Forbes or whoever is going to be in
that chair has the ability to say yep or no. And it doesn't come back here and add to your meetings or whatever because it's very clear. And while I think there's not it'd be cool of me or anyone else to not feel sympathy, that's not where where it's at. And legally
speaking, it's your discretion. So answer anything else I mean maybe if we can't do this and this one is there something else we could help them with >> you said you said some other things that >> some other things that we could you know I know you you want to get funded for
the fence I get it but if we can't do that is there some other things we can do that will offset >> so here's the problem the problem is that they have maxed out the amount of war award they can receive under our current grant programs because it was
already two buildings. Um, and I believe the max you can receive is 10,000, I'm sorry, 5,000 per facade, max 10,000. Okay. Um, and that includes uh that does
not include the 25% contribution that the um property owner also has to make to it. So, in reference to the um true coffee, they've already maxed out what they can receive. in reference to the Seabard station if there were other
improvements that they were going to do. Yes. But it's my understanding and please correct me if I'm wrong, but it's my understanding that already financially it's a bit um tight in the work they've already done prior to investing additional money into um the
building. However, that being said, I am looking at other alternative incentive um programs which I intend to bring back before the board. And they are not the only applicant I've had conversations with about we're looking into other programs. I very intentionally have not
discussed what those programs are with any of the applicants because the board needs to review it and approve it first. But I am perfectly willing to have conversations about what would be helpful, what they'd like to see and get assistance with. So that can also help me formulate new programming.
>> And so like electrical upgrades would be one that you know, >> right? For example, and not in this case, but what about uh there were demolition grants that we offer for dilapitated structures that code has went by and and cited several times and for whatever reason it's not been taken care of. That is something we could help
with. Uh, I believe I mentioned to board member Velasquez about um storefront covers for um storefronts that are um vacant for extended period of time and then it starts to um present a certain look to the area that it's been empty
for a long time. That's something that we the CRA could help with. Um you know, so there's lots of different programming that that we could potentially do. We could also look at and by we I mean you all could look at uh special projects. those are larger projects. If you're looking to really recruit, maybe there
are certain target industries and now you're willing to increase the amount of funding in order to offset the developers costs um that the but for clause. In other words, this project would not occur if it was not for this additional incentive. >> This this building is unique and it is
historical. So, I mean, I I think there is a real opportunity there to help. I mean, I I don't know how we help him with his 15 grand, but I think, you know, hopefully we can figure out, you know, and unfortunately, I just see how we get there, but I think if we can help, you know,
>> Taylor program, especially because of his historical significance, I mean, it would be I think in in the city's best interest to to help some somebody with a building like like that one. Well, what if we take this out of kind of the CRA context itself? Because again, and I
appreciate you guys just acknowledging, hey, we messed up. It's there, but also as city civic leaders and as economic development director, we want new businesses. We don't want any disincentive to come here. So, how do we fix not having just a signature? So, is there something within your budget
through economic development, not the CRA, that we can contribute to small businesses that are going through a tough time that need a little help right now? >> All right. I'm only smiling because I I have almost no budget. There's like nothing. >> Well, economics leaders up here that can
move some money around as needed for a bigger budget for your >> you heard that >> department. So, um I think again that's the looking at this kind of more broad as well. We don't want to disincent any kind of disincentive to come to our city. That's what we've talked for hours
about so far today. So again, it's a screw- up. We get it. But at the same time, can we take a step back out of CRA, realize again, this is economic development. This is impacting the dollars that were promised they need to then multiply within our city as well to create more opportunity
within our city. So, I don't know if that's something we can look at. Yes, attorney. >> This is not a notice council meeting and any discussion further on things that aren't CRA should happen at a council meeting. >> Got it. Understood. Thank you. >> Appreciate that. We can talk offline
though and some additional um opportunities there. >> So yes, so from what I'm hearing, I will continue conversations with um the applicants about other potential programming and also additional potential scopes of work that could be done in their building. Um and then I will also talk with staff internally
about some alternative solutions. >> All right, internet. Thank you for all your help. appreciate your >> Okay, with that I think we're in Oh, >> uh Drake, two things. Uh the uh former economic development
director started a program like economic gardening. Uh is that is that program still functioning? >> I am unfamiliar with the economic gardening program that a that a popka has or had. I have not seen anything on
that. is a database program that she developed. >> Is it the property database? Is that what you're referring to? >> Uh property? No, it's more Well, it could be property based, but that's more of uh a database
relative to employment opportunities for the private sector to hire. >> I have not seen anything on that. >> Okay. Uh and the other one is uh several meetings ago uh a real estate person came up here and offered some property
near the museum and we uh deferred it to you to evaluate. So do you have anything on that? >> Talking about the corner the Cobb property. >> Yes. Well, I I heard the chair said it was near the
>> That's it. >> museum and it >> Okay. Yeah, that's it. >> Yeah, I don't have any additional information on that right now. >> I thought we had discussed that it was just we nobody was really interested in it. I thought was the kind of sentiment
I could be wrong, but I thought it was sentiment that the board just didn't have a huge interest in it. No, the charge was the charge was for the new economic development director to evaluate the property to see what benefits it would serve the city if we
were to buy it. And the chair said, "Well, we could use it to increase the parking for the museum." >> Exactly. >> But we haven't heard the evaluation. >> So So I I'll I'll get with you, Antonet, show you the property and then we just we'll reach out to it's been for sale
for years and years. But yeah, we'll we'll get any final thoughts from anybody. >> Thank you. >> Move to a journ. >> Thank you. >> Okay.