MEMORANDUM
TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka
FROM: Max Royle, City Manag~
DATE: November 27, 2017
SUBJECT: Continuing Your December 4th Meeting
With a total of 14 candidates for the Interim City Commissioner position, it's likely that all the time for your regular December 4th meeting will be taken up by the interview and selection process. However, if any time remains, we ask that you hold the public heating for the final reading of Ordinance 17-08, because the public hearing has been advertised for that date.
However, if you don't havE:: time on December 4th for the hearing, then we ask that you simply th continue the meeting to either Tuesday, December 5 , or to the following Monday, December th 11 • There are a number of agenda items that have been carried over from previous meetings. It would be helpful if you could, for your January meeting, begin the year fresh with as few carry over items as possible.
Concerning other items on the agenda, please note the following:
a. Because persons will have to travel to present the Distinguished Budget Presentation Award, we'll postpone the presentation to your January meeting.
b. We expect that people will attend your December 4th meeting because of their interest in one or more of the following topics:
Agenda Item #6, Approval of Drainage Improvement Projects: The pt Street and Sandpiper Drive residents who have requested the improvements may be at your meetings to speak to you about their requests.
Agenda Item #7, Plastic Bag Ordinance: We notified all the retail businesses in the City that use plastic bags that you will discuss the proposed ordinance at your December 4th meeting. The notification was sent before we were aware that there would be 14 Interim Commission candidates. Some business owners/managers may want to talk to you about the ordinance.
Agenda Item #18, Election of Mayor and Vice Mayor: Though the term of each officer won't begin until January l5t, we usually ask the Commission in non-election years
A when there are no changes to the Commission to elect the Mayor and Vice Mayor at the December meeting. There may be citizens who want to speak to you about which Commissioners they think should be elected to the positions.
ACTIONS REQUESTED
It's that Mayor O'Brien announce before the interviews begin that the meeting may have to be continued to either the next day, or the following Monday, and that citizens who may want to speak on particular topics are invited to stay, but if the December 4th meeting runs late, discussion of their topic of interest by the Commission may not happen until the continuation meeting.
B AGENDA CITY COMMISSION MEETING City Hall CITY OF ST. AUGUSTINE BEACH 2200 AJA South DECEMBER 4, 2017, 6:00 P.M. St. Augustine Beach, FL 32080
NOTICE TO THE PUBLIC
THE CITY COMMISSION HAS ADOPTED THE FOLLOWING PROCEDURE: PERSONS WISHING TO SPEAK ABOUT TOPICS THAT ARE ON THE AGENDA MUST FILL OUT A SPEAKER CARD IN ADVANCE AND GIVE IT TO THE RECORDING SECRETARY. THE CARDS ARE AVAILABLE AT THE BACK OF THE MEETING ROOM THIS PROCEDURE DOES NOT APPLY TO PERSONS WHO WANT TO SPEAK TO THE COMMISSION UNDER "PUBLIC COMMENTS. "
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. APPROVAL OF MINUTES OF REGULAR CITY COMMISSION MEETING ON NOVEMBER 6, 2017 AND CITY COMMISSION WORKSHOP ON NOVEMBER 7, 2017
V. FILLING VACANCY ON THE CITY COMMISSION
A. Interview of Candidates in Alphabetical Order
1) Ms. Rosetta Bailey 2) Mr. David Bradfield 3) Dr. Patricia Gill 4) Mr. Jeff Holleran 5) Dr. James Kaye 6) Mr. Kevin Kincaid 7) Ms. Patricia Wittman Kreis 8) Mr. Michael Longstreet 9) Ms. Roberta Odom 10) Mr. Thomas Reynolds 11) Mr. Dylan Rumrell 12) Mr. Donald Samora 13) Mr. Ernesto Torres 14) Ms. Kay Watkins
B. Swearing in of Candidate Elected
VI. ADDITIONS OR DELETIONS OF THE AGENDA
VII. CHANGES TO ORDER OF TOPICS ON THE AGENDA VIII. PUBLIC COMMENTS
IX. PRESENTATIONS
A. Distinguished Budget Presentation Award by the Florida Government Finance Officers Association
B. Introduction of Mr. Brian Law, the City's New Director of Building and Zoning
C. Tree Board/ Beautification Advisory Committee Matters
1) Re-Appointment of Three Current Members
a) Ms. LeaAnn Lombari b) Ms. Ann Palmquist c) Mr. Craig Thomson
2) Interview of Ms. Kay A. Watkins for Position of Regular Member
D. City New Year's Eve Fireworks Show:
1) Report by Events Coordinator, Ms. Hala Laquidara, Concerning Preparations 2) Report by Chief Financial Officer, Ms. Melissa Bums, Concerning Financial Controls
X. PUBLIC HEARINGS
1. Ordinance 17-08, Final Reading: to Vacate Eastern Part of Alley, Block 34, Coquina Gables Subdivision, East of Al A Beach Boulevard between A and B Streets (Presenter: Mr. Gary Larson, Building Official)
SUGGESTED TIME: 5 Minutes
XL CONSENT
2. Resolution 17-09, to Declare Certain Items of City Property as Surplus and to Authorize their Disposal
3. Budget Resolution 17-24, to Amend the General Fund FY 18 Budget to Appropriate $5,000 for Overtime Costs for the Finance and Administration Department
XII. OLD BUSINESS
4. Land Development Regulations: (Presenter: Mr. Jim Wilson, City Attorney)
A. Consideration of Engaging Land Planning Consultant, Ms. Lindsay Haga, of England, Thims and Miller to Assist with Determining Changes B. Consideration of Scheduling Special Meeting in December to Make Decisions Concerning Changes
SUGGESTED TIME: 10 Minutes
5. Temporary Repair of Mizell Road Retention Pond Weir: (Presenter: Mr. Joe Howell, Public Works Director)
A. Award of Project
B. Budget Resolution 17-25: to Amend the FY 18 Road/ Bridge Fund Budget to Appropriate and Money Project
SUGGESTED TIME: 10 Minutes
6. Request for Approval of Drainage Improvement Projects: (Presenter: Mr. Joe Howell, Public Works Director)
A. East End of 1st Street
B. Section of Sandpiper Drive
SUGGESTED TIME: 10 Minutes
7. Request by Vice Mayor George to Discuss Proposed Ordinance to Ban the Sale, Use and Distribution of Single-Use Plastic Bags by Retail Establishments in the City
8. Performance Review of Police Chief and City Manager: Discussion of Evaluation Forms and Linking Them to Strategic Plan Goals (Presenter: Mayor Rich O'Brien)
SUGGESTED TIME: 10 Minutes
9. Overtime Pay for City Employees: Resolution 17-07, to Add Section XII.5.G to the Personnel Manual for Calculation of Overtime Pay for Employees Who Work at City Sponsored Events and for City-Required Meetings (Presenter: Ms. Melissa Bums, Chief Financial Officer)
SUGGESTED TIME: 10 Minutes
10. County Pier Park: (Presenter: Mayor Rich O'Brien)
A. Continuation of Discussion of Private / Public Partnership Possibilities
B. Consideration of Appointing a Citizens Advisory Committee to Develop a Vision Plan
SUGGESTED TIME: 10 Minutes
11. Youth Recreation Programs Options: (Presenter: Mr. Max Royle, City Manager) SUGGESTED TIME: 10 Minutes
12. Non-Ad Valorem Assessment for Solid Waste Disposal: Request to Keep Rate of $74 per Residential Unit for 2018 (Presenter: Ms. Melissa Bums, Chief Financial Officer)
SUGGESTED TIME: 10 Minutes
XIII. NEW BUSINESS
13. Dune at 12th Lane: Request by Dr. and Mrs. Grimes for Approval to Have Public Path Over it.
14. Policies Concerning Commission Meetings: Request by Commissioner Kostka for Clarification
15. Investment Policy: Changing It to Have City Follow State Law (Presenter: Ms. Melissa Bums, Chief Financial Officer)
SUGGESTED TIME: 10 Minutes
16. Strategic Plan: Implementation of Goal Concerning Additional Revenue Sources: Continuation of Discussion of Non-Ad Valorem Assessment to Pay Solid Waste Collection Costs (Presenter: Mr. Joe Howell, Public Works Director)
SUGGESTED TIME: 10 Minutes
17. January Commission Meeting: Scheduling Date for it Because of New Year's Day Holiday on the First Monday
18. Election of Mayor and Vice Mayor for 2018
XIV. COMMISSIONER/ STAFF COMMENTS
XV. ADJOURNMENT
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NOTICES TO THE PUBLIC
1. HOLIDAYS. In December and early January, the City will observe the following holidays:
a. HALF A DAY on Friday, December 22, 2017. City offices will close at NOON. City solid waste collection will be normal for residents whose normal day of service is Friday;
th b. CHRISTMAS DAY, Monday, December 25 , City offices closed. Residents scheduled for household waste pickup on Monday will have pickup on TUESDAY. c. NEW YEAR'S DAY, Monday, January 1, 2018. City offices closed. Residents scheduled for household waste pickup on Monday will have pickup on TUESDAY.
2. BEAUTIFICATION ADVISORY COMMITTEE/ TREE BOARD. It will hold a workshop meeting on Friday, December 1, 2017, at 2:00 p.m. and its regular meeting on Thursday, December 7, 2017, at 6:00 p.m. in the Commission meeting room at city hall.
3. COMPREHENSIVE PLANNING AND ZONING BOARD. It will hold its monthly meeting on Tuesday, December 19, 2017, at 7:00 p.m. in the Commission meeting room at city hall. Topics on the agenda may include: a. request for home occupation for a real estate office at 213 8th Street; b. Commission request for Board to review tree regulations.
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NOTE:
The agenda material containing background information for this meeting is available on a CD in pdfformat upon request at the City Manager's office for a $5 fee. Adobe Acrobat Reader will be needed to open the file.
NOTICES: In accordance with Florida Statute 286.0105: "If any person decides to appeal any decision made by the City Commission with respect to any matter considered at this scheduled meeting or hearing, the person will need a record of the proceedings, and for such purpose the person may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based.
In accordance with the Americans with Disabilities act, persons needing a special accommodation to participate in this proceeding should contact the City Manager's Office not later than seven days prior to the proceeding at the address provided, or telephone 904-4 71-2122, or email [email protected]. MINUTES CITY COMMISSION MEETING City Hall CITY OF ST. AUGUSTINE BEACH 2200 AJA South NOVEMBER 6, 2017, 6:00 P.M. St. Augustine Beach, FL 32080
I. CALL TO ORDER
Mayor O'Brien called the meeting to order at 6:00 p.m.
II. PLEDGE OF ALLEGIANCE
Mayor O'Brien asked Police Chief Hardwick to lead the Pledge of Allegiance.
III. ROLL CALL
Present: Mayor O'Brien, Vice Mayor George, Commissioner England, Commissioner Kostka, and Commissioner Snodgrass.
Also present: City Manager Royle, City Attorney Wilson, Police Chief Hardwick, Chief Financial Officer Bums, City Clerk Raddatz, Building Official Larson, and Public Works Director Howell.
IV. APPROVAL OF MINUTES OF THE FINAL BUDGET HEARING ON SEPTEMBER 28, 2017, SPECIAL CITY COMMISSION MEETING ON SEPTEMBER 28, 2017 AND REGULAR CITY COMMISSION MEETING ON OCTOBER 2, 2017
Mayor O'Brien asked for a motion to approve the minutes.
Commissioner Kostka requested amendments to the Regular City Commission minutes of October 2, 2017.
Motion: to approve Regular City Commission meeting minutes of Final Budget Commission Meeting of September 28, 2017, Special Commission Meeting of September 28, 2017 and the Regular City Commission Meeting of October 2, 201 7 as amended. Moved by Mayor O'Brien, Seconded by Commissioner Snodgrass. Motion passed unanimously.
V. ADDITIONS OR DELETIONS OF THE AGENDA
Mayor O'Brien asked ifthere were any additions or deletion of the agenda.
City Manager Royle advised that Item 1 regarding the flood plain ordinance should be deleted from this agenda due to the State of Florida changing language.
1 Mayor O'Brien moved on to Item VI.
VI. CHANGES TO ORDER OF TOPICS ON THE AGENDA
Mayor O'Brien asked if there were changes to the order of topics on the agenda. Being none, Mayor O'Brien moved to Item VII.
VII. PUBLIC COMMENTS
Commissioner Snodgrass asked Mayor O'Brien for a moment to speak. He commented that it has been a real privilege to serve as City Commissioner for the nearly 7 years, including two terms as Mayor. He explained that when he was first elected to the Commission, there were approximately 16 meetings a year and in 2014 - 2015 it was up to 17 meetings. He remarked that last year 27 meetings were held, which is a 60% increase from prior years. He stated that there have been multiple meetings this year beyond the normal schedule and the meetings started an hour earlier than in the past. He advised based upon this Board's agenda management, presentations, and public comments will make the number of meetings likely to increase. He explained that during his tenure he has attended all but two meetings held, but unfortunately it has been exceedingly challenging to meet his civic, business and personal commitments. He commented that changes to his schedule are necessary. He advised that after careful consideration and consultation with his wife, he concluded that it would be best for him, his family and the City for him to resign as City Commissioner effective after his remarks this evening. He commented that the status of the City is solid, public safety is the top priority and is being accomplished by a fully accredited law enforcement agency. He explained that finances will be improving by budget savings and the Florida Communities Trust Grant. He commented that it is projected that by the end of this fiscal year, our unassigned fund will be approximately $2 million. He explained that the Commission has protected and preserved green space for generations to come with the purchase of the former Maratea property. He commented that steps have been taken to ensure that building heights will not exceed 35 feet and are updating the Strategic Planning effort, which enables the Commission to identify and address priorities in a thoughtful way. He remarked that the Commission has implemented a paid for performance program for the City employees and provide the employees and their dependents with health care insurance and the Commission implemented policies that respects all people in the community. He advised that the Commission is ensuring that the beach renourishment project is being conducted on a timely basis. He remarked that the state of the City is very good. He said as a parting gesture, he and his wife Patsy will underwrite the Holiday party for City employees and give a $2,500 gift to the local YMCA to establish scholarships for St. Augustine Beach children. He concluded wishing the Board, the outstanding City staff, City Manager Max Royle, and Police Chief Robert Hardwick and their colleagues continued success. He advised that in his view they are doing a superb job in managing this City. He bid the citizens a fond farewell.
Mayor O'Brien advised that Commissioner Snodgrass was a mentor for him and explained that his terms of best practices, spirited discussions, and other sayings were uniquely his own. He commented that he contributed a great deal and the Commission will definitely miss him. 2 Commissioner England advised that working with Commissioner Snodgrass has made her realize his leadership qualities, knowledge of the budget, as well as so many things that he has done as part of the Commission. She remarked that she would miss him.
Vice Mayor George echoed the comments said before and advised that she was surprised. She wished his family well and stated how generous he was for making those gifts and thanked him for doing that. She advised that she has learned a lot from him and hopes if the City needs him on human resources matters, that he would be willing to help. She thanked him for his service.
Commissioner Kostka advised that she would miss his presence, experience, advice, and input on the Commission. She thanked the Snodgrass family for their donations to the City and for the time that Commissioner Snodgrass served.
City Manager Royle advised that he has learned a lot from him and explained that during the Police Department changes he saw the strength of Commissioner Snodgrass and how he handled himself as Mayor at that time. He explained that he took his responsibilities extremely seriously and wanted the City to move forward in a very positive way to resolve the police issues and the outcome with Police Chief Hardwick and his staff has been excellent. He commented that he will be truly missed.
Discussion ensued regarding what the Charter advises regarding filling the Commission vacancy.
City Manager Royle advised that if the Commission does not appoint someone within 60 days from tonight, a special election would have to be held to fill the vacancy. He advised that at the Regular Commission meeting in December, the Commission could vote on applicants. He explained the terms to run for office, which are that the applicant must be a resident since November 2016 and be a registered voter in St. Augustine Beach, which are the same criteria for elected office.
The Commission agreed with the terms.
Discussion ensued regarding advertising and requirements needed.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Rich O'Brien, 812 AlA Beach Blvd., St. Augustine Beach, FL, advised that the fence at 812 F Street was approved and is less than eight feet on the side and the rear of the property (See Exhibits 1-3). He asked Building Official Larson if his fence was in compliance.
Building Official Larson advised that the fence was in compliance.
3 Sandra Krempasky, 7 C Street, St. Augustine Beach, FL, explained that the fence does not conform to A 1A Beach Boulevard scenic highway and should have lush landscaping, not a fence.
Mayor O'Brien responded that the landscaping has not been started and will be done well when completed.
Robert Kahler, 29 Sunfish Drive, St. Augustine Beach, FL, commented that he wished Commissioner Snodgrass well, even though he didn't always agree with him. He explained that he didn't like the way the Commission spends money.
Craig Thompson, 6 D Street, St. Augustine Beach, FL, complained that the calculations for impervious surfaces or lot coverages were incorrect and that was why the City is getting mushroom shaped houses and drainage problems.
David Bradfield, 3 4th Street, St. Augustine Beach, FL, read a letter regarding the fence on F Street not being on the owner's property and would send code enforcement out to check the issue.
Dr. James Kaye, 45 Sandpiper Drive, St. Augustine Beach, FL, advised that there was a standing water issue on Sandpiper Drive, which causes health hazards. He thanked Vice Mayor George, Commissioner England and City Manager Royle for correcting the problem so quickly.
Commissioner England asked residents to contact the Commission if there is a water issue.
Debbie Riggs, 48 Sandpiper Drive, St. Augustine Beach, FL, agreed that there is a water problem on Sandpiper Drive and asked what the liability would be if a child becomes ill due to the stagnate water.
Richard Aeh, 46 Sandpiper Drive, St. Augustine Beach, FL, advised that the water stands in front of his house and asked to have the drainage corrected.
Nina Lafleur, P.O. Box 840158, St. Augustine, FL, thanked the Vice Mayor for taking care of the emergency situations especially after the storms and suggested endorsing Vice Mayor George for Mayor.
Ed Slavin, P.O. Box 3084, St. Augustine, FL, requested questions to be answered when the public ask them on the record. He asked Mayor O'Brien to resign and advised that public records requests should be free. He requested Building Official Larson to resign by December 31, 2017.
Jan Thomas, 672 Sun Down Circle, St. Augustine Beach, FL, advised that her daughter, Vice Mayor George, is doing a great job for the community. She advised that no one knew that Mayor O'Brien would be putting in a plastic fence at his properties.
4 Merrill Roland, 6281 Old Dixie Drive, St. Augustine, FL requested that the Public Works Department remove the portable toilet from the ADA parking space at Lakeside Park on Veterans' Day.
John Grapsas, 7 16th Street, St. Augustine Beach, FL, commented that he was tired of negative attacks at the meetings and requested everyone speak to the Commission with respect. He asked for positive feedback and to get involved.
Ann Palmquist, 213 10th Street, St. Augustine Beach, FL, thanked Commissioner Snodgrass for his service and his approaches to issues. She advised that she was concerned about her water drainage problem near her home.
Dr. Patricia Gill, 218 B Street, St. Augustine Beach, FL, thanked Commission Snodgrass for being involved with the Maratea property. She advised that the community does not want the fence on Mayor O'Brien's properties and asked that he listen to the community and remove the fence.
Tom Reynolds, 880 AIA Beach Blvd., St. Augustine Beach, FL, advised that he caught Mayor O'Brien destroying the dunes, Commissioners using their private emails, and Commissioners not obeying the Sunshine Laws. He commented that he pushed Commissioner Snodgrass to leave because he doesn't follow the rules. He requested a recall campaign for Mayor O'Brien.
Eddie Fleming, 5829 Mora Place, Elkton, FL, thanked Commissioner Snodgrass for his service. He explained that he is an ex-health inspector and has a lot of experience with standing water. He suggested people to contact Dr. Xue at Mosquito Control if they have standing water by their property.
Mayor O'Brien closed the Public Comments section and then moved on to Item VIII.A.
VIII. PRESENTATIONS
A Sons of the American Revolution Law Enforcement Commendation A ward to Sergeant Natalie Gillespie, St. Augustine Beach Police Department
Mayor O'Brien requested the representative from Sons of the American Revolution Law Enforcement to come to the podium.
Jerry Hanchett, President of the St. Augustine Chapter of the Sons of the American Revolution, presented Sergeant Natalie Gillespie with the Law Enforcement Commendation Award for her outstanding work in the community.
Mayor O'Brien moved on to Item VIII.B.
B. Plaque to Ms. Tanya Frantzen for Nine Years of Service to the City as a Member of the Tree Board / Beautification Advisory Committee
5 Mayor O'Brien presented Ms. Tanya Frantzen a plaque for her service on the Tree Board / Beautification Advisory Committee for the last nine years.
Mayor O'Brien moved on to Item VIII.C.
C. Plaque to Mr. David Bradfield for Five Years of Service to the City as a Member of the Comprehensive Planning and Zoning Board
Mayor O'Brien presented Mr. David Bradfield with a plaque for his service as a member of the Comprehensive Planning and Zoning Board.
Mayor O'Brien moved on to Item VIII.D.
D. Certificate to Mr. Joe Howell, Public Works Director, for Five Years of Service with the City
Mayor O'Brien requested Public Works Director, Joe Howell, to come to the podium.
Mayor O'Brien presented Public Works Director Howell with a certificate for his five years of service with the City.
Mayor O'Brien moved on to Item VIII.E.
E. Interview of Mr. Chris Pranis for Position of Alternate on the Comprehensive Planning and Zoning Board
Mayor O'Brien requested Mr. Chris Pranis to come to the podium and then asked Mr. Pranis to explain why he wanted to hold the position of Alternate on the Comprehensive Planning and Zoning Board.
Mr. Pranis advised that he has been a resident for nine years and loves the City and wanted to volunteer his time to the City.
Mayor O'Brien asked Mr. Pranis what skill set he would bring to the Comprehensive Planning and Zoning Board.
Mr. Pranis advised that he used to do environmental impact studies, lot assessments, and worked for the Town of East Hampton in Long Island as an environmental scientist for a few years. He remarked that he can read surveys and plats and advised that he could learn more in this City and wants to do the best he can to keep the vision of the City.
Mayor O'Brien asked Mr. Pranis if his family agreed with him serving.
Mr. Pranis advised yes.
6 Commissioner England thanked Mr. Pranis for offering to serve the City and advised that it is very rewarding.
Commissioner Kostka asked if Mr. Pranis had any volunteering experience in New York where he worked.
Mr. Pranis advised no.
Vice Mayor George suggested that Mr. Pranis learn the Sunshine Laws from City Attorney Wilson and to reach out to staff and City Manager Royle in advance of the meetings to ask questions.
Motion: to appoint Chris Pranis as an Alternate to the Comprehensive Planning and Zoning Board. Moved by Vice Mayor George, Seconded by Commissioner Kostka. Motion passed unanimously.
Mayor O'Brien moved on to Item 2.
IX. PUBLIC HEARINGS
1. Ordinance 17-03, Second Public Hearing and Final Reading: To Amend the Land Development Regulations to Adopt New Flood Regulations (Presenter: Mr. Gary Larson, Building Official)
This item was postponed to a future agenda.
2. Ordinance 17-07, Final Reading: to Prohibit Medical Marijuana Treatment Center Dispensing Facilities in the City for 12 Months (Presenter: Mr. James Wilson, City Attorney)
Mayor O'Brien introduced Item 2 and then asked City Attorney Wilson for a staff report.
City Attorney Wilson recapped the history of the Commission's conversations regarding this ordinance and advised that this ordinance could be reconsidered a year from now if the Commission wants dispensing facilities at that time. He then read the title of the ordinance.
Mayor O'Brien asked the Commission for any discussion. Being none, Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Tom Reynolds, 880 AlA Beach Blvd., requested the Commission to vote no on this ordinance because they don't have the right to say people can't purchase medical marijuana within this City.
7 John Grapsas, 7 16th Street, St. Augustine Beach, FL, requested the Commission to be progressive and vote to have marijuana dispensaries in the City for those who need it for medicine.
Ed Slavin, P.O. Box 3084, St. Augustine, FL, requested that this ordinance be rejected because it is mean spirited not to have medical dispensaries in the City.
Robert Kahler, 29 Sunfish Drive, St. Augustine Beach, agreed with the ordinance and advised that it would be foolish to have dispensaries within the City limits.
Mayor O'Brien closed the Public Comments section and advised that the Commission is requesting that we don't move forward with dispensaries for one year and see how other cities handle them and then revisit the issue.
Vice Mayor George agreed that zoning regulations should be established first before having dispensaries because without them, the City could have lawsuits if not done correctly. She advised that she doesn't see a hardship on the patients because of the City's two-mile radius. She advised that the Commission has tasked City Attorney Wilson to be proactive in crafting zoning regulations, so that in one year this subject could be brought back for discussion.
Mayor O'Brien agreed with Vice Mayor George.
