Before --------- officers are ever sent out, it starts here in dispatch. >> We're kind of um the eyes and ears for uh the officers as they're out on patrol. We take all of the information that's coming in on any incoming calls. Um [music] and we we are information
gatherers. So we're we're providing all the information, all the details, uh so the officers can formulate their appropriate response depending on the situation. >> Okay. >> Um while we're gathering all gathering all that information, one of our as our call taker, um our dispatcher, which is
where Christa is sitting today, she is going to disseminate that information out to officers um on the radio. In many cases, the information dispatch provides is enough to help someone and guide the right response. >> So, we field a lot of phone calls, answer a lot of questions, and [music] sometimes that's all they need. They
don't necessarily need a police offer officer response. So, we provide a lot of information to the to the citizens. In addition to just answering phone calls and and uh dispatching units, we monitor. This is our CAD system where we can kind of monitor everything that
we're doing here. This is where we input all the information that we gather over the phone. um where we monitor all the calls that are actively going on. We monitor officer status, what they're doing, how long they've been on a call. Uh we keep in constant contact with them so we know that they're okay. That's our
[music] our top priority is uh officer and citizen safety. Um so that's something that we're very passionate about. >> At the same time, dispatch is monitoring where officers are and what they're responding to. So that's really helpful. If someone calls in on 911 [music] and then hangs up the phone
>> and we don't actually make any voice contact, we still have some place that we can check. We do investigate every 911 call that comes in. Okay. [music] Um so a lot of people don't, you know, don't think that they, you know, are going to get help if they just call 911 and hang up or, you know, but we do send
[music] someone to check on every single one because you never know if they've had a medical emergency or something like that. That responsibility doesn't stop when a call drops or there's no voice contact. Dispatch also has tools to help locate a call when that happens. >> A lot of times um it is other accidental
calls, especially with, you know, um evolving technology, smartphones, [music] it's just a click of a button and you can call 911. So, it happens quite frequently that they're not true emergencies, but I'd rather have it, you know, be be safe than sorry. >> Thank you for saying that because I was
thinking the same thing. You know, you never want to waste the resources of taking them away from where they should be. But I mean, in this day and age, to be able to get someone as quick as possible is just so [music] life saving. >> That level of judgment comes from extensive training and experience. This is serious.
>> Yes, it is a extensive um training process. We have it goes anywhere from four to six [music] months to train as a telecommunicator. If I were to call 911, I would want someone that's trained that knows what they're doing. So, um I I don't think that >> they have to be prepared. It sounds like
they are basically on your training schedule. >> Yes. Uh we do a lot of training. Uh and we continue to do training. So, once even after they're out of the official um FTO process, we still continue to do training throughout the year. >> Traffic ring north. You can show me
tonight. >> Out on patrol. Every shift is different and situations can change quickly. any given day is you just never know what's going to happen because >> it's not a routine. It's not like you have and I'm I'm not trying to detract from what it is that you do, but I think
it's similar in that you have a bit of a routine, you know, you have an agenda and you have stuff that you put and set aside. >> Absolutely. >> To work on some long-term, some short term. Ours is at the is at the whim of life, >> right?
>> We we are uh at the mercy of the radio. um whatever situation arises, no two are ever the same. Um so we never know how busy it's going to be or how slow it's going to be. >> At the time of 9/11, he was working as a
police officer in New York. It was that training and experience as a volunteer fireman that saved me from some serious harm on on the days of the day of and the time after >> well >> 911. Um
>> I learned real fast. I mean within minutes I was like this is not a cop job, >> right? Wow. >> Um this is this is definitely a firematic event. >> Yes. Um and then I just switch my hats as I had
indicated before in conversation whatever the situation that is presented before you. You >> you rise to that level and you use what tools you have to fix the situation. >> I'm sure there's no textbook or training
that could have truly prepared you for that type of an event. having three in one and the >> indirectly the location the location is >> indirectly it's the firematic training is very very intensive and they they train you for all of that
>> but you never really anticipate all of that occurring all at the same time >> yeah a large part of patrol work comes down to observation and situational awareness >> we're looking for the stuff that doesn't fit looking to our left or right anymore because we've just passed it >> right >> we're looking for the things that are way ahead of us >> okay
>> beyond the pickup truck. We're looking further up to see what it is that's happening that is >> not normal behavior, the stuff that doesn't fit. >> Okay. The focus is on keeping people safe and preventing problems before they escalate. >> But for the average person, >> I like that
>> our desire is to make sure that you have the comfort and safety in knowing that the people around you are driving in the same manner of fashion as well. And we're just the guardians of that.
>> You're doing your job. >> Yeah. You know, just making sure that everybody plays nice together. We put on a bunch of miles and we spend what, an hour and a half, two hours together. >> Yeah, that's right. >> And in two hours of driving through the city, everyone was within the compliance of
the speed. >> You know what? I think I'll take that. That's a victory, >> right? >> Yeah. Good morning. Today is Wednesday, July 29th, 2026. It's 10:00 a.m. We're in the city chambers, and I call the city commission
budget workshop meeting to order. Commissioners present are Commissioner Dval, Commissioner Stokes, Mayor Emerich, Vice Mayor Langden, and Commissioner Pro. There is a quorum present for this meeting. Also present are city manager Fletcher, city attorney Fuino, city clerk Frost, board
specialist Linder. We got police chief Garrison, and Fire Chief Titus in the back. I am requesting that all commissioners, public participants, and staff maintain order and decorum throughout this meeting. City Commission policy 2021-03
states that attendees shall refrain from engaging in personal attacks and boisterous immaterial inflammatory obscene, profane, or disorderly conduct. Additionally, meeting attendees must refrain from obscene, profane, or disorderly conduct, including hand
clapping, yelling, and similar demonstrations. [snorts] All of which disturbs the peace and good order of the meeting. Thank you. I'm going to call on the vice mayor to lead us in the pledge this morning. I pledge algiance to the flag of the
United States of America and to the republic for which it stands. One nation under God, indivisible, with liberty and justice for all. >> Thank you, ma'am. >> City clerk. Public comment.
>> President Northward, my fellow residents, ponder this. The city manager recommended budget shows no substantial cuts to the city manager's department. Yet I am aware there are demands for all departments to cut positions. Police positions not funded, but you have a 12 person communications [clears throat] division, six person grants division,
sixperson social service division, 30 person technology division, and two assistant city managers. Make it make sense. Don't just talk the talk, walk the walk. Yasine Rosani. Three findings from the July 29th proposed budget belong on the record before this
commission adopts the FY27 road and drainage assessment. The adopted methodology does not support this rate increase. The 2023 Stantech methodology established the only lawful basis for this assessment. It set a specific rate schedule 25% in FY24, 15% in FY25, 15%
in FY26, and 0% from FY27 through FY33. The commission can lower rates from what the methodology calls for, but raising them above it requires a new methodology study. There is no adopted methodology supporting a 5% increase for FY27. The city's own budget confirms costs do not
justify it either. Salaries rose 1.9% versus 4% modeled. Healthcare insurance assumed to rise 10% per year came in completely flat and total fund 107 operating expenders decreased 3.6% year-over-year. The methodology
deliberately front-loaded increases so FY27 could hold at 0%. If the city wants to raise rates above that ceiling, it must first conduct a new methodology study that lawfully supports doing so. The real driver is fund balance depletion, and there is a better tool.
Fund 107's balance dropped 17,375,251 in FY26 from capital spending, leaving the fund projected to fall $24,923 below required reserve levels by end of FY27 if capital projects are to are the
driver. A one-time capital assessment under Florida statute 197.36321G used by other Florida municipalities for exactly this purpose would recover those costs without permanently inflating the base operating rate. Raising rates while cutting services fail fails the special
benefit standard. Florida law requires a special assessment reflect a special benefit to the property assessed. The July 29 budget raised the assessment 5% while cutting services by 2,222 to $500,000. Movement reduced from six to four
cycles. Equipment upgrades delayed. Proactive service eliminated. A property owner paying more for fewer service services is not receiving a special B benefit. There are subsidizing a fund balance shortfall. John Presbach. My name is John Presbach
and I am speaking tonight as a concerned Northport property owner. I want to address a troubling development coming from our natural resources department. Specifically, the recommendation made at the June 9th meeting to use eminent domain to seize 9.3 acres across 30 contiguous parcels from an onwilling
owner for environmental conservation. A review of city records over the past 12 months shows eminent domain has historically been reserved strictly for necessary public construction easements. Using it to override private property rights for environmental land acquis acquisition sets a dangerous precedent.
While I want to thank commissioners Petro and Stokes for voicing strong opposition to this idea, the fact that the city administration allowed it to reach the DAS is concerning. Northport residents should want a sensible balance between growth, natural preservation, and affordable tax rates. Achieving that requires common sense compromise, not
government overreach. The natural resource department should prioritize those ideas that benefit all parties involved. For instance, a gopher tortoise relocation. State legislation passed by representative James Buchanan in 2022 allowed for tortoises to be relocated to nearby public and state
conservation lands. I urge the commission to direct the city manager and natural resources department to work with Florida Fish and Wildlife to implement this option locally. It would save property owners and developers thousands of dollars. Keep housing more affordable and protect wildlife without burdening taxpayers or infringing on
property rights. We need practical environmental policies that respect private property. keep housing costs affordable and have tax dollars spent wisely. Thank you for your time and leadership. In person, I have Bobby Molander. [groaning] Um [clears throat]
uh good good evening. Good morning. I'm sorry. I am Vander. I come here in peace. I am not the criminal. Don't treat me like one. I have a dignity. I am instructing you
Emir to respect it. Emage, I am instructing you to remove policeman of my bag. Tell him to move 90° over here. This is 26th time I am instructing you to do it. Florida constitution can be
changed five ways. Each way require people vote. You change constitution 26 time without people's vote. This is from Florida constitution describing that it is federal law than
each of personal liberties enumerated in declaration of rights of the Florida constitution is a fundamental right which municipality cannot violate. I'm rich.
Since Fletcher got here, city budget went up 85% while population only 21%. The ratio is 400% in favor of financially supreme 1%. [clears throat]
Commissioner's budget is now 700 five 755,000 which is 151,000 per commissioner. It is for $413 per day including Saturday and Sunday.
Enjoy it, right? Economic news. First six months of 2026, US bankruptcy filing reached 310,000. Up 12% versus prior year. Small business
under chapter 11 is up 67%. Commercial up 14%. Traditional chapter 11 is up 37%. Small business account for 44% workforce
in the United States also creates ownership. By April 2026, 6.9.2 million students loan borrowers were in default. Another 3 million are 90 delinquent.
This is from Michael Hudson, an economist. A sillier country once financialized can no longer build or produce anything itself. So it turns into cannibalism. It become predatory cancer and human
society that what is at the heart of ruling orthodox strategy? Mark, it applies here.
Looks like no concern to 2027 budget. >> Thank you. Moving on to general business. Item A26-0966. City manager, this is your item, sir. >> Thank you, Mr. Mayor. Good [clears throat] morning and good morning to all the commissioners. Uh today we
are going through the next process of our budget for fiscal year 27. Uh this has been a little bit longer process than usual. We started a little bit earlier and we had a lot of things that we had to do and wanted to accomplish in this budget. And I want to first thank the finance team under [snorts] director
Kukaranko's leadership. They have done a great job of getting us here and staying with us through some uh turbulent times so to speak as we gathered information and made some choices and some exercises that were not always uh easy to do. Um
but the the end goal and game is always to make sure that we present a budget that reflects all the complexity of the things of our city and the different areas that need concern and how do we keep growing and growing responsibly in a city of our size and uh our
trajectory. Uh we start by offering the commissioner strategic pillars and one of the things we've talked about lately as we get into the fall depending on the outcome of the tax reform for the state is our pillars might need to be condensed or revised depending on what happens and that will allow you to
better be able to then manage what those implications will be for your budget going forward um if that so happens. But as of now, all the all the seven pillars are still there and still accounted for. And that's what we use to make your budget is your pillars and your priorities. And we try to make sure that
the funds that you want allocated to those priorities are attached in the document that you see. Uh the [clears throat] fiscal year process 27. Um as you see it, our beginning uh the last time we met was in June 10th through the 11th and since then we've
received questions. We've had one-on- ones, I believe, with each of you to get any more of your questions in depth answered so that we can provide the best conversation for today. We believe we've captured all of those. And as you have questions as we go through, Mr. the
mayor, feel free to stop me and we'll talk about whatever questions you or the board may have, but we'll just keep going unless otherwise noted. So the direction from the June uh 2026 workshop was for public safety. We restored the funding for seven vacant police
positions and we also added funding for the seven new firefighter rescue positions. We did that and we were still able to um come within the numbers that we wanted to save the money that we wanted to for debt service as well as add money back to the general fund. Um
through public works uh we restored what you requested which was the yard waste services as well as the bulk pickup services. The proposed key factors for our budget year are our vac our taxable value growth of 5.67%. Uh we were the highest
in the county. You a lot of that is due to the new construction that we're experiencing that others around us are not experiencing. um being one of the fastest growing cities does have its pros and cons and one of the pros is our taxable value. Cons of course would be traffic and you know environmental
protection and other challenges that you have to do to make sure that you grow responsibly. Um our city [clears throat] health insurance rates were flat from the fiscal year 26 27. I believe that's the first year that's happened since I've been here. So that is uh something that we definitely want to be grateful
for as well. um the funding methodology change for IT infrastructure replacement, road and drainage district assessment rate revisions, the public works facility funding deferral, as well as the updated fire district tax rule.
When you look about when you look at and think about how did we save the money that we saved this year. Um in years past, we've always shown you what money we left out of the budget that we needed as part of the argument that we were doing the best that we could while
moving forward. Well, this year, since last year, we did not produce the $3 million of savings that was asked for without affecting our staff. We took the 5% out as a reduction exercise, which helped us get to the area of where we needed to be. And then, of course, all
of those were not taken for 5% because that reduction would have led to us having to lay off people. We used the combination of this reduction as well as money that we would add to the general fund to make the balance of what we needed for for the debt service that we were challenged to do in this budget.
Now, when we were challenged to do that budget amount for the debt service, which is approximately $2.7 million, we did not have the tax reform as a major discussion. So knowing that now we've said this and I think that we all need to keep saying this because there's
misinformation that says that we're going to just still keep plowing ahead as if that's not there. That money is not being spent is is up to the commission to decide if and when that will be spent if and when the court does validate that particular pathway. And if it doesn't, then you'll have that money
within your fund balance to help you if tax reform does pass. and we've already started to begin saving which is a little bit faster than some others around us. When you look at the changes from the workshop from June, you're looking at
the general fund um having a net change of $322 uh,000 road and drainage $1.6 million. Uh some of the other higher ones are solid waste district. Um you see utility revenue at $2.2 $2 million for a total
net change of $2.788 million from June. When you dig down a little deeper into some of the actual departments, you will see some of the departments listed, but not our administration and management. You see manager at 31,000, development
services, they went up by $250,000. Uh fire and rescue $870,000. um police department, public works and water uh and sewer utilities round and around as well. These were all changes that we we discussed but they were
impactful based on how we needed to shore up the budget to get us to the point that you are today and then of course this will lead us into the conversation of adopting the budget uh to readings in se September. So total general fund budget uh fiscal
year 26 the year that we adopted 97 mill 97.4 million fiscal year 27 uh recommended was 99.2 2 million and the one that we're proposing now is 98.9 million. And those three different numbers are very close to each other,
which is something you don't normally see uh in a year just based on growth and the activity that we have. But we are doing and have done things that have made that number uh a little bit more stable based on the current environment that we're in. When you look at the
general fund and what was audited from last year and as a reminder, we are audited every single year for those who should know that that is in a third party independent audit that validates and looks for findings that affect how we operate the government financially
and it proves that we are in good standing based on those reports and our audits come back clean and so we're very proud of that. Um the projected fund balance as of September will be $26.6 million.
Um and that includes the that includ $4.2 million of the manager's proposed budget as a return which totals $30 million would be there for next year ending of
September 30th of 2027. And that is a very strong number. Uh you see and you can recognize that we have the 20% which is the commission policymandated 20% which is $19.7 million and then on
top of that we have an additional 10% that we carve out for [clears throat] anything above and beyond that that we might need for almost $10 million itself. So the projected fund balance over under that is the $1.2 $2 million, which goes back to my point of the $3
million that you would have approximately, it's even more than that, but for the debt service and the amount of money that would be there. Um, the projected percentage of that over the fund balance reserve for September of 27
would be approximately 1.25%. General fund changes uh since the recommended budget. On this slide, you will be able to take note of the reduction of a senior telecom, a vacant position not to be filled. [cough and clears throat] A budget reduction of a community engagement and
recruiting specialist vacancy. A budget reduction of a police officer for special ops not to be filled until funded. Uh vacant patrol position, vacant investigation position. Um, six firefighter EMS activity center 6 and 10
proposed is zero and crossing guard moved um from patrol division to special ops zero as well. Then our health insurance rates remaining flat uh 893,000 and the reallocation of IT equipment was
$540,348. This next slide continues some of the revenue changes in that same category since uh recommended in [snorts] June the adorum taxes 1,ion44,000 local communication service tax of
106,590 as well as electrical fees some sales tax revenue um the half cent sir tax local impact the school resource officer as well as solid waste judgments and return to fund balance of $1.5 million.
This is how your general fund breaks down by pillar. Um, of course, the biggest pillar we've talked about and emphasized is safe community, which includes our [clears throat] fire and police. Um, they comprise over 50% of
the general fund budget. And then you're followed by other departments such as general governance and our quality of life, our infrastructure, a little bit economic development, and a little bit of disaster recovery.
Conversation was a big thing that we talked about this year. Um, we wanted to make sure that you knew and the public knew that we are well aware of the uh issues that everyone is facing. And I know affordability seems to be the biggest thing that people uh lean their
hat on, but to understand that the [clears throat] people who work for this city are facing those same affordability challenges. And yet, we still were able to make sure that we participated in the reductions that this city needs to make sure that everyone plays a part in how we can be more fiscally responsible
going forward. the non-UN employees which makes up approximately 500 positions. Uh last year in our compensation structure we had a one and a half% COLA. We had a 1% minimum wage adjustment and then there was a three to four merit increase [clears throat] based on individual performance. This
year that was scaled back to a 1.5 for a COLA increase and a 1.5% across the board totaling 3% which is a reduction. Um and there is an impact for those savings. uh the total budget all funding impact was $1.1 million and the general
fund impact was $700,000. That is uh our way of making sure that you know and I believe that when you look at the jurisdictions around us, you never want to be the jurisdiction that puts a freeze on salaries because that will make you a target for those not
wanting to come to your jurisdiction. And the one thing that we can say about our staff since we've been here, we have built a quality team and I'm very proud of all the people that we have working for us and we want to keep them and we need to show them that they are appreciated in some way and this is
outside of our union contracts which are you know the PBA as you can see right there that follows the fire as well as the ASME employees who are under contract through their unions. So, their contract rates, their rates are stipulated in their contracts and and
adjusted accordingly. The one that we had the most control over, we did a good job of reducing it down to show you how we were fiscally conservative. Some things I've talked about publicly already reducing uh in our uh our budget
and our policies are looking at how we use our overtime. And that's not to say that our overtime is being misused, but we need to establish clear and consistent guidelines for the use as well as clear and consistent guidelines
for um take-home vehicles um which will help promote operational efficiency, fiscal responsibility and accountab account accountability and the responsible use of public resources while supporting those effective service delivery departments. um the overtime,
you know, whether it's being approved for overtime that's more than contractual and not necessarily um discretionary always should be looked at just to make sure that it is in proper alignment with the need. And that's just something I don't think we've done in a
deep dive since I've been here, but just want to do it to give people that sense of comfort that what we are using for overtime is the right thing. There is that balance I think we've all talked about of having overtime versus adding new people. It's a balance. It's a It's more probably art than science. Um but
you know, it depends on the needs that we have. There could be an emergency that could spike up over time at any reason for any day. And then there's contractual overtime where we're supposed to be and we are at those places on regular scheduled times and we provide those services accordingly. Um, take on vehicle policy is one that I
talk about, but I want to be very careful about it just because we know that there are many people in our organization who use take-home vehicles and they do provide a value and a benefit and others around us are providing that same value and benefit.