Commissioner Kostka advised that part of the reason for this ordinance was because the State of Florida has not settled all of its legislation regarding this issue and the Commission wanted to wait to see how legislation unfolds on this issue.
Commissioner England advised that this is not an ordinance prohibiting the use of marijuana when it has been prescribed by a physician. She advised that this ordinance is only allowing the City time to set up ordinances on how to set up dispensing areas. She remarked that it is not a prohibition on the use of marijuana that is legally described.
Mayor O'Brien asked for a motion.
Motion: to approve Ordinance 17-07. Moved by Mayor O'Brien, Seconded by Vice Mayor George. Motion passed unanimously.
Mayor O'Brien moved to Item 3.
X. CONSENT
3. Budget Resolutions:
A. 17-19, to Appropriate Funds for Encumbered Items and Hurricane Cleanup Related Expenses in the FY 17 General Fund Budget
8 B. 17-20, to Appropriate Funds for Encumbered Items and Hurricane Cleanup Related Expenses in the FY 17 Road / Bridge Fund Budget
C. 17-21, to Appropriate Funds for Two State-Mandated Appraisals of the Ocean Hammock Park Property
Mayor O'Brien asked for a motion to approve the Consent Agenda.
Motion: to approve Budget Resolutions 17-19, 17-20, and 17-21. Moved by Mayor O'Brien, Seconded by Vice Mayor George. Motion passed unanimously.
4. Budget Resolutions;
A. 17-22, to Amend the FY 17 Road/ Streets Department's Budget to Appropriate Money for Final Expenses for the 8th Street Project
B. 17-23, to Amend the FY 18 Road/Streets Department's Budget to Remove Appropriation for Final Expenses for the 8th Street Project
Mayor O'Brien asked for a motion.
Motion: to approve Budget Resolutions 17-22 and 17-23. Moved by Mayor O'Brien, Seconded by Vice Mayor George. Motion passed unanimously.
Mayor O'Brien moved on to Item 5.
XI. OLD BUSINESS
5. Drainage Matters (Presenter: Mr. Joe Howell, Public Works Director)
A. Update Report on Mizell Pond Weir Emergency Repair
B. 1st Street Drainage Problem Area Emergency
C. Review of Other Drainage Problem Areas
Mayor O'Brien remarked that the City has money for these drainage issues and if there is a problem, let's solve them.
Mayor O'Brien introduced Item 5 A - C. He then asked Public Works Director Howell for a staff report.
Public Works Director Howell recapped the information supplied in his memo to the Commission as backup to this meeting for Items 5.A. through 5.C.
Commissioner Kostka asked how much of the water issues are due to lack of drainage as opposed to the fact that there have been two hurricanes and excess of ram. 9 Public Works Director Howell advised that following Hurricane Irma there was not a lot of flooding; however, there was some in Woodlands Estates and Lee Drive. He explained that this was caused by storm surge, which was two-feet higher than the control structure. He remarked that those areas were due to the impact of the hurricanes and not drainage.
Commissioner Kostka asked how much of the flooding was due to the broken weir.
Public Works Director Howell explained that it was very little to do with the broken weir because the water was two-feet higher than the weir. He explained that now that the weir is broken, he cannot pump the water lower as it should be. He remarked that the flooding issues in Magnolia Dunes, Sabor de Sal, or Sea Colony are not the City's responsibility because they are private land, but the City tries to help in an emergency.
Commissioner Kostka asked how much is budgeted for these emergency flooding issues.
Public Works Director Howell advised that there is a five-year plan, but he has budgeted only up to the next two years. He advised that he is concerned about issues that come up, such as the weir repair because that is $100,000 that was not budgeted for. He explained that the City is going to have to pay this up front and we still haven't been reimbursed for Hurricane Matthew. He remarked that he has been trying to do a two prong approach, so that all the costs aren't due in one year.
Vice Mayor George asked if the monies should be reallocated.
Public Works Director Howell advised that he is very aware of people who are suffering property damage and that was why he wants to put this forward now instead of waiting two years.
Vice Mayor George advised that it might be reasonable to reallocate the money to reoccurring drainage priorities. She requested to bring back to the Commission a new list of recommendations that are priorities and use the budgeted allocated funds of $265,000 towards those projects.
Public Works Director Howell advised yes.
Commissioner England advised that there are three issues that are the Commission's duties to the citizens. She explained one is the public streets and their design flaws, second is helping with the flooding issues on privately owned property, but billing the homeowner associations or private owners for the costs, and third is creating a policy on how to address emergency flooding.
10 Public Works Director Howell explained that pumps had to be rented to help Magnolia Dunes subdivision because the City didn't have large enough pumps, which the City paid for.
Discussion ensued regarding the designating funds from the Parks and Recreation Fund to help with emergency flooding expenses; fixing Sandpiper Drive's flooding issue; the City of St. Augustine receiving $1 million for Hurricane Matthew from the Federal Emergency Management Agency (FEMA); City of St. Augustine Beach not being approved yet for funding from Hurricane Matthew; and Mayor O'Brien speaking with the legislative body to hasten the payment for the City for Hurricane Matthew.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Craig Thomson, 6 D Street, St. Augustine Beach, FL, was concerned over the ratio of impervious surfaces allowed in the City and asked to do the cheapest comprehensive way to stop drainage issues.
Ed Slavin, P.O. Box 3084, St Augustine, FL, advised that the long term solution would be the National Park and Seashore, which would give federal help in global sea level rising. He suggested talking with the County on the flooding issues and hiring a new City Manager.
Ann Palmquist, 213 10th Street, St. Augustine Beach, FL, suggested a comprehensive drainage plan regarding private residents versus public property and who would be responsible to pay for the costs involved. She suggested researching open drainage systems versus piped drainage systems be done.
Susan O'Toole, 1 1st Street, St. Augustine Beach, FL, thanked Mayor O'Brien, City Manager Royle and Public Works Director Howell for coming out after the last northeastern storm. She advised that she has a personal loss of $45,000 over the last 18 months. She requested a storm system to be installed on 1st Street.
David Bradfield, 3 4th Street, St. Augustine Beach, FL, explained that Jane West and him, as Comprehensive Planning and Zoning Board members, came to the house to fight the approval by Building Official Larson and Public Works Director Howell of homes being built in Sea Pines. He advised that Building Official Larson said that there was only a 38% lot coverage on top of a dune with a 180-foot driveway and a five car garage. He advised that the hydraulic readings done at the City were incorrect. He commented that because Jane West and he disagreed with the City officials, they were told they could be personally sued because they didn't have the right to disagree as a volunteer on the Comprehensive Planning and Zoning Board. He remarked that most of the drainage problems in the City were self-created.
11 Mayor O'Brien closed the Public Comments section and asked Public Works Director Howell to come back with a new plan based on some of the issues, such as Sandpiper Drive and 1st Street.
Vice Mayor George suggested integrating the categorization on what is the City's responsibility and what is the private homeowner's responsibility.
Public Works Director Howell advised that he would bring a report back to the Commission to discuss.
Mayor O'Brien moved on to Item 6.
6. Changes to Two Sections of the Land Development Regulations: Continuation of Review of Ordinance 17-06 (Presenter: Mr. James Wilson, City Attorney)
Mayor O'Brien introduced Item 6 and then asked City Attorney Wilson for a staff report.
City Attorney Wilson advised that he made the changes that were discussed at the previous Commission meeting. He asked the Commission to bring this up for First Reading at the December 4th Commission meeting. He explained that he made one uniformed lot size throughout the City.
Discussion ensued regarding the separation between small platted lots and the City Centered Platted Lot District; the Commission having a consensus at a prior meeting that for the small lots of 5,020 square feet only could have 7 ½ feet side setbacks with no side encroachments and the third floor had to be at 70%; and street side yard being 15 feet; and bigger lots over 5,020 square feet having a side setback of 10 feet.
Building Official Larson advised that the setbacks are standardized 25 feet front and rear setbacks and IO feet side setback. He advised that there might be 7 to 10 lots that may be effected by this once they are sold.
Mayor O'Brien asked if Building Official Larson agrees with the 7 ½ feet side setbacks for lots under 5,020 square feet.
Building Official Larson advised that he recommends making all lots standardized at 25 feet front and rear setbacks and 10 feet setback on the sides.
Mayor O'Brien asked if he received information that Commissioner Snodgrass asked for regarding how many remaining lots would be effected by this change.
Building Official Larson advised there are approximately five to seven lots.
Commissioner England advised that she wants to make sure that the language is consistent and that the cantilevers would be restricted to a certain percentage of the side of a structure.
12 Mayor O'Brien requested the definition of the term "City Center of a Platted Lot." He advised that if the Commission doesn't have a definition, then the Commission should rename it to be consistent.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Craig Thomson, 6 D Street, St. Augustine Beach, FL, advised that he didn't understand the delay in passing this ordinance. He suggested keeping the setbacks the way they were previously and asked the Commission to bring back Ms. Haga as a consultant.
Dr. Pat Gill, 218 B Street, St. Augustine Beach, FL, asked to clarify the street side setbacks being 15 feet.
City Attorney Wilson advised that Section 6, which is not adopted yet, has the setbacks for everything in the City's Overlay District. He explained that it was confusing because of the way it was presented by the consultant.
Vice Mayor George asked if Ms. Haga would be willing to come to the meetings for the adoption process.
City Attorney Wilson advised that it may be possible, but payment would be necessary.
Discussion ensued regarding whether the Overlay District was an optional construction code; permits can be applied for with the Comprehensive Planning and Zoning Board approval; clarifying the code with language that the homeowner has options whether to use the standard codes or the Overlay District codes; and what the timeframe to prepare Section 6 would be to bring it back to the Commission.
City Attorney Wilson advised that he could have Section 6 to the Commission by the next meeting.
Commissioner England requested a PowerPoint that shows all the setbacks, cantilevers and Overlay District every time the Commission discusses the issue.
City Attorney Wilson advised that Ms. Haga would be a big help during the adoption process.
Commissioner England explained that the Commission agreed that the 10-foot side setback could be moved to save a tree, which is not in the codes.
Discussion ensued regarding what is the Overlay District offering to the construction applicants; whether the side setbacks are standard at 10 feet or small lots under 5,020 square feet have 7 ½ feet side setbacks; what is the purpose of the Overlay District; whether to decide on the main code first and then work on the Overlay District options; Overlay District being created in part due to parking issues; and whether to 13 send the Overlay District options to the Comprehensive Planning and Zoning Board for their recommendations on what should be included in it.
Commission agreed to work on the main ordinance and then work on the Overlay District after the main codes have been agreed upon.
City Attorney Wilson advised that it would be helpful to bring the consultant back through the adoption process with the Commission.
Mayor O'Brien asked to remove in Section 5 regarding replacing palm trees.
Commission agreed.
Ed Slavin, P.O. Box 3084, St. Augustine, FL, advised that Mayor O'Brien has a conflict of interest and should be removed from this discussion. He asked if the plan for St. Augustine Beach is to tum this City into a Boca Raton. He advised that Mayor O'Brien should resign.
Tom Reynolds, 880 AlA Beach Blvd., St. Augustine Beach, FL, advised that three of the Commissioners have been on the Comprehensive Planning and Zoning Board and should know what is going on. He commented that the Commission hired a consultant and the Commission still doesn't know what to do.
Sandra Krempasky, 7 C Street, St. Augustine Beach, FL, suggested to go back to the version that Ms. Haga put together and compare it with the new version that the Commission currently has.
Craig Thomson 6 D Street, St. Augustine Beach, FL, gave a history of the tree ordinance and then the comprehensive land development codes. He requested that the tree ordinance section of the code be sent to the Comprehensive Planning and Zoning Board for their recommendations so it can move forward. He suggested hiring a planning consultant.
City Attorney Wilson advised that the draft the Commission currently has is from Ms. Haga and is apparently not what the Commission asked for. He suggested to the Commission to adopt each ordinance separately with Ms. Haga's input.
It was the consensus of the Commission to direct the Comprehensive Planning and Zoning Board to review the tree ordinance as written, except delete the penalty language regarding palm trees.
Commissioner England asked if the Commission was in agreement to the setbacks being 25 feet in the front and rear and 10 feet on the sides, with a provision that the side setback could be changed to save a tree. She also asked if the Commission was in agreement that the side street setback would be 15 feet.
City Attorney Wilson advised that that language is in Section 6 and is not before the Commission tonight. 14 Commissioner England advised that the percentage of the cantilever is 25% of the first floor of the exterior wall.
City Attorney Wilson asked if he was correct that the Commission did not want more than three feet encroachment on the side setbacks for the second and third floor as long as it is up to 70% of the first floor.
It was the consensus of the Commission to have City Manager Royle and City Attorney Wilson speak with Lindsey Haga, Planning Consultant, to see if she would be available for a Special Commission meeting to complete the process on the Land Development Regulations adoption.
7. County Pier Park: (Presenter: Mayor O'Brien)
A. Discussion of Private / Public Partnership Possibilities
Mayor O'Brien introduced Item 7.A. and advised that City Manager Royle and he had met with County Administrator Wanchick. He explained that County Administrator Wanchick had no vision or funding for Pier Park. He explained that St. Johns County owns the park and the City would need permission to do a Request for Proposal (RFP). He also advised that City Manager Royle and he met with members of Key International and made them aware that there might be an RFP being sent out in the future because they were a neighboring business. Key International thanked Mayor O'Brien and City Manager Royle for including them in the conversation, but wasn't sure how they truly felt about a partnership.
City Manager Royle advised the Commission that the Florida League of Cities was helpful regarding state laws on public/ private partnerships that the City must follow. He advised that his key concerns were that the City doesn't own the property, the City doesn't have the resources to repair and maintain the property, and keeping the parking is a critical element of the beach renourishment project.
Discussion ensued regarding looking for funding with the state or federal government; a private company needing a commercial property to offset the cost of the pier; whether the City should go to the state first to see if there is any interest of the property as a whole; the City owning the old city hall, the bocce court area, and the City garage, which still leaves a parking problem for the beach renourishment project criteria; whether to asked the County if the City could do an RFP; and whether the state would allow a commercial building over submerged waters anymore.
It was the consensus of the Commission to contact the state to see if they would be interested in taking over the park and keeping it as a park and as a state cultural arts property.
Vice Mayor George asked if the figure to take over the pier was accurate at $10 million from the County. 15 City Manager Royle advised that he would check on the current figures to rehab Pier Park.
Mayor O'Brien moved on to Item 7.B.
B. Consideration of Appointing Citizen Advisory Committee
Mayor O'Brien introduced Item 7.B. and advised that he would like to have one Citizen Advisory Committee for Recreation and Pier Park.
Commissioner England asked Michael Stauffer to be her committee member, but he hasn't replied yet.
Mayor O'Brien advised that he would pick Andrea Samuels for his Committee member.
Vice Mayor George advised that she has spoken to a couple of people, but has not made a decision yet.
Commissioner Kostka advised that she has spoken to a couple of people, but has not received a finalized answer yet.
Mayor O'Brien requested that the Commission think of a candidate collectively due to Commission Snodgrass resigning.
Discussion ensued regarding whether the Commission could email their two choices to City Manager Royle; whether emailing the choices back to the Commission would be a Sunshine Law violation; requesting background on the fifth candidate by completing a Committee application form; setting duties for the committee; and bringing this item back to the Commission at the December 4th Commission meeting.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Tom Reynolds, 880 AlA Beach Blvd., St. Augustine Beach, FL, advised that there might be a referendum on the 2018 ballot regarding the pier, and the County Attorney Patrick McCormick and County Administrator Wanchick being fired tomorrow. He advised that the Farmers Market is ending in December and drinking at the pier will be ending.
Robert Kahler, 29 Sunfish Drive, St. Augustine Beach, FL, advised that the Commission's direction is going towards bankruptcy with the actions being discussed. He advised he would fire all the Commissioners except Commissioner Kostka.
16 Ed Slavin, P.O. Box 3084, St. Augustine, FL, advised that he suggested the public/private partnership, but have a problem with Mayor O'Brien and City Manager Royle meeting with Key International representatives. He wanted to know if there were any records to that meeting.
Mayor O'Brien advised that the Commission agrees to discuss this item on December 4th Regular Commission meeting and the Commission will send to City Manager Royle two selected candidates for the committee.
Discussion ensued regarding whether to continue the meeting.
Mayor O'Brien closed the Public Comments section and moved on to Item 9.
8. Recreation Programs in City: Consideration of Providing Them and Forming a Recreation Advisory Committee (Presenter: Mr. Max Royle, City Manager)
Item 8 was discussed under Item 7.
9. Ordinance 17-08, First Reading, to Vacate Eastern Part of Alley, Block 34, Coquina Gables Subdivision, East of AlA Beach Boulevard between A and B Streets (Presenter: Mr. Gary Larson, Building Official)
Mayor O'Brien introduced Item 9 and asked Building Official Larson for a staff report.
Building Official Larson recapped the progression of this item.
Mayor O'Brien asked for Commission discussion. Being none, Mayor O'Brien opened the Public Comments section. Being none, Mayor O'Brien requested a motion.
City Attorney Wilson read the title of the ordinance.
Motion: to approve Ordinance 17-08. Moved by Mayor O'Brien, Seconded by Vice Mayor George. Motion passed unanimously.
Mayor O'Brien moved on to Item 11.
10. Performance Review of Police Chief and City Manager: Discussion of Evaluation Forms and Linking Them to the Strategic Plan (Presenter: Mayor O'Brien)
This item was not discussed at this meeting.
XII. NEW BUSINESS
11. Overtime Pay: Resolution 17-07, to Add Section XIl.5.G to the Personnel Manual for Calculation of Overtime Pay for City-Sponsored Events (Presenter: Ms. Melissa Bums, Chief Financial Officer) 17 Mayor O'Brien introduced Item 11 and asked Chief Financial Officer Burns for a staff report.
Chief Financial Officer Burns advised overtime pay is based on hours worked. She explained that Holiday time is not counted as hours worked, but the City mandates employees to work at City sponsored events. She advised that the employees do not receive overtime pay due to a holiday being in the pay period. She commented that in order to have employees work, staff is requesting to have holiday hours count as work hours.
Commissioner Kostka advised that employees get paid for the holiday without working.
Mayor O'Brien advised yes, but a coworker may have to work and they are getting the same pay as those who don't work. He explained that this makes sense because if you want people to work, you have to pay them.
Discussion ensued regarding how work hours are counted; whether this change is for salary employees or hourly employees; changing the schedules to fix the problem would not work because then the work week duties would not be accomplished; the City of St. Augustine pays their employees overtime for City sponsored events in order to get more volunteers to work; whether staff has figures on how much money this would mean to the City; and employees just received across the board raises.
Vice Mayor George advised that staff should not present this right before a holiday and say that it has to be done without further review on economic data. She agreed with Commissioner Kostka that the employees just received raises, but she stated that it seems to make sense to change the policy.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Ed Slavin, P.O. Box 3084, St. Augustine, FL, advised that poor planning by City Manager Royle and he should not make it an emergency for the Commission. He then commented about sexual harassment.
Mayor O'Brien requested Mr. Slavin to stop going off topic and to sit down.
Vice Mayor George went on record to say that the Commission should be careful about interrupting the public regarding subject matter. She advised to be careful not to quiet free speech based on content.
Mayor O'Brien advised that it was his job to keep people on topic and he has seen people going off topic.
Vice Mayor George asked Public Works Director Howell if this was affecting the morale of his employees. 18 Public Works Director Howell advised absolutely.
Mayor O'Brien closed the Public Comments section and asked for a motion.
Motion: to approve the changes requested. Moved by Vice Mayor George, Seconded by Mayor O'Brien. Motion died 2 to 2.
Commissioner England advised that she was voting no because the resolution was not written straight forward and clear. She explained that this comes at the last minute and should be written better.
Commissioner Kostka advised that she would have to vote no as well.
Mayor O'Brien advised that it is a tie vote, so it fails. He asked staff to come back with so refinements to the language of the resolution and the economic figures regarding this change.
Mayor O'Brien moved on to Item 12.
12. Banking Services: Request for Approval Moving City's Operating and Payroll Accounts to the TD Bank, and its Non-Operating Accounts to Fidelity Bank (Presenter: Ms. Melissa Burns, Chief Financial Officer)
Mayor O'Brien introduced Item 12 and asked Chief Financial Officer Bums for a staff report.
Chief Financial Officer Bums explained that she sent out a Request for Proposals to local banks and had meetings with those who responded. She advised that there was a point system and TD Bank had the best costs with the most services for the City.
Mayor O'Brien asked how much would the City save by changing banks.
Chief Financial Officer Bums advised that TD Bank is waiving all fees for the first 90 days during the transition and the City would gain an interest credit of $160 per month.
Mayor O'Brien asked if there would be any difficulties with the change overs.
Chief Financial Officer Bums advised no, that TD Bank will change over steadily, so there are no issues with payroll and it will make it easy for the Commission to have their signatories done.
Mayor O'Brien asked about check printing costs.
Chief Financial Officer Bums advised that that was part of the whole package and for the first checks issued there would be no charges to the City.
19 Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Ed Slavin, P.O. Box 3084, St. Augustine, FL, advised that this was good work by Chief Financial Officer Bums.
Mayor O'Brien closed the Public Comments section and asked for a motion.
Motion: to approve the banking change. Moved by Mayor O'Brien, Seconded by Commissioner Kostka. Motion passed unanimously.
XIII. COMMISSIONER/ STAFF COMMENTS
This item was not discussed.
XIV. ADJOURNMENT
Mayor O'Brien asked for a motion to adjourn.
Motion: to adjourn. Moved by Mayor O'Brien, Seconded by Commissioner Kostka. Motion passed unanimously.
Mayor O'Brien adjourned the meeting at 10:10 p.m.
Rich O'Brien, Mayor
ATTEST:
City Clerk
20 MINUTES CITY COMMISSION WORKSHOP City Hall CITY OF ST. AUGUSTINE BEACH 2200 AJA South NOVEMBER 7, 2017 6:00 PM. St. Augustine Beach, FL 32080
I. CALL TO ORDER
Vice Mayor George called the meeting to order at 6: 15 p.m.
II. PLEDGE OF ALLEGIANCE
Vice Mayor George asked City Manager Royle to lead the Pledge of Allegiance.
III. ROLL CALL
Present: Vice Mayor George, Commissioner England, Commissioner Kostka.
Mayor O'Brien arrived at 6:25 p.m.
Also Present: City Manager Royle, City Attorney Wilson, Public Works Director Howell and City Clerk Raddatz.
IV. DISCUSSION OF POSSIBLE USES OF FORMER CITY HALL
1) Determination by the Commission of Guidelines for the Discussion
Vice Mayor George introduced Item 1 and asked for a staff report.
City Manager Royle recapped the history of the old city hall leases and what the uses currently were. He advised that whoever leases the property should be a non profit entity and it has been suggested to have the old city hall be a true cultural center and not only have dance.
After discussion, it was the consensus of the Commission to allow one or two representatives from each organization have ten minutes to speak and individuals would be allowed to have up to three minutes to speak.
Commissioner England recapped St. Johns Cultural Council's (SJCC) maintenance obligations, their lease agreement with the City, and their verbal request to transfer the lease to The Dance Company as well as the SJCC's loan obligations and liabilities.
1 City Attorney Wilson advised that Commissioner England was correct in the fact that the City has not received any formal documents for a release of the lease from the SJCC.
2) Introduction by Mayor O'Brien of Facilitator, Mr. Brian Teeple, Executive Director of the Northeast Florida Regional Council
Vice Mayor George introduced Mr. Brian Teeple, Executive Director of the Northeast Florida Regional Council, and advised that he is donating his time to facilitate this meeting.
Mr. Teeple recapped the background of the building and the current lease agreements and obligations of the current master tenant and subtenants of the building. He suggested that the Commission think of how this building meets the needs of citizens and City government. He explained the options to the Commission as do nothing at this time, sell the building and place the proceeds for other cultural needs in the City or place the proceeds in the General Fund, release SJCC from the lease and only have subtenants leasing the building, rebuild the building for another purpose such as a community center, demolish the building and replace it with a community center, or just demolish the building and use the space for other municipal purposes.
Vice Mayor George explained to Mayor O'Brien the guidelines decided before he arrived.
Mayor O'Brien apologized for being late and advised that he was caught in traffic in Jacksonville. He then asked Barbara McNees, President of the SJCC, to come to the podium.
Ms. McNees, President of Board of Directors for SJCC, 35213 Harbor Vista Circle, St. Augustine, FL, advised that SJCC mission has changed and they would like The Dance Company to take over the assignment of the lease and their loan obligation. She remarked that The Dance Company would continue the sublease with The Art Studio if The Dance Company took over the lease agreement. She commented that the options are to do nothing and the SJCC would keep the lease until 2026, the City could take back the building and keep the subtenants, or assign the master lease to The Dance Company with the understanding that The Art Studio would remain as a subtenant.
Discussion ensued regarding why the SJCC changed their mission; whether the SJCC was abandoning the City; how SJCC would facilitate art within the City; whether the SJCC would continue to maintain the building under the current master lease agreement, but would not renovate the building; SJCC was not maintaining any office space in the building; whether SJCC was exclusively requesting to transfer the assigned lease to The Dance Company only or could others take over the master lease; and whether the City should take over the lease from the SJCC and allow The Dance Company and The Art Studio to continue leasing.
2 Les Thomas, Board member of SJCC, recapped the history of the maintenance done on the building, which cost SJCC approximately $1 million. He explained that recently SJCC replaced the terminate damaged wood and new door in the building. SJCC removed roof tiles that were broken and reaffixed roof tiles that were not broken. He also explained that SJCC also repaired holes in coquina walls.
Mayor O'Brien requested a representative from The Dance Company to come to the podium.
Larry Roselle, Chairman of the Building Committee for The Dance Company, 4340 County Road 305, Elkton, FL, gave a brief synopsis of The Dance Company's number of employees, students and scholarships given out to students yearly as well as their business practices. He advised that The Dance Company's Board of Directors would accept the master lease with the following stipulations: 1) that the current lease between the SJCC and The Art Studio would be honored, 2) that The Art Studio's lease agreement would coincide with the expiration of the master lease, 3) that The Dance Company would be able to investigate the feasibility of renovations of the second floor of the building, subject to obtaining funding and renegotiation of the master lease beyond 2026, and 4) that The Dance Company would need additional space as a condition of the lease assignment. He explained that he is not representing to the Commission at this meeting that The Dance Company would be able to renovate the second floor. He advised that The Dance Company has the resources to pay off the SJCC's loan obligation and to maintain the building for ordinary wear and tear; however, if massive damage such as storm damage occurs, The Dance Company would request an opt out clause from the lease. He explained that monies from insurance coverage for Hurricanes Matthew and Irma would be held in reserve.
Stephanie Burkhardt, Artistic Director of The Dance Company, advised that she has been working for The Dance Company for 15 years and explained how important the building is for the dance students.
Discussion ensued regarding raising funds by looking for grants and match by public funding; The Dance Company is financially stable; whether The Dance Company would not pay rent to the SJCC or the City, if they took over as the master lease holder and did maintenance to the building; what would be the threshold amount that would be used monthly; The Dance Company pay for renovations and take it off the rent payment; and whether to considered the acceleration clause in the lease payment.
Judy Shaulis, President of The Art Studio, 302 Oaks Street, Pierson, FL, advised that if The Art Studio would be considered for the master lease, they could be considered for more grant funding. She explained how much The Art studio does for the community and that people come from all over the world to visit. She commented that The Art Studio is the only tenant that opens the building to the public. She commented that they need more space and their space was taken from them by the SJCC. She commented that The Art Studio has not been considered for the master lease and was not part of the Oracle presentation. 3 Discussion ensued regarding The Art Studio having 115 members and 35% of them are snowbirds; The Art Studio taught 400 to 500 students who are repeat clients; The Art Studio would honor The Dance Company's lease agreement if they were the master leasee, but would want the building open to the public; The Art Studio wanting more space for all types of art; the City maintaining the subleases if the City took over the building; whether The Art Studio could maintain the repairs of the building; and The Art Studio having access to contractors and a full-time grant writer.
Mayor O'Brien asked Ms. McNees whether the SJCC would expect the City to pay off their loan if the City released the lien and if so, how much is the loan.
Ms. McNees advised that SJCC would require the loan to be paid off and the amount would be approximately $65,000, which would have to be paid in a lump sum. She advised that if the loan is not paid off, then SJCC would continue with the master lease.
Mayor O'Brien asked if any grants would have to be repaid.
Ms. McNees advised that she was not sure because she has not received a firm answer by the State of Florida Historic Museum Commission, but she would research it and let the City know.
Vice Mayor George requested Ms. McNees to advise the City of the terms of the SJCC loan.
Commissioner England asked Ms. McNees on what legal expectation does the SJCC feel that the City has to fulfill the loan for them.
Ms. McNees advised that if the City does not pay the loan off, then SJCC will continue with the master lease until 2026 as agreed. She advised that the subtenant rent payments actually pays off the loan amount.
Mayor O'Brien opened the Public Comments section. The following addressed the Commission:
Craig Thompson, 6 D Street, St. Augustine Beach, FL, gave a history of how much it meant to St. Augustine Beach to have this a historic building by Mr. McGarvey pledging $45,000 to match a grant. He advised that without knowing what the overall use of the building would be used for, it would be premature to decide on whether to take the building back or change the lease.
Tom Reynolds, 880 AlA Beach Blvd., St. Augustine Beach, FL, advised that he was concerned that the building was not opened to the public and that The Dance Company was violating the lease. He commented that The Dance Company are not good stewards now, then they wouldn't be later. He suggested leaving the lease alone and let SJCC fix the building. 4 Dara Dodson, 521 Tart Road, St. Augustine, FL, advised that she was an art teacher and there needs to be more space given to The Art Studio.
Andrew Witt, Executive Director of the SJCC, wanted to clarify that no rent is paid to the City, which is in exchange for fixing the building. He explained that the building is open for all kinds of different types of classes and can be rented at any time. He explained that with small children there is a security issue, which everyone understands. He explained all the insurances that the City and the bank requires SJCC to have and the maintenance that has been done to the building over the years. He commented that everyone needs more space, but SJCC is not interested in applying for grants for capital construction. He commented that there are no parking spaces to get a market rate tenant.
Ed Slavin, PO Box 3084, St. Augustine, FL, advised there is a need for a visioning discussion, which the facilitator can help with. He explained that Mr. Weeks did the construction of the building and there were deficiencies in the construction. He commented that it is not feasible for The Dance Company to do construction on the building. He suggested that the Burkhardt family has excluded everyone because The Dance Company is their business. He suggested asking the Tourist Development Council to give bed tax money to help with the building.
John Grapsas, 7 16th Street, St. Augustine Beach, FL, advised that he is a registered professional engineer in the State of Florida and has toured the building. He explained different building upgrades to bring the building up to compliance. He suggested putting The Art Studio on the second floor and having The Dance Company on the first floor because it would make more sense.
Jan Baisley, Palm Coast, FL, advised that she was a member of The Art Studio and takes care of their Facebook page. She explained that there are 540 members of The Art Studio and it is open to the public from noon to 4:00 p.m. every day. She commented that people buy pictures or take classes at The Art Studio and they also give free classes to the children. She remarked that they feature artists every month and did a fundraiser for Habitat for Humanity's event which raised $526 in one day, which Habitat for Humanity matched. She commented that the artists donate their art for many other charitable organizations.
Martha Hutch, 305 B Street, St. Augustine Beach, FL, explained her vision would be like The Hub in New Smyrna Beach which has small arts studios, performing arts and all types of art forms. She suggested that this should be the same in this City.
Nancy Willoughby, 248 Joey Drive, St. Augustine, FL, explained the history starting with the founders of The Art Studio. She explained that another building should be found to place The Art Studio in, but in the meantime The Art Studio should continue at the old city hall building without expanding.
5 Mike Longstreet, 11 13 th Street, St. Augustine Beach, FL, advised that he didn't want the building demolished because it is the only historic building in the City, but doesn't feel that the City should pay off SJCC's debt.
Rick Maciejewski, 200 9th Street, St. Augustine Beach, FL, commented that he believes that renovations of $1 million could be done to accommodate The Dance Studio, The Art Studio, and a youth program within the building. He advised that a youth program should be established for St. Augustine Beach kids. He suggested trying to get donations from other businesses.
Ann Palmquist, 213 10th Street, St. Augustine Beach, FL, advised that art has always defined a community. She advised that the City of St. Petersburg made their claim through art. She suggested supporting the arts, dance and the youth.
Marilyn Terry, 169 Lions Gate Drive, St. Augustine, FL, advised that dance and art is important. She explained that this City is being put on the map throughout the world and art and dance are very important.
Mike Shaulis, 302 Oak Street, Pierson, FL, requested the Commission not to demolish the building. He explained The Art Studio's fees and their vision.
Mayor O'Brien closed the Public Comments section and moved on to Item 3.
3) Discussion Guided by Mr. Teeple of Current and Possible Future Uses of the Former City Hall
Mayor O'Brien introduced Item 3 and asked Mr. Teeple to guide the current and possible further uses of the former city hall.
Mr. Teeple asked for Commission comments.
Commissioner Kostka clarified that The Dance Company's lease with SJCC doesn't specifically say that they have to open the doors to the public while they are in session.
Mr. Teeple advised the Commission on what options they have in order to reach a decision on the property. He explained that the Commission could do nothing or demolish the building.
Mayor O'Brien advised that demolishing the building was not an option.
It was the consensus of the Commission not to demolish the building.
Mr. Teeple asked the Commission if they would want to sell the building.
Vice Mayor George advised that would be premature because the City needs to honor the subleases.
6 Commissioner England explained that the building was not meeting the demands of the community. She advised that the tenants need more space; however, the current tenants are not making any promises to renovate the building.
Mr. Teeple advised that there are challenges with the building and asked if there were any alternative buildings that would be more suitable for the tenants.
Commissioner Kostka advised not at this time.
Discussion ensued regarding SJCC was not willing to do renovations because it would compete with their grant applicants that they presently are working on; the building has potential if renovated, but SJCC is not willing to get grants for renovations; whether there was a third party that could replace the SJCC; not being able to advertise for third party because of the current leases; the average maintenance of the building costs were $30,000 a year; the building deteriorating because renovations are not being done, only maintenance; what the insurance costs would be; whether there was a more suitable use for the building; parking regulations being an issue with other uses; the building use could be like The Hub in New Smyrna Beach; whether the City would be willing to manage leasing of the building like The Hub; the demand within the City for a cultural center was great, but the cost to renovate the building was expensive; whether to create a citizen committee to look at pier park as a whole, with uses of performing arts and a cultural arts center; whether the City could work with St. Johns County on grants to find another building for performing arts and have the current building for the arts; creating a City sponsored board with all types of members to help in making pier park a cultural center; whether to include youth programs in the goal of the cultural center; the SJCC changed their identity and whether the SJCC should be only doing the minimum to the building until the lease is over; and wanting greater negotiating terms from SJCC if they want to be released from the lien.
Mayor O'Brien advised that the SJCC has changed their mission and they should not be the ones to look for a vision because they want to release themselves from their lease. He explained that because there are existing leases there won't be much of a change and the subtenant leases must be honored. He commented that pier park should be looked at as a whole and when different buildings in pier park open up, then a vision of the whole property should be looked at.
Mr. Teeple advised that this meeting was not going to bring a coherent comprehensive long term vision of the building. He explained that that would be a different process. He commented that there are many objects and his goal tonight was to have the Commission come to a decision on how to move forward. He explained that the residents have a passion for culture and they feel that the City could do better. He asked for a timeframe that the Commission would like to move forward with on a long term goal.
Commissioner England suggested to leave the leases as is until the Commission could work on pier park as a whole, such as a public / private partnership or a legal entity that would have sponsors for the public arts and grants. She remarked that 7 once the Commission moves forward in establishing a use for the whole pier park, then SJCC and the City could mutually agree to release the lease.
Mr. Teeple advised that the Commission is not compelled to act quickly on this issue because the status quo is at least working. He explained that the Commission really needs to know what they would like to accomplish.
Vice Mayor George explained that in order to know what uses could be done, the Commission would need architectural plans. She advised that the subtenants have different ideas on how to use the building and the feasibility of the building for the use. She commented that she doesn't want to have this looked at after The Dance Company receives the master lease because they might not renovate the building when they see the costs involved.
Commissioner England would like a foundation that would apply for grants while the property is being maintained and preserved. She explained that she would like to have a vision for all of pier park that would be sustainable for the long term.
Mayor O'Brien explained to Mr. Teeple that St. Johns County has offered to transfer the parking lot, pavilion and the volleyball courts to the City if the City maintains it as a park.
Mr. Teeple advised that the Commission determined that the building should not be demolished and it was premature to discuss selling the building because of the long term leases. He commented that the Commission wants to keep the property as a cultural vision of the building. He explained that the Commission is stuck in being able to move forward with the building until the Commission has knowledge of what the renovations of the building could be used for. He remarked that the Commission needs to know what the costs are for renovations and uses. He advised that the Commission should review the use of the whole pier park and what the St. Johns County would be willing to extend to the City.
Vice Mayor George recapped the discussion by saying if the City agrees with the subtenants' plans, then the City could create a board that would investigate the cost for the types of uses for pier park or the building and create a vision. She advised without the board, the subtenants are not coming forward saying that they would outlay the costs on what the building would need for their visions.
4) Discussion by Commission of Next Actions
Mr. Teeple advised that he would write a report on the comments made at this meeting and this item can be brought back to the Commission for further discussion at a Commission meeting.
V. ADJOURNMENT
Mayor O'Brien asked for a motion to adjourn.
8 Motion: to adjourn. Moved by Mayor O'Brien, Seconded by Vice Mayor George. Motion passed unanimously.
Mayor O'Brien adjourned the meeting at 8:45 p.m.
Rich O'Brien, Mayor
ATTEST:
City Clerk
9 MEMORANDUM
TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka
FROM: Max Royle, City Mana~
DATE: November 27, 2017
SUBJECT: Filling Vacancy on the City Commission:
A. Interview of Candidates in Alphabetical Order
B. Swearing in of Candidate Elected
ITEM A. INTERVIEWS
Introduction
There is a vacancy on the Commission created by the resignation of Gary Snodgrass at your November 6, 2017, meeting.
Section 1-4 (d) of the City Charter has provision for filling a vacancy on the Commission. It states:
"In the event of the death, resignation or disqualification of a city commissioner, a successor shall be elected by a majority of remaining members of the city commission within 60 days after said vacancy occurs, to serve until the next general election, at which time the electors of the city shall elect a commissioner to serve for the remainder of the unexpired term. In the event that a majority of the remaining members of the commission shall be unable to elect a successor, a special election will be held to fill the vacancy."
Sixty days from the date of Mr. Snodgrass's resignation will be Friday, January 5, 2018.
The qualifications for the Interim Commissioner are the same as for a resident who is running for a Commission seat in a regular election. Section 1-4 (c) of the City Charter states:
"The city commissioners shall have been residents and qualified electors of the City of St. Augustine Beach for a period of one (1) year prior to the date of qualification for election, or appointment to fill a vacancy on the city commission as a result of the death, resignation or disqualification of a city commissioner. Once elected, city commissioners must maintain physical residency and voter registration in the city throughout their terms of office."
A AdverUsing for Candidates
Given the relatively short time between November 6th and January 5th, plus the upcoming Thanksgiving Day holiday (which will occupy people's attention), plus the need to have a list of candidates and their applications for you to review at your December 4th meeting, and the need to avoid, if possible, the considerable expense of having a formal election to fill the vacancy, the nd City Manager set 5:00 p.m., Wednesday, November 22 , as the deadline for applications from the candidates. This deadline gave the Manager time to prepare this memo, and time for the staff after the Thanksgiving Day holiday to copy and put the information in your agenda books.
The request for citizens to submit a resume and letter of interest was advertised by a quarter page ad in two issues of the Sunday print edition of the St. Augustine Record and on The Record's website; on the City's website, and the request was posted on the doors to city hall. In addition, there was a newspaper article about Mr. Snodgrass's resignation and the City's intent to advertise for candidates to fill the vacancy. There was also a column in The Record by Mr. bob Tis about the vacancy and that the Commission should elect "an activist" to fill it.
Attached as page 1 is a copy of the quarter page notice that appeared in the November 18th print edition of The Record.
Candidates
nd As of the deadline (5:00 p.m., Wednesday, November 22 ), 14 residents had submitted a letter of interest and their resume. We've attached in alphabetical order a copy of the information provided by each:
a. Pages 2-9, Ms. Rosetta Bailey b. Pages 10-12A, Mr. David Bradfield* c. Pages 13-16, Dr. Patricia Gill d. Pages 17-18, Mr. Jeff Holleran e. Pages 19-23, Dr. James Kaye f. Pages 24-31, Mr. Kevin Kincaid g. Pages 32-34, Ms. Patricia Wittman Kreis h. Pages 35-36, Mr. Michael Longstreet i. Pages 37-39, Ms. Roberta Odom j. Pages 40-42, Mr. Thomas Reynolds k. Pages 43-47, Mr. Dylan Rumrell I. Pages 48-50, Mr. Donald Samora m. Pages 51-52, Mr. Ernesto Torres n. Pages 53-54, Ms. Kay Watkins
*Page 12A is a copy of a handwritten note from Ms. Jane West, which she provided on behalf of Mr. Bradfield as his letter of interest in the position of interim Commissioner. The City manager has been told that Ms. West submitted the letter because Mr. Bradfield was out of the City and
B not available to submit it himself. The Commission can decide whether the note meets the intent that each candidate is to submit a letter of interest and a resume.
Mr. Bradfield's resume was hand-delivered to the City Manager's office by a person who works in his office. There was no requirement that the candidates had to deliver both their resume and the letter of interest in person. Both could have been sent by email, regular mail, or delivered to the office.
The Interviews
We suggest that you interview each candidate in alphabetical order. While you don't have a standard set of questions prepared in advance of the December 4th meeting, each of you has probably thought of the questions you want to ask. Also, during the interviews, you may think of other questions. Here are some suggested questions from the City Manager:
Why do you want to serve as the Interim Commissioner? Some candidates may have answered this question in their cover letter. We suggest asking each candidate, because their reply may give you ideas for additional questions.
Will you be available to attend all Commission meetings - regular, special, and workshop - during your term as Interim commissioner?
What do you think is the single, most significant problem facing the City, what solution do you propose to correct the problem and how would you work with the Commission to implement that solution? If the solution involves spending money, how do you propose the city pay for the solution?
Suggested Procedure
It is this:
1. The Commission interviews each candidate. 2. At the conclusion of all 14 interviews, you have public comments, three minutes per speaker, concerning the candidates. 3. At the conclusion of public comments, you bring the matter back to the commission for discussion and the election of one of the candidates.
Electing a Candidate
It will take three votes to elect a candidate. In 2002, when there was a vacancy on the Commission, the Commissioners were tied, 2--2, two months in a row on which candidate to elect to fill the vacancy. It was only at the regular meeting for the third month that a candidate got a majority vote. At that time, the city charter didn't have the requirement that the election must
C be done within 60 days of the time the vacancy occurred, nor the requirement that there must be a special election if the Commission cannot agree on an Interim Commissioner.
If the Commission Cannot Agree on a Candidate
If you cannot agree on a candidate at your December 4th meeting, you could schedule the election at another meeting in December or possibly in early January. As the first Monday in January is the New Year's Day holiday, your regular meeting would have to be scheduled for January 2nd, rd th 3 , or 4 . Remember the 60-day deadline for electing a Interim Commissioner is Friday, January 5, 2018.
If the 60 days expire without the election of the interim Commissioner, then a special election will have to be held.
Attached as pages 55-56 is information from Ms. Vicky Oakes, the Supervisor of Elections, about the costs for a special election. As you can see, they could be close to $40,000, especially if a primary election is needed and if you decide to have early voting.
ITEM B. SWEARING IN OF CANDIDATE ELECTED
Assuming that one of the candidates will received a majority vote at your December 4th meeting, we ask that the City Attorney swear in that candidate, and the person elected sit at the dais and participate in the meeting.
As we don't know before your meeting which person you'll elect, we'll ask all the candidates before the meeting to read the agenda and supporting information on line, so that each will have some knowledge about the topics. Also, we'll prepare an agenda book for the candidate elected to follow at the meeting. As the number of agenda topics is many, we expect you'll have a continuation of the December 4th meeting on another day in December. The Interim Commissioner will then have time to read the information about the topics that will be postponed for discussion at that meeting.
D November 22, 2017
TO: City of St Augustine Beach
Attention: Max Royle City Manager
From: Rosetta Bailey
RE:
1 of 8 including cover sheet
If] IECIEBVEJR ~ NOV 2 2 21117 /!J
- 2 - CITY OF SI AUGUSTINE BEACf.J . November 22, 2017
City of St Augustine Beach 2200 A 1 A South St Augustine Beach, FL 3208
Attention: Max Royle City Manager [email protected]
Consider this your acknowledgement that I would like my name to be entered in the run for seat #5 that was vacated recently. It should also be known that I have already entered my name with the Supervisor of Elections for seat #5, prior to the seat availability.
That would indicate my intentions to serve our beach community.
Again it is a great opportunity to serve the community as a commissioner.
I have submitted my resume for the position.
If there is anything else that is required to enter my name for the position please advise as today is the last day.
Receipt acknowledgement to [email protected] Thank you, Rosetta Bailey ()J2 YJ 403 A Street '""-~er St Augustine, FL 32080 561-929-4311
- 3 - Dear Mayor 0 1Brien, Vice Mayor George and Commissioners England and Kostka:
1. I hereby apply for the vacant seat on St. Augustine Beach City Commission.
2. I broke the "glass ceiling 11 eleven years before the term was coined. I was a Vice President of PNC Bank in Pittsburgh, then promoted to VP/Regional Loan Manager over three states (South Jersey, Kentucky and Ohio), supervising 62 branches and 14 employees.
3. I retired after 26 years and moved to Florida in 1999. I continued working, earning licenses as a mortgage broker and mortgage processor, working on foreclosures and student financial aid.
4. I ran for office in Boca Raton and ran for Commissioner in St. Augustine Beach in 2016, coming in second to longtime Commissioner Richard O'Brien.
5. I believe passionately in our Constitution and Bill of Rights.
6. I support:
*INCREASING TRANSPARENCY AND ACCOUNTABILITY *BUILDING HEIGHT RESTRICTION *RESPECTING FOR OUR RESIDENTS' RIGHTS *PRESERVING AND PROTECTING OUR TREES AND OUR WETLANDS *CONSISTENCY IN ENFORCING CITY CODE *MEANINGFUL PUBLIC PARTICIPATION, INCLUDING EVACUATIONS AND DISASTER PLANNING ""REDUCING DEBT ""STRONG LOCAL SELF GOVERNMENT IS THE KEYSTONE TO RESERVE HUMAN FREEDOM *PRESERVING OUR BEACH TOWN, ONE OF THE LAST BEACH TOWNS IN FLORIDA
7. I do my homework. If I become Commissioner, I shall ask questions, demand answers and preserve and protect our democracy, complying with the Florida Constitution, Article 11, Section S(b) Oath of Office (required also by Article VI of our U.S. Constitution}:
- 4 - =
"I do solemnly swear that I will support, protect, and defend the Constitution and Government of the United States and of the State of Florida; that I am duly qualified to hold office under the Constitution of the state; and that I will well and faithfully perform the duties of City Commissioner on which I am now about to enter. So help me God,"
and thereafter shall devote personal attention to the duties of the office, and continue in office until my successor qualifies."
ROSE
- 5 - Rosetta V. Bailey 403A Street St Augustine, FL 32080 (904) 770-7 450 [email protected]
PROFILE Professional &dedicated individual with multiple years experience in commercial banking. Managing role area encompassed four state areas Ohio, South Jersey, Kentucky and Pennsylvania.
I have personally organized seminars involving topics of government concerns and since 2011 I have been involved with governmental issues and have participated in showing power point presentations starting in 2011 from Pompano Beach to Jacksonville Beach Florida up and down the East coast. Subject matters Involved the Smart Grid; Monsanto GMO'S, Regionalization, Delphi Technique, Public Private Partnerships, HUD and Regional Councils.
I ran for Boca Council and showed a presentation on how the regional council will effect the community. Foreclosures Daily 2008/2009 Account Executive Largo, FL 33773 Daily file research at Palm Beach Court House Attend Investor club meetings
Realestat Incorporated 2007.fl00S Account Executive Plantation, FL 33324 Daily research at several South Florida county court houses. Review Lis Pendens files on properties in foreclosure Research final judgment amount and sale date of properties
King's College 2006/2007 Financial Aid Department . Charlotte, NC Managed all aspects of the parent/student loan approvals Reviewed credit denials via contacting parents & Sallle Mae
- 6 - Page2
RealEstat Incorporated May 04/Mar 06 Account Executive Plantation, Fl
*Daily research at several South Florida county court houses. *Review Lis Penden tiles on properties in foreclosure. *Research final judgment amount and sale date. *Data input collected entered on web site from borne location.
Fidelity Federal Bank & Trust Sept 03/May 04 Loan Production Assistant West Palm Beach, Fl
""Assisted. with the rno:rtgage packaging from submission to closing. *Processed loan decisions through LP/DU indicator score. *Organized files for construction builders and submitted for approval. ~Ei:cellent customer service skills, communication.
Educational Home School Tutor Feb 02/Sept 03
*Instructed High School subjects to student(s) undn the Florida Home School *Designed and developed the curriculum of study on a one to one basis.