And again, if we take away something that we show as a benefit and others do not, then that again puts the target on our people and that's not the goal of the exercise. The goal of the exercise is to make sure that the vehicles um they're being used exactly the way that we want them to and there's not a
cost-saving exercise or cost-saving point in there that we could all look at and have a conversation about. So, I I applaud those people who are using them now, but we just want to do an evaluation to make sure that we optimize over time and that we look at the take-home costs and benefits of our
vehicles and understand that there is a service delivery that they pro they provide with them. There's a moral impact, excuse me, a morale impact that goes along with that as well. It's not very singular. It is a very uh nuanced situation, which is probably why no one has sort of done a deep dive into it
right now, but we want to do it and I want to do it carefully and I want to make sure that everyone's participating in [clears throat] the process. Controlled hiring, uh, we did not put a hiring freeze on. We called it controlled hiring because we wanted to better look at and maintain the tracking
of all vacant positions. you're in a position where the city um and I'm going to talk about I'm going to talk about fire at a different I mean police at a different point but you're looking at a city where you're growing and the natural tendency for growth in a
community is to keep staffing at a certain level to be in alignment with that growth and we've shown in other um graphs and documents that our staffing is in alignment with the city size that we have but that does not mean that we cannot do better and what we have done
and what we have obligated ourselves to is to review each and every single vacancy as it becomes open. The benefit of that is making sure that the service delivery that is being provided where is that level and where is that line of if if you don't fill
this position if if you were managing a team and we are managing a team the natural tendency when someone retires or moves on is to say well I need to fill that position because that's the work that they were doing. Well, we're taking a little bit deeper than that and we're trying to make sure that the vacancy is
needed and not just from a city manager point of view, but for a leadership team point of view and sitting down with the department leadership point of view. Um, we really trying to get out ahead of what may happen with the tax reform. And if tax reform doesn't happen, then we'll be a little leaner and we'll talk about
how to handle that from then. And if it does happen, we'll be better prepared to get us to go on that $ 8.8 8 million journey and $14 million journey that'll happen in the upcoming years to come. The administrative transfer, we've talked a lot about this and this is the
administrative cost pool which provides administr administrative services to support all departments. This cost sharing uh model is not new, but we've gone into it more in detail in this year than in years past. but programs or divisions that support the overall
operations of the city. Uh they're jointly used by two or more divisions but cannot be directly attributed to any single cost objective. That's why it is cost shared and the accumulation of these centralized activity costs are allocated um to the benefiting
functions. When you look at the percentages under the city departments pay for the services rendered at agreed percentages, you will see it hasn't changed much from 12.9 to 14.8 8 in 2027. It does have an impact on our general fund, but we believe it is and
continues to be the best way to properly allocate and make sure that the fair services that are provided are allocated accurately across multiple departments uh within the city. Uh when you look at some budgets with minimal or no changes from the
recommended budget back in June, you see a lot of our good governance, our city commission, attorney, clerk, and manager and comms and social services and finance. Um these had not very many changes from our last conversation. The city commission budget uh it was adopted
as 735,000 in 2026. The recommended budget from June was $755 and now we're proposing your budget at $750,000. The 5,356
savings was due to insurance rates. The city attorney's budget um pretty stable at 2.06 million in 2026. Fiscal year 27 was nearly 2.2 2 million and fiscal year 27
is nearly 2.2 million as well. Um they had an $18,000 savings due to insurance rate. Also, city clerk self-proclaimed best budget in the building. Um she had a fiscal
year 26 $951,000 value compared to what we have in fiscal year 27. In June it was 972 and now it's 962. and that is due to the change of 9,566 in insurance rates. Also,
city manager budget um fiscal year 26 2.08 fiscal year 27 2.04 fiscal year 27 today is 2.044 044 also small amount of insurance savings as mentioned with others
comm's division 1.3 million for fiscal year 26 that we're in the original proposal that you saw in June was 1.38 and now 1.35 are the numbers for us to consider
the trend of uh numbers being so close again attributes back to how what we when we started with the flat that budget and keeping those revenue I mean those expense numbers flat and the difficulty in doing that with salary increases and the price of material and
things going up is always a challenge. So I do not want to minimize the exercise that staff did to keep these numbers where they are and our finance team for holding our hands and getting us there. the emergency management uh total budget new budget that's been pulled out and is um near our office uh
fiscal year 26 was 524,000 fiscal year 27 in June was 515,000 fiscal year 27 that you see today is 57,000 the impacts of our emergency management team are you know first of all the
budget proposal of adding one training and exercise coordinator increasing the budget by $29,60 affected the general fund for a July 27 start date to support the opening of the EOC. Um the estimated ongoing cost
beginning in fiscal year 28 will be $112,000. Um the position will lead citywide emergency management training, ensure uh NIMS and FEMA compliance uh coordinated through the integrated preparedness plan and conduct um compliant exercises to
strengthen emergency preparedness. Uh there's some impacts if it is uh limited or unfunded I should say. Uh that limits the city's ability to expand our in-house emergency management training and to conduct comprehensive multi-ep
department exercises. Um we can continue to rely on off-site FEMA training uh will increase our travel costs and staff away from daily operations while limiting opportunities to improve interdep departmental coordination. We do believe that as we know right now
FEMA is operating as it has in the past and what we've relied on and by I say relied on I mean we've gotten back some money in a timely manner. I guess it depends on what you call timely uh to who you're talking to. Finance and VA would probably say it's not very timely because it takes multiple years but we
still get it and we still got it. We don't know that that will always be the case. So, while that may change, we don't have any information today that will tell you that it is changing for sure. Um, the EOCC not funded. U, we did request a million dollars that almost
made it to the finish line with the governor, but it was taken out of it. We will have to um figure that out because it does fund the uh furniture, technology, and equipment and other needs for the ELC. And with the with the EOC expected to open in July of 2027, it
it we do not want it to open without the tools that it needs to function in the case of an intended emergency. And so without this funding, the city's ability to coordinate disaster response and protect the community during major incidents could be um could be reduced and that's not something we want to do.
So we have some work to do in that area. We've talked to you about social services. We've talked to you about what they provide, the value that they provide. We talked about some different formats and different models, whether it was transitional housing. We've talked about making sure that we talk to the
county when we have our in-person joint meeting with them to go over what the county receives from a social services standpoint from their contracted services that they provide out. Um, this is going to be an area that we keep sort of evaluating with um our manager
Kurillo and her team. Um, they are small but mighty. Their budget this year was $745,000. Their recommended next year is 750 was 753 in June and it remain almost the same till we get here today of 753 as
well. Reductions looking at social services um the budget decrease uh ultimately was by seven no uh $7,000. Um we reducted the reduction impacted the ability to provide last minute
or last resort financial assistance to individual experiencing housing crisis uh and to residents at risk of being homelessness. We have talked about the people who are experiencing homelessness in our community. Um it is still there still a
challenge. Uh we could do something like some other models that we showed you a month or so ago. I think it was in June and that could be helpful or we could keep doing the services that we do and provide them that way. But there's opportunities there for this division to
make sure that we're meeting the needs not only of the commission but the community as well. Um the the consequences of reducing our um services and social services is just reduced the ability to assist the vulnerable residents including some of our veterans
and seniors and those experiencing homelessness and people with disabilities who face urgent or one-time crisis and do not qualify other assistance programs. That's the value of the services they provide. We could also limit emergency support for needs such
as temporary lodging, transportation, or other assistance. Um, and we could be increasing the risk that short-term crisis escalate into homelessness. So, all these programs are designed to help those who are in need and making sure that if and when they need some help at
the very last resort, we do provide that. And it's not something you always see and it's definitely not something you always hear about, but it's something that provides a value to this city. U and reducing those services and the programs and we talk about the MP squared and the the children's closet
and the youth scholarship program, you know, the baby shower and preschool and the um back to school events and the home for holiday initiatives. All of those are valuable programs to the community. Some of them you can't measure, but you can definitely measure what we spend in it. But there's an
impact that comes back for people knowing that this place that they live cares about them uh as as much as they care about us. [snorts] Um so I'll I'll stop there on social services. I think I made the point and we'll go to finance and finance is uh a
little bit more structured as far as what they do and how many people they have. When you look at their budget, it's a lot of personnel. They have very little operating expense um as you can imagine. And so the total of their fiscal year 26 budget submitt was $3.2
million. Fiscal year 27 in June was 3.2 as well. And now we're still looking at fiscal year 27 uh today at 3.2. That is some awesome consistency. Human resources uh they are they they are I think they're fully staffed now,
you know. Yeah, I think they're fully staffed now, which might be the first time in a long time. They they've had a a lot happening in a two-year window. So we're we're very happy for that. But they have done a great job of managing our continuing growing staff. So their
fiscal year budget uh was 2 27.7 in fiscal year 26 and fiscal year 27 in June was 30 million.6 and then the 30.6 was still there approximately for what you're looking at for your budget today.
uh they do have fund balances in human resources and they have a self- insurance uh risk fund, assess insurance medical fund, employee benefit benefits funds. As you can see that these projected fund balances as of 93026
will be 1.1 for the self insurance, 5.8 for medical and 190,000 for the employee benefits. Um the proposed budget of these fund balances affect them accordingly by 79,0002.6 million and $151,000
leading to the final balances that we project in these funds for the upcoming year of September 30th of 2027. 1.9 1.1 million, excuse me, for insurance risk, 3.1 for insurance medical, and 39,000
for the employee benefits. the non-EP departmental total budget fund. Um $2.1 million was the adopted rate from last year. 2.1 was submitted in June and 2.1 continues to today.
So the budgets with material changes from our recommended budget and proposals or reductions or impacts. Uh these are the ones that had some movement. it, police, parks and recre, parks maintenance, warm metal springs, aquatic center, fire, uh, rescue, code enforcement, planning and zoning,
family, uh, facility maintenance, road and drainage, solid waste and fleet maintenance management and utilities. Some of our bigger departments when you look at it, uh, they have a funding methodology change and
reallocation of direct cost for virtual infrastructure replacement project. There's also the estimated need for the transfer of $866,000 to the RNR fund. Uh and they reduced capital expenditures in the general fund by over $900,000.
The impact of this shows that they actually had a fiscal year adopted budget of $6.2 million. Uh we submitted a $7.5 million recommendation in June and now it's [clears throat] actually $5.7 million today.
police department. They had a increase of $1.6 million or 3.89% from their fiscal year 26 adopted budget. uh an increase of $841,000
approximately for the restoration of the police positions that we talked about and a $336,000 saving from uh insurance rates. The fiscal year adopted was for this year was 42.2 million. The recommended in
June was 43.4 and now you're looking at 43.9. Uh this budget um deserves just more conversation because we're talking about some of the proposed changes and the police department has
done extremely well with what I have not put in their budget for the past two years. And I I'm getting concerned that we're getting to a point of their positions and not sort of keeping track with our population and where we're going. And I know that, you know, even
though that they are not protected under the pending property tax reform, we have to be able to acknowledge their situation. The reason why we haven't added more people to their actual departments and they do have needs and
we're going to talk about some of those, but we're still waiting on getting some of the trailers to get on site so that we can have some space to put new people. We are trying to make sure that we monitor their police um data points and statistics to make
sure that we don't slip into an area of having more pe more people in harm's way than not. They are doing an extremely good job of who they have what they have. It's just not sustainable. Um and then you might say, well, let's add a million dollars to their people right
now here and today. Well, then that puts us in a position of adding more people and then we get questioned or having to worry about where you going to put them because you're already busting at the seams. And while these people are not just sitting in offices every day, there is a combination of some administrator versus those who will be out in the
field. But the bigger issue, which I'm sure you know where I'm going, is the space that they have and the space that they don't have. that is going to be a concern whether we're talking about evidence being stored properly to make sure that we do things properly or we're talking about, you know, an actual
police headquarters. Uh Fort Meyers just approved the headquarters for $145 million. Their stated population is 104,000 uh people compared to our nearly $100,000 people. And I think when we were originally talking about ours, they were saying that theirs was going to be
like 70 or 80 million. and our chief and deputy chief were thinking that [clears throat] was going to not be right and now of course they are correct when you see them accepting it. But it is it's it's a need and it's not going away and we thank you for putting that in the
conversation of the 28 million of borrowing that we were thinking about. But knowing that that most likely will not be borrowed at this time, the police situation still seems to be a challenge um that we have to face. And when you look at this slide, this slide will tell
you the positions uh that they need. Look at that. 35 additional positions for fiscal year 27. We are we're just not keeping up with that. And you you might say, "Well, what are you trying to keep up with?" You might remember that we've had several studies, uh I think two since I've been here that talked about the growth of the city and how
that you needed to keep the growth of the police staff on that same level. I know that we see every day the value and the work that the officers are putting into the city, [clears throat] but they also have to be put into the same m budget machine that everyone else has
put into and figuring out, well, how do we keep those levels the same? If property tax reform happens and public safety is not protected, that does not mean we're going to reduce public safety in order to meet that mark. It just means public safety will continue not to
grow at a level that we need it to in order to maintain the levels and service that we want for the citizens that we have. That's where sort of the the challenge comes in. But you can see some of these um positions that that we that they need for um the four patrol
officers are approximately $900,000. The two um two csos approximately 350 sergeant 260. um the digital specialist and one of one of these positions I think it might be the retention specialist is one that I believe we've
gotten put on notice from the uh city clerk as a as a records concern because of the volume that they get in the redaction and what they have to do and that might be bumping against a legal um benchmark as well and we do not want to be accused of not providing public records based on our staffing ability.
So police is police is police is very complex. Uh but I will say that Chief uh Garrison and Deputy Chief Morales uh are always looking at this, always concerned, always trying to make sure that we do the right thing. But fixing them overall is uh a bigger challenge
and I just want to make sure that we don't wait too late to give them the attention they need. The total amount of fiscal year 7 fiscal year 27 budget impact of uh the C CPSM positions is
$1.9 million. So it is um it is it is truly truly a good number. Um police department fund balances they have the forfeiture fund, they have the education fund, they have the speed zone camera fund and the law enforcement impact funds. Um by this year end of 93026 we
expect those funds to have a 52,000 48,000 and 0 and 2.5 million balances respectfully. And then at the end of fiscal year 27 we believe that those values will increase uh to 52.4 forward would say stay the same, but then
increase $42,000 for police education, $1 million for speed camera fund, and law enforcement impact fees of nearly $4 million. Parks and Rex uh their total budget um
for fiscal year 27 decreased 7 mill decreased to $7 million which was a 30 37.32% drop from the prior year. So notable changes were uh an increase of
$350,000 for the Dallas White uh park [clears throat] Dallas White Park boat launch which I believe was damaged during Hurricane Ian if I'm not mistaken. >> Yeah. So that was, if you think about it, that was almost four years ago. I mean, that was a long time ago. Uh, and one point, excuse me, $112,000 for the
IT infrastructure project and $92,000 in savings. So, their fiscal year adopted budget was $18.8 million. Fiscal year 27 in June was 11.3 [clears throat] and now they're looking at a proposal of 11.7. So, that is a $7
million decrease, which is 37.32%. And that is amazing. Uh their fund balances when you look at their fund balances. Um hold on one second. Okay. Yep. Sorry. Fun balances.
Uh two two fund balances of uh to note from Warm Middle Springs. Uh when you look at Warm Middle Springs and their projected fund balance this year is going to be $298,000. the $4 million that was used there was for the renovations and improvements that are
going on right now. So, that was uh a great way to uh use that money and look at the year money from that we're going to get this year, it looks to be back up at the $ 1.3 million mark. Uh and of course, some of that can be used to make sure that now that the new renovations
that are done can be ongoing and improved. We just don't want it to be in the same condition that it was after the few years that it was once we inherited it. Excuse not inherited it. once we got it back from the county and then started to manage it on our own. Uh parks impact fees, uh very strong number of $16
million as of last year. Uh the end of this year, we think it'll be $12 million. And then um from the use and activity of next year, we think it'll end back uh up higher near 15.7 million.
the event reductions. We we talked about this and some of the impacts, you know, some of the reduction of the Freedom Festival and the Ponetta Parade and the festival freedom festival and parade uh contracted services. Uh the description we we did reduce some of the
entertainment and attractions and the inflatables, uh live band and sound services. Um the the impact of those on the fiscical year 27 budget was reducing the recreation division operating budget by $25,000. Um if we're unable to find local
performers, which we're going to try to do and community partners, then um though who are willing to provide those services that I just mentioned at no cost, then we'll have to miss those attractions or services in this upcoming year. um some the the events that were
eliminated when we talk about that 10,000 uh $10,650. We're talking about movies on the greens, concerts in the parks, and the annual uh Easter egg extravaganza. And once again, this is this will lead to a reduction in
may lead to a reduction in community engagement and maybe some negative public sentiment. the oper proposed operating hours and reduction. So reducing morning operating hours at the Morgan Center and closing
the Mullen Center on Saturdays for an overall reduction of 20 operating hours per week uh to support the reclassification of a full-time recreation attendant to part-time. Um that will reduce the budget by $14,000.
um uh reducing access to the fitness center and youth center as well as [snorts] reduce weekly weekend facility rental availability and restroom accessibility for other athletic league participant and playground users could be harmful in the long term as well. the
aquatic center, the reduction in hours for that venue, a two-hour reduction in extended summer operating hours on Friday evenings. Um, this should reduce personnel by $15,000, offset by a loss of revenue of nearly $3,000 for a
savings of a reduction of approximately 12,593. Um again reducing uh for a savings of 52 hours a week in staff time and few lifeguards, front desk and support personnel would be required to pull that off. But as you can see we're trying to
make sure that we touch all bases as we look for reductions that we can live with while keeping and maintaining the core uh impact of the priorities that you want as a board. Parks maintenance proposed reductions.