Riverside National Bank Dec 00/Feb 02 Mortgage Originator Ft. Pierce, FL
*Processed residential & construction loans via personal interviews. *Determined underwriting decision through LP/DU an indicator score. *Responsible for all aspects regarding the process of the mortgage application. (Calyx software, signed discloSW'es, verification requirements)
PNC National Bank 1992/1999 Direct UndenvriterNice President
- 7 - PNC NATIONAL BANK 1973/1999 PITTSBURGH, PA Direct UnderwriterNice President/Regional Manager
My objective was Regional Loan Center Manager and I was the firsts female to reach that position and the only woman at that time to hold that position.
I had 62 branches report to my regional office with a staff of 14. Implementation of market through due dlllgence to outside markets.
Developed a regular forum and focus group participation. chairman of the compliance committee with a training schedule and the implementation of training.
Oversaw lender credit reviews and a plan to implement and acceptance by the market.
- 8 - EDUCATION
LaRoche College Pittsbu:rgh, PA
Bachelor of Business Administration May 1988 Mortgage License Broker 2002 Mortgage Processor Certification
- 9 - designr:AJik·jlogisfics
904 810 0603 904.810 0604 904 808.6353 dvidbrad@aol .com (i b@a esign Du i I di og1sti cs .co 111 f1esi~~11 Build Logistics, L.LC. is a Design and Build Company that uses lo~~ic- based decision making in the improvement and renovation of real properties.
David A. Bradfield, owner and operating manager, graduated from U.N.f. with a Bachelor in Business specializing in Transportation Logistics and has been an adive licensed REALTOR for 15 years.
Design Build Logistics was started 7 years ago by David A. Bradfield after working for i\kl;arvey Companies, performing site acquisitions, site ,.kvelopmcnt and marketing functions for two of North Florida's most successful and prestigious communiti~·s, Sea Colony and Anastasia Dunes.
lks(,~n Build Logistics is committed to sound development with logic based decision making, based on ·•Environmental Opportunity" and '"Site Sensitive Design''. ·nwughtful intelligent design in communities, residential and commercial building or renovation is the objective of Design Build Lo•'i.stic.sb .
Logistics demands the quantitative stability of smart decisions, allowing for the '"Highest and Best" us~ of development capital, given the next best alternative.
Synchronizin~z, Design + Build+ Lo~z,istics is the way to minimize risk and maximize opportunity ...... allowing for thr.: acquisition of properties for i111prove1111:nt, based on market demands.
lmprovin:l, properties in high demand / low supply areas and/ or 1.:ategories, allows for less risky real estate spe1.:ulation.
Design Build Logistics is focused in these areas, with development projects from Spec homes in selected conuuunities. to Industrial Warehouse Sites, to Residential Community Development, to Renovation and Commercial Offo.. 'e space. . ... -~:,,.,,._ , ,_...,r~~-•r'' .> ;:.,~
- 10 - :l [' "· fl ! (: !\ li D:; C! 0 ,; . 8 i U . (j G0 <' Cl() r . f-l I) P, ;, '.! i :1 riv11.i1J1ad@anl cc1i11
RI [xporience
1 REALTOR · - , SUNSHINF RFALTY <'?. APPRAISAi LI \; '.;~iptomhm :..w·JJ t'H!firnt (1 y,in, '., n1nntfti;J I :,l lf\J~;fl!Nt f~U\l 1Y ,11. 1\f'Pf~/1..I~;/,L
NEW RESIDENTIAL COMMUNITIES, INVESTMENT PROPERTIES, RESIDENTIAL & COMMERCIAL DEVELOPMENT, SITE AQUIST!ON ANALYSIS. HIGHEST REST USE SCENERIOS ...
Owner ,:,, Dusinn Build Lonistics l I C ,vhiy ?000 Pmsont ( 14 verns 7 month:;)
AGENT : .i;; FNnt rss SlJMfv1FR RFAI TY April :.!01:) September :;on ('1 venrn IIH111ths) ! ';l, /\l)hljSTlhlF rll'·/,CH 1-l
Real Estate Oe\ieolpment and Site Aquisition Specialist Highest & Best Use Analysis Market Void Stategies Tar9et Market Stategies Supply & Demand Logistics Profitable Environmetal Strategies Intelligent De1ie!opment Design Transportation Logistics ... .. Oe\-fllopment Logistics ......
- 11 - ·designl: )LJiicjlogistics
9fJ4.8111.0li0'.1 University of North Florida DO 4 fl ! Ii (Hi O4 9 O 1!. tl O8 . b '.Vi ::i Bachelor of Business Administrntion (8RA). l.oqistics, MAtnriBls, ;rnd Supply r1v1dbr a(i,cil,wl.t.0111 Chain Mannqement, 3.4 (I f)f([)ti()SIQ 11 i)ll i idloq is ti cs ,COlil 1900 .. 1rn=n
ALL forms of Logistics:
Transportation ... _.... Logistics Production Wharehousing Distribution Supply & Demand Strategies Market Void Strategies
Activities and Societies: lt;i11r;p'Hl;1tio11 l Concei\€d and de\€1oped site aquisition strategy for McGarvey Companies. Pre-sold and secured aquisition, with o\€r 11 million in pre-sales !!! Brought market dri\€n design concepts to modify original designs by Genisis Group & England Tims & Miller, to create final community design. Largest "Voluntary" reduction of density on the Atlantic coast is why the purchase price was 8 million below appraised value! THANK YOU ...... David Fleeman !!! Site Aquistion, Design and Development An;:istasia Dunes Neighborhood ,January 1997 ---.J;muary ?.001 {4 ye,:1rs 1 month) I /\1A Si. /\1Jn11sttnc) Rnacll Site Aquisition and Purchase! All aspects of community RE-Design for a more marketable community with MUCH LESS destruction of the natural dunes and tree canopy. Remo\€d O\€r 50 home sites and reduced cost while increasing profitabilty! Pre sold and sold most of the original sales and handled most of the marketing. Sa\.€d o\€r 40 Acres of Dunes & Forest from destruction 1! 1 - 12 - --r - I . · NaJ4?16:r, m, jANEWEsT, EsQ, - 12 A - CITY OF ST. AUGUSTINE BEACH 218 B Street St Augustine, Fl 32080 November 15, 2017 City Commission St Augustine Beach 2200 AlA South St. Augustine Beach , Fl 32080 Dear Commissioners: My name is Patricia Gill and I have lived on St. Augustine Beach for over 20years. During this time I have been a regular at the commission meetings as well as serving on two of the boards. I am interested in the current opening for a commissioner to complete the term of Mr. Snodgrass that has become available. My continued interest in the work of the commissioners as well as my attendance and participating in many of the meetings has prepared we well for this assignment. I have enclosed my resume for your consideration. - 13 - PATRICIA L. CilLL 2l-8 B Str-eet Pl-loV\e: (qo4) 46l--3qso St. AugustiV\eJ Ffor-ida 32080 e-Maif pgitf 7o@beffsoutkV\et EDUCATION Ed.D. Nova UV\iver-sitHJ Fort Lauder-da(eJ Ffor-ida Higl-l.er- EducatioV\ AdMiV\istr-ationJ j..q70 M.A.J Co(uMbia UV\iver-sitHJ New Yor-kJ New Yor-k SecoV\dar-H ScieV\ce Edv.catioV\J j..q6l- B.S.J MarHMOUV\t CoffegeJ Tarr-HtOWV\J New Yor-k BiologHJ j..q 56 CoMVII\UV\itH Ser-vice PlaV\V\ing aV\d DevefopMeV\t Boar-d St. AugustiV\e Beacl-l. Code EV\for-ceMeV\t/BuildiV\g/ZoV\iV\g St. AugstiV\e Beacl-l. ADMINISTRATION j..q q 7-2004 COV\SultiV\9 _ F(or-ida Tobacco Pr-oject Tee"' CeV\ter- Evaluatio"' Cl-lildr-eV\,S Educational Pr-09r-aM SaMaV\tl-la SkuV\k _ Substitute Teacl-lin9 :1-qq4-j..qq7 Cir-aV\tS Mana9er-J DepartMent of Cl-lildr-en aV\d FaMilies 4720 Old Higl-l.waH 37J LakelaV\dJ Fl 38l-3-2030 - 14 - .. :1-qq:1--:1-qq4 DeaVt/Director of CeVtter or ExcefleVtce iVt TeachiVtg Florida Metropo{itaVt UVtiversity> Lake{aVtd> Florida :l- q 8 8 -:l-q q :l- AcadeW\ic AdW\iVtistratorI AssistaVtt Professor UVtiversity of South Florida> LakelaVtd> Florida :1-q80-:1-q88 DeaVt of IVtstructioVt North East State TechVtical CoW\W\UVtity Coflege> BlouVttville> TenVtessee _ Supervised budget developW\eV\.t aVtd iW\pleW\eVttatioVt for afl prograW\S iVtcludiVtg graVtts _ Participated iVt Souther-Vt AssociatioVt AccreditatioVt visits. Developed budget for all aspects of studeVtt services :1-q 8:1- -:1-q 80 DeaVt CieorgetowVt CaW\pus> Horry-CieorgetowVt CoW\W\UVtity Co((ege> CieorgetoWV\.> South CaroliVta j..q 80-j..q 8:1- Project Director> Title Ill PlaVtVtiVtg CiraVtt Horry- Sta.ff Associate IVtstructioVtal ACCtioVt CeVtter> Tri-CouVtt!:J TechVtical College PeVtdletoVt, South CaroliVta :1-q74-:1-q75 Director of PlaceW\ent avid Follow-Up Hillsborough CoW\W\UVtity College> TaW\pa, Florida :1-q72-:1-q74 Associate Director, VocatioVtal TechVtical PrograW\S Hillsborough CoW\W\uVtity College> TaW\pa> Florida - 15 - :1-q7O-:1-q7:z Director of Natural Resources Hillsborougl-l CoW\W\UVtity College., TaW\pa., Florida TEACHINCi 1- q q 8 Substitute teacl-ler iVt St. Jov\V\S CouVtty 1-q 8 8-1-q q:1- Associate Professor UVtiversity of Soutl-l Florida :1-q0s-:1-q7O IVtstructor Hillsborougl-l CoW\W\1.AVtity College., TaW\pa., Florida :1-q6 7-1-q68 fVtstructor (Pl-lysics) UVtiversity of ti-le West fVtdies., St. AugustiVte., TriVtidad :1-q03-:1-q67 Teacl-ler (Pl-lysics., Cl-leW\istry., Biology) TriVtity College NabbiVtgo., KaW\pala., UgaVtda., East Africa :1-q0:1--:1-q63 Teacl-ler (Pl-lysics., Eartl-l ScieVtce) The Fox LaVte School., KatoVtah., New York 1-q s1-:1-q0:1- Teacl-ler (Pl-lysics., Earth ScieVtce) Portchester High School., Portchester., New York 1- q s 6 - 1- q S7 T eacl-ler ( Ci eVtera I Sci eVtce) Burdick JuVtior Higl-l Sci-loo(., StaVtford., CoV\Vtecticut - 16 - 15).IECEDVEn November 13, 2017 ITT\ NOV 1 5 D7 IY ' Jeffrey M. Holleran CITY OF ST. AUGUSTINE BEACH 12 Lee Drive Saint Augustine, FL 32080 City of Saint Augustine Beach, FL: I am actively seeking to fill the recently vacated City Commission Board Member seat. Attached please find my resume and qualifications. Please feel free to call me with any questions. Sincerely, ?~4:#~ Jeffrey M. Holleran - 17 - Jeffrey Michael Holleran 12 Lee Drive St. Augustine, FL 32080 (904) 669-3971 (cell) [email protected] Dynamic serial entrepreneur who utilizes creativity, leadership and teamwork to design and execute businesses which create customer value. I am an effective communicator with ability to create marketing materials that convey value for both clients and residents alike. MY VISION: I am seeking to fill the empty Saint Augustine Beach Commission seat. Today I see tremendous growth in St. John's county especially St. Augustine Beach where I have lived for over thirty years. I have been a resident and business owner in St. Augustine Beach and active participant in government boards, non-profits and educational institutions in this community. I feel this participation would bring great vision and the ability to add to the prosperity and beautification of our growing community. I have been an active member of the Planning and Zoning board for the past two years. I have gained experience and knowledge in this role, thus preparing me to be a choice candidate for the Commission seat. LEADERSHIP AND ACTIVE BOARDS: Saint Augustine Beach Planning and Zoning Board Member YMCA Board of Directors Member Flagler College Alumni Board Member Copprome/House of Friendship/Honduras Board Member Surf Rider Foundation Member Sea Turtle Rescue Volunteer Saint Augustine Beach Clean-up Volunteer Past Chamber of Commerce Member EMPLOYMENT HISTORY: President/CEO, Creator Saint Augustine, FL Stogie's Cigar Emporium, Inc. 1997 - present Ripe Bistro & Social Lounge, LLC Saint Augustine Beach, FL President/CEO, Creator 2013 - 2016 Spy Sushi & Saketini Lounge, LLC Saint Augustine, FL President/CEO, Creator 2011 -2012 Sangria's Wine & Tapas Bar, Inc. Saint Augustine, FL President/CEO, Creator 2008 -2009 Stogie's Wine & Smoke Shop, Inc. Saint Augustine, FL President/CEO, Creator 2000-2009 Rare Cargo International, Inc. Saint Augustine, FL Co-founder/Vice President 1993 - 1996 EDUCATION: Flagler College, Saint Augustine, FL Bachelor of Arts in Communication with an emphasis in Public Relations and Advertising Bachelor of Science in Business Administration with an emphasis in Business Law Champlain College of Business, Burlington, VT Associate's Degree in Entrepreneurial Business University of Vermont, Burlington, VT ACCOMPLISHMENTS AND ACTIVITIES: Mentioned as Must See Bar on the First Coast in Travel & Leisure magazine Mentioned as Must See Bar on the First Coast in Southwest Airline magazine Folio Weekly Best of Winner for Best Bar Saint Augustine Record Best of Winner for Best Bar and Smoke Shop Captain of University of Vermont's Soccer Team National Champion Boys 16's and 18's National Platform Tennis, Kalamazoo, Michigan Active surfer, paddle and tennis player, golfer and paddle su1ffg _ November 9, 2017 Dr. James H. Kaye 45 Sandpiper Drive St. Augustine, Florida 32080 Dear Commissioners: I would like to apply to fill the seat of Commissioner Snodgrass, who recently resigned. I would bring to the position extensive experience in Health Care as a Family Physician for 40 years. I also have had broad exposure to Law Enforcement as the Retired Medical Examiner of Ocean County New Jersey. I do not require Health Insurance as I already have it through my Retirement from New Jersey. This would be a full time job for me. I am a proud resident of the City of St Augustine Beach for 9 years and would endeavor to do as much as possible to maintain and improve our excellent quality of life. I therefore request that I be considered for the position of Commissioner of the City of St. Augustine Beach. \0) IECIEDVIE\D in W \I 1 3 2017 '.: CITY OF ST. AUGUSTINE 3L - 19 - JAMES KA YE, D.0. SCOPE OF PRACTICE: FAMILY PRACTICE NPI: 1881 795979 45 Sandpiper Drive St Augustine, FL 32080 Home Phone: {904) 461-4342 Cell phone: (732) 674-5798 E-Mail: [email protected] BOARD CERTIFICATIONS Diplomat of the National Board of Examiners for Osteopathic Physicians and Surgeons of United States #433, July 1, 1977 EDUCATION 03/1989 Advanced Forensic Pathology Armed Forces Institute of Pathology Washington, DC 02/1987 Forensic Internship NJ State Medical Examiner's Office St. Louis, MS 01/1987 Basic Forensic Course St. Louis University St. Louis, MO 09/1977-09/1979 Residency Martin Army Hospital Fort Benning, GA 09/1976-09/1977 Internship Martin Army Hospital Fort kenning, GA 09/1973-09/1976 Doctor of Osteopathic Medicine Michigan State University College of Osteopathic Medicine East Lansing, Ml 07 /1973-08/1973 Summer Break 09/1 969-06/1973 Interdepartmental Science Union College Schenectady, NY - 20 - Last Revision Date: 11 /10/201 6 07 /l 969-08/1969 Summer Break 06/1969 High School Diploma The Milne School Albany, NY EMPLOYMENT HISTORY 07 /2016-11 /2016 Personal Sabbatical 0S/2014-06/2016 Urgent Care Physician Care Spot KMP Staffing LOCUMS 40 HRS/Week Jacksonville, FL 03/2014-04/2014 Urgent Care Physician KMP Staffing LOCUMS 40 HRS/Week Millinocket, ME 09/2013-02/2014 Urgent Care Physician KMP Staffing LOCUMS 40 HRS/Week Jacksonville, FL 08/2013-09/2013 Personal Sabbatical 08/2012-07/2013 Urgent Care Physician Prime Care Daytona, FL 05/2012-07 /2012 Urgent Care Physician Solantic Urgent Care KMP Staffing LOCUMS 40 HRS/Week Jacksonville, FL 03/2010-04/2012 Physician Visiting Physicians Association Jacksonville, FL 09/2009-02/2010 Physician 30 Minute Medical Jacksonville, FL 05/2009-08/2009 Personal Sabbatical 11 /2008-04/2009 Urgent Care Physician Solantic Urgent Care KMP Staffing LOCUMS 40 HRS/Week Jacksonville, FL 10/2008-10/2008 Last Revision Date: l l /1 0/20 l 6 0112oog-09;2008 Physician St. John's County St. Augustine, FL 11 /2006-07 /2008 Staff Physician VA Clinic Key West, FL 11 /1 982-1 0/2006 Clinical Assistant Professor of Family Practice University of Medicine & Dentistry, NJ School of Osteopathic Medicine Stratford, NJ 01 /2002-11 /2006 Family Physician Medical Director of Hospice of New Jersey Unit Township of Toms River, NJ 01 /1990-11 /2006 Attending Family Practice Community Medical Center Township of Toms River, NJ 1 0/1 990-1 l /2006 Medical Examiner County of Ocean Township of Toms River, NJ 02/1987-10/1990 Assistant Medical Examiner County of Ocean Township of Toms River, NJ 1985-1990 Medical Inspector Lacey Township School System Lacey Township, NJ. l 982-1988 Fire Department Surgeon 1990-2005 Township of Toms River Township of Toms River, NJ 1982-1988 Attending Ringside Physician NJ Athletic Commission Atlantic City,NJ, Totowa.NJ, Trenton, NJ 02/1981 Chief Family Practice Fort Dix, NJ 1 980-1 982 Flight Surgeon Walson Army Hospital Fort Dix, NJ 12/1 978-06/1979 Chief Resident, Family Practice Residency Program Martin Army Hospital Fort Benning, CA_ _ 22 Last Revision Date: l l /1 0/20 l 6 --- ~------ 09/1976- 11 /1982-12/2006 Clinical Assistant Professor of Family Medicine UMDNJ School of Osteopathic Medicine at Stratford Stratford, NJ LICENSURE Inactive NY, 132809 Expired: 12/2003 GA, 019058 Expires: 03/2018 FL, 053810 Expired: 06/2007 NJ, 25MB03617100 Expired: 1 2/2000 TN, 267 Expires: 06/201-, SC, 183 CERTIFICATIONS N/A - 23 - Last Revision Date: 11/10/2016 Max Royal, City Manager City of St. Augustine Beach 2200 A1A South For.the Commissioners of the City of St. Augustine Beach; I am submitting this letter of interest to respectfully include myself for your consideration in the selection process for the vacant City Commissioner position. I have also included my resume with this letter. I am a registered voter and resident of the City of St. Augustine Beach living at 6 11th Street. I have spent my life and career in public service and in retirement have the time, energy, and desire to continue that service here in St. Augustine Beach. I have had significant and varied experience working in many aspects of local government and believe that I have much to offer this community. I chose this community to spend my retirement in because of the beauty, the lifestyle, and the spirit of the community. I am seeking this position because I would like the opportunity to participate and contribute to our great community. With my knowledge and skills I would be honored and privileged to serve the residents of St. Augustine Beach and to work with this commission. I appreciate your consideration. ~LD Kevin Kincaid 6 11th Street St. Augustine, FL 32080 Ph 904-217-7897 - 24 - r------~-- . ~ PROFESSIONAL RESUME Kevin Kincaid Address: 6 11 th Street St. Augustine, Florida 32080 (571) 221-0705 (Cellular Telephone) Education: 1978-1979 George Mason University Biology 1981-1983 Northern Virginia Community College National Registry Paramedic Certificate Emergency Medical Technology 2002-2008 University of Phoenix Bachelor of Science- Business Management 2005-2006 Leadership Fairfax Program Graduate Professional Experience: 2001- Present Medical Escort, Universal Assist and Seven Corners Inc. • Tasked with the safe transfer of patients. Primarily international evacuations from treating facilities to appropriate treatment facilities closer to the patienfs home. Responsible for monitoring and oversight of the patient's medical condition as well as all other logistical matters pertaining to the sate and comfortable movement and travel of the patient for the duration of the transport. Many of these patients have considerable handicaps for which international travel presents significant obstacles. Employed from September 1979 until my retirement in July 2008 with the Fairfax County, Virginia, Fire and Rescue Department. Department consists of over 1400 career uniformed employees, approximately 300 volunteers. and almost 200 administrative professionals. The Department answers about 120,000 calls for assistance each year. - 25 - Kincaid 20 I 7 2003 - 2008 Deputy Chief, Safety and Personnel Services Division • Tasked with the management and oversight of all offices under the purview of the Safety and Personnel Services Division. including, but not limited to: • Public Safety Occupational Health Center • Human Resources • Payroll • Safety Programs Section • Recruitment • Peer Fitness • Career Development • Promotional Examinations • Health Programs Section • Behavioral Health • Established and maintained excellent communication with all personnel within the Division. • Responsible for directing development of continuity of operations plans for all Safety and Administrative functions of the Department. Plans for short and long tenn disaster recovery and continued functioning of all essential operations. Participated in the development of a comprehensive plan for the Department. • Responsible for the administration of all aspects of Human resources functions for the entire agency of over 1600 uniformed and civilian personnel. This included compensation, recruiting and hiring, administration of promotional examinations, employee terminations, tracking of discipline. development and deli very of administrative training programs. employee evaluations, benefit programs, maintenance of all employee personnel files and records, maintaining the currency of all agency standard operating procedures with respect to changes in the various local. state, and federal employment laws. • Responsible for representing the agency in all Civil Service hearings and proceedings involving the Fire and Rescue Department. • Developed a fire station staffing plan/ matrix that was used to establish the first clearly defined "'relief pool" of firefighters and officers dedicated to filling shift vacancies due to military leave. annual leave. sick leave, and other expected vacancies through the use of a staffing factor. The use of this staffing factor equation has resulted in significant savings in overtime expenditures. 2 - 26 - Kincaid 2017 • Worked with the County Attorney and others to bring about a successful conclusion to a lawsuit filed against the Department by a small group of fire fighters. The resolution allowed the complainants to withdraw their suit against the Department without any penalization or loss of dignity. • Successfully negotiated with the City of Fairfax to provide occupational medicine services for all members of the City's Fire and Rescue Department and Police Department in the Public Safety Occupational Health Center. • Worked with the PSOIIC (Public Safety Occupational Health Center) Medical Director to realign and reorganize clinic personnel in order to add clinic services such as limited urgent care. psychological assessments, and in-house physical therapy. • Served as a Technical Member of the IAFF/IAFC* Wellness-Fitness Initiative. Assisted in development, testing, and implementation of the Candidate Physical Abilities Test that is currently used nationwide in the hiring of firefighters. *(International Association of Firefighters/ international Association of Fire Chiefs) 2001 - 2002 Captain II, Recruitment • Tasked by the Fire Chief to redesign and streamline the Department's recruitment process to make it more efficient, equitable. and customer oriented. Key objectives met in this task include: • Clearly identified business needs and implemented recruiting procedures to meet those needs. • Standardized recruiting files and put procedures in place to ensure timely and appropriate notification of recruits. • Streamlined recruiting process and cut time required to process an applicant in half, thereby placing the Department in a more favorable position to compete with adjoining jurisdictions. • Implemented procedures for out-of-area applicants to complete the entire application process in one week if required. This included developing a relationship with a local hotel that agreed to offer excellent rates to applicants and establishing a hotel-operated transportation system for applicants' use if needed. • Cut overtime in the Recruiting Section by over 50 percent. • Implemented internet accessibility for candidates. 3 - 27 - Kincaid 2017 • Cut number of complaints received by the Department regarding the Recruiting Office from more than l 00/ month to nearly zero through a consistent dedication to outstanding customer service. 2000 - 2001 Regional EMS Supen-isor • Provided oversight and supervision for a battalion of 6 fire stations specifically with regard to the provision of all EMS functions including bai;ic and advanced life support activities. • Part of Battalion Management Team responsible for all activities within the assigned battalion. including emergency and non emergency calls. station functions, equipment maintenance. development and administration of training programs, tracking required training for state and national certification purposes. 1996 - 2000 Captain II, Health and Safety Compliance Officer, Occupational Health and Safety • Worked \\1th the initial Occupational Health Center contractor to establish standard procedures for all aspects of Center operation. Successfully handled delicate personnel and contract redirection requirements with discretion and fairness. • Worked within the Department to achieve an upgrade of the Department's Occupational Health and Safety Program Directorship. This upgrade elevated the position to an appropriate level within the Department. • Served as a key player in the development and implementation of the Department's Peer Fitness Program. • Member of the IAFF (International Association of Firefighters) Candidate Physical Ability Test (CPAT) Development Committee. Key member of the FRD team responsible for the implementation of CPAT within the Fairfax County Fire and Rescue Department. This test has now been adopted for use in most major fire and rescue departments nationwide. • Supervise revisions of key compliance manuals related to occupational health and safety. 4 - 28 - ---~-~------ Kincaid 2017 • Supervise PSOHC RFP process that resulted in a seamless transition replacing the incumbent contractor (Hunter Medical Inc.) with the current contractor (Medocracy, Inc.). 1995-1996 Captain I-EMS, Public Safety Communications Center Uniformed Fire Officer • Supervised the Civilian Dispatchers in the Fire Department section of the Dispatch Center. Performed Liaison duties between the Fire Department and the Police Department. 1986-1995 Lieutenant, EMS, Unit Commander, Advanced Life Support Unit 1983 -1986 Sergeant, Fire Station 1 • In 1983, upgraded ALS certification to Paramedic, Nationally Registered and Virginia State certified. National Registry #MP809898 1981 -1983 Firefighter II (Technician- Driver) • Assigned to drive Paramedic Units, Ambulances. and Fire Trucks 1980- 1981 Firefighter • General Firefighting duties National, State, Community Service: 2015- Present Youth and adult soccer referee. BASL and Ancient City Soccer leagues 2016- Present Alternate on the City of St. Augustine Beach Planning and Zoning Board 2016- Present Volunteer, St. John's Council on Aging 2006 Member of Magnet Housing project Team, Successful in launching program to provide subsidized housing to new recruits of the Fire and Rescue Department through the Fairfax County Regional Housing Authority 1997 Opened the Fairfax County Fire and Rescue Department Occupational Health Center 1984 Fire and Rescue Swimming and Water Emergency Classes Instructor 1985 Juvenile Fire Setter Program Counselor 5 - 29 - Kincaid 2017 1998 Coach and Founding Member, Burke Athletic Club, Burke Virginia Committees and Service: 1979 -Present International Association of Fire Fighters (IAFF) Local 2068 2002 -2008 Member, International Association of Fire Chiefs 1990-2006 IAFF Local 2068 Secretary Treasurer 2000- 2008 Fairfax County Uniformed Retirement Board 2002 - 2008 2000- 2008 National Conference on Public Employee Retirement Systems Honors: • 2002 Fairfax County Fire and Rescue Department Fire Fighter of the Year • Career Achievement Award (for work in Occupational Health and Safety) • Team Excellence Award- Magnet Housing Team • Several Unit Citation awards for meritorious actions during emergency events • Leadership Fairfax graduate (2006). This program, described as "receiving a master's degree in Fairfax'' includes retreats that allow participants to focus on issues critical to the County, its citizens, and to the Fire Department. Completion of the course requires focus, strong leadership abilities, excellent oral and written skills, and managerial astuteness. Professional Societies and Certifications: • Member International Association of Fire Chiefs • Member International Association of Firefighters • Chair, Public Safety Occupational Health Center Vendor Selection Advisory Committee • Chair, Medical Director Vendor Selection Advisory Committee • Charter Member, Fire and Rescue Department Leadership Planning Team • Member. EMS Lieutenant Promotional Examination Committee • Member, Workers' Compensation Administrator Selection Advisory Committee • Elected Member. National Conference on Public Employee Retirement Systems (NCPERS) 2000-2008 • Elected Member, Fairfax County Uniformed Retirement Board 2002 - 2008 • Chair, Paramedic Recruitment and Retention Committee 6 - 30 - L ------~---~------ Kincaid 2017 • National Registry Paramedic #MP809898 • Virginia State Paramedic Certification • American Heart Association (AHA) Pediatric Advanced Life Support Provider • American Heart Association (AHA) Advanced Cardiac Life Support Provider • FEMA- Emergency Management Institute ICS 100. 200. 700. 800 • American Heart Association (AHA) Cardiopulmonary Resuscitation (CPR) Instructor • ACEP BTLS Instructor • Hazardous Materials First Responder (in accordance with Fairfax County training standards) • Emergency Vehicle Operations course (EVOC) • Field Preceptor for George Washington University and Northern Virginia Community College Paramedic Students • National Fire Protection Association (NFPA) Officer L rI • NFP A Instructor I, II Presentations: • Speaker. IAFF EMS Conference on Paramedic Recruitment and Retention • Speaker at numerous conferences on diversity hiring and retention. occupational health. and paramedic recruitment and retention 7 - 31 - Max Royle From: Tricia Wittman Dear City of St Augustine Beach Commissioners, I hereby submit my resume for consideration for the open Commissioner position for the remaining term recently vacated by Commissioner Snodgrass. I have been a resident of St Augustine Beach since August of 2012, when I moved down from Massachusetts with my husband and stepson after a lifetime in the Northeast. In short, I am a resident who is passionate about our community, which immediately became home upon my arrival. Very soon after moving here I became aware ofthe unique culture and benefits of living in this small town, to the point that when an old friend would ask, "Why Florida?" I was confident in my answer, "Because St Augustine is different. It has culture, spectacular beaches, history, music, local shops and restaurants, and a community like no other." I am interested in being a St Augustine Beach Commissioner for the sole reason that I would like to give back to the community that has become home. I value the small town, neighbors, friends, shops and beaches and I want to help preserve that unique feel. I'd also like to help continue to grow and support tourism, to generate revenue and balance the needs of both the tourists and the residents. My resume has limited public service experience, as I've been building my career in the technology sector for over 30 years. Since moving to Florida, however, I've become more involved in community and global volunteer and philanthropic activities, everything from fund-raising to beach-cleanup to charitable donations. Through this work I've found the rewards that can be achieved through service, and take the Rotarian motto of "Service before self' to heart. continue to look for ways to contribute more locally, and I'd be honored to serve on the Commission. My goal is to continue to move the City of St Augustine Beach forward, to continue successful programs and build new ones which enhance and grow our community while simultaneously preserving our unique culture, and continuing to provide a place where our residents can take pride in their hometown. Thank you very much for your consideration. Patricia Wittman Kreis PATRICIA WITTMAN KREIS 7 D STREET SAINT AUGUSTINE, FL 32080 Home: (508) 466-7016 Mobile: (617) 901-8777 [email protected] Manager, Technical Operations Versatile manager with success in navigating the technology lifecycle from identifying business needs and developing functional requirements to solution design, delivery and support. Combines solid industry experience with creative solutions to deliver superior results for stakeholders. Seeking position to take advantage of breadth of experience to benefit the local community or businesses. Business Solutions A successful track record of designing, managing and delivering technology solutions to enable revenue generation and increase stakeholder satisfaction. Management Talent A skilled manager able to organize and deploy resources to build efficient programs while helping staff remain engaged and enabling professional growth. Team Building Strength in recruiting, developing and inspiring staff and cross-functional teams to successful execution with a clear vision and passionate leadership. Areas of Expertise • Stakeholder Relationships • New Technology Implementation • Cross Functional Collaboration • Business Requirements • Leadership/Staff Development • Technical Operations • Creative Problem Solving • Written Communications PROFESSIONAL EXPERIENCE Dell Technologies, Round Rock TX 2000-Present Progressive growth to Global Lead role responsible for delivering quality virtual lab solutions to multiple stakeholders worldwide, enabling Presales, Marketing, and Education Services using Dell EMC Demo Center. EMC Corporation was purchased by Dell Technologies in 2016. • Dell EMC is a Fortune 500 technology company. • Dell EMC Demo Center is a custom-built, self-service virtual application provisioning system designed to enable 100,000 Dell EMC Presales product and solution demos, eLeaming and Marketing hands-on sessions annually. • The DEMO team won the prestigious EMC President's Award in 2012, EMC's highest award, for the long-term impact and ability to further the mission and values of the company. Manager, Operations and Events, Demo Strategy and Enablement 2012-Present Responsible for delivering technical support, project and event management and front-end software development of virtual lab environments enabling hands-on labs for Dell EMC customers, partners and staff. • Developed Requirements for new hands-on-lab event management system. o Displaced manual event provisioning process and reduced event setup time from days to minutes. o Replaced complicated hands-on-lab access model with self-service model, reducing event proctor prep time from several hours to several minutes. o Reduced average session duration from 3 days to l day, reducing capacity requirements by 2/3 • Championed and translated stakeholder requirements to shared service organizations for content development and platform support, and to software engineering for UI development. • Transformed Dell EMC World's ''vLab Experience" through design and delivery of a 200-workstation expo booth, offering 39 self-service hands-on-labs and guided vLabs to 3500+ customers and partners. Achieved 99.5% customer satisfaction rating. • Managed Software Engineering to enhance feature functionality of vLab front-end applications, successfully implementing Agile development methodologies in 2015 and completing 17 sprints. • Program Management leading projects including new content development of 75 new labs annually, software development and management of l 00 hands-on-lab events globally. - 33 - • Support staff offering global, level I technical support of applications. • Metrics.and Reporting of KPI's to stakeholders to demonstrate value and measure success with 100% adoption of Demo Center as preferred demo platform Presales, reducing the need for costly field labs. Manager of Customer Operations, Hopkinton Solution Center 2008-2012 Responsible for managing physical data center for live customer demos, deploying a worldwide demo strategy and strengthening programs to ensure quality, availability and consistency of customer demos globally. • Developed and championed a global demo strategy to support Presales programs. Collaborated in the successful deployment with limited budget and no new headcount through optimized lab builds, access to remote labs, cross-trained staff and aligned processes. • Led a global team in the integration of 5 independent global solution centers. Increased efficiency by increasing demo throughput and facilitated Presales activities with l00's of multi-national customers. • Managed the design and deployment of an event management system that streamlined and supported tracking and reporting on training events and on-site customer briefings. • Designed an Employee Satisfaction and Motivation Survey (ESMS) action plan. Achieved 15-30% improvement in 7 focus areas, a Six Sigma Green Belt and recommendation by HR as new standard. • Developed internal standards and policies for documentation, approvals, communication and service engagement procedures. • Represented Global Solutions as an active participant in cross-functional process teams that defined dependencies and deliverables, created efficient processes and ensured coordination between marketing, support groups, services and training for new solutions. Manager, Technical Operations and Acting Director of Operations, Internet Solutions Group 2006 - 2008 Responsible for management of hosting-service operations across Networking, Storage, Systems, and production support of 500 servers and a 24/7 Operations Center/Help Desk. Sr Solutions Engineer, Account Manager, Internet Solutions Group 2000-2006 Managed up to 15 accounts for all managed hosting services from development of requirements to definition of ongoing operational support processes. • Design and implement hosted Internet Solutions for customers, including BJ's Wholesale Club, Colgate Palmolive, Staples and MGM studios Collaborated with sales to identify, develop and contract solutions for customers and prospects. • Led teams of Solution Engineers in providing operational system support for 15 managed sites with 99.99% uptime and contracted SLA's. General Dynamics, Communications Systems, IT, Needham, MA 1989-2000 Systems Administrator, Programmer Analyst Community Involvement Rotary Club, Coastal St. Johns #6970 member St Augustine Elks member Week of Code, Volunteer St Johns County, 2017 EDUCATION BA, Information Systems (Magna Cum Laude), Boston College, Chestnut Hill, MA Friary Award for Excellence in Information Processing AWARDS EMC "MVP" Excellence Award EMC 2012 Presidents Award - 34 - i Michael Longstreet 11 Thirteenth Street Saint Augustine Beach, Florida 32080-3849 November 17, 2017 TO THE SAINT AUGUSTINE BEACH CITY COMMISSION This is my letter of interest and application for the vacancy on the Saint Augustine Beach Commission for the term ending in December 2018. I have been a resident of Saint Augustine Beach for 23 years, and have prior experience as an elected official, as I served as an elected member of the City Commission from 2003 - 2006. During my time on the City Commission, I attended Florida League of Cities conferences and participated in training sessions on ethics and other elected office subjects. I also have experience in reading and deciphering legal and construction documents. Please review the attached resume for my qualifications to review. Sincerely Michael P Longstreet - 35 - Michael P. Longstreet 11 Thirteenth Street St. Augustine Beach, FL 32080 904-814-6095 GOVERNMENT EXPERIENCE SAINT AUGUSTINE BEACH CITY COMMISSION SEAT 4 2003 -2006 SAINT AUGUSTINE BEACH BEAUTIFICATION ADVISORY COMMITTEE 2000-2002 EMPLOYMENT HISTORY ST. JOHNS COUNTY SCHOOLS 8/2000 - PRESENT USINA CONTRACTING Surveying 1999 SAINT JOHNS COUNTY Survey Department 1998 MARCUS M. CORNELIUS, P.A Paralegal 1996 - 1997 DADE COUNTY PUBLIC SCHOOLS 8/1987 - 6/1996 EDUCATION FLORIDA INTERNATIONAL UNIVERSITY MASTER OF SCIENCE in Music Education 1990 BACHELOR OF SCIENCE in Music Education 1987 - 36 - ROBERTA ODOM 7-11th St., St. Augustine, Florida 32080 I (C) 904-466-0114 I [email protected] Dear Commissioners, I am writing to express my interest in the appointment for the vacant seat of Commissioner at St. Augustine Beach. I am confident that my experience, training, and enthusiasm make me uniquely qualified to make an immediate impact on the Commission. My passion for our City, and my sincere desire to succeed has led me to apply for this position. I would bring a strong work ethic and enthusiasm to the role, and I would be grateful for a chance to contribute to the amazing work that the Commission does. I am committed to expanding my skills and keeping up-to-date on the issues and challenges of our City. I look forward to the opportunity to meet with you on Monday, December 04 to discuss my passion for our City. I truly believe I could be a valuable resource for our City, and would be honored to have the chance to become part of the success of this Commission. My resume is attached. Thank you in advance for your time. ~erely, */~WD»l_ Ro~erta Odom [)) lEClE~VlEn in NOV 2 2 2017 (!J - 37 - CITY OF ST. AUGUSTINE BEACH ROBERTA ODOM 7-llth St., St. Augustine, Florida 32080 I (C) 904-466-0114 I [email protected] PROFESSIONAL SUMMARY Ambitious individual offering excellent interpersonal communication, relationship management, customer service and presentation skills. Results-driven with a progressive career in management, leadership and customer service in the Corporate and real estate industries. • Chairperson for St. Johns County RPAC- Realtor Political Action Committee. This position guides Realtors on selecting candidates and Leaders of the local and state positions that help Home Owning and Building issues. • Currently represent all Realtors in the 6th District as the Federal Political Coordinator, working closely with Representative Ron Desantis on Federal issues affecting Home Ownership. • Currently sit on the City Of St. Augustine Beach Planning and Zoning for the last eight years. This position has given me an in-depth perspective on the issues that the City works to improve. • Sat on the Board of Directors for the St. Augustine St. Johns County Realtors Association for 10 years. • Currently serve on the St. Johns County Chamber of Commerce Board of Directors. SKILLS • Able to multi-task due to flexible schedule • Detail-oriented • Works well independently • Strong organizational skills • Customer service-oriented • Excellent teamwork - 38 - WORK HISTORY Licensed Realtor I Re/Max 100 Realty: Teresa Mercurio I St. Augustine, FL • Negotiate, facilitate, manage and close real estate transactions. • Generate listings for sales and rental properties through cold calls and referrals. • Create and implement marketing plans to drive sales. • Guide buyers and sellers through their home inspections and appraisals. • Market and sell property for customers by hosting open houses and advertising online and in print. • Follow up with prospective buyers regarding incentives from the builder and new developments in the surrounding area. • Act as liaison between buyers and sellers to ensure positive experiences for both parties. • Communicate with customers to understand their property needs and preferences. • Advertise customers properties on websites, through social media, and in real estate guides. Auto Administrator I State Farm Insurance I Jacksonville,FL. Atlanta,GA. Charlottesville, VA. • Managed the entire state of North Carolina for Auto Underwriting and Customer Service. • Managed over 150 employees and 450 agents to ensure the proper handling of all the customers needs for their Automobile coverages. • Dealt with State and Local government regarding the insurance statutes surrounding their districts. EDUCATION Bachelor of Science: Psychology University of North Florida (UNF), Jacksonville, FL Master of Science: Industrial Organizational Psychology Georgia State University, Atlanta, GA - 39 - Max Royle From: Tom Reynolds To: Bruce Max Royle, City Manager of St Augustine Beach Fl From: Tom Reynolds, a St Augustine Beach Resident Re: Letter of Interest to apply for Interim Commissioner/St Augustine Beach City Commissioner vacant Seat 5 I, Tom Reynolds, want to be a City of St Augustine Beach Interim Commissioner and or a City of St Augustine Beach Commissioner for the following reasons: 1) I fully understand the current issues and most future issues that have been discussed over the last several years in St Augustine Beach. I also have a lot of County Qovemment Knowledge and State Government Knowlege. All making my addition to the City Commission an easy one 2) I fully understand the Laws, Rules, and Meeting Procedures. As this current Commission is well aware, I - 40 - ALWAYS FOLLOW THE RULES, LAWS, and REGUL"ATIONS. Thus making my addition to the City Commission an easy one. 3) I want to be a St Augustine Beach City Commissioner to serve the people of St Augustine Beach. Thank you, Tom Reynolds - 41 - Max Royle From: Tom Reynolds RESUME for the ST Augustine Beach Commission Tom Reynolds 880 Al A Beach Blvd Unit 1106 St Augustine Beach Blvd Unit 1106 WORK and Studies History From June 2008 till present Stay at home widowed father of two boys. Government Watcher Activist From 2-2004 until June 2008 a Commercial Pick-up and delivery driver, class b From 7-1979 till 2- 2004 Aerospace industry Food and Beverage Industry Acting industry College studies From 6-1975 till 7-1979 Aerospace and Defense Industry Food and Beverage Industry started in High School in 1971 Goal: To Be The Best I Can Be Every Day! Thank You, Tom Reynolds - 42 - tflcV-re~s Noveni>er 22, 2017 l),- Mayor, Coomissioners, City Manager, City of Saint Augustine Beach o6Cf Tt Dear Mayor, City Coomissioners, City Manager of Saint Augustine Beach: My name is Dylan ~-HTTell and I am interested in being appointed Coomissioner of Saint Augustine Beach. When Coomissioner Snodgrass resigned, I reflected on whether my background and experience would benefit the coom.mity of Saint Augustine Beach. After lengthy discussions with fanily and mermers of the corm1.mity, I believe my appointment would add tremendous value to our beautiful city. I have always believed that people should serve their corTTnUnity in some public capacity. Through the hard work of many, including our past and current city cormlissioners, Saint Augustine Beach is a destination. I would be honored to take part in making it'T1)011ant decisions that not only effect me and my fanily, but the great residents and visitors of Saint Augustine Beach. Very truly yours, -~=:::?: ~ Dylan Rumell [email protected] fo), lECClE~VlE n ru NOV 2 2 2017 l!J - 43 - CITY OF ST. AUGUSTINE BEACH CURRICULUM VITAE DYLAN RUMRELL EDUCATION Flagler College, St. Augustine, Florida Bachelor of Arts, December 200 I Major: Communications Minor: Public Relations EXPERIENCE 2014-Present Ancient City Brewing Saint Augustine, FL Creating the finest Craft Beer in N.E. Florida 2012-Present Southern Cross Consulting Company Saint Augustine, FL • A company that specializes in economic development, public - private partnerships and Governmental relations. French Fry Heaven Saint Augustine, FL 2012-2015 Serving the Greatest Fries on Earth 2008- 2012 Infinity Global Solutions Jacksonville, FL • A company that specializes in economic development, public - private partnerships and Governmental relations; helped procured funding for the Vilano Beach Publix through recovery zone bonds as the consultant for the Industrial Development Authority of St. Johns County May 2011 St Johns County Chamber of Commerce Member Nominating Committee St. Augustine, FL • Participate in selecting Chamber Board members that represent various industries and areas of the county. 2006- 2010 Real Florida Real Estate Company, Inc. St. Augustine, FL • Real Estate sales • Developed and published St. Augustine's only walking tour map as advertising tool • Developed marketing plan, designed advertisements and created copy - 44 - 2003-2004 S.P.A.M. Las Vegas, NV Developed radio show S.P.A.M. (Sports, Power And Money) for XM Satellite Radio CV Dylan A. Rumrell p. 2 2003 WFOY - AM 1240 St. Augustine, FL • "Monday Night Sports Jam" - host/producer of2hr. sports talk show • Sports Director - produce and host studio and live remote sports programs • Account Executive - advertising sales 2002-2003 WFXJ-AM930 "The Show" The Fox - All Sports Talk Jacksonville, FL Reporter and on-air personality Produced own packages 2003 ESPN Gator Bowl Jacksonville, FL • Stringer for Gator Bowl; 2001 - 2002 WFOY - AM 1240 Host of"Thursday Night Sports Blitz" St. Augustine, FL Developed and organized sports news department for station Created "Thursday Night Sports Blitz"; one hour live call-in sports talk show Researched sports news; interviewed players and coaches to obtain sound bites; scheduled guest appearances; wrote and recorded program promos 1999-2001 WFCFFM 88.5 Color Commentator-Flagler College Sports St. Augustine, FL Provided live color commentary for Flagler College sports Responsible for setting up remote equipment Provided half-time and post game commentary; conducted post game coach/players interviews 1999 - Fall 2001 WFCFFM 88.5 Head of Sports Department St. Augustine, FL Organized and supervised sports department ofFlagler College radio Attended meetings and reported on department activities Scheduled and planned live remote coverage of college games - 45 - 2000and2001 Golf Channel Intern - PGA Tournament Players Championship Orlando, FL AtSawgrass Assisted cameraman; shot footage of selected sites; assisted in production as required Assigned to follow one of the players and report activities CV Dylan Rumrell p.3 2000 WTLV-TV 12 Intern - First Coast News, Sports Department Jacksonville, FL Learned aspects of production including camera and editing Researched and wrote scripts for sports director's review Assisted cameramen in field as required Conducted player interviews for use on air Regularly covered Jacksonville Suns baseball and Tomcats arena football Produced Sunday night "Sports Final" 1999-2000 WFCFFM 88.5 Music DJ - Flagler College Radio St Augustine, FL Responsible for providing weekly, three hour alternative rock program Selected music and engineered show; recorded promos and public service announcements VOLUNTEER EXPERIENCE September 2009- 2016 Member Rotary International St. Augustine, FL May 2011-2013 Stetson Kennedy Foundation Board Member St. Augustine, FL 2009-2011 St. Johns County Cultural Committee Member St Augustine, FL 2002-2003-2016 Sheriff Campaign St Augustine, FL • Walked neighborhoods with candidate; canvassing 2002 and 2003 Regalos Festival Public Relations Coordinator St. Augustine, FL Annual festival celebrating Spanish culture - art, music and cuisine 2002 Super Bowl Host Committee Jacksonville, FL • Set up booths at special community events; promote membership purchases Guest speaker St. Augustine Sports Club -46 - St. Augustine, FL • Requested by president to speak about sports related issues CONTACT INFORMATION REFERENCES UPON REQUEST - 47 - Donald J Samora 213 N Forest Dune Dr. St Augustine, FL 32080 (727) 224-1253 November 22, 2017 Dear Mr. Royle, I am writing to express interest in consideration for the open seat on the St Augustine Beach City Commission. As a brief introduction, I have been a resident of St John's county and Anastasia Island since 2003. I have resided within the City of St Augustine Beach since 2010, and have been a business owner within the city since 2014. My wife and I have two daughters and feel blessed to be raising our family in this wonderful city. As a citizen and business owner I have stayed abreast and involved in the issues facing our community and would welcome the opportunity to play an active role in guiding our city forward. Attached you will find a condensed resume with a high level summary of my education, career, and other activities. Hopefully you will find my education, experience, and accomplishments will be beneficial to the city. I believe my engineering and business background will add diversity to and nicely compliment the existing commission. My career has been founded upon working with others and leading teams to achieve success. This characteristic will be important when working with the city staff and our citizens; however it is vital to the success of the commission. While I have had limited dealings with all of you, I look forward to getting to know you, the staff, and other commissioners much better. Thank you for your consideration and please feel free to contact me anytime to discuss this further. Sincerely, \ Donald J Samora - 48 - DONAJLD J SAMORA 213 North Forest Dune Drive I Saint Augustine, FL 32080 I (727) 224-1253 [email protected] C \REER PROFILE \I., car<'er is f'oundt·d upon a formal <·ducation in both <'ngi1H'eri11g and l>usirwss. This foundation co111pli11u•ntcd b_, an a1·111t· business an111wn and O\<'r 1,,0 decades of <''-IH'riPIH'P has rt·sultt>d in a prm<·n leader \\ ho t''- EDl C \TIO\ l ni\ersit., ofTennessee h..nm.,ille,T\ llr1sll'f' of'H11sirwss lrlmim:1·/mtion, 20()() Stale l niwrsit., of \en ,ork Binghamton,\, Thomas .I \\atson School of EngirH'cring /Jad1dor o('i'cintc<-' in l!ed1anim/ Fngin1·1·ring, /9. OTIIER \CTI\ ITIES • S<•a Colom Board of Dir<'clors - Past \lcrnlwr • St. \ugustitH' lmestors Clul, - \l<·rnlwr • 'foastmastcrs lntt-rnational - Past President • \rd1itt·f·tural Hn i<·\\ Board - \k111lwr 1.