Uh we're looking at a reduction of $35,000 for field maintenance and repairs and replacement of amenities such as player benches, bleachers, soccer goals, nets, and baseball field components. Um if approved, it may
impact league play of fields and amenities are not as well repaired as in the past. Potential revenue loss as a result of the cancellation of field reservations due to changed field positions uh conditions, I'm sorry. and a lack of uh funding to complete the
needed repairs by um created by safe unsafe conditions. So, it's there's a balance between what we're providing now essentially and what we're going to try to provide. And we we talked about it, I think, during the the CPSM conversation with police. You know, do you want the
Cadillac model, the Camry model? We're trying to figure out the right model that we can still provide a high level of service and get it done without sort of keeping at the same levels that we are currently at. Um the elimination of park amenity replacements. We're talking
about the aging or damaged equipment including benches and picnic tables and trash cans. That is a $50,000 reductions. And if also approved, there is also um just the the consequences of making sure that you have to keep your
your a better eye on safety hav hazards so no one gets hurt and making sure that the people who experience the park still have a very positive experience. Um the reduction of landscaping and bed mulching and tree trimming removal. Um that's $30,000 that came out of their
budget. Uh, now we have to do an extra put an extra eye on unsafe conditions made by hazardous trees and the elimination of outdoor court resurfacing of $30,000. It means that we are res uh it was it comes from the repair and resurfacing of
outdoor sports courts. Um that might lead to more widening of minor cracks and water seepage into the the court base uh which is not good for the long term. Mr. Mr. Mayor, do you want me to pause here and ask there any questions or
would you like for me to keep on my >> I don't see anybody in the queue at this point right now. >> Okay, >> you can probably wait till the end for questions. >> All right, let's keep it going. So, Warm Middle Springs, here are the reductions that we discussed about them. Uh so
there's $9,400 in some of their um landscape supplies and tree maintenance. Um the description of that is that we will reduce those services, landscape supplies and the elimination of funding for invasive uh
vegetation and palm tree maintenance. And that may just result in evasive species growth and palm tree overgrowth that has a negative impact on park park aesthetics and some of the visi visitor experience we want to keep very high. Um the reduction of operating equipment is
uh for funding for replacement equipment and operating supplies including lounge chairs, picnic tables, umbrellas, but going through the rehab that they're going through, I think War Springs is going to have a different experience alto together and we actually look very forward to that as we said this week
during their the hat off event. uh the park rates after school program um which is um a very good program that we believe is going to have a good great impact on our city. So it increases the budget by nearly $46,000, but it establishes a cityowned
city owned and owned and operated after school program to address the documented need for after care services in Northport, which we know that those services are not heavily provided and we could we are looked at as a desert for providing those. But we're going to provide a safe and structured environment with homework assistance,
character development, STEM, arts and craft, and outdoor recreation. It'll have two new part-time people to operate the program. And we estimate a revenue of $69,375 with $45,900 operating expenses.
Therefore, that program will have a net revenue of $23,475,000. Um, if we do not fund this, the city may not help meet the documented demand for afterchool care identified by Sarasota County Schools. Our community
needs assessment and resident surveys. Um, the working families will have fewer affordable afterare options for school age children, and we will miss out on opportunity to provide a self supporting program that enhances youth development and cur community services. So I'm very
excited about that one and I think the parks and rec team deserves a extra level of kudos for finding a program that makes revenue in a time where we're searching for places to cut. Fire rescue their budget actually
increased by $4.1 million or 9.75% for fiscal year 26 and that was to add back the positions that we talked about that they need. We do have fire stationing fire stations that are opening pretty soon and being prepared to service those in need is extremely
important. I don't have to go over how important that is, but keeping up with their employees is how we do that. And that's why their budget went from $42.5 million in fiscal year 26 adopted versus 45.6 which you saw in June and 46.3
which you are seeing today. changes in their budget, increased the budget by $540,000. This was split 50/50 of the six firefighters that we just talked about. Um, and that ensures the reliable emergency response coverage for current and future
residents. And we also had a budget proposal for the fire prevention inspector and plans examiner that increased the district budget by $96,080 and that ensures timely plans are reviewed and inspected. It also supports responsible development that protects
public safety and it enhances operational continuity, succession, planning and customer service. The fire rescue proposed reduction um reduction for overtime which is uh available funding to support the contractual
uh addition and paid time off of overtime. The budget impact it reduces overtime by $647,000. That is a very good stretch goal for our fire department and our chief. I would like to say that he is stepping out to
try to meet that mark and we will help him every step of the way. I I applaud him for trying that uh $321,000 impact to the general fund as we try to make it work. But again, we know that we'll have to watch it and give him what he needs to make sure that he's successful and
how he um disperses his overtime capabilities. The fire budget look and outlook. So growth continues even though growth projections have softened slightly. uh lower property tax, lower property
values are keeping the housing market active and if property tax reform passes, growth could accelerate further uh by people coming into our city as our community grows. So, the emergency call volume would continue to rise and the need for future fire stations and staffing would be there as well. Uh the
fiscal year 27 budget was balanced using several one-time reductions that can't be uh repeated and affecting service level. So from this means from fiscal year 28 from a higher baseline making additional reductions increasingly difficult without impacting emergency services. Um the fire rescue fund is
funded through both the general fund and the fire district. And while the fire district remains financially stable, the general fund has not kept pace with current and future public demands. So a comprehensive a comprehensive review of the fire district funding methodology is planned for fiscal year 28 and that will
be extremely helpful. If the property tax uh reform passes, general fund revenues will decline, placing additional pressure on city services and increasing the importance of reviewing how fire rescue is funded. Uh recruitment and retention remain one of
their biggest challenges. Regional agencies continue to outpace the city of Northport in salaries and benefits. For example, Sarasota County paramedic differential starts at $20,000 while the city of Northport starts at 13,500 and
it takes 9 years for one of our paramedics to reach that same $20,000 level. That is not good. Um more than 60% of our department is directly affected and Sarasota also pays the full paramedic different differential to allow all officer positions while we do
not. Inglewood Fire also now offers a higher starting salary for paramedics despite providing a less comprehensive service model than our firebased EMS system. As we prepare for labor negotiations next year, we must remain competitive.
We are already experiencing attrition uh increasing vacancies and cannot afford to be a stepping stone agency and we ne we we always say that we don't want to train people up to leave. That is not something we want to be known for. It is not healthy for our fire environment. So continued investment in staffing is
essential to support growth staff future stations and maintain emergency response and fire prevention services. At the state level, there continues to be discussion around additional local government funding reforms, including future limits on millage assessments and impact fees, reinforcing the need for a
sustainable long-term funding strategy, fire rescue fund balances. Um, as you can see, they have fire district, fire impact fees, and RNR for fire. Um we project the balances at the end of this fiscal year to be 8.9, 5.1 approximately
and 7.8 respectively. And once we get to the fiscal year 27, you can see that there is a there's a fund balance there's a reserve amount of 4.4. There is a 10% of economic uncertainty. On top of that, leaving a fund balance reserve
amount to the positive of $3.4 $4 million or 15.3% increase. Development services, their budget decreased by $1.3 million or approximately 7.28%
from the fiscal year 26 adopted. Some of the notable changes were $200,000 for document retention services, $24,000 for the IT infrastructure project, and 154 savings student insurance rates. Their fiscical year 26 adopted amount of their
budget was $18.6 million. Their budget for fiscal year 27 that we showed you in June was $17 million and their proposed today is 17 approximately $3 million in front of you. code enforcement and planning and
zoning. So, budget budget proposal for reduction in other contracted services. Uh, this is going to reduce the hazardous tree and grass abatement program by $75,000 or 25%. uh it will affect our capacity to remove unresolved
code violations and prioritize only the highest risk cases for their services. There's also a budget proposal for cons consultants and surveyors and this is going to increase the budget by $455,000 to expand the consultant and surveying
services provided providing the technical expertise surveying capacity needed to maintain project schedules and support timely project delivery. we don't fund this, uh, we'll have a failure to adjust and may result in schedule slippage, increased long-term
costs, and potential impacts to project delivery commitments. Um, there's also one up there, 3277, that is for activity center 6 and 10, infrastructure master plan. We increased the budget by that 350 to prepare an
infrastructure master plan for activity center 6 and 10. This plan will go hand in hand and coincide with what we did uh um in front of you last week. The plan will identify infrastructure need, prioritize improvements, strengthen
coordination between FDOT on the 8 7 8 to 75 U Yorkshire Rainree Exchange and establish a framework for future capital investments to support plan growth and economic development. Um, not funding that proposal may delay the
coordinated infrastructure planning, reduce coordination with FDOT, and limit economic development opportunities and increase the risk of higher future infra infrastructure costs in activity centers 6 and 10. [clears throat] Public works. So, public works total
budget uh showed an increase of uh 18 $18.6 $6 million or 20% and it was highlighted by oh excuse me first of all the proposed budget of 27 decreased by $500,000 that was one of
our adjustments that we made but the net reduction reflects the following. We're looking at $1.5 million reduction for public works facility project $273,000 savings due to insurance rates. We
restored $595,000 for the yardways. We restored $387,000 for the bulk pickup as well as the infrastructure project for $235,000. And then there was also $150,000 in capital, machinery, and equipment. So
when you look at this budget from the fiscical year 26 adopted number, it was $92.6 million. The fiscal year recommended in [clears throat] front of you in June was $111.8 million. And now we're proposing $111.3
million total road and drainage road and drainage assessment. The the we reduced the proposed road and drainage district assessment that you adopted not to exceed from 15% to 5%. We actually deferred $1.5 million in funding for
public works facility phase 2 and project to support the fiscal year 28 to support reduced assessment increase. And we also reduce the fiscical year 27 road and drainage district assessment revenue by approximately $1.9 million. and the methodology kickoff which I think we've
talked about in the past and we made all of you aware and we've included some stakeholders who have made comments to us will kick off in 2027. Some of the road and drainage reductions that are of note um it decreased the budget by $662,000.
The service level reductions include core services, decreasing the citywide mowing frequency, and reduc reducing chemical applications used for roadside and right ofway weed control. Uh I feel like these are some of the things that we talked about in the very early beginning of our budget processes of
ways of our departments could cut down on things and now you're seeing them actually, you know, come out to fruition. Uh some of the consequences of doing these actions are reducing mowing frequency from six times to four times a year and limiting chemical weed control application along rightways uh and
drainage areas and accept the lower aesthetic maintenance standards um higher grass in the right of way to maintain fiscal stability. Uh we also decreased the budget by $1.3 million and this service level impacts to the equipment and vehicle capital purchases that provide support services to the
storm water and traffic systems throughout the city. Um and the consequences are just maintaining compliance with applicable standards through continued use and upkeep of existing equipment. Um replacement delays uh may limit upgrade but would not compromise required regulatory or
safety obligations. And also decreasing the budget by $187,000 for uh this district involves scaling back or eliminating non-core services including archeological services, soil sampling, surveying, mulching, the rodeo
event, uh operating supplies, and street sign replacement. Um, we continue to meet the minimum regulatory and safety [clears throat] standards through reduced service. Though reduced services may limit proactive compliance activities, assessments, and enhancements typically supported by some
of these specialized services. When you look at our fund balances, uh, fund balances for the road and draining road and drainage district, the transportation impact fees and RNR for road and drainagement. You will see that as of this year, we project a $15
million, $17.6 million, and $2.4 million balance, respectively. And at the end of next year, we expect those fund balances to be approximately 11 million, 22 million, and $2.2 million, respectively. And the amount of overage that you would
see from the 20% policy obligated versus the 10% of economic uncertainty is a negative.54% um which is very good for this building and drainage which is a very uh up and down kind of uh fund balance more so
than others. uh solid waste fund balances. Uh as you can see this year we project uh in the solid waste district 12.1 million solid waste impact fees 17.6 and the RNR for solid waste of 1.8. Uh
final year we project for fiscal year 27 you're looking at 10.5 million 22.2 million and 1.9 million respectively. And same scenario with the 20% and 10% taken care of, you will see an approximate 3.9% increase or a $1.2
million increase for solid waste. Go Frankie um solid waste new positions and equipment. Uh when you look at this, we did have a couple of budget proposals. So, the two solid waste equipment
operator one, we're adding two solid waste operator positions, increasing the budget by $137,000. These positions, they will expand garbage and recycling uh collection capacity to support continued growth in the city through our residents in accordance with the
division's staffing methodology. And they are fully funded by the solid waste district. If we don't fund them, then the division's ability to meet growing service demands will be reduced, reduced, resulting in slower response times, increased overtime costs, and
potential impacts to public health, safety, and customer service. We also have a proposal for capital machinery and equipment and this would increase the RNR budget by $546,000 replacing critical vehicles and equipment identified through fleet
condition assessments and the fiscal year 26 solid waste methodology study. Uh this investment will improve fleet rel reliability, reduce downtime and ensure sufficient dependable solid waste collection services for residents. Um,
if we don't do this, we'll have aging vehicles and equipment, which could lead to increased breakdowns and higher maintenance and overtime costs, more service disruptions, and reduce reliability of solid waste collection services.
Fleet fleet had a parts and service reduction. They we reduced the reducing fleet budget by $559,000 through targeted reductions in fleet maintenance services. This is where we look at and we've heard from multiple people
internally and externally look at the life uh life and the expected value of your equipment and just make sure you stretch it as long as you can basically and making sure that you don't put services to be compromised and definitely not safety to be compromised. But that reduction was targeted and
prioritized repairs that that support some of our um vehicle reliability and life- safety and essential services while deferring non-emergency repairs and non-critical preventative maintenance to achieve the operational savings. Um deferred maintenance uh
always could increase cost in the future. It could extend vehicle downtime. It could reduce some reduce um fleet availability and it could impact the timely service on some non-critical city services. The fleet fund balances uh as of this
year end of 93026 we expect the balance to be $1.2 million and the RNR to be $953 million. For the end of fiscal year 27 next year we expect fleet management to be $1.4 $4 million and the RNR to be $832,000.
The utilities department budget, so the fiscal year 27 decreased uh by $3.7 million or 5.18% to uh from the adopted of 26. They had $146,000 $140,000, excuse me, of savings
due to insurance rates. And they also had $2.3 million reduction due to the fiscal 6 appropriation of grant funding received for the neighborhood expansion project. So when you look at utilities department budget, it was fiscical year
26 $69 million. You saw in June an amount of 65 $67.7 million and as you see today it is 65.5 million. And Mr. Mayor, that is the end of that
presentation and we are happy to answer any questions or clarify any information that would satisfy you and the board. >> Uh the queue is open if anybody wants to ask some questions. >> Vice Mayor.
>> Um thank you, mayor. Just >> couple of comments. Um first, I do want to compliment finance. It it occurred to me after my one-on-one with you when you explained um the reallocation of the cost of the
virtual [clears throat] servers across all the organizations that I I didn't give you a pat on the back for that and I was really very impressed um with that work particularly in light of the fact that our general fund could
very well be under extreme stress uh next fiscal year And it's very very common in large organizations for those assets that really exist to support the
entire operations of the city. So finance, IT, um HR, that the cost of those things be allocated across the entire organization. It it might seem strange to folks that aren't used to that, but
very very common in large organizations. and we should be prepared for that. Um, a comment slash concern back on slide seven, city manager. >> Okay. um the reduction in general RNR.
Um I I know I've talked about this before and I'm really concerned in our not maintaining our buildings appropriately.
In my tenure as a city commissioner, I think we have um torn down five [clears throat] five or six buildings with another one or two on the block. And the more we neglect the maintenance
of what we have, the more we lose those assets to the value of the community. So, um I for one I'm I'm very very concerned um in reducing that budget and I would like to see it Well, let me ask
first. I'd like to see it restored, but can someone explain what won't get done this year since we've cut that by almost $900,000? >> So, that specific um cut is related to
the IT project. We did not cut the 500. Yeah. So, that's specific. >> Excellent. >> That's the one, right? >> Okay. Okay. Good. Thank you. I'm feeling much better about that. Um, that's pretty much all I had. We had a really
good conversation during our one-on-one. Um, I I do want to give everyone a pat on the back for the cuts um that we've seen. I don't like a lot
of them, but um I appreciate that we had to get our costs more in line this year, and I think >> next year is going to be a really really difficult conversation. Um and I I won't
win any popularity contests for what I'm about to say, but I have been a proponent for small millage rate increases as we move forward. Um, and for the most part, if we do have
to adjust to severe reductions in our general fund next year, I personally am going to want to see a lot of that in cuts, not in cost reallocation. But I would expect our millage rate to
start increasing if those things happen. If if that passes in November. So since you brought it up um in that same tax reform proposal with the reduction of uh revenue, they also give you the option
or they state the option of using the roll back rate which is slightly higher than our current rate >> right 10% above that >> and then increasing that every year. So they do give you a way to get some of it back. It's not all of it, but as I've
said, there needs to be a combination of expense um >> reduction, >> right? And as well as revenue review, >> so it it goes both ways. But that is also included in the same tax reform bill. >> I also find it interesting something
else just occurred to me. Um and this has to do with Okay, slide 48, the fire budget outlook and considerations. I find it interesting that
Englewood is managing to pay their firefighters and EMT at a higher rate than we are. And I'd love to better understand how they're able to do that. I know it's very hard to isolate one
thing um and sort of figure it out. Clearly, they're spending less in other areas. to be able to do that. I'm not surprised by the county paying more, but I am surprised when I see a small community like Anglewood.
>> If the chief were here, I think he would say, >> "Go ahead, Chief." >> magically appeared. >> I'm If I'm right, though. Didn't they negotiate their contract after we did ours and now we're up and then we're probably going to pass. That might
for the fire rescue district. So although I don't have their budget and how they put it together in front of me, I [clears throat] believe their contract was resolved after ours. As you know, they're not a transport agency. Um, but they are also they're funded 100% through non-advalorum assessment. So
with what they have, uh, they won't be impacted with what's coming up, but I don't think that was a consideration when they did this. So when they saw their contract, obviously for them to provide ALS service off of their fire apparatus, which is what they're doing, um, and to back up the rescues in their
area, both for Charlotte County and Sarasota County, for them to get to recruit and retain paramedics, they need to be competitive. So, >> you know, they they looked at where they're they're not quite to Sarasota, but they're over over where we are. So, um, which is probably an appropriate
number about where they are because they don't provide transport service. is diff different level of service but it makes it difficult for us on the recruitment level. >> Okay. Thank you. >> Absolutely. >> Commissioner Dval.
>> Thank you, Mayor. Um I have to start at the top and ask the question on slide or page 19. That's talking about city commission total budget and it shows an increase from the 20 26th
budget to the uh city manage proposed budget of $17,033. Uh that comes out to if you divide by five commissioners comes out to $3,46 each. Uh
is that what is that increase due to? >> I think the only increases in the commission's was salary. I think that's the only impact that commission had in their increases. >> Just a comment here. I would suggest that
city commission lead from the top and uh get rid of that $17,000 in payraises for this year. And if we have to move on to page 26, which is social services,
and there's some cuts there. Um uh actually on 27 it describes uh some of the cuts. There's $7,200
cut. Um that's reducing emergency support for vulnerable residents. It increases the risk of homelessness and instability and it reduces the community policing's ability to assess residents in crisis.