\: Past Chair • St. \ugustirw ,oung l'rol<·ssionals ( )rganization • Colling. l-l.111111ing. Crossfit. and Farnil_, - 49 - ERNESTO J. TORRES, BA, MBA, LTC (USA Retired) 1104 Laughing Gull Lane Saint Augustine, FL 32080 (904)295-5714 Email: [email protected] November 17, 2017 City of Saint Augustine Beach 2200 SR AlA South Saint Augustine Beach, FL 32080 Dear City Manager, Mr. Royle: Please accept this letter and the enclosed resume as my formal request to be considered for the open City Commissioner's seat. My 30 years of military service provides me with the leadership, and organizational skills required to serve as Commissioner Snodgrass' successor. I recognize, if appointed, the residents of Saint Augustine Beach did not have a choice, but will rather be the result of the current Commissioners appointing the best candidate to fill this open seat. My intent is to represent the residents and citizens of Saint Augustine Beach with the same vigor, devotion, and resolute commitment, as if they had voted for me. Navigating through this transition may present challenges and opportunities, neither of which are foreign to me. During my military career, I served with many leaders and advised on strategic decisions involving organization, human resources, planning, operations, logistics, budgets, and finance, affecting thousands of Soldiers and their families. I am confident that my leadership skills will yield the same success as I achieved throughout my career, while serving on the Saint Augustine Beach Commission. I am passionate about leveraging over 30 years of strategic and transformational leadership experience to serve the constituents of Saint Augustine Beach. Sincerely, Ernesto J. Torres ERNESTO J. TORRES, BA, MBA, LTC, (USA Retired) 1104 Laughing Gull Lane Saint Augustine, FL 3208 (904) 295-5714 E-mail: [email protected] CHIEF OF OPERATIONS Superior record of executive leadership, management, turnaround, project manager, military financial expert, initiative thinker. Award-winning natural leader focused on excellence, accomplished in operational planning, administrator of major training events and programs, problem solving and financial management. Provider of visionary perspective to multiple large-scale operations; fully capable of managing intricate details of diverse, concurrent initiatives. Achieve performance advances in demanding arenas by clearly communicating vision, instilling team culture, and igniting a spirit of cooperation. Steady advisor, able to influence all organizational levels from executive to subordinate, simultaneously in multiple programs. Accelerated performer in high pressure, crisis situations; energized by "impossible" challenges. Core Competencies: • Strategic Planning • Operational Streamlining • Staff Teaching & Training • Staff Recruiting & & Change Management • Presentations & Development • Staff Management, Negotiations • Budget Management & Motivation & Leadership • Crisis Management Reporting • Special Projects & Project • Regulatory Compliance • Policy & Procedures Management Development • Quality Assurance "Led several combat operations with distinction ranging from mounted and dismounted patrols, static defense, and medical evacuations in Iraq, ensuring the company's success in combat."- (Source. Official USA Performance Evaluation) "One of our very best; an elite warrior who consistently demonstrates a comprehensive knowledge of operations, force structure, training and resource management."- (source. Official USA Performance Evaluation) PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS U.S. Army 1987 to Present • Promoted rapidly through roles of increasing leadership and as a strategy advisor to top management • Accomplishments include leading 500 soldiers as Squadron Commander • Achieved the enlisted rank-Sergeant First Class/E-7 • Achieved the officer rank-Lieutenant Colonel • Secret Security Clearance; Top Secret eligibility Key CAREER PROGRESSION: SQUADRON/ COMMANDER, 1-153rd Calvary Regiment, Panama City, FL [2016-Present] Operational advisor to the Company Commander charged with preparing more than 500 Soldiers for worldwide deployment in response to situations involving security, peacekeeping, disaster, and/or humanitarian assistance. Served military lead planner, during Hurricane Irma in Okeechobee, DeSoto, Sarasota, Monroe counties. Build highly trained operations, logistics, command/control, security, and training teams capable of operating over areas of up to 500 square miles. - 51 - INSPECTOR GENERAL, CHEIF OF INVESTIGATIONS. Joint Force Headquarters, Saint Augustine, FL [2008-2012] Led a team responsible for compliance and risk assessments, inspections, investigations, ombudsman assistance, organizational initiatives and strategies, change management, process and system analysis and improvement and implementation training throughout Florida National Guard. Meticulously conduct investigative analysis of personnel when there is alleged misconduct; personnel, fraud, theft, or conduct unbecoming a Soldier and member of the Armed Forces of the United States. Deliver sensitive information to superior officers regarding wrongdoing of personnel assigned to their command. Brief trend developed by Inspector General investigation or assistance cases to senior leaders of the command. COMPANY COMMANDER, 2nd Battalion 124 Infantry, Orlando, FL [2004 - 2006] Responsible for the readiness of 120 Soldiers with planning and executing training. Accountable for the ability of the company to fight and win in combat while simultaneously prepared to conduct State Active Duty in support of humanitarian missions after catastrophic State emergency. Responsible for sustaining mission readiness of materials and United States Army property valued at over $4 million. Responsible for the operation and maintenance of a National Guard facilities totaling over 80,000 square feet of office and shop space. PROFESSIONAL DEVELOPMENT • Chairman of Saint Augustine Beach Code Enforcement Board [2017 - Present] • Member of Saint Augustine Beach Code Enforcement Board [2015 - 2017] • Vice President of Army United States Association - First Militia Chapter • Army Budget and Accounting Fiscal Law [2017, 2014, 2011] • Army Advance Operations Course [2012 - 2014] EDUCATION ------ • Masters of Business Administration [2014] • Bachelor of Arts in General Studies [1999] Touro University, california Columbia College, Missouri - 52 - November 22, 2017 Saint Augustine Beach, Florida 32080 Re: Vacant Commissioner Seat Dear Mayor, Vice-Mayor and Commissioners: I, Kay A. Watkins, am requesting consideration as a candidate to fulfill the current City Commissioner seat vacated by Commissioner Snodgrass. I am a permanent resident of Saint Augustine Beach and I am a registered voter. I was born and raised in Michigan and enlisted in the United States Navy at 18 years old. retired in Norfolk Virginia after serving for twenty years at the rank of Senior Chief Radioman (E-8). Education became my next goal and I was awarded a Bachelor's degree from Old Dominion University in Medical Technology and began a new career as a laboratory scientist in multiple hospital laboratories. In 2000, I moved to Jacksonville Florida. I purchased and rented the property I currently reside in 2011. On March 31, 2016, I retired from at Naval Hospital Jacksonville, completing 30 years of government service and Saint Augustine Beach became my permanent residence. I have enjoyed this community for 20 months and have found a true sense of belonging and great neighbors. I would never have imagined as a young girl growing up in Michigan that I would retire in Florida a block from the ocean. My skill sets that I would bring to the table include common sense, an understanding of the balance between making the area attractive to tourists that support local businesses at the same time keeping it a quaint small community. Ensuring the infrastructure of electrical grid, flooding, road repair, etc., must be maintained within budgetary constraints. Currently, I am retired and spend my leisure time walking my dog, maintaining my yard, and visiting friends. Very Respectfully, l{,t.lr/L Kay A. Watkins 12514th St. 904.859.1432 15).ECE~VEQ n NOV 2 2 21117 l!J - 53 - CITY OF ST. AUGUSTINE BEACH Kay A. Watkins, PhD, BSMT (ASCP) 125 14th St., Saint Augustine, FL 32080 904.859.1432 [email protected] Objective My ultimate goal is to never retire. I would love to be an active participant in my community. Qualifications Resident of Saint Augustine Beach. Registered voter. Education Doctor of Philosophy, Health Science, Trident University 2017 Masters in Management emphasis HealthCare, Troy State University 2003 Bachelors of Science in Medical Technology, Old Dominion University 1997 Associates in Science, Tidewater Community College 1994 Credentials Clinical Laboratory Supervisor, State of Florida SU 36689 Medical Technologist, American Society of Clinical Pathologists (ASCP) 204437 Specific Accomplishments • Leadership skills and especially time management skills were developed during a three-year tour training new recruits in the military. These skills have been fine-tuned while working as Technical Control Chief in Spain and as Operations Senior Chief onboard USNS Saturn. • Management skills were developed during Operation Desert Storm. I was the Operational Division Chief of 20 personnel at sea. Duties included preparing for a long-term at-war deployment and keeping up to date with any and all last-minute changes to the mission. • Communication skills are evident by my revising and updating the entire policies and procedures of the laboratory at Lake Butler Hospital Hand Surgery Center. Revised the Blood Bank policies and procedures at 220 bed Obici Hospital. Originated and implemented a quality assurance program for blood bank at Orange Park Medical Center. • Word Processing skills utilized in monitoring Laboratory Quality Control, Laboratory Information Systems, and originating and/or updating policies and procedures. • Written and oral communication skills consistently utilized as Laboratory Supervisor, In-Charge Technologist, and Senior Chief of the Command throughout my carrier. Employment 2007-2016 Off-Shift Supervisor, Naval Hospital Jacksonville, Florida 2004-2007 Laboratory Supervisor, Lake Butler Hospital Hand Surgery Center, Florida 2002-2007 Medical Technologist, Orange Park Medical Center, Florida 2000-2002 Medical Technologist, Memorial Hospital, Jacksonville, Florida 1997-2000 Medical Technologist, Obici Hospital, Suffolk, Virginia 1971-1992 United States Navy, Retired Senior Chief Petty Officer References Upon request - 54 - November 15, 2017 Mr. Max Royle, City Manager City of St. Augustine Beach 2200 A 1A Beach Blvd. St. Augustine, FL 32080 Dear Mr. Royle: At your request, my staff and I have put together an estimated cost for this Office to conduct a special primary and special general election for the City of St. Augustine Beach for the purpose of filling a vacancy on the City Commission. Since it is impossible to determine how many elections will be held, we have included the cost for both. The number of elections is determined at the close of the candidate qualifying period as set forth in section 2.4(a) of the City Code. If it is decided to conduct a special election, both the primary and general election must be assumed for the City's budgeting purposes. Normally, the City is billed only for its proportionate share of the cost of an election. There is a difference when a special election is held at a time other than a regularly scheduled election. The entire cost of the election must be paid for by the City. The estimated costs are attached. The estimate does not include the cost of early voting since it is optional. The approximate cost of early voting is $1,000 per day and includes poll worker salaries, ballots and supplies. The Commission could decide the dates, times and hours should they wish to consider it. Many St. Augustine Beach voters do take advantage of casting their ballots during early voting. Here are some early voting turnout statistics from the 2016 elections: Election # Voted # Voted Early % of early voting ballots cast March 2016 Primary 2,328 1,013 44% August 2016 Primary 1,603 645 40% November 2016 General 4,574 2,825 62% Also, please note that section 100.151, F.S. states that the county commissioners or the governing authority of a municipality shall not call any special election until notice is given to the supervisor of elections and his or her consent obtained as to a date when the registration books can be available. Please contact me should you have any questions or need additional information. ~·;~ Vicky Oakes Supervisor of Elections 4455 Avenue A #101 •St.Augustine, PL 32095 • P-96l.823.2238 • f 904.823.2249 • http://www.sjcvotes.us - 55 - Vick,rlllM:)akes St.Johns CountyJ~r of Elections Estimated Cost of Conducting a Special Primary & General Election City of St. Augustine Beach Prepared 11/14/17 By: SJC Supervisor of Elections Office Special Primary Election Special General Election ELECTION DAY COSTS: Advertising $4,500 $4,500 Full-Time Staff Overtime $2,000 $2,000 Pollworker Salaries $1,100 $1,300 Part-Time Regular Wages Paid $3,960 $3,960 Part-Time Overtime Wages Paid $500 $500 Trans. of Voting Equip. n/a n/a Ballots (Test, Election Day) $350 $350 Absentee Ballots and Postage $1,055 $1,055 Communications $15 $15 Printing Sample Ballots $1,100 $1,100 Sample Ballot Postage $610 $610 Misc. Election Supplies $1,000 $1,000 Election Day Costs: $16,190 $16,390 EARLY VOTING COSTS - OPTIONAL - $1,000 Per Day; per election *Early Voting is optional for local municipal elections. For the total cost for each election, add $1,000 for each day of early voting. 4455 Avenue A #101 •St.Augustine, FL 32095 • P 904.823.2238 • F 904.823.2249 • http://www.sjcvotes.us - 56 - MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag~ DATE: November 21, 2017 SUBJECT: Presentations: A. Distinguished Budget Presentation Award by the Florida Government Finance Officers Association B. Introduction of Mr. Brian Law, the City's new Director of Building and Zoning C. Tree Board/Beautification Advisory Committee Matters 1) Re-appointment of Three Members a) Ms. LeaAnn Lombari b) Ms. Ann Palmquist c) Mr. Craig Thomson 2) Interview of Ms. Kay A. Watkins for Position of Regular Member D. City's New Year's Eve Fireworks Show 1) Report by Events Coordinator, Ms. Hala Laquidara, Concerning Preparations 2) Report by Chief Financial Officer, Ms. Melissa Burns, Concerning Financial Controls ITEM A. DISTINGUISHED BUDGET PRESENTATION AWARD Attached as page 1 is a memo from the Chief Financial Officer, Ms. Melissa Burns, in which she describes the reason for the award and that representatives from the Florida Government Finance Officers Association will be at your meeting to present it to her. ITEM B. INTRODUCTION OF MR. LAW Attached as page 2 is Mr. Law's resume. The City Manager will introduce him to you and the public. A ITEM C. TREE BOARD/BEAUTIFICATION ADVISORY COMMITTEE MATTERS 1) Re-appointment of Three Members a) Ms. LeaAnn Lombari b) Ms. Ann Palmquist c) Mr. Craig Thomson The three-year term of the above three members is up in February 2018. Ms. Lombari and Mr. Thomas have said they want to continue serving on the Board/Committee. As of the date of this memo, we've not heard from Ms. Palmquist. Action Requested It's that you re-appoint Ms. Lombari and Mr. Thomson to another three-year term on the Board/Committee. The same action is requested if Ms. Palmquist asks to remain a member. Mr. Thomas will be away on December 4th and thus cannot attend your meeting. Ms. Lombari and Ms. Palmquist have been invited to your meeting. 2) Interview of Ms. Watkins At this time, the seven-member Board/Committee has two vacancies: one for a regular member and one for an alternate. Ms. Kay Watkins has applied to serve on the Board/Committee. Her application is attached as pages 3-5. She's been invited to your December 4th meeting for the customary interview. Action Requested It's that you appoint Ms. Watkins as a regular member to the Tree Board/Beautification Advisory Committee. ITEM D. NEW YEAR'S EVE FIREWORKS SHOW Ms. Laquidara will be at your meeting to give you an update about preparations for the event; and Ms. Burns will provide a report on the financial controls she will have to ensure that proper accounting of the money received from the public is done. B M E M O R A N D U M ------. ---- .... - .. ------····-·······-· ····---···- .... --- ··-········ . - -- ··-··-- -- .... ··-·-····--···--··------····. -== TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CFO fl~ SUBJECT: DISTINGUISHED BUDGET PRESENTATION AWARD DATE: 11/15/2017 In early August we were informed that the City of St. Augustine Beach was awarded the Government Finance Officers Association (GFOA)'s Distinguished Budget Presentation Award. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. It is reviewed by a panel of independent reviewers. The GFOA recommends and encourages a formal presentation of the award. Each chapter of the Florida Government Finance Officers Association (FGFOA) has designated GFOA representatives, Ms. Michelle Begley who is with Duval County Schools will be making the presentation at the December 4th Commission meeting. -1- Brian W. Law Objective To continue a career in code enforcement and building code administration Experience Senior Plans Examiner Jul 1, 2013- to present St. Johns County Building Services Division • Licensed state of Florida Building Code Administrator • Certified Master Code Professional through the ICC • Certification as a Certified Floodplain Manager through the ASFPM • Licensed Florida Plans Examiner in Building, Mechanical, Plumbing, Electric and 1&2 Family Dwelling • Licensed Florida Inspector in Building, Mechanical, Plumbing, 1&2 Family Dwelling, Coastal Construction • Certified Commercial Electric Inspector. Accessibility Inspector/Plans Examiner, Residential Energy Inspector/Plans Examiner through the ICC • Perform plan reviews and inspections on both commercial and residential buildings in order to demonstrate compliance with the FBC and the land development code • Review of under construction and all final FEMA Elevation Certificates for the CRS program and compliance with the FBC and local ordinances • Guide and assist home owners and builders in the complex process of floodplain management and the National Flood Insurance Program • Provide meetings as requested in order to assist home owners, contractors and designers in the design and permitting process of various projects • Perform onsite visits in order to provide technical assistance as requested by the design professional, home owners and contractor Building Contractor Dec 1, 2000 to Jun 30, 2013 BWL Construction Inc. • State registered Building contractor and Home inspector • Proficient in new construction and remodeling of both residential and commercial buildings • Successfully taken and passed state of Florida general and residential contractor exams • Supervised a variety of construction project jobs including the estimating, permitting and construction stages until completion of the project Machinist Mate (nuclear) MM2/SS Dec 1, 1994 to Nov 30, 2000 US Navy, USS Pennsylvania, Kings Bay GA • Operation and maintenance of a nuclear reactor and subsystems • The creation and implementation of quality assurance packages designed to ensure 100% readiness of a US Submarine at all times • Proficient in the ability to ensure reactor and steam system cleanliness during maintenance periods through a rigorous qualification program • Qualified Engine Room Supervisor, Secondary Chemist and Submarine Warfare Education FCCJ AA degree (3.71 GPA) in 2002 Jacksonville, FL Naval Nuclear Power program in 1995 and 1996 Allen D Nease High School in 1994 St. Augustine, FL -2- \0), ECIE~VIE D n NOV 2 0 all !!JI ST. AUGUSTINE BEACH CITY COMMISSIO CllY OF S1 AUGUSTINE BEACH' BOARD AND COMMITTEE APPLICATION .______. FOR APPOINTMENTS TO COMMITTEES NOT INVOLVED IN LAND USE Date received by City ( I ( ~ O { I ? Thank you for your expressed interest in being considered for appointment to committees, boards, commissions or advisory groups appointed by the City Commission. The Commission appreciates your willingness to serve your fellow citizens in a volunteer capacity. Please complete this application to the best of your ability. (You may attach a resume and/or additional data. Please reference attachments in the appropriate section(s).) Name: KA'i A. W.trrKJI\J.S Address: __l___ J. ___ S""....__...,/_'j_~ __ S-__ , ____S__ A __ ,11J __ , ____A .....v ___Cr __\) __-;. r ..... 1_tJ__.e;.____.f----=L ___ 3_z ____ o .... R_O ___ Phone#: 8'.S-9-14 3 ~ E-Mail Address: WA'Tk't"'~ ~tnq.@ msAJ. c_or11 How long have you been a legal resident of the City of St. Augustine Beach. ;Jyrs Ar.e,t a.'!18, I am a full-time ____ part-time ____ resident_><~-- I am )<- am not ___ a registered voter in St. Johns County. List all active professional licenses and certifications: Yhe.t>( CJTL Je.J,wloc,, i, Educational background: _P'-'-'-....· =D_. ______ Past work experience: ____d-- ___0_.'t __V\'n _____ lJ_A-V __ "I.._· ____ J..... O __ ....voc ...... -tk ...... ~ £.... , Ti.... lfZ: ____ ut___., __ tJ_....rA --.._Tl)__'ll__,_y ____ Please list any civic clubs, professional organizations or public interest groups of which you are a member or in which you have been active: (attach additional sheet, if 1.______necessary) 2. ______3. ------4. ------ - 3 - Please indicate by preference, all City boards, committees of councils in which you have an interest: 1. Beautification Advisory Committee )1 2. Other □ I am available for meetings a. During the day only □ b. Evening only □ C. Anytime 1?f List three (3) personal or professional references: 1. 1:1A:Av6e-i:L Jo(Je> &,7g--::;Jle,-:J.~30 SisTER 2. Lt?: BIAn,.;eus.t;;fl, 9o'l-87'1-3{>£8 Ffl.1EtvD You may use this space for a brief biographical profile or to list certain skills you possess that may be relevant to the appointment you are seeking. (Indicate below if you are attaching a resume.) T6, kCsrtle of kiNk ,1.11"he NAv-1 {-,,n.. Jo jt>Ars P1D Nc-r AfrellD 011; +k Ah, Ii+-, TI2 £1 4.w:c> Awp A;qwel't Po:rtiqP~ /I\) N..y Ne 1,k bgr}lgc,J A;;@ GP1@r«!U;q,, t/1.y S6(t..L5 i-@ /Nvelve AV1t'l@l'-/1Y 1cdP (oozmo,J S.eN&· NOTE: All information provided will become a matter of public record and will be open to the public. If you require special accommodations because of a disability to participate in the application/selection process, you must notify the City Commission in advance. This application will be kept on file for one (1) year, at which time you must notify the City Commission of your intent to remain an active applicant and update your application accordingly or it will be removed from the active file. I hereby authorize the City of St. Augustine Beach or its representatives to verify all information provided and I further authorize the release of any information by those in possession of such information which may be requested by the City. I certify that all information provided herein is true and accurate to the best of my knowledge. I understand that a volunteer position provides for no compensation except that as may - 4 - be provided by Florida Statutes or other enabling legislation. 4t /t!J JoMv z,,,, Signature Date Please return completed application to: The City of St. Augustine Beach 2200 A 1A South St. Augustine Beach, FL 32080 Phone: (904) 471-2122 Fax: (904) 471-4108 Thank you for your interest! - 5 - Agenda Item 'Jf.,,__1 ___ Meeting Oat~ 12-4-l 7 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag~ DATE: November 8, 2017 SUBJECT: Ordinance 17-08, Final Reading, to Vacate the Eastern Part of Alley, Block 34, Coquina Gables Subdivision, East of AlA Beach Boulevard between A and B Streets BACKGROUND Please note that this alley vacation is unusual because it concerns only the eastern section of the alley on the east side of AlA Beach Boulevard between A and B Streets. The western section of the alley from the Boulevard to about the middle of the block was vacated sometime in the past. Also, unusual in this case is a Comprehensive Plan policy and a City Code regulation that prohibits the vacating of any alley, road, or easement that provides access to the ocean and beach. Policy CC.1.1.2 of the Coastal Management Element of the City's Comprehensive Plan states: "St. Augustine Beach will not vacate any more easements, walkways and other access points to beaches and shores except when the aggregation of land provides more linear feet and parking spaces." Section 18-54(a) of the City's General Code states: "No city property which provides access to the ocean, beach, or other recreational resource shall be vacated." However, the vacation request concerns a section of alley to which there is no public access. Therefore, the public cannot use that section for access to the beach. At its August 15, 2017, meeting, the Comprehensive Planning and Zoning Board reviewed the request from Ms. Shana Lynn Hatfield that the alley be vacated and made the following recommendation: That the City Commission vacate the City-owned right-of-way of the unvacated alley in Block 34, Coquina Gables subdivision. You held the public hearing on the request that the remaining unvacated section of the alley in Block 34 of the Coquina Gables subdivision be vacated. A The recommendation was that you approve the vacation, as there is no public access to the alley from a street, an easement, or another alley; the alley therefore provides no benefit to the public. As you agreed with this recommendation, you approved vacating this section of the alley at a nd public hearing on October 2 • The City Attorney then prepared the Ordinance, which you passed on first reading at your November 6th meeting. ATTACHMENTS Attached for your review is the following information: a. Pages 1-2, memos from the Building Official and the Public Works Director concerning the requested vacation. These memos were part of the material that was submitted to the Planning Board. b. Pages 3-27, the application submitted by Ms. Hatfield to the Board. c. Page 28, a memo from the Board's secretary, Ms. Bonnie Miller, in which she states the Board's recommendation that you vacate the section of the alley. d. Pages 29-30, Ordinance 17-08, to vacate the alley that the City Attorney prepared. ACTION REQUESTED It is that you hold the public hearing and pass Ordinance 17-08 on final reading. B Memorandum TO Mennbe,s of the Comprehensive Planning and Zoning Board FROM, Gary Larson. Burldrng Official DATE August 8, 2017 RE Vacating Alley File 1\io V 2017-01 The applicants requesting the vacation of thrs alley, on the east side of AlA Beach Sou'.evard between A Street and 8 Street, have submitted all of the required signatures of [he adJacent propertv owners P:ease note that a portion of this alleyway has been vacated In ti'1e past, running frorr the Bo~1\e,;3-d, easteny to 9 A Street and 10 B Street The St Johns County Property Appraiser's Office refiects the va::atIng of this portion of the alleyway on their records for the 1nd1vidua 1 lots Staff :s rn agreement w1t,n the r'lemo from Public Works Director Joe Hovvel 1 [hac t:1ere 1 s ro potent,a! for beach access from the ren-:a1nIng section of the alleyway that Is being requested for vacatI,1g There are utility !1nes located ir the alleyway that are w1th1n the five-foot area the City rese,-ves for Gt1I1t1es Even though the Comprehensive Plan states to not vacate alleyways with beach access, please rev,ew the following The alleyway between E Street and F Street east of AlA Beach Boulevard has been vacated Iri yea~s past as has the alleyway between D Street and E Street east of AlA Beach Boulevard .. w;th the exception of the two beachfront lots on the eastern ends of these streets. Between B Street and C Street, the alleywa'( between the two oceanfront lots and the two lots to the west on each st~eet has been vacated for the roadway known as Barefoot Beach Lane, which serves four res1derit1al units It Is suspected that the vacat:ng of these alleys occurred in the 1980's Based on 1nformat,or provided by the applicant, staff recommends send•,1g to the Comm1ssior: the recommendation to approve the vacating of the allevway as requested - 1 - i\lE:\10RA~DL'.\1 To \la.\ Rl,: le .. Cit:, \fanager Gar: l ars,,n. Building Offic1ai Frum• Joe Ho,\eli Public 1Aurks Director Subject \ acating 8 Lane Block 34 \18 3 PG 30 --- ~·------ : have beer1 1r:forrned that the property owners have subm,tted an apol1cat1ori requesting the City vacate the a'iey berweer, A St arid B St east of C R 6. 1 A. Beach Blvd I 1rspected the area with the following comrrients , The westerly po,i1on of the alley between lots 11 - 18 has a:ready been fully vacated • 'he easterly oort1on of the alley between lots 9 - : 0 has a1,-eady been partially vacated with lot 10 getting 7 5 of the alley The remaining 7 5 of the original 15 alley should be wholly assigned to Lot 9 (1 e not split 1n nalf) , Lots 1 8 2. A and 3-9 already have fenced to the approximate middle of the alley 3 The area does have overhead ut1l1t1es currently 1n place , There 1s no potential for beach access along this alley • There 1s no poterit1al or need to access lots A or 8 via the a!iey , There are no apparent or reported drainage issues associated with this segment of B Ln 1 suppor: 11acat1ng 8 Ln 1n Biock 34 as described 1n Map Book 3 Page 30 located betweei.., A St and B St east of C R A 1 A Beach Blvd As 1s c,_1stomary the Cty shou!d retain drainage and ut111:y easements and ~ne proper1y ow:iers w1li be restricted frorn building perriarient structures 1n the easemerits - 2 - AP?UCATION FOR VACATING STREET/ALLEY/EASEMENT CITY OF ST. AUGUSTINE BEACHr FLORIDA APPUCATION AND ZO~lINC; SIG~-J FEE: $257.50 DATE: __~~--~---- - __.L I --,'----, .; • /"/' N,A.ME OF APPUCANT: ___, ·· '.~ .·· ·· - -•/ I ----,------·-----~- PHONE: ------3i~· 1 LEGAL DESCRIPTION OF ALLE' /STREETTO BE VA.Ci\TED: ---- A -~ . --~---- .- J,-<" --~"----'--~-_.::.-_'---~.~~ --- -~ .~~~---- ./ -·------~-·,..__-•~ - ==~~-~------~------~,? )' LOCATION: ON . ✓ _.:co,.._ SIDE OF /~ -----·="=-·=--=--=-,.;;..--~ '-----~.=-'------ 3ETVVEEN ______.AND ____ .______-!- .~______ ~ECORDED IN MAP BOOK: __""__ P,~GE(S): ___-:_•_,, ___ OF THE PUBUC ~E:ORDS OF ST. JOHNS COUNTY, FUJRIDP• REASON FOR VACATION OR ,l\BA.NDOI\J!\~ENT OF S'RE~/ AL'....EY/EASEM:::\F ____ ": j ,.:.r .. tr-Tr{) ,n. / / ' .'l t_ ~.{.+ i:) / t Ci<. 0 V ,J j • I (.[ //i-1;_- :{, 1 c~ .... _) - 3 - :vY i\,AMES :'\\iC; ,t\,J,J::ZESS OF 0\/1/NERS J~ RE/\~ PR0°ERTV AB,JTTI~iG :\:'iO AOJOii\I:\JG TH:: AL__ EY,STREET FOR V\/'1IC>1 THE VACATIO~,I 15 REQUESTED rTo be acqu,rei::: Fron St. Jor'7s Courity Rea: Estate/SJ,,/ey Depa,-'.:,r:-1ei7t te!epho,,e rn__::i:.ber 9!J4--2:JS-·J75;J) (v'( STA[Y1PED ,L\:\JD ADDRESSED ENVELOPES OF OWNERS o;::: REA;__ PROPERTY AB'._;TTTi\iG ii,iV) .i.\DJOI~I~~G THE ALLEY/STREETT'.:) BE \/,i\CATEJ C)'\i VVHICL; MAY t3c REQCJiCZcD Bv .E CI:Y: - -- --·------ A.JJiJ,ESS -1. /~I I _',,_;_,; _,,__~L_-r_·, _C_~.----c--t:.__r--_2.. f_?_i_:~~-_,. ___ _ ------ -·.'!,,,,,' < +. !;:;,, '',.( :,,.½ __(_ , 5. :;'fr(✓.._ 1,' /( J, ~) ~ ,~ /- I )'1 >'/ -<._ f ;..L-/l /~~ v(~·/,/,_,,_ ------+-----~ I 4 ;+: I ) / I J' ,,d }1., j_/\.. ~;1._ ;4/) /?f.r/ / /) ~~ S-f 7 c1u+11 ,.. '1 ,_, ;V 1.,,; U b ;1 3,l.. a4 ·, lo'-_;)1~13 \ t, r'~- /j \ t t ) ;lfj 11 _1_.l ------ l2 ------~------~----~--~--~ --- - 4 - Pe~ C),j 11::i1ce Ne 15-JS, Sector, 18-511'.e) oF the St /-\ugust:ne Beach Code, wh 1 c;-; 1 1 s attached to tr,is :iop , catior, 1 the r'a!:les and add1~esses of the owne~s of the reai property brn.;,1ding a,1d abJtting tr,e property for wh,ch the vacaton is requested arid sha 1 i be ta:<.en f,o:---r the current tax: assessrnerit ro:1, The Vlritten consent of each owrier shal: be obta:ned 11 by the app!icant ar,,d flied upon aop cation with t11e office of the City Manager 1 but if 100% of the rea 1 property owners do no s1g11 written corisent, then a minimum of 70% of the n~al property owners must sign a written consent and the aoplicant must demonstrate that the vacation will not adversely affect nor negatively impact those property mNners who have not signed a written consent, \>Vhich demonstration may necessitate the applicant obtaining the ooinlon of a traffic engineer,. survevor or other professional. Nothing about this subsectior: cha;1ges the wav' ir vi/hich vacated streets/ a:1e/s a>1d/or ease,:ierits vest prope--tv r;gnts ,,. , I ,., -, .. ·J x .. ~ / l tj,_,, ·~~.,,r~f--"-C ,J"-- - SIG:\JATURE OF APF'LICA\ff STATE OF FLORIDA C0UMTY OF ------'--~------ Sworn to (or affirmed) and Sl.;bscribe1~ befo,e me tri1.s __i___ ,jav of-'--'-·--~ - , ~ r 'i ,' ~o , I • c .HJ~, :- ,, , I !_ _,_._1 Oy _ __.,)=--~"'---="'-_"_·_ __;c __ ._._, _,_, _,._#___,_/ ______~ vvho is personaliy know to me _____ or who has produced ident:ficat1or _·-__- ·1 . I --: , / Type of id,.enl:11'.!cation prnd,JC2d __,0_'_r_ 1 v_J(_'_.i~->__ i._· ,__ ( ,A'.,,,1_v_-..~x~---__S_"~,,L-~_J_· _r~v~✓-~-~·l_i- ___l_f, '\ '1 ,· ' ,I , ~ur: oY~ot~:~~ 1\Jame of ~~otary Public Typed, ::>r/1,ted or Scan,ped '1 - i'r',n:;ti:r, n~:mrr o:~.. -1:'; FEE CHARGES '\ NOT ,A,~Y i=l,':;!L'C ,.,fl S"'!" .\ r~ CF i=LC~ · CC!T".'T".'t ~1S$82 ~r:;;. ,2.;'23/2()4 0 VACATING ALLEY/STREET ,l\PPUCATI0 1\i FEE: $250,00 $7,50 (Acct #50471 515) -,/ ----7 CASH/CHECK #: t.._/2/ 1-iJ::? ~~ - 5 - () kDI \A\ U: 15-0 5 AN ORDINAJ~CE OF THE CITY OF ST. AGGLSTINE BEACH, FLORIDA, Alv1ENDI:'(G THE CITY CODE, CHAPTER 18, STREETS AND SIDEWALKS 1 ARTICLE HI, PROCEDURES FOR VACATING STREETS, ALLEYS AND EASEMENTS, AMENDING SECTION 18-51, APPLICATION REQUIRED; FORM; SPECIFICALLY ANIENDING SUBSECTION 18-Sl(c), REGARDING THE WRITTEN CONSENT OF OVlNERS ABUTTING THE VACATION; PROVIDING FOR SEVERABlLITY; PR0\1DING FOR A~ EFI'ECTfVE DA TE. BE IT ENACTED BY THE CITY CO:-.IMISSION OF THE CITY OF ST. Al7GtSTINE BEACH, FLORlDA. Street~ and Sdewalk.s, Article III, Pr::x:ed~res \'aca~rng Streets, Alleys and Easements, Sect1i:)n '. 8-~ 1, Appi:c~t10n Required, Forr::1, be, a.'1d :.he same is he~:::by amendec to specifi:::aHy 3.,_cnenc S :Jbsecti 1Jn 18-5 l ( e ), as fo ll-Jws (~) The names a.n.d 2.ddresses of the O\,ners of the real property bound mg and abutting the prvper:y for which the vacation is requested. The na.rc.es and addresses shall be taken from lhe current ta-'<: assessment roll The written consent of each owner shall be obtarned by the appl:ca.nt ar1d filed \Vtth rhe office of the city manager pnor to passage of a,Ty ordinmce vacating any street, ailey or other public easement lf 100°10 of the real prnpert\/ owners do not s1gn written consent, then a minimu.m of 70°,o o: lhe real pro;:_)erty oVvners must sign a written consent ar1d the applica..nt mu:,;t dem,Jnstrate t.t'lat the vacat:on v,ill not aJversely affrct nor negatively impact thuse ;:iropery owners who have net signed a vvntten consent. which demonstration may necessitate the applicant obtaLning the opinion of a traffic engineer, surveyor or ot~1er professional Nothing about this subsecticm changes tneI way m- wrncnJ' J vacated' streets, a II.. eys an d easements vest property ngnts.J Section 2, Other Code Sectiu;;s Ur1changed. Any section or sections of the Code of the Cty of St. Augustine Beach no~ specifically modified herern shall survive in fuil force and effect ,u1d reoain unchanged unless a conflict anses i:1 vvhich case this Ordinance shall corrtrol - 6 - oC this Ordmance is held t:::i be ic\alcd, ur 1J.nccnstitutiODal ~ya court of compete-r,t jurisd:cnon, such invaliditv, or unconstitutionalttv, shall not be cot1strued a.s to render invali-~CJ, or unconstiruriona( tte rema~ning phrases. clauses, suc,sccLiocs. or provisions of this Ordinance Section 4. Codifica:iori. Other d-la.7 Secti,Jn ! hereof this Ordina..xe shall nor be codified. bu.ta copy of this Ordinance shall te mai:1t:1rn.ed m the off;_ces oft.he City \-fa.nager. Section 5. This o:--dinance shalt tab:: eff:-ct ten days fo!\0•1,;ing passage. PASSED by tbe Cit;- Com.m.issic,;--, o~ ;r:e C,1 of S:. Augusti.. ne .Beacr.., Flor..da.. 1.,p0;1 Second Rea.ding this 28 day of S-:pterr.t.er. _ : ' CITY COlV[\11SSIO:\ Of THE CITY OF ST. A t:GLSTL'iE BEA.CH / I/ /']-' / /' / ATTES~v,,fb__-- By:@~Lc / -..7"__,,-Lw£ Ciry 0.·fanager Mayor-Comrruss:oner Firs-( reading: August 3,201.5 Second reading: Septemtx:r 28, 2015 - 7 - - ' ... -~-. Ei ..11:.11[ C:RlAM[H, P•·operll~ A.pp, 1-11wr PROPERTY APPMI\ISHi 40.i<) Lewis '>pi'edw,,q, \u1t" .!CH ,;,m,1 /\ug11st1nP. Flonda 908', r>honP (\lO',) H:l'I ·'>500 ra>< (l){)I,) BJ'/·5'>80 WWW SJCPA US t,Jdie~ C t· -t I I -,' Location Map ,- 1 H) p Legend , ' f I ·~ ,,,h \l.il',lll(!ll r, Mu a,.~i :,111,id\1·\,.int, ~;ubd1v1s1ons it) ii'~ ;,f,. M,,,th(hli ~l At,·'"'" ',ut>Cil111~,c,n '-.,,1t, '::>€('!tu,, With Ai i ;, ,, ,4-,,11,,11 Condos /\, '.;( ,_''-1 "+ A •+ ., '-i I 1-, ~ l ti ,,,, I I 111 t'p 11 I 00 l ) ) fl, f I" I ,j ,,. t ' 1 I' " I ,,, ,1: I'., R·, 44 _.j l 81' ; .\'· 4 44 ; I .\ '!4 ¾_c5i> Po rt/rn, {)f' 7 t, li 1 "'11- ,1 / ~ "1 (1 ~) !Cj ~Ii 1,, .\ ~- ~· r ollt1f itL-/ t'', '.. -t /':16~(/ I [) c,C j -·· f I 1,· I l , .oq111n11 I,<1hl,•, ~ I ~ :-,td,1H111 ,l<.>11 Nn c~14'--:-/~__/;,:e i ,, 1 7 ..::..,,,C:.ftj;/Yr~) ,-;;.,._ / ,_, .,..>' ~e~H~1 H !};._, 1)0..c I ol - I I · 111, ,ntor rnat1or1 wa, c1l't 1vc>d tr orn d,11,; wr11r h wc1, , ornµii1•11 hy th,• ',1 l"I"" r ""r1'. y P, up,,, ty ArJpr a is Pr\ Uff11 ,, '"'''ly for tr1t• l4l>vt•111rrH_•11tdl µur pCJ',e ,if p, opr'rty """"mt'n! f h1, ir1tu, 1r1,1t,un ,hould , 1u1 IJt• rPl1t•11 uµrrn t,y .rnylHH' .1, ,, 11t'tt'r111111,1t1un llf th,, 1)Wrtt•rsh1p ,ii p1up,•1ty rH inacl,,•1 vdluP Nr, w.ir1;rnt1t", ,•xp11•sst•1t u1 11npl1t-' 1ntt-·rµrPfdt1ur1 Althuu1-;h 1t I:} pt!r1ud1Lc1lly uµc!nteci, th1':, 1r1forn1r1t11J1, rn,1y 11ut rt,fl('t t fht 1 cL11.-1 l urrt'11tly u11 fill"' 111 the Propt>rty Af,lHrll">i'1'<:, (Hhlt' fhE, d':>':,t:!':i':it'd valut-'':i dff_--' NUl CP1t1t1Pd vr1l1JPS .-lriU ( --{ ( A( ( . . . - ·- -· ~- - . " 170100 0000 170090 0000 170070 0000 170120 0000 /-fl 170050 0000 I '-D I ·j 70060 0000 170130 0000 170110 0000 170080 0000 170060 0030 170040 0001 8 St Parcels Adjacent to the Boundary of Vacate Rd bound by A St, B St, A1A Beach Blvd Aap Printed 7/7/2017 Sh~na &- )c1y H~tfidi;l 5 A St•eet St Augustirie F~ 32308 Hello, .:\s one cf your neigh toes in Coq 1J_ma Gabk5, I a.rn c.:m~--ting you r~gardmg the alleyway that ex1sts 'oerween our homes on A and B Strett We discovered during a recent reoo vation of our home tha:t our fenc~, along \i\/11h mariy of y0urs, sits m lhe alleyway "i'rh_icb belongs to the City of St Augustine Beach. In our case, when we bought the property 1!J years ago, this em::roacl:rrrm1t was not ciiscloSed to us St Augu;3tir:e Bea.::h ZODlilg suggests the best route to solve all of ow encr,Jachmen-1 problems \3 to vacat~ th~ alleyway Th.ls wou_lj ciea.7 up everyone's lot lines arid elu'nina'.e a,7, encroB,e:unent i.3sues 1f yo1.. sbo1Jld ever decide to scL or finaricc your prnperty 1l1.:n: LS a $257.00 app'.1cation f:e, along W1th me cost of :be records 3Carch and mai:;:1g fees_ My husband and I~ ha7Py to pa:;,- ~s kc and :3pearhead tbe prQ(;eS-3 I :1ave be'=n -:o ;d ili::r,: are no additional fees and no legal desrnptions v.~11 chang~ S1mply ; 12 of the 15 alleyway (7 5 feen will be legally absorbed L.nto yo;n property w':1lci'_ means gJJ fences, sheds, and ol~er S?a~S will not be ma city easemen:. There are (9) of lots on the West end of our street hav!! alr~y been through tlm process and have been vaca.red_ If we vacate ll'-ie East end. then the entire street vVill be v~a1ed as was recently done fx!tween streets B & C Once we have signatures of support from all of the property owners we can immediately proceed ~ith tbe vaca.tmg process_ Please sign the attached form a.s soon as 29ssible and return by email (s:,ha.tficld'ii:wmdstream.net) or fax (386-364-3514) a.s we a.re trying to meet the cit)'. deadline on July 1rn for this month· s ;;ommiss10n meeting_ Please fo:low wp with a hard copy mailed to Shima Hatfield. 201 Gay Street SE, Live Oak, FL 3 2064 If yo 1.1 hav-e any questions you may reoch Shana a1 386-68 8-1113 _ 11:i.an.k you, Shana & Jay Hatfield ~ame(s) Robert & Paulette Lev.1s lam m support to vacate the al:eyway bet~ A & B streets that is conneced to my property, / / / Property Address: 1 5 A St, S - 10 - PROPERTY APPRAISER Eddie Creamer Parcel Information Strip: l70050000C Mailing Addrl!S3: 6000 SA,i XlSE 5ll/Cl ST: 9-A jACKSQN\/[LLE ,L 32217-0000 Tn Oi5trict: 55; Neghborhood Code: 11 7 53 u... Code/ 0-:riptior: ,J0001 ~lt:-::::,0111v _ess Tlar l'J _nts', : J:\, .:.1. ) Sarnt i\u9ustine :::i_ 3 2080-000C Sec-Town-Range: 3 3 3C 4cn..,ge: 1J 26 Valuation Information 2015 C~1\ed Vl>lues 2017 'N oM<.inq Values Totajc.nd \/~: S 4'~.000 5 471) JGC Totill atra N!lftunos 1/illu-e: s ,] ;; Total !luilding Vltl,_.,: l lZ8 696 S L25.0 7 • Tot,,i '4ar' Legal Information Owner Information 'Exemptions 2-10 COQU[NA GABLES LOT A SU< 34 SURF AND SAND OCEANFRONT :..LC JRJ682/ l l 70 Sales Information D.rte of Sale Sales Price Sales Ratio Qualified 'lllOlnt or Impro~ 01,24, 20 l3 $ 100 0 00 3682 & 1170 WO u 11 [2;29/2011 $ 470,DOO 126.61 3511 & 1682 WO Q 01 06/07; 2005 $ 989,500 60 14 2457 & 98 l WO Q 12/ll/1992 > l 73 200 0 ()() 970 & 2: 70 WO u 08/0L 1989 ; 0 J ()() 827 & 853 V ll 06/0l;l 984 so J 00 651&1.12\ ,J l0,01/1983 s -.s,ooo 979 17 &08 & 865 Q 01 Building Information Building ~i!s Structu,.ii clements ilviklfnci~•• v-au;tt '.913' ?lemenc EJ_,t 0ac: fype: Type~ iklikllng Type/De«: ·]802/Dvpk!> Girou AIWI· l,12 EW Exte-lOf Wall L Stucco lk,ildin,g -/De«: Oti~tla:1 Meitt9'i/ Cooled MN: 201.J. :W Extenor -,.,a11 ll Stucco 5'1~ Y•k>e: 3 ~25,07!. EW Exterior Wall c4 Ccncrete 5icJlng , • A ST Sd RC Roonn\j (oY@r CO'Tll)OSltl! ~ RC "°"""'l COYer (O'Tlp()SQ 5honQie IW lnte"IOf Wah ~ IW lnteiOrWals )rywall - l 1 - http da,,:,,/7a.h s_1coa us Co1JFus:onPage5, webpropcard,-+ ctm"strap~ I 71)0500000 I t2,20! 1 RESOLUTION 17-09 CITY OF ST. AUGUSTINE BEACH RE: TO DECLARE AS SURPLUS ST. JOHNS COUNTY AND AUTHORIZE THEIR DISPOSAL FOR THE ITEMS LISTED BELOW The City Commission of St. Augustine Beach, St. Johns County, Florida, in regular meeting duly assembled on December 4, 2017, resolves as follows: WHEREAS, from time to time the City's departments have items of property which have reached the end of their useful life, or are broken and for which the cost of repairs would exceed the value of the item(s), or are obsolete and/or no longer of use to the department, and WHEREAS, Section 10 of the City's Capital Asset Policy requires that the City Commission approve the disposal of any property that is declared surplus. NOW, THEREFORE, BE IT RESOLVED, that the City Commission of the City of St. Augustine Beach, St. Johns County, Florida, does declare as surplus items listed below from the Police Department, and authorizes their disposal. Property Tag No. Description Serial No. Condition 963 Wood Credenza N/A Broken 964 Wood Desk N/A Broken 1229 Sentry Safe K018629 Fair 1230 Cross Cut Shredder N/A Broken RESOLVED AND DONE, this 4th day of December 2017 by the City Commission of the City of St. Augustine Beach, St. Johns County, Florida. Rich O' Brien, Mayor ATTEST: City Manager 3 rl,::.:'1d:l Item if .- Meeting O.ate. 12-4-17 MEMORANDUM ____ ,,_.,~·- ··--···--· -- - ···------·····------·-··------· ------· ------== TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CFO \'llf SUBJECT: BUDGET RESOLUTION 17-24 DATE: 11/20/2017 __ ,_, .. ,,.,. ____ ".,_,,____ ,... __ ·-" -· .,______······--·-·------····-·· .. Budget Resolution 17-24 is required to appropriate additional funds from the Emergencies and Contingencies line item to the Overtime line item in the Finance & Administration Department's budget. Since October 1st, there has been 57.5 hours of overtime paid, which is extremely high for a department that does not incur much in overtime. The Finance and Administration department employees are responsible for recording minutes of the Commission and Beautification Committee, and providing audio visual recordings/broadcasting of the Commission and Planning and Zoning Board. To date there have been a total of seven meetings requiring overtime. Please let me know if more information is needed. BUDGET RESOLUTION 17-24 CITY OF ST. AUGUSTINE BEACH RE: TO AMEND THE FY2018 ST. JOHNS COUNTY GENERAL FUND BUDGET FOR FINANCE & ADMINISTRATION DEPARTMENT The City Commission does hereby approve the transfer and appropriation from within the Fiscal Year 2017-2018 General Fund Budget as follows: DECREASE: Account 001-8100-581-9120 (Emergencies & Contingencies: General Fund) in the amount of $5,000 which will decrease the appropriation in this account to $82,932 INCREASE: Account 001-1300-513-1400 (Finance & Administration) in the amount of $5,000 which will increase the appropriation in this account to $7,000. RESOLVED AND DONE, this 4th day of December 2017 by the City Commission of the City of St Augustine Beach, St. Johns County, Florida. Mayor - Commissioner ATTEST: City Manager Aae11da Item =u.--- 4 Kaellng~ 12-4-17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka / FROM: Max Royle, City Manag~L DATE: November 28, 2017 SUBJECT: Land Development Regulations A. Consideration of Engaging a Planning Consultant, Ms. Lindsay Haga, of England-Thims and Miller to Assist with Determining Changes B. Consideration of Scheduling Special Meeting in December to Make Decisions Concerning Changes At your November 6th meeting, you discussed with the City Attorney changes to two sections of the Land Development Regulations. The changes were the result of several workshop and special meetings held with Mr. Brian Teeple of the Northeast Florida Regional Council and Ms. Haga. There was discussion of determining setbacks and a question about the definition of the term "City Center Platted Lot." A resident suggested bringing back Ms. Haga as a consultant to help the City and Vice Mayor George asked if Ms. Haga would be willing to come to your meetings to help with the adoption of the changes. The City Attorney said having Ms. Haga would help the process of adopting the changes to the LDRs. There was further discussion, as well as questions, about the proposed changes. The discussion ended with your consensus that the City Attorney and the City Manager were to contact Ms. Haga, to see if she would be available for a special meeting to complete the p;·ocess of adopting the Land Development Regulations. After your meeting, the City Manager contacted Ms. Haga, explained what you wanted, and requested a proposal from her as to what she would charge. Though Ms. Haga said she would send the proposal, it had not been received by the Thanksgiving Day holiday. After the holiday, th the Manager contacted Ms. Haga again. On November 27 , she said she would complete the scope of work and the cost of her services and send this information to her director for review. She concluded her email that she was certain her director would share his revisions and sign off th th on the proposal by the morning of November 28 . As of the afternoon of the 28 , the City Manager hasn't received the proposal. We suggest keeping this topic on the agenda because we may receive Ms. Haga's proposal before your December 4th meeting, and can forward it to you. At your meeting, you can discuss it and if it meets with your approval, you can schedule a date for a special meeting in December to meet with her and move forward on adopting the changes to the LDRs. ~genda ltern Ji s · Meeting Oate. 12- 4- 17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag~ DATE: November 20, 2017 SUBJECT: Temporary Repair of Mizell Road Retention Pond Weir: A. Award of Project B. Budget Resolution to Amend the FY 2018 Road/Bridge Fund Budget to Appropriate Money for Project As of the date of this memo to you, the City hasn't received responses to its request to companies for price quotes to do the temporary repair. However, in order to not delay the start of the project, we've put it on the agenda. Mr. Joe Howell, the Public Works Director, expects to have prices and a recommendation for you at your December 4th meeting. If you approve his recommendation, then you can award the contract to the company. A budget resolution will also be presented to you at the meeting, so money can be appropriated for the project. The contractor will then be hired, with the repairs to be started after the holidays and finished in the spring, well before the start of the next hurricane season. Agenda Item 11.