Maybe we could shift that $17,000 over to social services. That's just a suggestion for my fellow commissioners. U as far as uh other comments. Um on page 47, it talks about
fire overtime reductions. Uh and I'm wondering, you know, how will that affect our service? like, you know, like the ability to keep
the response times where they are, you know, to give us those insurance ratings that we have. um are we, you know, going to cut there, you know, cut there and end
up uh paying more in the long run on under insurance costs? Not sure if I'm making myself clear here on what I'm getting at. [snorts] >> Scott Titus for the Fire Rescue District. So, in response to your
question, um there are several things that we took into consideration when we reduced that number. Um, as you know, annually, uh, one of the discussions we have is we do carry a little extra balance of overtime because for if we have an active fire season or if we have
an active storm season because, um, obviously, uh, even though we have money in reserves, uh, if we go over that amount, typically we can do a budget amendment sometime in that year and adjust it, but it changes that outlook we have for the future and then it's
kind of it puts us behind and start over. So, we've tried to be to leave a little bit of a cushion there if we have an active storm season and things like that. We also budget um contractually our personnel are able to sell back a portion of their overtime. We created or
excuse me, a portion of their vacation time and we created that incentive to, you know, some people want to have time off, some people would have a little bit more money. one of the things that we did in the contract and um we did that to incentivize people when you look at some of the surrounding departments in the areas where they had with some of
their work schedule although it's not the same amount of time that's why we created that um we did a 5-year look at what we have spent over the last 5 years um and although we haven't had a huge storm season huge fire season in the fast past 5 years um we took at that and
that's what we reduced it by based upon that 5-year look and that average that being [clears throat] said if we had an active storm And if 100% of our personnel sold back the time that they're eligible to do, um, we would be in a position where we had to do a budget amendment. But we felt like based upon the previous five years, um, in
consideration of what we were looking out with the city budget and working with with finance team and and the other departments that that's how we came up with. >> All right. My uh second comment has already been partially addressed, you know, by the, you know, the Englewood
Fire Department, you know, being able to pay more. Um, you know, in the presentation, you know, it talked about the regional pay gaps are worsening. Um,
I guess I have to ask what is regional? Are we talking uh southeast United States? Are we talking the state of Florida or uh Southwest Florida? [snorts] >> So, so anytime we do a full analysis, so
when we go into contractual times, we look at a number of different things. So, one, we take a regional look. So, we look at the competitive market that's right in our area. And then we look at um you know statewide. Then we look at departments that are similar sized, similar makeup, although we are somewhat
unique, but you try and come as close as you can when you look at those things. So when we talk about regional comparison right now that would be the departments you know that that border our area or within Sarasota County, Manatee County, you know, Charlotte County and um so this kind of tri county
area particularly in Sarasota. Um that pay gap with Anglewood is a little bit but again they're a lower or different level of service that we are. They don't offer transport services. Our big our big gap right now and we've tried to stay you know competitive. We understand that our
financial or our makeup, our demographics are different than Sarasota, but we've tried to stay competitive with them because certainly when they're hiring every 10 weeks for personnel, that draws from the market and so it makes it difficult. They're carrying currently we're carrying eight vacancies right now. Um, and that's
that's a lot for us. That's unusual and that's that number's increasing. >> All right. Thank you. >> Um, moving on to maintenance. Um, on page 59,
if I can get myself there. 56 58 59 we were is talking about um deferred maintenance. Um. >> Mhm. >> And I saw I saw the terms parts and maintenance. Now,
keeping a smaller supply of parts, you know, maybe you can save some money there. Just deferring maintenance. you know, we have a problem with buildings in this city, you know, that haven't been, you know, we deferred
maintenance and and now, you know, the buildings are in uh such repair that we can't afford to fix them or we need new buildings. Um, maintenance is just an important,
you know, I I'd be very careful making cost of maintenance. That's it for me. Thank you, >> Vice Mayor. >> Just quick in response to Commissioner Duval, I I whenever I see deferred maintenance,
I just I kind of get really concerned and we're doing a couple of things with our fleet. We're trying to hang on to them longer and then we're deferring maintenance on them. So, I think at some point that becomes a recipe for uh
serious service impacts. Um, and I I don't know how to reallocate, but I would really like to see not deferring a lot of that maintenance. Again, pushing our vehicles out and deferring maintenance just seems to fly
in the face of each other. So, I agree with Commissioner Duval's concerns. >> Commissioner Pro. >> So, questions question related to page 59. What are we talking about as far as deferred maintenance increases, repair
cost? What are we forgoing if we going to go with this proposed amount? Let me see if I have what did I say? Yeah, >> I'm going to be checking it.
I thought I talked about that. It didn't say specifics. It didn't say specific. Hey, >> good morning. >> Good morning. Great morning. Chuck speak public works director. So, this uh deferred maintenance, this this money came out of a lot of different pools. It came out of some training pools. It came
out of uh parts some of the other lines that we have. Uh so it's not just a plan to defer maintenance on equipment overall. It was a reduction across the board. Um and and even in its administrative sides which potentially
can defer the maintenance as you take those pieces and parts away from there. Uh but it's not a singular we're not saying we're going to stop doing oil changes or we're going to stop, you know, rotating tires or or changing tires at a certain point. It's just affecting the entire fleet operation.
So there's not a specific maintenance item that this is deferring. >> Okay. Thank you. And um I'm sure I'm not going to win a popularity contest. >> That's two of us, right? >> What I'm going to say next. But first I
would like to address the question that was addressed to me last time. We had a budget workshop and it was where would I cut because I was not really fascinated by the reduction of the reduction of what was proposed to cut. But before
that, I want to commend the finance team uh for the hard work to identify potential cuts or savings. And those were done in coordination with the department heads obviously and so
the finance team can do so much. they can only do so much based on the information that they were provided um as far as what what they were told um and the recommendations uh of those people in charge. So
really good job what you guys did. Uh having said that the overall 5% citywide reduction goal was not fully met. um health insurance rates remained flat which would be about 2.5 million in
savings and taxable values that brought um another 1 million I think uh that was 5.7 increase in taxable values as opposed to
3% that was originally projected and that brought additional revenue of over 3.5 5 million to the budget. Um and yet that additional revenue
that we had or will have I'm sorry we could not maintain 5% cut all across um and uh just as a test or maybe um as um and I have more things to say but as a
test how serious this commission and how serious this we are as a city um I would like to make Um I would like to uh ask for a consensus um and that is to unfund one proposed position outlined
in the budget proposal proposal 3584 um and that is on page 67 of our big book. Oh, >> and from what I'm uh seeing, this position is not even filled.
>> It's just a proposal to have that position. >> What position are you referring to, sir? >> Uh font or budget proposal 3584 page >> page page 67. >> What's the name of the role? >> Uh this
fil that's filled right now. Is it being filled or >> This position is actually not a vacant position. >> Oh, it's not. >> And we have not identified a specific position, but we had to go through the exercise to get the the 5%. In order for
finance department to get to the 5%, we would actually have to cut a position. >> So, let me remind you the 5% exercise was the top of the scale. That included filled positions, which we could not get to that in the expenses that we we
received. But it sounds like what you're saying is we received money in ad galoreum and we received the benefit of the health uh being flat. So why didn't we include that money in savings as well? Is that
because that's where you were going, right? Which we kind of thought someone would go there and that wasn't the exercise of what we do. This budget has a thousand different line items and some of them go up and some of them go down. But the overall exercise to meet that we
had the money saved so that we could actually pay for any debt service, keep our employees, and also pay them in a way that would allow us to retain them. That was the exercise. >> Not keeping everything that was saved and just cutting everything that we wanted to cut. That's not that wasn't
how we balanced the budget. >> Fair statement. Um I guess I will stop as far as the consensus as far as cutting out. Um but at the same time in one of your slides there was [clears throat] one of the slides was
mentioning cutting training and just next page we have a which is a not substantial savings uh bond 30 budget proposal 3508 >> it's only 10,000 >> $10,000 $10,420.
>> So we we saying we cutting training and we're not cutting. So, >> we we cut a lot of training in this budget because we had to separate what was critical for certifications and licenses versus other training that we
need to keep our professional development going in the right direction. What ideally you want to do, my ideal goal is every single employee in this city needs some level of training annually because they deserve it. And that's what the budget should propose. What we're looking at now is
scaling that back to only instate necessary because out of state it really has to be justified. But instate how many people are going and I'm looking for we have like spreadsheets of the entire department to show that one person is not going 10 times and one
person is going like one time. There's a fairness there as well. So you might see some ups and downs and some of that's depending on the staffing that they have and the qualifications related to the job they perform. Can I also add um Commissioner the budget proposal 3506 that was actually
approved for finance does have training and a lot of other line items that got reduced and that actually got approved. So we had two separate budget proposals. One was a budget proposal of training reduction that the city manager would
not recommend because basically our finance department will not get trained. And then um budget proposal 3506 does have some training that we could live without. >> Mhm. I was talking well that that too, but I was talking about 3508.
>> Yes. I just wanted to point out that some training did actually get cut. >> Okay. Cuz you said 3506. >> Yes. And that's 3506 includes other training line items. >> Okay. I was specifically talking about 3508 >> that actually got cut.
>> Okay. Uh so now the question where would I caught and that is my answer would was that the question was addressed to me publicly. So I would like to respond uh to respond this to that question and not
affecting personnel reduction uh some ideas of areas where I would propose cost savings um and I have shared some of those ideas with the uh city manager's office um on on my one-on-one with them and finance team as well. uh
but uh and I'm glad that you are talking about those and taking a look at those ideas of where can be cut down the line or down the road. Um I just want to say them publicly because I'll ask that
question publicly. So um I would uh and the these is just ideas. I'm not getting into weeds of the you know telling you what to do exactly and how to do it. Um but uh it's worth mentioning them and
maybe taking a look and talk about those publicly as far as what are would be concrete steps taking those into consideration and couple of them I wrote it down re-evaluate
take-home vehicles uh policy all across uh and I know you're looking into that and we've talked about it on my one-on-one with you. So I'm glad that it's being looked into. Um rotation of vehicles, it's similar to previously
what I mentioned just now. Um and that would be probably of a service personnel uh like a police um you know when they come. So right now we probably have one vehicle for each police officer. So when the police officer and this is just an
example I'm not singling out or no offense. But as a as a suggestion or as a policy overall um evaluation is when a police officer comes to the end of his shift, the other police officer comes starting
his shift. So the share of vehicles um so it would not be personal vehicle just for that officer for example. Um so rotation of vehicles uh city advertising marketing strategies uh and how can we
cut there. Um for example I drive daily on I75 avoiding Price Boulevard um even to the city hall. So
I75 billboard near exit 179 that advertises our city. I do not know who advertises is it a city initiative or how much we pay for that. Uh but that that area of uh where we can look specifically if we can cut if you have
the answer how much we're paying for that billboard. Um that would be nice. Um but I'm not sure. I can only guesstimate how much but it's not substantial in terms of the
>> Jason Bartalon communications manager. There is zero cost to the city. We have an existing agreement through a developer for that billboard. Um it was used for many years with our old logo and branding and our team re re uh ignited that conversation and looked
into that and um we are allowed to update it twice a year at no cost. >> But as far as maintaining the spot for advertising, we don't pay at all. >> We do not. >> Oh, that's interesting. And that's nice. >> Mhm. It is.
>> I'm I'm glad to hear that. Um I'm not I was not aware of the agreement and if there's agreement like you said it's very beneficial to the city. Uh next one um fleet of our public works
building department administrative vehicles. Um, and I remember Commissioner Duval was saying uh about Ford Maverick. He enjoys saving gas
alone on that vehicle and that's a substantial savings in gas. But where I'm going at is, you know, Ford Maverick, and I looked it up specifically. It's and again I'm saying this because I asked so I'm not trying to get into
operational but these are just some ideas and fleet is such a big expense for the city. Um so Ford memory cost $27,000 versus Ford F-150 XL $40,000.
That is immediate savings of almost $13,000 per vehicle. Um I'm not sure um how many vehicles we have administratively um but although both com comparison both
vehicles have back seats so that's if obviously I'm okay go ahead >> make sure I heard you correctly you want us to look at a Ford Maverick because the commissioner Deval drives one
>> no versus that we pray for for car. >> If I misspoke, I apologize. I said that Commissioner Duval was referring to his Ford Maverick and how he actually said it in the budget talks that it's a good way of looking into that. I don't recall
exactly how he said it. My my idea is not because he drives Fort Merrick, the city should look into that. My idea is to reduce the uh line of you know administrative vehicles from
you guys want me to answer. >> My idea was to reduce the expense of replacing vehicles >> right >> from F-150. [clears throat] Oh, we have an input department. >> Okay. >> Yeah. Oh, yeah.
>> Henry, fleet manager, [clears throat] sir. Um, so there's a couple things with that. So, when we have any vehicles that go off off road, and I use the building inspectors division and some of the code enforcement, we had problems in the past of those vehicles getting stuck. We did, we weren't buying two wheel drive. Well,
we weren't buying four-wheel drive vehicles. We were buying two wheel drive vehicles. Ford Maverick in specific only comes in an all-wheel drive and a in a rear wheel drive. They do not offer the four-wheel drive. That is something we did look at. Um but that was in this case for our code inspectors, things of
that nature. We did not go go that route. Additionally, fleet management does not own any of the assets in the city. Each department owns their assets. We just manage and maintain them. So when the department comes to us with a a um recommendation of what type of
vehicle they would like, we we can advise, but ultimately it's up to them um on what vehicles they purchase. And >> I would just say um the trucks and the vehicles are based on
the specifications of what the needs are for the department. I don't want it sound like they're just buying higher price vehicles because a truck is a truck is a truck. It's just because of what they need them for. >> Yeah, I understand that what what I was saying and I was not targeting. First of
all, this is just a suggestion. Again, I was I'm replying this to the question because it was asked of me where would I save and this is just ideas of where what I would save. Second of all, I did not try to single out a specific department such as fleet. I was talking
all across the board as a city. So, a lot of our vehicles are administrative vehicles. uh and and not all of them I'm sure not all of them require 4x4 um but that's just you know just a suggestion and you know it's a discussion of
something uh that later can be looked into it um so I appreciate your response and your response as a city manager that based on
the needs um I've seen a lot of cases where you know there's there could be a smaller vehicle instead of 4x4 administratively. uh a lot of most of our roads are paved and uh you know new construction sites
you know the vehicle stands on the asphalt anyways but this is you know >> and and one thing I'd like to add to that like going through the process when I worked for the city you have government contracts and bids out there to where that F-150 might actually be
cheaper than buying the Maverick because you're buying multiple vehicles here and there and and they are a little bit more versatile out there in the field. Yeah, they're on the road, but hey, if you got to go off-road, too, it's there. So, you got to look at that aspect of it, too.
>> Absolutely. >> That's just part of it. >> Absolutely. And I I knew that, too, that you know, there's a big bid that involves number of vehicles that is greater than than usual, you know, you get a discount. >> Go ahead,
>> Commissioner. Uh Juliana Balia, deputy city manager. We do have some Ford Mavericks in both parks and recreation for administrative uh positions as well as utilities department. >> Okay. And uh next one um
uh same type of idea but for the police force and we've talked about that um and also you know Chevy Tahoe that cost $60,000 versus Ford Explorer that cost 380,000
comparable to Dodge Durango. Um just an idea of $22,000 savings per vehicle and I'm not sure how many we have those. Uh next the area where I would cut is over time and that
was mentioned by the city manager today statutory uh contractual versus uh discretionary. Um I think we ought to look into more detail in more detail uh on our overtime policies and because
that is and I don't want to sound like a bad guy but if the uh we have to do something especially when uh the tax reform will be passed. Uh so regardless
you know these are might be uh ideas that might be very useful to look into it. Uh next one is uh as a board we talked about freezing our salaries and uh as I mentioned mentioned u before we
are the lowest paid um city employees public officials. I'm not sure where the $17,000 uh increase in salary is coming. I don't think I've got any [clears throat] since last year. Um
it's public information, so each commissioner earns about $66,000 per year. Um for me, this is my primary income. Um um I don't have secondary income. Not even to to that extent. Not
even have to to that extent. So I'm really depend on that. But maybe the city clerk can tell us where the increase came from uh as asked by Commissioner Dval of $17,000. I'm not sure because I don't want the public know that to public perceive that we
getting another raise. Uh I I'm not sure what the $17,000 >> finance will be able to answer that for you. >> I it would be nice, but it's not a real reality. I don't think we're getting any raise for years to come.
>> Actually, not true. Um in the ordinance that got approved, you have the same increase as employees. Um um so >> yes, CPI. >> Mhm. >> So $17,000. What does it >> No. And then on top of that there's FRS
increases. And when you increase the salary then all of the um benefits or employer costs uh get increased. >> So from 2026 2025 to 2026 where is that 17,000 >> from 2026 to 2027?
>> Yeah. >> Yes. So it's 1 and a.5% CPI increase. >> Does it equate to $17,000? >> Um fully loaded >> FRS is seven. So salaries is 10 and FRS is seven. >> Say that again. I
>> So the salaries increase is about 10,000 and the FRS increase is about seven. >> Okay. >> Okay. Um next one. Um and this is just an idea for 10%
exercise that we're going to have to have on January 2027. Starting January 2027. uh that free salaries for high level administrative positions. Um that's a good one because um you know we
don't want to affect the lower earners in our city u because they depend so much on that income specifically but high level positions where people make over $100,000. Maybe
maybe if we can take a look into that and be proactive in that regard. And I see city manager wants to say something. >> Yeah. Because everyone may not know what uh Commissioner Petro is referring to, but the state has mandated that in
fiscal year uh starting at January 27 that we provide a budget that shows a 10% reduction. Uh that's not us Northport. I mean that's statewide across. So you have to perform the exercise and I think you have to post it publicly if I'm not mistaken. Right. So that exercise that you're referring to,
you're not talking about freezing high level positions. You're talking about cutting high level positions. We we we couldn't get to 5% without cutting positions. 10% is going to look a lot different than 5%. And it will not be able to save without employees being
impacted high level position. So you'll have to decide and reduce the amount of highle positions and you're going to have to just deal with it. But there's no way to get to 10%. There's no way to get to 10% without cutting highle
positions. >> So maybe we can start with freezing salaries if you know um the actual stuff because that is an exercise you're referring to, >> right? uh on an annual basis we have to provide by [clears throat] the state statute >> right >> um
>> but how old >> soever >> having said all that I think I did answer your question city manager that you know where would I cut so I've listed my and it's not exhaustive list obviously I'll can email you more stuff
but this is just the more or less uh areas where we can start looking uh but having said all that uh and just Just a point to make as it relates to reclassification reclassification of positions uh for the
next year. I would like to see the dollar amount associated with that change if we can have that and Ireina is not her knowing that I was >> you understand what I'm saying. Uh so
and last thing I'll conclude um uh in anticipation of tax reform and how it might affect the city finances specifically I would like to appeal to my board me uh board members my fellow
commissioners to request a meeting workshop um in early December to discuss strategies based on the result of the tax reform. If it doesn't pass, well, we can also always cancel that meeting, but if it passes, we'll need that time to
prepare uh for the unknown. And if we can schedule that meeting in early December, um that would be nice because if we wait until that the reform November, it it the time
[clears throat] flies. So, we might not be able to do it in December, then January comes. We have so many things in this uh January and then another budget process. So can we do that? >> So you will have new board members after
this election one way or the other. You will need to have your regular retreat in early December with your consultant to go over the new composition of the board as well as the priorities of the board which will then go back into
changing as I mentioned earlier the re-evaluation of your pillars and then the tax reform will also be a topic of that same conversation. Mhm. Would be nice if we can have besides that something dedicated to for discussion purposes. I guess that the retreat is
more targeted to kind of uh guidance and um more of a you know formation of the board because we'll have one member new at least one new member.
>> It it's both. You can't say how you want to make a drastic cut such as the tax reform without telling us what you want to do and change about what you are giving us direction to provide. You have seven pillars right now and a lot of priorities. I don't know how many they are, but you're going to have to whittle
that down. Things will have to change. So, you have to have that to understand where you want the tax reform impacts to be. You can't just say, "Well, just cut $8 million out of the budget, you know, because it passed." Where where do you want the city to look differently? And then we have to go out and execute that.
Well, we have a thousand staff members. I want it to be 800 staff members. Well, what are we going to do with the pillars? Well, now there's seven. Maybe there's five pillars. You know, we're talking about a drastic change to meet that mark. So, it is going to be important that you all talk publicly
about what's more important and what's less important. And I hate it when people say you that you're picking winners and losers, but you're going to have to make some choices where some things that we do now are not as important as we will be able to do
without that amount of revenue. >> Sure. And I understand your logic uh and you know the retreat itself without looming tax reform will take place anyways and we have those annually dedicated for that. But having this new
new thing if it passes uh will need more time. So maybe additional meeting or workshop as a suggestion. I'm not trying to but if we schedule it besides or next to the retreat or maybe right after or
maybe incorporate we'll have more time. But if we don't maybe we we you know it's better better be proactive than reactive. Just a suggestion. I I would really want to have that uh
discussion separately from or part of the retreat as it relates to the tax reform specifically because we all know that's going to affect ours in great extent. I'm done. Mayor, >> thank you.
>> Yeah. >> Uh Commissioner Stokes. >> Thank you, Mayor. Um, first just to address that, you know, Commissioner Pro's concerns and and you know, they're valid if and when this tax reform passes, you know, there we will we will
have be forced to imagine a whole new world. Um, but we will have some time because just the voters approving tax reform doesn't change tax reform. The state legislature is going to spend the next at least full session, if not two
years worth, trying to figure out what kind of legislation to enact to to actually put this tax reform in place. And that may well create some new pathways to funding that local governments, you know, have been asking
for already. And, you know, who knows, maybe there'll be a special taxing district for uh public safety, which would solve a myriad of problems. and and take some pressure off. You know, my guess is that um our concerns and needs here at the local level in Northport are
not terribly different than they'll be everywhere across this state. Every municipality and county government will be screaming and yelling about how they're going to make ends meet and it's all going to come down again to folks. Public safety, which is which is that prime pillar that gets impacted by by
the general fund. move on back to this this meeting. I you know I have a handful of questions that I'll just do my own due diligence on to determine why certain things went up and down. I apologize for not having done that. So it popped out as we went
through these slides, but you know I just want to make a general statement. you know, to balance a budget um where for the most part most of department costs stayed pretty much flat. Um you know, minor ups and downs, but um I I I
think it's it's worthwhile to take a minute to pause and reflect on how challenging that was in light of the growth that this city is experiencing. You know, people say, "Oh, you know, city keeps growing, revenues keep coming, and you know, we just keep
spending more money." Well, this is a this budget's a pretty good indication that, you know, we were able to tighten our belt and meet the challenge. Um, you know, and and there are explanations to why certain things went up and certain things went down. Um, so there's really
just one one area that that I've got concerns with that, you know, I've raised in my one-on- ones and and despite the fact that we're, you know, going ahead and filling seven positions for the police department, um, you know, that were vacant and and that instead of
totally cutting out of our budget, we're we're going to fund I I have great reservations o over our inability to to fund needs. Now, maybe we don't need 40 or 50 new officers, but boy, we sure need a half a dozen a dozen
more. I if if and when property tax reform takes [clears throat] place, it's going to put even a greater pressure. It is the one department in our city that is 100% funded by the general fund. We're just going to be that much further behind the egg wall as far as I'm
concerned. So, you know, I don't know how we do it at this point. It's not my job, nor and it's way above my pay grade to tell you how to do it. But if you could find a half a dozen more positions in the PD to fill, I mean, these are needs. We're going to have to fill them
sooner or later, one way or the other. If there's a way to find how to do this by moving dollars around from other areas, you know, if you ask me, if you don't have a a safe city, you don't have anything. Nobody's going to want to go to the parks. Nobody's want to go live here. Nobody's going to want to come and
do business here if you don't have a safe city. And we have become so accustomed to being safe. Every year our public surveys say infrastructure is more important than public safety. Remarkable. Why? Because we're so safe. Wait till
we're not so safe. And if you don't think it can happen, it happens all over this country over the course of decades when public safety needs aren't addressed. So, that's all I'm going to say on it. Between now and when we pass
the finish line in this budget, I would find some way, even if it involved nicking the uh you know uh the um uh fund balances to make up some of these dollars that we're we need to do. Um I I
just think we're making a big mistake here and we're going to pay for it in the future. And you know, not saying anybody's not doing anything right. I'm just saying that budget pressures being what they are, there's one area of this city government that is first and foremost in my mind. That's public
safety. And I don't think we're doing it justice on this budget. In every other respect, I think this is a killer budget. What you all have been able to do is kind of an amazing task and probably prepare us all for what might be coming next year, which will make
this pale by comparison. So again, kudos to everybody who's worked hard. I hope you can find some dollars to to point towards public safety. And uh May here, that's about it for me. >> All right. Yeah, thank you all very
much. It's great. Um, I've already talked with the city manager quite a few times about and it's not about this budget, it's about in the future and and it's about restructuring and basically we're going to have to look at or you all are going to have to
look at consolidation of services and getting those services into areas out of the general fund and into district funds to where it benefits the city. this that and the other and working on that cuz I seen where on one of the slides where
parks and wreck was going to have to cut out, you know, trees, removals, this that and the other within their parks. Well, if public works or property maintenance has a tree crew, then maybe they take care of that and working
together. We are a city. we we work together, you know, and and revisiting some of the old paths that we took back in the day might need to come back to life again as we move forward because you can consolidate those services and it's just not in trees. It could be
broader than that. So, I give you all kudos. You did a great job and I'll thank you very much on that. Now, on this next one, I think we'll take a little lunch. Are you going to need How long do you think the next one's going to take? further discussion.
>> Oh. Uh, what time is it? >> It's noonish. >> Oh, half an hour. Half an hour. >> We'll do a half hour for lunch and then come back and finish up. >> Okay. >> A public comment as well. >> Oh, okay. Well, I wanted to get it going. So, okay. Public comment. >> Okay. I was going to say
>> John Kresback. Good morning, commissioners. My name is John Kresbach and I'm speaking today regarding the Environmental Resources Advisory Board. Currently, the board is considering attaching arbitrary financial costs to environmental train changes on private property and passing those expenses on to developers. This approach will
dramatically harm new residential and commercial development in Northport by driving up costs. At its core, this potential overreach happens because of a lack of balanced representation. This board is staffed almost exclusively by single focused individuals with zero representation from the residents, builders, or business owners who bear
the financial impact. When a board looks through only one lens, you get one side of policies. A true costbenefit analysis must weigh environmental impact against economic impact without opposing viewpoints. Common sense compromise gets lost. Every unvoted administrative cost
imposed by overregulation acts as an unaffordable tax. It adds no value, delays projects, and drives builders to neighboring cities. When growth stalls, that tax burden falls squarely on existing Northport residents. I urge the commission to take two actions. to require balanced representation.
Restructure advisory boards so effective property owners and business interests have a seat at the table and mandate dual cost benefit analysis. Ensure every environmental proposal is paired with an economic impact assessment focused on affordability. Let's keep Northport balanced and affordable. Thank you for
your time. >> All right, we'll come back at 12:35. >> Perspective. Thank you, Northport Police Department, I want to thank you for having me today. Uh, Kelly from Dispatch, she was awesome. Officer Andahar, he was great. What I learned today was that it takes about a year's
worth of training in order for them to get ready to be on their own in dispatch. It is a super hard job with a lot of super technical points to it. I will see you on the next job. Hi, Jerome Fletcher, city manager, Northport, Florida. I'm here at the
Southwest Water Treatment Plant today on the job. Let's go. The sound of water, calm, simple. Getting it there, that's a different story. The process starts far below the surface. Every step pulls out something
different. All to keep the water clean, safe, and consistent. >> So, we don't have to add anything extra. Then it goes out into the system and people use it. >> Well, thank you for that information. And the fact that we don't add anything like fluoride into our water is important people to know.
>> No, we do not. Everything that comes out of here is soft water. You don't need an uh water softener. >> Oh yes. >> So that's the beauty of RO. And it's just like drinking out of a uh bottle
>> and making sure it stays that way. That's where testing comes in. This is a representative sample of what we have in our clear wells. That way it's always it's a fresh sample. >> Color tells the story. It's not just
seeing pink. It's how strong that pink is. >> Pink is good. >> Pink is good. Pink is really good. The darker the pink, the more chlorine you have, the less of the pink. >> And that's not so good. >> It's a balance. check constantly to make
sure what goes out into the system is exactly what it needs to be. >> The darker green will tell us how much we have for free ammonia which will last longer in the system and it helps produce better um bacteria fighting
chlorine. >> So there's a science to this. >> There is science. >> There is an art and a very good science to it. >> Yeah. So I see it. >> And that kind of precision doesn't happen by accident. Learning this job takes time, thousands of hours of training before you can get certified.
>> It takes uh 2,000 hours. So, basically, it's a year. >> That's a year, right? >> Yep. And then then you can go and you can test for your license. Then you got to do a Sacramento State University book. And then once you get that, then
you can apply for your license. And then your next test is at 6,000 hours. And then that's for your B and then your A is 10,000 hours. >> That level of training keeps everything working. And the work doesn't stop once water reaches your home. The utilities
department doesn't just bring clean water in. They handle the waste water going out with lift stations that need to be inspected, cleaned, and kept running. Once we get it, it's about five to six feet up out of the well before it makes its way out, we can wash the pump
off so we can keep all the uh the sewage in the well as much as possible. Nice thing I have on the water on the deck is we can get everything back in here so that the area is nice and sanitary. >> Lift stations move waste water when gravity won't cut it, serving homes, businesses, and entire neighborhoods. We started to develop a little bit of a
grease here, but we started to dig deep, kind of try to diagnose why we were getting so much grease coming into the station, what we ended up finding. >> Understanding what flows into the system helps crews figure out how to handle it. >> Another beauty point about having our manholes and kind of get an idea of what's going on before it hits the
station so we can kind of have a better idea how to treat it. >> Each station serves different parts of the community. >> The interesting part about this station, it's not only a commercial station, but we also have residential with the apartments here. on 41. That all feeds here, too. >> A lot of what causes problems here is
what goes down the drain. Fats, oils, grease, things that don't belong in the system. >> We see a lot of um doggy bags end up in the station. >> What seems harmless at home can wreak havoc here. >> What happens with those in particular is the plastic gets hot. It sticks to the
inside of the pump and and just as you would uh have damage with something hard coming through, it packs to the inside of that impeller and it reduces its capacity to actually pump or it stops it all together. Anything that goes down a sink or a toilet, >> right?
>> Um it's all going to end up here, which we try to catch it before it gets any any worse, >> right? >> But just something as simple as a t-shirt and a towel will wreak havoc on this pump. When a pump fails, the costs add up for the station and for the plant
downstream. >> The biggest repercussion is it it's more operational cost for us. Um, not only does it cost us money in pumps, um, a lot of times that happens. We got to send the pump out if we can't take care of it ourselves in house. Um, that's
usually more electronical, but what happens is it it drives the cost up of everything. um >> your pumps aren't working as much or as easily as they could. So that drives your electric bill. So it costs more to run the station. >> By the time it gets to the plant, if the plant doesn't know what's they're
treating, it makes it harder for them because now they got to think about what's coming into the plant a little more. >> These crews are usually the first ones to catch something wrong. >> So we're their eyes and ears of what's going on out in the system. And it's just like a nervous system in your body. >> The system depends on people who put in
hours to learn and get certified. The biggest problem that we're facing is uh staffing. Trying to find good qualified people >> that want to come and learn this type of work. A lot of it, some people don't know it exists, >> but trying to get people educated and come out and, you know, see what this
job, their career has to offer is huge for us right now. >> We're getting a lot of new younger guys coming in that are excited about learning a new career or just coming in and, you know, getting their hands dirty. Through being a mechanic, I had a lot of uh nut andbolt science. So, this really came naturally.
>> Right naturally into it. >> It's the kind of job where you're never doing the same thing twice. But, it's been a great place to work. I've been here seven years, learned a lot. I'm still learning every day. One of the greatest thing about the job is it's it's it's a lot of different career
paths in the same job. We're never doing the same thing. A lot of it's plumbing, construction, grabbing a shovel, getting on a piece of equipment. it day to day. It's always different. Always keeps you busy, keeps you thinking. >> Yes. >> Thank you for joining me today on the job here with our utilities department
at lift station 113. Now, [music] I want to say two things we learned today. One, water is dry going in and wet going out. We also want to highlight the 2,000 plus hours it takes to get certified for our technicians in their profession. Most of them are done proactively and not statemandated. I will see you next time
on the job. Pop. Hey. Hey. This is Mike and this is AJ. AJ received a tornado warning to his phone. He knows a warning means there's a high chance a tornado is in the area. He knows to get
a safe room away from windows and exterior doors. He also has some light reading to pass the time. Mike also got a tornado warning, but deleted it from his foe. He didn't take the alert seriously and
stayed outside far too long. And now it's too late. Don't be like Mike. Be like AJ and follow instructions from official sources. [music] >> [music] >> Hey, Northport. My name is James Lawrence with Northport Fire Rescue.
We're going to be talking about the AED and how to use it. >> All right, so I'm going to show you what to do if you find someone who's unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not breathing normally, I'm going to say, "Hey, call 911 and go see if you can
find an AED." And then I'm going to start CPR. The most important thing with the AD is to make sure you turn it on. It's going to give you instructions of what to do. The pads show you where they go.
Once the pads are on, the AED will analyze the rhythm and let you know if there's a shock or not. Once it gives you a shock advised, you'll clear the patient, defibrillate, and then you can start CPR again. >> [music]
>> Parks and Recreation is more than just parks and playgrounds. It's community centers where neighbors gather. fitness classes that promote healthy living and programs that help children learn, grow, and build confidence. It's trails that encourage exploration, aquatic facilities that teach life-saving
skills, and natural spaces that connect us with the environment. It's places like Warm Riddle Springs Park and the Circle of Honor that preserve our history and create opportunities for reflection. From summer camps to special events and everyday recreation, [music] Northport Parks and Recreation helps
enhance the quality of life that residents enjoy every day. Our parks, [music] programs, and people help make Northport a great place to call home. So today marks the completion of a project that reflects the dedication of many people who believe in creating a
meaningful space to honor our veterans, active duty service members, and those who serve [music] and will serve our country in the future. Military service shapes not only the individuals who serve, but also their
families, their communities, and future generations. The values of duty, sacrifice, and commitment stay with you long after your service ends. This is why spaces like the Circle of Honor matter. They create a permanent
place where stories can be shared, sacrifices can be remembered, and future generations can [music] better understand the cost of the freedoms we enjoy every day. >> Veterans Park Advisory Board committee
members worked closely with parks and recreation, contributing thoughtful input on planning and design. Through their dedication, it helped transform [music] an idea into the space that we all stand in today. As we honor this milestone, I would like to recognize
those dedicated [music] Veterans Park Advisory Board committee members, past and present, whose unwavering commitment has been essential in bringing this project to life. And we hold in a special tender [music] memory Angelum Skip Felica Jr. whose passion and
steadfast advocacy [music] were instrumental in establishing this committee and guiding this project forward. This was his vision, his dream. [music] And I just want to thank Pete Emmerick, the Northport
City Hall, and all of the committee members that have helped bring his vision to reality. This circle of honor is a pure indication of a city's commitment [music] to the dedication, the care, and
the remembering of our veterans. The circle of honor will serve as a place for reflection, gratitude for generations to come. Most importantly, it will stand as a tribute to military families whose service and sacrifice made our freedom possible.
May these flags stand as [music] enduring symbols of honor, service, and the unwavering commitment of those who defend our nation. [music] Hey, Brandon. What are you listening to? >> Just listen to my CPR playlist.
>> What's on that? >> Staying Alive. I'm Zach and this is Travis from Northport Fire Rescue. And I'm Brandon and this is Brett from the Northport Aquatic Center. >> Did you know a lot of the songs that you listen to on a daily basis follow the
beats of CPR? 100 to 120 beats per minute. >> CPR saves lives. [music] This is Mike. And this is AJ. AJ received a tornado warning to his phone. He knows a warning means there's a high
chance a tornado is in the area. He knows to get a safe room away from windows and exterior doors. He also has some light reading to pass the time. Mike also got a tornado warning, but deleted it from his phone.
He didn't take the alert seriously and stayed outside far too long. And now it's too late. Don't be like Mike. Be like AJ and follow instructions from official sources. >> [music] >> Hey, Northport. My name is James
Lawrence with Northport Fire Rescue. We're going to be talking about the AED and how to use it. >> All right. So, I'm going to show you what to do if you find someone who's unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not breathing normally, I'm going to say,
"Hey, call 911 and go see if you can find an AED." And then I'm going to start CPR. The most important thing with the AD is to make sure you turn it on. It's going to give you instructions of what to do. The pads show you where they go.
Once the pads are on, the AED will analyze the rhythm and let you know if there's a shock or not. Once it gives you a shock advice, you'll clear the patient, defibrillate, and then you can start CPR again. This is Mike. And this is AJ. AJ
received a tornado warning to his phone. He knows a warning means there's a high chance a tornado is in the area. He knows to get a safe room away from windows and exterior doors. He also has some light reading to pass the time.
Mike also got a tornado warning, but deleted it from his phone. He didn't take the alert seriously and stayed outside far too long. And now it's too late. Don't be like Mike. Be like AJ and follow instructions from
official sources. This is Mike and this is AJ. AJ received a tornado warning to his phone. He knows a warning means there's a high chance a tornado is in the area. He knows to get a safe room away from windows and
exterior doors. He also has some light reading to pass the time. Mike also got tornado warning, but deleted it from his foe. He didn't take the alert seriously and stayed outside far too long. And now
it's too late. Don't be like Mike. Be like AJ and follow instructions from official sources. >> [music] >> Hey, Northport. My name is James Lurrene with Northport Fire Rescue. We're going to be talking about the AED and how to use it. >> All right, so I'm going to show you what
to do if you find someone who's unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not breathing normally, I'm going to say, "Hey, call 911 and go see if you can find an AED." And then I'm going to start CPR.
The most important thing with the AD is to make sure you turn it on. It's going to give you instructions of what to do. The pads show you where they go. Once the pads are on, the AED will analyze the rhythm and let you know if
there's a shock or not. Once it gives you a shock advice, you'll clear the patient, defibrillate, and then you can start CPR again. Northport has over 1,800 m of swelles, canals, and retention ditches, all
working together to move storm water safely through our city. Before the wet season hits, our road and drainage crews are already on the job servicing swailes, clearing culverts, and maintaining the canals and ditches that keep water moving. Water control
structures regulate where storm water travels, protecting neighborhoods, and helping to retain and replenish the water that eventually becomes our drinking supply. It's a big job, and it never stops. Learn more about how Northport manages storm water at northportfl.gov/stormwater.
GV/stormwater. In Northport, families are finding more and more places built just for them. We opened um this past June. We are an indoor play center for children ages 0 to 7. We do open play sessions, birthday parties, special events, and classes
here at the play center. for me. Um, you know, being a Northport resident, there was really not a whole lot in Northport for children. Um, besides the local parks, so it was super important for me to have something in the community to be able to offer to families with young children. You want to have that option
to be able to still get out of the house with the kids, get their energy out, and not have to hike all the way up somewhere with traffic. and you [music] can just go to a spot near you and just make those special memories that are close to home. >> Playtime Paradise isn't the only new
spot making Playtime local. Do the Beach is a immersive indoor adventure park. We are primarily an inflatablebased attraction. We have over 14 different ride attractions scattered throughout the park. with growing young families pouring into Northport and growing the
city, we just knew there was such a need for families to have an outlet and some some good entertainment, active entertainment for children. One of our core beliefs as a as a company is encouraging kids to get involved in active and social play, getting them away from their screens and using their
imaginations. >> From slides to inflatables, dance classes, birthday parties, Northport is growing and so are the options for young families right here at home. The community has welcomed us with open arms. >> We are thrilled to be here. >> It shows families that there's a place
for them um to grow as a young family in Northport. There's a place in Northport that invites you to slow down to see, hear, and feel the world around you. Inside the Garden of Five Senses is Boundless Adventures, a playground where
every child can play, no matter their abilities. Just beyond the playground, the story stroll turns a simple walk into an interactive adventure. Each step reveals a new page or activity, sparking imagination,
curiosity, and [music] conversation. It's a walk, a story, and an adventure all in one beautiful setting. The Garden of Five Senses, Boundless Adventures, and the story stroll, where every visit is a story waiting to be
discovered. >> People call Northport a lot of things. >> Beautiful, >> changing, welcoming. Some have been here for years. >> Some just found it. Some envision new opportunity.
>> It becomes yours [music] over time. >> Not everyone sees it the same way. >> They don't have to >> because at the end of the day, >> it's not about what's [music] said. It's about what it is >> and what it will be.
People call Northport a lot of things. We just call it home. [music] >> Hey, Northport. My name is James Lawrence with Northport Fire Rescue. We're going to be talking about the AED and how to use it. >> All right. So, I'm going to show you what to do if you find someone who's
unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not breathing normally, I'm going to say, "Hey, call 911 and go see if you can find an AED." And then I'm going to start CPR.
The most important thing with the AD is to make sure you turn it on. It's going to give you instructions of what to do. The pads show you where they go. Once the pads are on, the AED will analyze the rhythm and let you know if
there's a shock or not. Once it gives you a shock advice, you'll clear the patient, defibrillate, and then you can start CPR again. This is Mike and this is AJ. AJ received a tornado warning to his phone. He knows
a warning means there's a high chance a tornado is in the area. He knows to get a safe room away from windows and exterior doors. He also has some light reading to pass the time. Mike also got a tornado warning, but
deleted it from his phone. He didn't take the alert seriously and stayed outside far too long. And now it's too late. Don't be like Mike. Be like AJ and follow instructions from official sources.
>> [music] >> Hey, Northport. My name is James Lawrence with Northport Fire Rescue. We're going to be talking about the AED and how to use it. >> All right, so I'm going to show you what to do if you find someone who's unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not
breathing normally, I'm going to say, "Hey, call 911 and go see if you can find an AED." And then I'm going to start CPR. The most important thing with the AD is to make sure you turn it on. It's going to give you instructions of what to do.
The pads show you where they go. Once the pads are on, the AED will analyze the rhythm and let you know if there's a shock or not. Once it gives you a shock advised, you'll clear the patient, defibrillate, and then you can
start CPR again. Hey, Northport. We're your emergency management team and today, June 1st, is the start of hurricane season, which goes all the way through November 30th. Here are five things you can do today to be better prepared. >> First, know your evacuation level. This is what the county will use to call
evacuations in the event of a hurricane. >> Make sure that you have a family emergency plan for your pets, communication, any medical needs, and how you're going to reconnect if you get separated. Next, you want to have a supply kit. Go to ready.gov and look at the supplies you can put into your
emergency kit and have those ready for an activation >> and sign up for emergency alerts here. You're going to get notifications from official sources for any emergency. Last, take photos of your property and have your important information and documents available. If you have to make
a claim with your insurance, have that information and your policy and the phone number you need to call. >> Together, using a whole community approach, we can be a more resilient Northport. So, don't be scared, be prepared, and for more information, you can go to northportfl.govm. >> This is Mike and this is AJ. AJ received
a tornado warning to his phone. He knows a warning means there's a high chance a tornado is in the area. He knows to get a safe room away from windows and exterior doors. He also has some light reading to pass the time.
Mike also got a tornado warning, but deleted it from his phone. He didn't take the alert seriously and stayed outside far too long. And now it's too late. Don't be like Mike. Be like AJ and follow instructions from
official sources. Got it. >> My name is >> item 26-0967 is yours, sir. >> Thank you, sir. This is discussion and possible direction regarding the fiscal year 27 electric utility tax fee
reduction. We do have a short PowerPoint that we want to go through with you. Is it? There it is. Y. Thank you. Uh, so the background here states that Florida statute section 166.231 does
give the city the authority to levage levy a tax on the purchase of electricity within the city at a rate not to exceed 10%. Uh, which our rate has sort of uh gone up over the course of time. February 4th and 91 it was uh
2% as established. Uh 98 2% was reaffirmed. October of 21 it was raised up to 6%. October of 23 6 uh excuse me 6% went to 10%. In January of this year the
commission discussed reducing that rate to offset e Florida power and light rate increases. And the goal there was to say that if their rates went up, we wanted to be revenue neutral. So on March Oh, I'm sorry.
[laughter] I didn't know we had it. >> Sorry. On March 13th of this year, we talked about two reduction options u to for the revenue neutral rate of 6%. and June. In our last time we spoke to you at our budget meeting, we talked about
the fiscal 7 fiscal year 27 recommended budget proposal for the revenue option of reducing our general fund revenue by 51,155. So that was the impact that we had to navigate through as we continue to reach our target goals.
[snorts] the revenue neutral approach. Um, as we look at it, this shows you what it is for, uh, this year, it's actually going from 10% to a 9.4%. And if you look at how we projected over the future, you see a gradual decrease,
which we believe was the intention of this board to say that that revenue rate was at 10%, which was the maximum, and we wanted to continue to see it go down because we had raised it in order to actually balance our budget the last few
years as the past um previously stated. So, as you can see, for the fiscal year of 27, the revenue loss will be $51,000. In fiscal year 28,7 $751,000 and fiscal year 29, $895,000.
So, when you do look at uh how we plan to balance our budget based on whatever challenges we have ahead, this is a revenue that we found to use that we are moving in the opposite direction. As long as we understand that that's that's [clears throat] what we're doing and we're okay with the rationale, we will
continue in that particular direction. So the implement implementation timeline of this um levy must be adopted by ordinance two readings and the effective date must be subsequent to January 1st, April 1st, July 1st or October 1st and
the city shall notify the department of revenue at least 120 days before the effective date. So that's how we would propose [snorts] the earliest estimated effective date for our tax reduction would be April 1st of 2027. Option one, uh we could keep the budget
proposal in approved status to be included in the fiscal year 2027 tenative budget scheduled for your meetings in September of this year. Um the pros for that are we continue progress towards a tax reduction. An eventual tax reduction would directly lower the electricity bills, helping
households manage their living costs and their increased living costs and making local businesses more competitive. It would also show signs of fiscal responsiveness, especially in times of inflation and rising energy prices. Uh the cons is as I stated it decreases
your revenue and we know that less revenue reduces unrestricted funds for the general fund which carries police, fire, good governance, uh parks and other departments. Uh your option two is to deny the budget proposal 3570 and do not include it in
the fiscal 27 uh budget u for your meeting for September. This would align align with proactive financial planning while the property tax reform proposal is pending voter approval. Uh and it lowers the burden on city programs such as general fund dollars including
general uh good governance, police, fire parks, and others. Um the con of it is we would not lower the electricity bill or help households and businesses manage it increasing costs. Number three on page seven is to make
the budget proposal 3570 contingent upon the outcome of the statewide property tax reform scheduled for November. If it passes if it passes, the city would not proceed with the proceed reduction to the current 10% electric public service tax.
If it fails, then the city will proceed with um the tax and reduce the electrical public service tax from 10% to 9.4%. The pros of this, it allows the city to evaluate the fiscal impacts of the property tax reform before implementing an additional tax
reduction, preserving financial flexibility, and supporting a more informed budget decision. The con is it delays potential tax relief for residents uh and businesses and postpones any reduction in electric electricity cost and creates temporary uncertainty until the statewide
referendum results are known. And that is the end of that conversation. Mr. Mayor, we're happy to get some direction on how you would like to go on this important tax topic. Well, I don't see anybody in the queue
right now, but I would like to put out a consensus real quick that uh asked the commissioners if we would move forward with option one as planned before and what we've discussed earlier. >> Got two in the queue now, >> right?
We want to discuss it or do we want to move on with a consensus for option one? Personally, I'd like to hear what everybody has to say. >> Okay. And Commissioner Pro, you're in the queue. >> Thank you, Mayor. Um, question on slide
three, revenue neutral approach. And if we look at 2027, are you taking into account the anticipated growth and more revenue
coming in? Uh and if yes, how and if no, the lost revenues I in my opinion is incorrect because there would be more houses being built especially with
more development that is going on. So is that [laughter] estimated annual revenue to the city does it include the anticipated growth or no? Okay. >> So, we work with SPL um on their estimates. They provide that information
to us and based on their estimates um this um was put together. So, they do estimate growth, but I think it's more conservative. >> Okay. So, not it was nothing on our side as a city. It was more of a them
presenting the anticipated growth. >> Yes, we asked for the information um based on their estimates. um what do they expect um the city of Northport um would bring in in revenues and would
that then we calculated the um rate to the city and what that would look like >> um when we apply the reduction to stay revenue neutral. So in short, it does take into account the growth anticipated. >> Yes. And I can I I would say it does based on what they provided,
>> but it looks like it's more conservative >> more. And another question I have on page two or slide two uh slide two. Um the change from 6 to 10.
um the jump from between 2021 to 2023 the time frame um and I'm sure it was before you you for sure Arena but maybe Julia or the city manager can tell us what was the reasoning to have that jump
of 4%. to balance the budget. >> To balance the budget, >> that's a big hike. >> It's a big hik hike in increase. It's not a huge hike in revenue when you're trying not to raise your millage rates, which we haven't done for seven years.
You're going to try to find other revenue sources that you are legally allowed to take advantage of in order to get there. This was one of them. >> I was here the commission voted on it. [clears throat] >> Okay, that's all. Thank you. Commissioner Dval. [clears throat]
>> Thank you, Mayor. Um, I looked up and I've got a sheet here from the US Energy Administration and they say that the average Florida household consumes 1,200 kilowatt hours
a month. And it just so happens that my last bill was 1,26 kilowatt hours. It's [laughter] just serendipity. Uh based on what we charge right now, I
paid the city $2453. Now, that includes um $9.75 for the franchise fee and $1478
for the 10% tax. That total came to $2453. Multiply that by 12, that comes to $29,4.36 that our citizens are seeing that it's it's a tax.
Um, and a lot of people don't even notice things. Now, I also looked at some figures And I have a [clears throat]
a sheet here from the 2025 budget. And the 2025 budget says that the utility service tax revenues that 10%.
3,95,713 actual in 2023. This year's proposed budget says that 2023 actual was $4,193 or $193,32.
That doesn't match. Um, also the proposed this is from our proposed general fund revenue budget proposal for this year.
um is predicting the 2027 rate at to revenue to be 7,496,740 when the actual 2025 was $8,181,89. In other words, it was larger last year
than it's predicted to be this year. and FPL [clears throat] had a rate increase this year. So, actually, it should be more. Plus, there's more houses, I presume, in Northport this year than there were last year.
Um, so I kind of, you know, question the numbers here and it comes down to uh I'm going to kind of quote
the vice mayor here from our meeting before lunch, you know, where where she mentioned, you know, like millage rate increases. Um, this is a tax that, you know, falls on, you know, you look at a a household of
someone who doesn't make that much money and $294 a year is is a chunk of change. U, we talk about affordable housing,
okay? Well, being able to, you know, heat your house, cool your house, um, all those other little bills that come in, you know, pay your light bill. That's part of affordable housing. Um,
I understand we are in uncharted territory here with what's going to happen in in November. But I'd still like to look at this rate and I just see 5.9%
franchise fee, 10% tax on something that the city does not produce. I'd like to see it go back down at least, you know, in the future, you know, do it gradual, you know.
9% 8% 7 six over a period of four years to get it down to what people pay for tax on an average sale of something when they buy it in a store. Um
this that's my opinion. Thanks Mr. >> Commissioner Stokes God sir. Um the t the taxes that the commissioner is referring to are those all the taxes that we control in the the 10% that this over here like it's all included in
those taxes, right? >> The 5.9% is the franchise fee that is the city that we receive and the public utility >> is ours as well. Um and were these questions that you raised to us in your oneonone last week that we talked to you about to answer your questions so we could have a good answer for you today?
the uh you know these are these are numbers I'm coming up with you know that just [snorts] uh I personally would rather see it go to 9%. >> Okay responsible rather than 944 based on the fact that you know we made more
last year than you're predicting for this year and we're going to have more houses and the rate did go up so you're going to get more on that. >> Yeah and I understand you didn't leave with a question for us. I we would love to have given you a more intelligent answer today based on your numbers that you mentioned had we known about it
before today. So thank you sir. >> I don't I just don't know what you're looking at. It might be just that it's not audited. Maybe it was preliminary numbers. I just don't know what >> Yeah, I can either >> you know I I can give you these. These are right out of our budget books.
>> It's okay. Yeah. Thank you. Thank you, Mr. Mayor. >> Okay. Is that it, sir? >> Yes, sir. All right, Commissioner Stokes. >> Um, yeah, I mean, there is no doubt that, you know, saving anybody a couple
hundred dollars a year matters to to to some people. You know, it's it's it's certainly, you know, real for for people. But um you know I I mean city manager made a point which
is you know this is all part of process of balance in a budget and the [clears throat] reality is that you know for a city that's held its mill rate flat for seven [clears throat] years. We always as a city struggle to find ways to balance
our budget and find revenue sources that, you know, we can take advantage of to balance that budget without cutting services and and amenities beyond what people may be happy about or comfortable with. So, you know, and and I see as going forward, you know, if and when
this tax reform passes, [clears throat] it's going to be such an such a a major impact to how we envision everything we do from our the setting of [clears throat] of of our pillars right on down through all the priorities. So, you know, I I kind of like option three
here because if tax reform doesn't [clears throat] pass, great. you know, I'm all for doing this and and and staying revenue neutral um and winding this number down to to something that's comfortable and put some money back in people's pockets. I'm all for that. But
if tax reform passes, the reality is we're going this city as well as every other city and county government in the state's going to be scrambling to find ways to to basically cover the cost of of basic services and amenities that
people are going to demand. And nobody I don't believe anybody has a clue how impactful that's going to be yet. And uh luckily we'll have a year at least for the state legislature to figure out what ends up before we actually know what we're dealing with here. So I'm kind of
leaning towards option three and u you know that gives us some flexibility and we just see what happens in November. Thanks Mayor. That's all I got. >> Commissioner Petro. >> Thank you mayor. Uh what I was concerned with [clears throat]
with the FBL rate increase being uh implemented in 2027 January 1st 2027 because we taxing people on the amount and that is 10% on on top of on
[cough and clears throat] top of 10% tax we also charge people franchise fee of five point whatever almost 6%. So that's almost 16%. Um but what we failed to acknowledge in our discussion at least
commissioner Dval I think he was trying to say what with implementation of FPL increase uh rates we're going to get more money regardless because the we charging by percentage
so it it is safe to say that at least 9% would be matching their rate increase but We don't lose any dollar income as far as the going reducing the rate because they're going to rate they're going to increase their
rates. That means automatically the revenue for the city is going to be increased. So what Commissioner Deval is trying to say, let's do it nine at least because we still going to be getting the same amount of money. I don't know the exact math. Um I forgot my my cheat
sheet where I did it before when we had the discussion. So I I would be very comfortable doing 9% as well because we as a city we're not losing because we're gonna recoup that money by VR FBL
raising their rates. Um not to mention that we charging franchise fee as well. And that brings me to the to the next question. Um if there's a state statute allowing us to what
percentage we can charge franchise fee on utility. Is there such thing as um cap of franchise fee? Because um franchise fee is different >> and that's we collecting as well in
addition to 10% that we're collecting as a city. Is there a is there a statute which limits the amount that you could collect on the franchise fee? Is that your question? Yes. >> Uh none not none that I'm aware of. No. >> Okay. >> It's just a cap on your tax that you
>> Okay. >> So again to recoup because the the or rephrase my my statement because the rates are going to go up and they did go up a little bit but they're going to go up even further in 2027. We're going to
get automatic rate. one day >> um not great but we're going to get automatic raise in our revenue. So to have said that I think it's conservatively speaking it at at least 9% I think it
was even more than 9% going uh maybe eight or but I'm comfortable doing what commissioner deval proposing and to do 9%. Not 9.4. >> Thank you. [cough and laughter] Vice Mayor.
>> Thank you, Mayor. Now, I'm confused [laughter] because I remember re really clearly >> when we discussed this back in 2023 that going up to 10% was the maximum
allowed by state statute. Can we get some clarity on that? >> That is for public utility tax. That is correct. Up to 10% but the franchise by city. different fee. >> Okay, that's a different >> You're talking about a different fee. >> You were talking about the franchise fee. >> Yes,
>> he was talking about >> I was speaking about Okay, both folks. The franchise fee is >> I have the floor. Okay, >> thank you, >> Mayor. I did have the floor. [clears throat] >> Um, so
>> I I'm inclined uh to throw my chips in with Commissioner Stokes. We are on a cliff facing the restructuring of our taxes. I fully understand that in the court of
public opinion, cost cutting wins us more kudos than increasing fees or costs or taxes. I get it. But
we're running a city, a $350 million budget with just shy of a thousand employees. And we owe the residents and the businesses located in this city to continue to deliver a high level
[clears throat] of service. And there needs to be a balance between cost setting cost cutting and revenue. And I sense a real reluctance um among some members of this commission to not
wrap your head around revenue. We are going to have to find if if the property tax changes go into place, we are going to have to grapple with revenue and that's going to mean more taxes in some shape or form that we're going to have
to decide to impose on the residents and businesses in this city. So, we all need to get over that and wrap our heads around that. Um, so I'll get off my soap box. I I want to wait making any changes until after November and we know what's
happening and I'm getting sort of a >> No, that's for me. [laughter] Well, I was just going to say um what we presented to you, the revenue [clears throat] neutral approach is what the direction was that we were given correct to make sure that we lowered it
and the new number of something lower than that has not been provided to us and Commissioner Pro's what was it frant levy what was it called again the >> franchise >> the franchisee fee was not a part of
that conversation nor I don't did you mention that to us when we met with you last week during your one-on-one so we could see what the nose numbers would look like and bring back what the revenue reduction would be so we could talk about how to offset that through a different means >> you asking a question
>> yeah did you talk about that to us when we met with you last week regarding >> franchise fee was not part of any of our discussions but we all and I >> I mean our discussions your discussions that we met with you to ask if you had any concerns before we got to today so that we could have done some research to
help provide helpful information to the conversation. >> Franchise fee, franchise fee was never brought up. Uh but all assumed that we uh all know that each customer or each taxpayer is paying 10% plus franchise
fee of 5.6. I believe that that's what city collects. So our discussion when we first were discussing this was lowering the the tax not franchise fee
>> which we're talking about today. >> Yes. And just to my my point is whenever you thought of talking about it had you shared that with us then we could have done some number crunching to figure out what the value of that is to say how little or
more it is to reduce to go from what we're doing to what you are proposing. But you're you're >> no you did crunch and you didn't we're not talking about franchise fee. We just brought it up for um awareness that there's also a franchise fee that the city is collecting and we're not trying
to do anything with that right now as we speak. >> Okay. >> Is that it sir? >> Uh so if we go with nine we we're not losing anything as far as the revenue. So I I kindly agree to disagree
uh because if the rates are going up well first of all it takes a year to be implemented if I'm not mistaken correct >> that will be effective April 1st if the commission right now give us concess consent to move forward
>> then if we approve it today >> right but but you made a statement that 9% is not costing us any more or less how do how are you how are you arriving at that >> it's simply simply because the FPL is going to increase their rate, >> right? >> So automatically the city is going to get more money automatically,
>> right? >> So to have said that, it would be prudent and very responsibly to save our citizens from them paying on top of what the FPL is increasing, not to increase our rate
because automatically we as a city we're going to get more money. >> So we so we lowered it. So we we lowered >> to offset that increase >> but it's not quite to that extent. I don't know if you matched the FPL rates. That's what >> FPL provided was with those estimates.
They estimated a growth to the city for fiscal year 2027 of 6.7%. That's with rate increases because we specifically asked what are our projected revenues for the next three years >> and and they gave us the information
that 9.4% would be our new rate to stay revenue neutral per the slide. Are you saying that their numbers are not correct? >> Well, did you take into account another rate increase they're going to do it in 2027? >> They provided the increases. They know
what their increases are going to look like. So they do projections. We received their revenue information that we as the city are driving from Northport customers that they're receiving in revenues. And then we estimated what that would look like at
10%. And then what would that look like to do revenue neutral >> which is what we were told to do. >> I guess we have to come to consensus of what we want to do. So, I'm open for any
discussions, but I'm not willing to do nothing as far as not today because if we miss today, then we're going to have to wait who knows how long. >> That it. >> Yes.
>> All right. Nobody else is in the queue. This is this is my take on this. Um, I wanted to go with option one because that's where the numbers have already been concised and put together and all all of the pertinent information is
in option one. By doing I don't agree with option three because I don't want to be like dangling the carrot on or even intimidating people on their votes for the November referendum. It's like, well, if you vote yes, we're not going
to save you any money. We talked up here in great length on reducing this, reducing it, and saving money for the citizens by going with option one. Yeah, I believe Commissioner Dval said it's like $20 and something dollars. At least
that's a savings this year. next year's budget, y'all are going to have to go through this whole process again because if you're bringing, let's say with Commissioner Pro or Commissioner Dval's suggestion on bringing it down to nine, you may be bringing it back to 10 next year because you don't know what the
numbers are going to be regardless moving forward. So, it's a start. You bring it down to the 9.4. You give the citizens a savings and whatever the elections and the votes are this fall, you're going to realize that. But at
least the savings are there. They're in place. We have moved forward. And I, like I said, I'm not in favor of option three. I'm in favor of option one. Let's move forward. Let's do what we said we were going to do. We talked about it. And now we're trying to change it right
at the final stages of this. And it's great to have the discussions, but the discussions are really going to come next year after the election. So, this is what we said we wanted to do this year. This is what the numbers came out
to. So, my mine is is I'm I'm with option one. So, that's all I got. So, if anybody wants to whip up some consensuses, we can go with that. >> Well, you've kind of >> I did put out a consent. I I did put out
a consensus. Let's try with this. I'm Let's see what we got a consensus for option one. Commissioner Dval in light of the option, you know, the the possibility that I get nothing, then I would go with option one. Getting
something is better than nothing. >> Commissioner Stokes. >> Yeah. Can always deal with next year. Next year. Okay. I'm good with one, too. I like to see people save a couple hundred bucks. Even if it's for one year, I think it's, you know, it shows a
sign that we're trying to help. So, I'm okay with it. $12 a year. >> I'm a yes. Vice Mayer, >> you convince me, Mayor. I'm a yes. >> And Commissioner Petro, >> I'm a yes. >> All right. We have a consensus, a
unanimous consensus on option one. Do we have any public comment? City clerk. >> All right. Now, city manager, I have one last question before I move on to adjourning this. >> Yes, sir.
>> I do believe this this whole commission noticed a very large sea of purple throughout the gallery this [laughter] morning. >> Totally confident. Were you all trying to put us in a hypnotic state or uh I mean was everybody just praying that we
would get through this today with no problems cuz I mean it was I mean even the wife she's in purple but I mean >> she's always >> she's always in trouble but I mean she feels within the land of purple now so she's happy. So >> sir this is your final budget meeting of this style for the eight years that you
have been up there and >> we are we appreciate you. We will miss you and we hope that you've enjoyed these budget conversations as much as we have. >> But I didn't get the memo. I don't have purple on. >> You were supposed to wear it all the time anyway. [laughter] >> I I thought everybody was just agreeing
with Frankie most of the time and and wishful thinking purple. It's [laughter] >> But no, I thank you for that. I think I teared up a little bit, but thank you. >> You're welcome, sir. Mayor, before you wrap it up, um when we dealt with agenda
item 26-0966, like there was no when we wrapped that up, we jumped right to lunch and didn't talk about would anybody be interested in making any kind of consensus. I don't know if that would be appropriate at this time since we moved on from that
item, but you know, is that something we can still entertain since we're still in this meeting? >> Do we need any Well, I I was going to make one. >> Okay. Well, then well, can we go back to revisit that item right now at this point? >> Yeah. >> Okay. We're going to revisit item 26-96.
>> You know, I would just like to hear what each of my fellow commissioners have to send us. I would make a consensus that uh we direct uh city manager to find um uh the the funds without raising any fees anywhere, anyhow, any way, but by
reallocation of dollars. finding another six positions for the police department. >> Okay. >> Do we know what the cost of that is? Um, Mr. Stokes >> cost >> the thought, right? Are you pulling that from where we removed it? I just don't I'm not looking at it right now.
>> No, I'm not talking about the seven that you know six. >> I'm talking another half a dozen positions. >> Which ones? >> I think he's adding to your numbers. So instead of adding seven, you're going to now add 13. >> Believe it's probably less than it's
between $2 and $3 million if I had to estimate a number based on what the seven cost. >> So it's probably a million dollars if we cut half of the It looks like we got 13 on our schedule from CPSM for almost $2 million. So if he's asking for two or
three, >> it's about a million. >> A million a little over a million dollars. [snorts] Even if it came from fund balance, I don't care. I just think we're making a big mistake not putting a little money more money into this into this
department. I I just we didn't do anything last year. We didn't do anything in this year's budget. And with tax reform, we're going to be facing even a bigger challenge going forward. And the population continues to grow. And as I say, we are a safe city now.
until we're not. And once we're not, then everybody want to know how the hell it got here. So that's why I'm curious to hear exactly what my fellow commissioners have to say on this matter. See if there's a consensus or not. >> You got my
>> Did you uh have anything to add to that? City manager. >> No, sir. If it's the will of the board, we will make the adjustment. >> Okay. [clears throat] Commissioner Dval, you said yes. >> Yes, sir. Commissioner Stokes, I'm assuming you're a yes. >> Absolutely. >> I'm a yes. Vice Mayor,
>> I'm a yes. Understanding it it's not going to be an easy slam dunk to hire 13 qualified officers for the city of Northport. So, I would anticipate they would be somewhat staggered through the year anyway and perhaps it wouldn't be
quite the budget impact we think it it could be. So, having said that, I'm a yes. >> Mr. Pro. Yes. >> And just so you know, I'm available after November if [laughter] any of those positions happen to coincide with my expertise. Just
>> you you with a visible gun out on the streets of Northport. [laughter] >> Thank you, Commissioners. [snorts] >> City Clerk. Any final public comment? >> All right, it's 1:15 and we're done for this afternoon. We'll be back this
evening. We're going to be talking about the AED and how to use it. >> All right. So, I'm going to show you what to do if you find someone who's unresponsive. First thing we're going to do is we're going to tap on them. Hey, can you hear me? If they don't respond, I'm going to look to see if they're breathing normally. If they're not breathing normally, I'm going to say,
"Hey, call 911 and go see if you can find an AED." And then I'm going to start seeing Part: 2
This is where we input all the information that we gather over the phone. Um, where we monitor all the calls that are actively going on. We monitor officer status, what they're doing, how long they've been on a call. Uh, we keep in constant contact with them so we know that they're okay.
[music] That's our our top priority is uh officer and citizen safety. Um, so that's something that we're very passionate about. >> At the same time, dispatch is monitoring where officers are and what they're responding to. So that's really helpful if someone calls in on 911 and then hangs up the phone
>> and we don't actually make any voice contact. We still have some place that we can check. We do investigate every 911 call that comes in. Okay. Um so a lot of people don't, you know, don't think that they, you know, are going to get help if they just call 911 and hang up or, you know, but we do send someone
to check on every single one because you never know if they've had a medical emergency or something like that. That responsibility doesn't stop when a call drops or there's no voice contact. Dispatch [music] also has tools to help locate a call when that happens. >> A lot of times um it is other accidental
calls especially with you know um evolving technology, smartphones, [music] it's just a click of a button and you can call 911. So it happens quite frequently that they're not true emergencies. But I'd rather have it you know be be safe than sorry. >> Thank you for saying that because I was
thinking the same thing. You know, you never want to waste the resources of taking them away from where they should be. But I mean, in this day and age, to be able to get someone as quick as possible is [music] just so life saving. >> That level of judgment comes from extensive training and experience. This is serious.
>> Yes, it is a extensive um training process. We have [music] it goes anywhere from four to six months to train as a telecommunicator. >> If I were to call 911, I would want someone that's trained that knows what they're doing. So, um I I don't think that >> they have to be prepared. It sounds like
they are based on your training schedule. >> Yes. Uh we do a lot of training. Uh and we continue to do training. So, once even after they're out of the official um FTO process, we still continue to do training throughout the year. >> Traffic affairs north. You can show me
tonight. >> Out on patrol. Every shift is different and situations can change quickly. any given day is you just never know what's gonna happen because >> it's not a routine. It's not like you have and I'm I'm not trying to detract from what it is that you do, but I think
it's similar in that you have a bit of a routine, you know, you have an agenda and you have stuff that you put and set aside >> absolutely >> to work on some long-term, some short term. Ours is at the is at the whim of life, >> right?
>> We we are uh at the mercy of the radio. um whatever situation arises, no two are ever the same. Um so we never know how busy it's going to be or how slow it's going to be. >> At the time of 9/11, he was working as a
police officer in New York. It was that training and experience as a volunteer fireman that saved me from some serious harm on on the days of the day of and the time after >> well >> 911. Um I learned real fast. I mean
within minutes I was like this is not a cop job, >> right? Wow. >> Um this is this is definitely a firematic event. >> Yes. Um and then I just switch my hats as I had indicated before in conversation
whatever the situation that is presented before you you >> you rise to that level and you use what tools you have >> to fix the situation. >> I'm sure there's no textbook or training that could have truly prepared you for that type of an event. having three in
one and the >> indirectly the location the location is >> indirectly it's the the firematic training is very very intensive and they they train you for all of that >> but you never really anticipate all of that occurring all at the same time.
>> Yeah. A large part of patrol work comes down to observation and situational awareness. >> We're looking for the stuff that doesn't fit. We're not looking to our left or right anymore because we've just passed it >> right. >> We're looking for the things that are way ahead of us. Okay. >> Beyond the pickup truck, we're looking further up to see what it is that's
happening that is >> not normal behavior, the stuff that doesn't fit. >> Okay. The focus is on keeping people safe and preventing problems before they escalate. >> But for the average person, >> I like that. >> Our desire is to make sure that you have
the comfort and safety in knowing that the people around you are driving in the same manner of fashion as well. And we're just the guardians of that. >> You're doing your job. >> Yeah. You know, just making sure that everybody plays nice together. We put on
a bunch of miles and we spend what, an hour and a half, two hours together. >> Yeah, that's right. >> And in two hours of driving through the city, >> everyone was within the compliance of the speed. >> You know what? I think I'll take that. That's [music] a victory, >> right? >> Yeah. I agree.
Good perspective. Thank you, Northport Police Department, I want to thank you for having me today. Uh, Kelly from Dispatch, she was awesome. Officer Andahar, he was great. What I learned today was that it takes about a year's worth of training in order for them to get ready to be on their own in
dispatch. It is a super hard job with [music] a lot of super technical points to it. I will see you on the next job. Hi, Jerome Fletcher, city manager, Northport, Florida. I'm here at the Southwest Water Treatment Plant today on the job. Let's go.
The sound of water, calm, simple. Getting it there, that's a different story. The process starts far below the surface. Every step pulls out something different. All to keep the water clean, safe, and consistent.
>> So, we don't have to add anything extra. Then it goes out into the system and people use it. >> Well, thank you for that information. And the fact that we don't add anything like fluoride into our water is important people to know. >> No, we do not. Everything that comes out
of here is soft water. You don't need an uh water softener. >> Oh yes. >> So that's the beauty of RO. And it's just like drinking out of a uh bottle >> and making sure it stays that way. That's where testing comes in. This is a
representative sample of what we have in our clear wells. That way it's always it's a fresh sample. >> Color tells the story. It's not just seeing pink. It's how strong that pink is. >> Pink is good.
>> Pink is good. Pink is really good. The darker the pink, the more chlorine you have, the less of the pink and that's not so good. >> It's a balance. check constantly to make sure what goes out into the system is exactly what it needs to be.
>> The darker green will tell us how much we have for free ammonia which will last longer in the system and it helps produce better um bacteria fighting chlorine. >> So there's a science to this art.
>> There is an art and a very good science to it. >> Yeah. So I see it. >> And that kind of precision doesn't happen by accident. Learning this job takes time, thousands of hours of training before you can get certified. >> It takes uh 2,000 hours. So, basically, it's a year.
>> That's a year, right? >> Yep. And then then you can go and you can test for your license. Then you got to do a Sacramento State University book. And then once you get that, then you can apply for your license.
And then your next test is at 6,000 hours. And then that's for your B and then your A is 10,000 hours. >> That level of training keeps everything working. And the work doesn't stop once water reaches your home. The utilities department doesn't just bring clean
water in. They handle the waste water going out with lift stations that need to be inspected, cleaned, and kept running. Once we get it about five to six feet up out of the well before it makes its way out, we can wash the pump off so we can keep all the uh the sewage
in the well as much as possible. Nice thing I have on the water on the deck is we can get everything back in here so that the area is nice and sanitary. >> Lift stations move waste water when gravity won't cut it, serving homes, businesses, and entire neighborhoods. We started to develop a little bit of a grease here, but we started to dig deep,
kind of try to diagnose why we were getting so much grease coming into the station, what we ended up finding. >> Understanding what flows into the system helps crews figure out how to handle it. >> It's another beauty point about having our manholes and kind of get an idea of what's going on before it hits the station so we can kind of have a better
idea how to treat it. >> Each station serves different parts of the community. The interesting part about this station, it's not only a commercial station. We also have residential with the apartments here that are here on 41. That all feeds here too. >> A lot of
pleasure. >> Good evening. >> Are we ready now? [clears throat] >> City attorney, are we ready? >> I'm sorry. Yes. >> Okay. I'm going to say good evening again. [clears throat] Today is Wednesday, July 29th, 2026.
It's 501. Yep. Still we're in the city chambers and I call the city commission special meeting to order. Commissioners present are Commissioner Deval, Commissioner Stokes, Mayor Emeridge, Vice Mayor Langden, and Commissioner Pro. There is a quorum present for this meeting. Also present are city manager
Fletcher, city attorney Fuino, city clerk Foss. We got police chief Garrison, and fire chief Titus in the back. I am requesting that all commissioners, public participants, and staff maintain order and decorum throughout this meeting. City commission policy 2021-03
states that attendees shall refrain from engaging in personal attacks and boisterous, immaterial, inflammatory, obscene, profane, or disorderly conduct. Additionally, meeting attendees must refrain from obscene, profane, or
disorderly conduct, including hand clapping, yelling, and similar demonstrations. All of which disturbs the peace and good order of the meeting. Thank you. I'm going to call on Commissioner Pro. Would you lead us in the pledge this evening, sir?
To the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. >> Thank you, sir.
>> I'm going to need a motion to approve the agenda. >> So move. >> Second. >> Have a motion made by Commissioner Stoke, seconded by Vice Mayor to approve the agenda. Please vote. That passes 5 to zero.
Uh public comment. City clerk >> Robin Samosente. Good evening commissioners. As you are well aware the citizen citizenry do not want any type of data center especially at hypers scale one within our city. We are tired and angry to continuously hear about the lack of commercial and industrial
enterprises. You have already reszoned our city in such a way that you are removing our quality of life and rights of quiet enjoyment. We understand the need for change, but not at our expense. We will rise up and do everything we can to ensure this does not happen. We will organize together and use our voices in
every available way in order to have our voices heard and achieve our ultimate goals, which puts the citizen citizenry and environment first. There are no talking points, op-eds, city organized town halls, or media saturation that will change our minds. As commissioners who are supposed to represent the
citizens, we expect you to do what is in our best interest and data centers are not. Carmine Miranda, Commissioner Pro has posted about the data center NDA and the fact that he feels he can talk about it because he didn't sign it. I agree that residents have every right to understand
how decisions are made and that Florida's public records law require disclosure of non-exempt information. However, I think an important point is overlooked. The question is whether discussing important information connected to an active economic development perspective prospect excuse me for [clears throat]
the statutory process runs its course serves the public interest. Florida statute 288.075 protects more than trade secrets. It protects a company's plans intentions and interests on lo in locating or expanding in Florida because the legislature recognized that premature
disclosure can jeopardize projects and place communities at a competitive disadvantage. A company evaluating Northport Fay data center may have legitimate expectation that its interest in the city remains confidential during the recruitment phase. Temporary confidentiality does not eliminate the public public's right to know. It delays
disclosure until the process reaches a stage where the information can be released without harming the co company's interest or the community's ability to compete for economic opportunities. Residents deserve transparency. They also deserve a city that can successfully complete compete for jobs and investment. Those goals are
not mutually exclusive, but they do require careful judgment about timing. If staff and consultants are following Florida law and honoring a valid confidentiality request, they may have limited ability to disclose information until the statutory confidentiality period expires
or the company authorizes release. The issue is not whether information should become public. The issue is whether it should become public before the legal process and economic development process have been completed and the broader responsibility elected officials have when dealing with active perspect
prospects. And that's all ma'am. >> Right. Thank you. Moving on to general business. Item A26-0968. Um, city manager, this is your item. >> Thank you, Mr. Mayor. This item is discussion and possible action regarding the 2026 certification of taxable value
proposed millage and scheduled dates for public hearings. Uh we do have a short presentation to go through with you today and starting on the first slide we're talking about the maximum millage rate. So we are recommending to the board a rate of 3.7667
and that has been the same rate since 2021 producing revenue in adorum of 41,697,000. When you look at the history of our millage rate, this will be the eighth, seventh year in a row of keeping
our millage rate at the same level, which is part of what we talked about a little bit during our conversation earlier today. Meaning that other we fully acknowledge that the millage rate is not the only tax or fee that the city is in control of, but it is the largest
one in our revenue stream and one that people most associate with. So keeping this millage rate the same for this loan is an accomplishment. While other rates have increased, none have increased uh none of the mill rate has increased in that same time period. Uh we look at our
taxable valuations uh going from the last you know 10 11 years we're we have been on an upward swing and we continue that way. The growth of our city has been acknowledged uh locally, nationally. We have been very much praised for the growth in our taxable
evaluations of our city. Uh we know that it cannot last at the same rate forever. But we do believe that people are going to want to continue to come and move here and that is based on the quality of life, the successes that we have and what we provide. People who either moved here 3 years ago or 30 years ago, they
have seen the growth and appreciate where we are. Um the alternative options uh as I mentioned some of the some of what the tax reform is proposing is that you are allowed to use your roll back rate and our roll back rate is 3.824
828284 which is higher than our current rate. So that would bring in $42,380,000 in revenue or an extra $683,000. that requires a majority of the vote, three of the five of you to do that. And
as I mentioned earlier, that could be the starting point of where you start to look at how to offset some of the costs that are going to happen. Um, it does need to be a multi-layered approach to the situation and not just looking all expenses all the time. [music] They've
also put 110% of the roll back rate as a possibility as you move forward annually. uh this roll back rate at 110% would be $4.212 or 46.6 million or an extra $4.9 million
and that would require a 2/3 vote for five of the board in order to pass that. Now, that 1.10 that 10% increase does look aggressive and most likely it is. I think they put that in there to let you know that you would have rates I mean um
you would have options in order to meet the need. Um right here we are looking at a an analysis of the roll back rate and as you can see you know public safety is
still above that line. uh and what we look at when we look at the revenue from the current millillage and the roll back rate and where they intersect. You can see that um the public safety PD fire EM line is above that meaning that we would still have some revenue to go in order
to make sure that we make up for that part of our um general fund. Here you can see a a better breakdown of the general fund by department or division. um police and fire making up roughly 50
8 9% of the actual general fund which is the bulk of it but we know that that can't be the target area of [clears throat] what we're trying to accomplish as we deal with whatever tax reform or whatever budget we're trying to solve for even if it doesn't happen. So, we're always trying
to make sure and as the team did today, a lot of departments chipped in and everyone performed the exercise of how to make sure that we could take care and tackle this problem together as a city and not isolate any one department or division.
The general fund overview um the existing service level 98.2 2 million. Budget proposals were $2.3 million. Reductions were $2 million and our CIP was an additional $446,000
totaling a an amount of 98953 million. When you look at the general fund proposals of $2.3 million, you can see that $810 [clears throat] of that was through the fire department. Um then you
do have uh development services at a million dollars and then a few other funds for information technology city managers and a small one for parks and recreation. What this shows you right here are the reduction that of 2.072
million and here is where and how we got to a lot of 5% of the borrowing exercise. Um the problem with this exercise which will be amplified in next year's exercise of 10% um even though we may not take that 10% we have to perform
that exercise by by law and you have to publish it once you do it. You can't just do it and keep it to yourself. So we are going to see next year um how 10% of a budget reduction uh impacts our
city services and the the quality of those services that we provide. Um it is something we're like I said earlier we'll have to talk about and figure out exactly what the board wants us to do as far as priorities and our pillars and how we move forward. But we we welcome
those conversations and by the time you get back in recess from recess in August and September, we should have more information to share with you just on the pathway forward. You know, as Commissioner Petro mentioned earlier, not waiting till the final minute and making sure that we get out in front of
things is something that we talked about and wanted to do earlier as well. So next steps are uh June 30th of course is certification of taxable value due to the [cough] Minnesota county appraiser. It's tomorrow um August 17th the mill
the estimated mailing date of the trim notices will happen. September 10th will be your first public um budget hearing meeting and the tenative budget and the abalorum mill rates will be announced and September 24th will be your second public budget hearing to adopt the
budget and the abalorum rates. And that is all we have for the presentation, Mr. Mayor, but we're happy to answer any questions you and the board may have. >> All right, get in the queue if you have anything. Anybody
we have any public comment? >> And I'll entertain a motion. I guess I'll make it. Move to direct city manager to submit the 2026 certificate certificate of taxable value with the proposed mill
rate of 3.7667. >> Second. >> Have a motion on the floor made by Commissioner Stokes to the city manager to submit the 2026 certificate of taxable value with the proposed miller rate of 3.7667 made by Commissioner Stokes, seconded by
Vice Mayor. There's nothing to that. Please vote. That passes five to zero. I need another motion for the dates. >> I'll make it. >> Go ahead. >> I move to approve the dates of September
10th, 2026 at 5:01 p.m. and September 24th, 2026 at 50:01 p.m. for the budget hearings. I have a motion on the floor made by vice mayor to approve the dates of September 10th, 2026 at 50:01 p.m. and
September 24th, 2026 at 50:01 p.m. for the budget hearings made by Vice Mayor and seconded by Commissioner Pro. Nothing to that. Please vote. And that passes 5 to Z. Moving on to
item B 26-1014. City clerk, this is your item. Yes. At the um July 21st meeting, commission took action and directed the city manager to schedule a special meeting for the data center moratorum in the month of August. In querying the
commissioners, I could not find a date that all commissioners could be present in the month of August. So, I have provided dates that the majority of the commission can be present for y'all to um determine what date would work best for you or if we should push it until
the September meetings. Okay. And just a reminder, we are just discussing the dates for the meeting in this conversation. We are not discussing any of the other parameters just to set up this meeting. So, Commissioner
Stokes, >> question for city attorney. Is there any impact on our the strength of any legal arguments whether we schedule this like as early
in August as we can versus the first week of September? Is is there I mean does does that period of time have any impact on how the court may look at this? I >> I don't think it's going to have much of
a difference either way. >> It commissioner Stokes. >> All right. Vice Mayor. >> Um just in in looking at my calendar if we wanted to try to adhere to the letter of the law. Monday is August 31st and we
are all back in town. So, we could schedule it then and still be in August. Um, otherwise my only concern would be for city attorney we've never done anything like this. We do have some good
examples. Is would a August 31st give you enough time to do a good job on an ordinance? If that's what if that's what the commission wants, I'll get it done by August 31st. >> But then again, we're looking at September 8th as the alternative. What's
the difference in a week? >> I don't I don't think there would be much either way. >> Okay. Is that it? >> That's it. >> Anybody else? Do we have any public comment? >> Art B. It is extremely important that any meeting be scheduled as far in
advance as possible so that public comment can be the most infor public comment can be the most informed at this time none of the foyer requests dealing with the data centers have been responded to by the city Robin Sambente good evening commissioners we the citizens citizenry of Northport would
like to first the first reading of the data center moratorum item read at a 6 pm meeting in order to allow for full participation of the citizens too much of an important topic to have it held at 10:00 a.m. when the majority of our citizens are at work. Please consider the citizens first in your decision.
Carmine Miranda, Commissioner Pro has posted about this is the exact same public comment that we've received for the last one. Do you want me to read it into the record again? >> I would word for word >> just for legality purposes. I would if it's been submitted for both items.
>> Commissioner Pro has posted about the data center NDA and the fact that he feels he can talk about it because he didn't sign it. I agree that residents have every right to understand how decisions are made and that Florida's public records law require disclosure of non-exempt information. However, I think an important point is overlooked. The
question is whether discussing information connected to an active economic development prospect before the statutory process runs its course serves the public interest. Florida statute 288.075 protects more than trade secrets. It protects a company's plans, intentions,
and interest in locating or expanding in Florida because the legislator legislature recognized that premature disclosure can jeopardize projects and place communities at a competitive disadvantage. A company evaluating Northport for a data center may have a legitimate expectation that its interest in the city remains confidential during
the recruitment phase. Temporary confident confidentiality does not eliminate the public's right to know. It delays disclosure until the process reaches a stage where the information can be released without harming the company's interests or the community's ability to compete for economic opportunities. Residents deserve
transparency. They also deserve a city that can successfully compete for jobs and investment. These those goals are not mutually exclusive, but they do require careful judgment about timing. If staff and consultants are following Florida law and honoring a valid confidentiality request, they may have limited ability to disclose information
until the statutory confidentiality period expires or the company authorizes release. The issue is not whether information should become public. The issue is whether it should be become public before the legal process and economic development process have been completed and the broader responsibility elected officials have when dealing with
active prospects. And that is all. Mayor >> All right. I'm going to request a motion. >> Mayor, if I might, um, I checked, um, September 8th is a scheduled for 10 a.m. meeting. Um, which is a problem. I think
I don't have any problem with the public commenter who said this should be an evening meeting. So, you know, I don't know how we handle that if we, you know, I hate to push it out further into September, but unless we can switch the time of that meeting from 10 till 6.
>> We flipped it before. >> Well, when when city clerk, do you [clears throat] know when the next meeting would be the six o'clock meeting? >> September 22nd. >> That's quite a ways down the road. Uh,
okay. Back to you, city attorney. Would delaying it that longer would have have any adverse effects to what we're trying to do legally? I know we'd like to do it as soon as possible, but >> yeah. Um what date? What was the date?
I'm sorry. >> 22nd, I believe. >> As opposed to I couldn't tell you one way or the other. I think um another week wouldn't matter, but if you can go that far out, you may start running into some problems. Mayor, we could also maybe suggesting since we have the day
meeting, just schedule a special meeting if the city manager is okay for 6 p.m. just for that one item. >> And we could do that. Um, good idea. [clears throat] >> We won't be here, >> right?
>> Got a conflict down there. City manager, >> we couldn't be here during the day on the 22nd because we have a court validation hearing that's going to creep into that very quickly. on the 22nd. >> We're talking about the 22nd. We're talking about the evening. >> Talking about the 8th going to be
evening, but you're talking about the 22nd being in the day because you do the opposite. Correct. >> No, we're talking about not waiting until the end of September, having it on the 8th, having a special meeting at 6:00 at >> p.m. So, what time would you have the
day meeting on then? >> That's scheduled for 10 as it sits right now. >> Right on the 22nd. 10:00 is on the 8th. [clears throat] >> They're saying to keep the keep the 10 a.m. meeting on September 8th, regular meeting and a special meeting at 6:00
p.m. for just the one item, >> first reading of the ordinance >> and keep the 22nd where it is. >> Yes. >> Yes. because we're doing the best we according to I mean we've changed this before city clerk to where we've done our best to do it on a day and a night
meeting but we have done meetings to where it's been both daytime and both nighttime. So why would this differ in that category? We could still do >> the 6:00 at night and then the 6:00 on the 22nd and still >> yes >> get it done. I'm just saying I don't
mind them both being in the evening. >> Right. You're breaking your the practice. I was going to >> Yes, but we've broken it in the past before. That's what I was trying to get at for >> citizen consumption. We just do them both at night. So, >> okay, >> that that's even better for the citizenry.
>> Except the ones who want to come during the day, which is why you have the practice. But >> I understand that, sir. >> I just work here. >> I don't [laughter] for now. for now. >> We we we could [clears throat] simply flip >> the times and [snorts] do the meeting on
the 8th at 6 and do the meeting on the 20 whenever it is at 10:00 and just flip the times >> and now they're not where I was. >> You can't be here for that. We can't do that on the 22nd. >> So, we won't have the official quorum
for city manager and attorney, you know, have them both at night. >> Yeah. And that would be fine. [clears throat] or or we could simply schedule a second reading during a special meeting as well. Do both in a special meeting and not have to spread it out for a whole
month. I mean, the whole idea here is while there may I asked a question of of city attorney because I wanted to make sure that there wouldn't be any legal prejudice in terms of the court on this, but there's also the fact that we want this before us. We don't want this can
kicked down the road for a month, two months, three months. People are concerned about this issue. Absolutely. >> And the sooner we address it and the sooner, >> in my personal opinion, we put a moratorum in place, the happier I'll be. So to if we could do it tomorrow, I'd be happy to do it tomorrow. So if the
earliest is the 8th of September, so be it. Let's do it a special meeting and let's just get it done. >> Mayor, if I may, >> I'll call on you. >> City, are you done? City attorney. >> Well, he was in the I want to give him preference. I'm sorry if you want to go
that route. Someone I think the vice mayor said August 31st. You do a special meeting August 31st. You can do the second meeting on August 8th. >> Is that enough time between the meetings? >> Yes. As long as the second meeting is more than 10 days before publication, it'll be fine.
>> It' only be nine days. If you do it the first and then you do the ETH, that's >> however you want to do it. I was going to suggest that. >> No, that's fine. Go ahead, Commissioner Petro. Yeah, I was going to say same thing as the city attorney said. U but basically our motion was that we do it
in the month of August. So my my plea is let's let's stick to that motion um and not wait till September all the way till September. Maybe we can do it earlier and if one of us is missing and the quorum is there
and we unanimously vote on [clears throat] the motion. So I foresee no major changes on that end as far as the actual ordinance to be passed. >> I see you trying to get
>> speak isn't working. >> I see you trying to get in there. But with that said, you know, everybody makes plans and stuff like that. So if I don't think it's fair that we have a meeting without a full board. I don't think it's fair. I mean, we have to make
concessions to where we can meet when everybody can meet. I mean, what if you had stuff that you were going on and we just met without you? It wouldn't be fair to you. So, we that's why we need to discuss having this meeting in and for everybody. So, commission or vice
mayor, go ahead. >> Yeah, I just think that this topic is too important to not have a full board. >> I agree. A 30 person would work as the city attorney. at night >> again. Which date?
>> 31st >> and that would be a night meeting. Correct. >> Uh city manager, you're in the queue, sir. Go ahead. just for your consideration uh when the we knew that when we thought the date was going to be on September 8th and I don't think we can really change it too much around anyway just
based on flexibility we are preparing the first u workshop for outreach for this topic on September the 3rd which was going to be in advance of your your first meeting of the 8th that meeting is uh one that [snorts] will be in front of you as a workshop in here with allows
you comment and public comment with an FPL representative to talk about the power side, electric side of the conversation. Uh, Peach River representative will be here to talk about the water side of the conversation. We've identified a
um data center that's within range roughly outside of Orlando that we'll recommend that if you want to go see one, go visit it before that time so you can actually see it yourself. staff will do the same thing and then that way that'll be the first time that you'll
actually have some more independent observations and data in order to help you as you begin the topic of conversation. I don't think if you choose to make your first time the 31st is going to impact that in a very negative way but just making sure that you're aware of it and you make your
decision on your date. Thank you Mr. Mayor. Yeah, but it may impact it too with the broad strokes of thinking about different avenues and what what's being projected too. So I'd rather have more information prior to this meeting than less, >> which is why Yeah. No, I appreciate
that. Um I'll entertain a motion, but I' I'd be leaning towards the 8th. >> I'll make it. >> Go ahead. I make a motion that we schedule the first reading uh on the 31st at 6:00 via special meeting. >> Second.
>> Have a motion on the floor made by Commissioner Stokes to have the first meeting on August 31st at 6:00 p.m. Seconded by uh Commissioner Pro. There's nothing to that. Please vote.
[snorts] There we go. And that passes 3 to two with myself and vice mayor dissenting. Vice Mayor, do you have anything to >> Yeah, I I just say if if we don't take advantage of more information, then my
concern is we are running on emotion and not on facts. So I'm way more inclined to go back to the ETH and have an opportunity to have our workshop and I would very much like
to visit a hypers scale data center and and see it for myself. I've not had that opportunity and I think it would be good for all of us to have that opportunity to learn. Really important that we make our decisions based on facts.
would be appropriate to comment on that because between first and second reading we have plenty of time to do that. >> Well, I guess you just commented on that. >> Yes, I did, didn't I? >> Okay. Yeah. And [clears throat] now I'm going to give my reasonings why and then you can comment on that too if you
choose. Now, I was on the same boat of this. I wanted more information prior to that. And one thing I was going to ask city manager though is maybe to where prior to the August 31st if you could
get some not not a a scheduled workshop or anything like that, but I would be available to have like one- on-one uh time with either some of these vendors or just a brief synopsis with y'all and staff on a one-on-one prior to the 31st
about any new stuff that's coming up, you know, different types of um technology that they're using. And also with the on-site visit, was that going to be planned throughout August if we could possibly go to the on-site plan?
>> Yes, the on-site is going to be for you to schedule. So, you could all go most likely independently. You all be there >> on your own leisure. the the independent information that will come from FPL directly in Peace River, we will not
have before they come to our site, but we're happy to talk to you about what we know as you requested, you know, in the month of August to help you in any way we can. But I think their in-person ability to present and answer questions from you and the community is going to
be extremely helpful in your decision-m. Yeah, I understand Commissioner Stokes saying, you know, in between first and second reading this, that and the other, but you know, I'd like to have information prior to the first reading. Just that's my own personal >> Yes, sir.
>> point. But >> anybody else got anything to say? >> Well, yeah, >> city attorney. >> And and just so I'm clear, are we going to have the second reading on September 8th?
It's not that's not 10 days though. >> Well, it has to be 10 days from when >> we can do another special meeting after the 10 days is up. >> But what the what the statute requires is that the second reading be heard 10 days after publication in the newspaper.
So if we publish it, we have time. >> We can publish it before first reading to have time >> as long as the title doesn't change, which it shouldn't. >> Correct. And if it changes and then we just move it to third reading anyway. So if you want to do it on if you want to do the second reading on September 8th,
we can. We just want to make you can make that decision. So we can schedule a quarter >> and that would be throughout the daytime meeting. Correct. Or we're going to do special because we're going to do the 31st at 6 >> and then we'll do the daytime on the
8th. >> Yes. >> Okay. I want I will look for a motion for that. Somebody make a motion. >> Yeah. Make a motion on the whole the entire >> just for the eth for the second reading. >> Make a motion that the uh second reading
for on the uh be held on the eth as part of the regular ordinance procedure. >> Yeah. Yeah. Okay. Got a motion on the floor made by Commissioner Stokes to confirm the date of the ETH for the second reading of the
ordinance. Um, do I have a second? >> Second. >> Seconded by Commissioner Pro. If there's nothing to that, please vote. >> That passes [clears throat] five to zero. You need anything else? City attorney, city manager, city clerk? [snorts]
>> Nothing. >> Everything good on this subject? You got any final public comment? Yeah. [snorts] >> All right. It's 5:34. I adjourn this meeting. >> The drinks. Fats, oils, grease, and
things that don't belong in the system. >> We see a lot of um doggy bags end up in the station. >> What seems harmless at home can wreak havoc here. >> The plastic gets hot.