--.i6"'--• Meeting llate 12-4-Jz MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Managp·{)~--- DATE: November 28, 2017 SUBJECT: Request for Approval of Drainage Improvement Projects: A. East End of 1st Street B. Section of Sandpiper Drive INTRODUCTION You discussed both projects at your November 6th meeting. The outcome of the discussion was that the Public Works Director, Mr. Joe Howell, would provide a report. It is attached as page 1. In it, Mr. Howell briefly summarizes each project and provides an estimate of each. He estimates that the total cost of both would be between $105,000 and $115,000. ADDITIONAL INFORMATION Part of it is a report (pages 2-3) from an engineer whom Ms. Susan O'Toole, 1 pt Street, hired to do an assessment of the drainage problem at the east end of the street, where her house is located. The engineer concludes that "unless a method of removing stormwater from the road [1st Street] is constructed, there is no other way to prevent the flooding of the basement/garage [of 1 pt Street] from occurring in the future, without raising the elevation of the existing floor." Part of the additional information is a proposal from the Tree Board/Beautiful Advisory Committee. At its November 9th meeting, the Board/Committee authorized a member, Dr. Lonnie Kaczmarsky, to make a presentation to you concerning green considerations for stormwater drainage. Attached is an email from Dr. Kaczmarsky with images of what he proposes (pages 4-6) for the pt Street drainage project. Dr. Kaczmarsky isn't opposed to the underground pipe for 1st Street, but suggests there is a "green" solution to the problem that is better and will save money. He'll be at your meeting to present his proposal in person. A Please note that the Public Works Director had a swale put along the northeast right-of-way of pt Street before Hurricane Irma's arrival. The swale did function, but not to the extent that it relieved Ms. O'Toole's concerns about the potential flooding of her property. ACTION REQUESTED It is that you discuss whether you want to proceed with the pt Street project and the Sandpiper Drive project. If you do, then you can decide the following: a. To have the two projects done in either Fiscal Year 2018 or in FY 2019. b. Whether for ist Street to include the green component that the Tree Board/Beautification Advisory Committee has recommended. Dr. Kaczmarsky's email and the attached pages have been forwarded to Ms. O'Toole of 1 pt Street. If you want to do the two iJrojects in FY 2018, then the money for them can come from one of two sources: the $260,000 already appropriated in the FY Road/Bridge Fund budget for drainage projects; or from the money remaining from the sale of Lots O and P. This money has been used in the past for projects related to the beach, such as dune walkovers. At your last meeting, Mr. Howell provided the following list of drainage projects and their estimated cost: $100,000 Woodlands CIPP $ 35,000 12th Street/ 12th Lane Drainage Improvement $ 55,000 Engineering design and permitting Mickler Boulevard / 16th Street ditch piping $ 50,000 Complete Ocean Woods Ditch project $ 20,000 Miscellaneous drainage work $260,000 Total budgeted FY 2018 As the above drainage projects are needed, we suggest you take the money from Lots O and P sale. $749,613 remains in the reserve for beach projects. Some of this money ($125,000) will be used to build the Ocean Hammock Park restrooms. If you agree with this suggestion, a budget resolution will be prepared for your January meeting to appropriate the money for the pt Street and Sandpiper Drive drainage projects. B MEMORANDUM Date: November 20, 2017 To: Max Royle, City Manager From: Joe Howell, Public Works Director Subject: 1st St. and Sandpiper Dr. Drainage Improvement Project The 1st Street Drainage Improvement Project is intended to address street flooding at the east end of 1st St. that adversely impacts three residential properties by providing a positive drainage outfall to Beach Blvd. 1st St. is relatively flat and tends to hold water across the full width of the paved road and R/W on the easterly 125' - 150' of the road. The 1st Street Drainage Improvement Project will entail constructing a drainage inlet at the east end of 1st St., a second drainage inlet approximately 125' - 150' further west, and connecting these inlets with approximately 450' of 15" drainage pipe out to an existing curb inlet on Beach Blvd. The concept involves placing the drainage pipe along the edge of pavement and will require reconstructing a single lane of the street. A rough, conceptual estimate of the project cost is $60,000. Resurfacing the full width of the street would potentially add up to $10,000 to the project budget. Following Hurricane Irma and the nor'easter a couple of weeks later we observed street flooding on a portion of Sandpiper Dr. generally located between #44 and #48. This did not directly threaten any residences. At this location the street is relatively flat and there is an apparent sag, or low point holding water across the full width of the pavement, into the driveway and yards. Due to the high groundwater table at that time, and the topography of the properties on either side of the street being a few feet higher than the street itself, the standing water would not percolate. To provide relief the City pumped the excess standing water to an existing drainage inlet approximately 500' east. The Sandpiper Dr. Drainage Improvement Project will entail constructing drainage inlets near the driveways of #46 and #48 with a lateral across the street to #45, connecting them with approximately 515' of 15" drainage pipe to the southeast end of the existing Sandpiper drainage system. A rough, conceptual estimate of the project cost is $45,000. The first step for both of these projects is to obtain a design survey to verify that constructing/extending an existing gravity drainage system will work over the required distance. The fee for the surveys are included in the above conceptual estimates. The total for both projects ranges from $105,000 - $115,000. Both of these projects require funding beyond that which was allocated in the FY 18 budget for drainage related projects. - 1 - ~, CDA!iTAL El\l61I\IEER 11\16 ,\ \J D T 1: S T I N (; , I ._ C 10/31/17 Susan O'Toole 1 1st Street St. Augustine Beach, FL. 32080 Dear Susan, I have completed site drainage assessment of the residence located at 1 - 1st Street, St. Augustine Beach. The site sits at the eastern terminus of 1st street. The site experiences frequent flooding. I performed a sight visit to assess how the flooding affects the residence. My findings are as follows: Summary of Findings The site is located in a flood Zone AE-9 and Zone VE-13, however the house is located within Zone AE-9. The property grade slopes from east to west and the basement/garage finished floor is below finished grade. The finished grade is approximately 8.0' NGVD 29, while the slab is approximately 7.5' NGVD 29. The finished grade along the west side of the house is approximately 2 to 3 feet above the finished grade of the basement/garage. The finished grade of the road is about even with the basement/garage floor. The roadway does not have a swale system and the east end of the street is lower than the western end, causing all storm water to stage up at the eastern terminus of the road. During periods of heavy rain, the water stages up high enough where water migrates into the basement/garage. The hydrostatic pressure causes water to seep into the masonry walls and from the bottom of the slab. The storm water cannot flow to the east, since the dunes will not allow water to flow in that direction. The water currently has nowhere to go at this point. Conclusions and Recommendations The residence was originally a crawlspace with a slab which is lower than surrounding grade. While the road is close to the elevation of the basement/garage slab, there is no positive outfall, nor is there any stormwater system to carry runoff to a stormdrain or retention pond. This is common in older developments prior to any existence of a water management district. Unless a method of removing storm water from the road is P.O. Box 860125 St. Augustine Florida 32086 I - 2 - constructed, there is no other way to prevent the flooding of the basement/garage from occurring in the future, without raising the elevation of the existing floor. If you have any more questions, please do not hesitate to call me at (904) 429-7536. Sincerely, William H. Freeman FL. PE 56001 P.O. Box 860125 St. Augustine Florida 32086 I - 3 - Max Royle From: Longin Kaczmarsky I was not planning on doing that. But I was going to show them a design that would work in combination with a city storm drain for possible use at 1st Street. Please see the attached images and note the slotted pipe that overlies a standard drainage pipe in the drawing that shows a cross-section. Ideally, the idea is to save money using just a green infrastructure design alone while providing the additional benefits that come with that approach. Lonnie From: Max Royle Dr. Kaczmarsky, Are you still going to try to convince the Commission to have a swale project, not an underground pipe, for pt Street east? Max From: Dariana Fitzgerald Sent: Monday, November 27, 2017 10:12 AM To: Max Royle See Dr. Kaczmarsky's response to your message this morning below. If you have any additional questions, feel free to contact me. Dariana A. Fitzgerald Deputy City Clerk City of St. Augustine Beach 2200 AlA South, St. Augustine Beach, FL 32080 (904) 471-2122; FAX (904) 471-4108 www.staugbch.com Confidentiality Notice: This email and any files transmitted with it are confidential and are intended solely for the use of the individual or entity to which they are addressed. If the reader of this message is not the intended recipient, you are hereby notified that any dissemination, distribution, or copying of this communication is strictly prohibited, and that you have received this email and any accompanying files in error. You should notify the City of St. Augustine Beach immediately by replying to this message and - 4 - - 5 - HOW HIGH POINT DRAINAGE WORKS TO RECHARGE OUR GROUNDWATER AND PROTECT THE CREEK HOUSES use different strategies to collect, STREETS slope to one side and cuts -In SWALES collect, CONVEYANCE FURROWS direct Infiltrate, and cleanse rainwater. curb direct rainwater Into planted and , absorb, and filter water away from the house via a path of . splashblockS grass swaies. rainwater from gravel and crushed rock. • rocks ' streets and houses - furrows or channels , Into the ground • stormwater pop-ups , before going into • planted depress ons (ramgardens) the city storm drain. • yard drains i storm water porous concrete sidewalk• pop-ups release allow wa ter to pass through swales are designed water into the into the ground. with crossing points. yard .. ► slotted pipes \ \ \ \ I t • I enable water to seep I I I Into the ground while, I I stormwater flows 32nd Street north of Raymond Street is porous I I filter soil mix f f T ,T yard drains direct rainwater moving away from the across sidewalkS concrete to allow water to pass through into the to swales or a pipe. house and into the toward swales. ground before it goes to the swale. slotted pipe rain garden '' '' (underdraln) splash blocks slow and to carry bigger rainstorms city storm drain direct water away from the to the large pond which slowly releases house and should be kept cleaner stormwater to Longf llow Creek. O(SIG CO HU rocky son holds water until it clean of leaves. seeps into the pipe. Agenda 1te111 ~"--7_ ..;; Meeting llate. 12- 4- ~ 7 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Mana~ DATE: November 16, 2017 SUBJECT: Request by Vice Mayor George to Discuss Proposed Ordinance to Ban the Sale, Use, and Distribution of Single-Use Carryout Plastic Bags by Retail Establishments in the City Attached as pages 1-5 is a proposed, unnumbered ordinance, which was prepared by the City Attorney. Also, attached (pages 6-8) is a newspaper article about the City of Coral Gables' ban on the use of single-use, carryout plastic bags. Vice Mayor George will discuss the proposed ban with you. For your discussion, please note the following: a. There are two bills concerning disposable plastic bags already filed for the 2018 Florida legislative session: House Bill 93 and Senate Bill 348. A copy of the latter is attached as pages 9-11. We checked with the Florida League of Cities about the possibility of these bills being passes in 2018. Ms. Rebecca O'Hara of the League replied that similar bills have been proposed in past years. She said these bills "have been killed by heavy opposition from the Florida Retail Federation and individual corporate retailers." She doesn't believe that the bills proposed for the 2018 session will fare any better. b. In 2016, the Florida Retail Federation and the owner of a 7-Eleven convenience store in Coral Gables filed suit against Coral Gables' ban. As the federation lost in a lower court, it has appealed that decision to the Florida Third District Court of Appeal. That court hasn't yet made a decision concerning the Federation's appeal. ACTION REQUESTED It's that you discuss whether to prohibit the sale, use, and distribution of single-use, plastic bags from being used by retailers in the City. If you support such a ban, then you can pass the proposed ordinance on first reading. We will provide a number for the ordinance at you meeting. PLEASE NOTE: The City Manager's office informed businesses in the City that use plastic bags about the ordinance and invited them to your December 4th meeting to discuss it with you. ORDINANCE NO. 17- AN ORDINANCE OF THE CITY COMMISSION OF ST. AUGUSTINE BEACH, FLORIDA, AMENDING THE CITY OF ST. AUGUSTINE BEACH CODE BY CREATING ARTICLE V OF SECTION 13, PROHIBITING SALE, USE AND DISTRIBUTION OF SINGLE-USE CARRYOUT PLASTIC BAGS BY RETAIL ESTABLISHMENTS WITHIN THE CITY; PROVIDING FOR SEVERABILITY, CODIFICATION, PENAL TY AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City Commission of the City of St. Augustine Beach declares that it is in the best interest of the public health, safety and welfare ofits residents and visitors to reduce litter and pollutants on the land and in the waters of the City; and WHEREAS, distribution of single-use carryout plastic bags by retailers to consumers for use in carrying purchased goods has a detrimental effect on the environment of the City, County, and State; and WHEREAS, discarded single-use carryout plastic bags contribute to overburdened landfills, threaten .wildlife and marine life and degrade and litter the beaches and waters off the Florida coast, which include areas within the City; and WHEREAS, single-use carryout plastic bags are photo-biodegradable and break down into smaller pieces which can make their way into the food chain via such animals as jellyfish and endangered sea turtles; and WHEREAS, plastic bags constitute a portion of the litter in the City's streets, parks, public places and waterways; and WHEREAS, as an environmental leader among local governments in the State of Florida, the goal of the City is to replace single-use carryout plastic bags with reusable, recyclable, or compostable alternatives whenever possible; and WHEREAS, retail establishments such as ALDI, Trader Joes, and Whole Foods have successfully incorporated programs that encourage the use of reusable and/or recyclable alternatives to single-use carryout plastic bags; and WHEREAS, this Ordinance provides for a I-year implementation period allowing for an extensive education campaign and for retail establishments to expand their current stock of single use carryout plastic bags and transition to reusable, recyclable, or compostable alternatives; and WHEREAS, the City Commission finds that this Ordinance is necessary for the preservation of our environment and the public health, safety and welfare of the City residents and visitors and future generations; and NOW THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF ST. AUGUSTINE BEACH: - l - SECTION 1. That the foregoing recitals are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this ordinance upon adoption hereof. SECTION 2. That Chapter V, Articles 13-44 thru 13-48 of the Code of the City of St. Augustine Beach, Florida, is hereby created to read as follows: ARTICLE V, PROHIBITON OF USE OR SALE OF SINGLE USE PLASTIC BAGS Sec. 13-44. - Prohibition on Use of Single-Use Carryout Plastic Bags (a) Definitions. For the purposes of this section only, the following definitions should apply: I. Single-use carryout plastic bag means a bag provided by a company or individual to a customer, typically at the point of sale, for the purpose of transporting purchases, which is made predominantly of plastic derived from petroleum or a biologically-based source. This definition includes bags, as defined above, provided to an individual to transport items provided free of charge, including but not limited to, samples and informational materials. 2. City facility includes, but it not limited to, any building, structure or park owned, operated or managed by the City. 3. Special event permittee means any entity or individual, and their subcontractor(s), who has been issued a special event permit by the City for a special event on City property, in a City facility or in the City's right-of-way, for the promotion or sale of their product(s) and/or business(es). 4. Compostable carryout bag means a bag that (1) conforms to the current ASTM D6400; (2) is certified and labeled as meeting the ASTM D6400 standard specification by a recognized verification entity; and (3) must be capable of undergoing biological decomposition in a compost site such that the material breaks down into carbon dioxide, water, inorganic, compounds and biomass at a rate consistent with known compostable materials (b) Prohibited Use ofPlastic Bags; Penalties; Exceptions 1. Special event permittees shall not provide items in single-use carryout plastic bags during special events as a condition of approval 2. Upon warning, the special event permittee must cease providing the single-use carryout plastic bags immediately. If the special events permittee does not do so he or she may be forced to discontinue the service, sale or participation in the special event. 3. A violation of this section shall constitute a City code violation and may result in the revocation of the special events permit and fines and may be grounds for the placement of conditions on or for denial of a future special events permit. 4. Exceptions. This prohibition shall not apply to Exempt Bags or other types of single use plastic bags used, provided or given out by individuals who are special events permittees for the purpose of hosting a small private event (100 people or less) (e.g. birthday party, family reunion). Section 13-45. -Sale, Use or Distribution of Single-Use Carryout Plastic Bags by retail Establishments within the City - 2 - For purposes of this section only the following definitions should apply: (a) Customer means any person purchasing goods from a retail establishment. (b) Single-use carryout plastic bag means a bag provided by a company or individual to a customer, typically at the point of sale, for the purpose of transporting purchases, which is made predominantly of plastic derived from petroleum or a biologically-based source. This definition includes bags provided to a customer to transport items provided free of charge, including but not limited to, samples, and informational materials. (c) Exempt bag means (1) a compostable carryout bag (as defined in ___ or any bag without handles provided to a customer; (2) a bag used to protect food or merchandise from being damaged or contaminated by other food or merchandise, when items are placed together in a reusable bag or recyclable bag, including produce bags; (3) a bag used to hold prescription medications dispensed from a pharmacy or veterinary office; ( 4) designed to be placed over articles of clothing on a hanger, including dry cleaning bags; (5) door hanger bags; (6) newspaper bags; (7) garbage bags; (8) pet waste bags; (9) yard waste bags; (10) bags of any type that a customer previously owned and brings to a retail establishment for his or her own use in carrying away store goods. (d) Reusable bag means a bag with handles that is specifically designed and manufactured for multiple reuses and made of durable material specifically designed for and provided to consumers with the intention of multiple, long-term use and does not include any film plastic bags. ( e) Recyclable paper bag means a bag that contains a minimum average of forty percent ( 40%) post-consumer recycled materials and displays the minimum percent of post-consumer content on the outside of the bag. (t) Compostable carryout bag means a bag that (1) conforms to the current ASTM D6400; (2) is certified (2) is certified and labeled as meeting the ASTM D6400 standard specification by a recognized verification entity; and (3) must be capable of undergoing biological decomposition in a compost site such that the material breaks down into carbon dioxide, water, inorganic, compounds and biomass at a rate consistent with known compostable materials (g) Retail establishment means any entity or individual engaged in the retail sale of goods. Retail establishment includes any supermarket, grocery store, convenience store, shop, service station, restaurant, farmers' market vendor, and any other sales outlet where a customer can directly purchase goods, materials, and products. Sec. 13-46. - Single-Use Carryout Plastic Bags Prohibited; Exceptions (a) No retail establishment shall provide to any customer a single-use carryout plastic bag, unless noted in exceptions below. (b) Exceptions: Although the discontinuation of the use of single-use carryout plastic bags is strongly encouraged by the City of St. Augustine Beach, this article shall not apply to Ex;empt Bags in ___ ( c) Retail establishments can propose innovative and creative environmentally sustainable alternative programs that eliminate the use of single-use plastic bags. After being submitted, the program is reviewed by City staff for approval. Each program is reviewed on a case by case basis. Sec. 13-47. - Use of reusable bags - 3 - Retail establishments are strongly encouraged to educate their staff to promote reusable bags and to post signs encouraging customers to use reusable bags. Should retail establishments provide carryout bags, they shall be reusable ( as defined in ), compostable carryout bags and/or recyclable paper bags free of charge or for a fee as determined by the merchant. Retail establishments may keep any fees charged for providing such bags to offset the cost of providing the bag. Sec. 13-48. - Enforcement; penalties Any violation of this section shall be punishable as provided in Section 1-9 of this Code. SECTION 3. SEVERABILITY. If any section, sentence, clause, or phrase of this Ordinance is held to be invalid or unconstitutional · by any court of competent jurisdiction, then said holding shall in no way affect the validity of the remaining portions of this Ordinance. SECTION 4. REPEALER. All ordinances or parts of ordinances in conflict herewith, are hereby repealed. SECTION 5. CODIFICATION. It is the intention of the Commission of the City of St. Augustine Beach, Florida, that the provisions of this Ordinance shall become and be made part of the City of St. Augustine Beach Code of Ordinances immediately upon the signing of the Ordinance; and that the sections of this ordinance may be renumbered or relettered to accomplish such intention, and the word "ordinance" may be changed to "section", "article", or such other appropriate word or phrase in order to accomplish such intentions. SECTION 6. EFFECTIVE DATE This Ordinance shall become effective upon adoption and enforcement shall begin immediately . with the issuance of warnings. PASSED by the City Commission of the City of St. Augustine Beach, Florida, upon Second Reading this ____ day of _____, 2017. CITY COMMISSION OF THE CITY OF ST. AUGUSTINE BEACH By: ______Rich O'Brien, Mayor -4- ATTEST: ------City Manager First reading: Second reading: APPROVED AS TO FORM AND LEGAL SUFFICIENCY: JAMES P. WILSON, CITY ATTORNEY - 5 - Eric Rlsberl( - AP CORAlWI.ES Coral Gables approves Florida's first plastic bag ban BY WICE DfXON "6r Commissioners unanimously approved the ordinance Tuesday, making the Gables the first city in Florida to ban the use of single use, carryout plastic bags. The ordinance prohibits the use of plastic bags by retailers in Coral Gables and at city special events. Violators will be fined from $50 to $500, but before the vote, the ordinance was amended to delay the levying of fines against retailers for the first year. The version that won preliminary approval in March had the fines taking effect in six months. The enforcement and fines for special events will start immediately. Special event organizers could have their permits revoked if they are found in violation of the ban. - 6 - Coral Gables approves first bag ban in Florida I Miami Herald Page 2 of 5 Initially, retail violators will receive warnings. After the year-long window ends, fines will be issued starting at $50 and increasing to $500 after a third violation. The ordinance does provide for exceptions including: plastic bags that the shopper provides, plastic bags without handles, bags used to hold prescription medicines at a pharmacy or veterinarian's · office, dry cleaning bags, pet waste bags, yard waste or trash bags and newspaper bags. The item also encourages businesses to promote the use of reusable bags and gives retailers the option to provide reusable compostable or paper bags for free or at a fee determined by the business owner. Commissioner Frank Qµesada said he hopes to see a gradual reduction in those exempted items once full enforcement begins. "I want to make sure that we come and we revisit this ordinance to see which ones we can knock off," Quesada said. Deputy City Attorney Miriam Ramos also clarified that the ban would not apply to smaller special events or private events like a child's birthday party or a family reunion. Residents are also free to continue use of the plastic bags they may have in their own homes. As with the first reading, the majority of speakers at Tuesday's meeting were in favor of the ban. "I want to thank you for standing up for what these local ·municipalities want and need in our own communities," said Rachel Silverstein, executive director of the Miami Waterkeeper organization. THIS WAS NOT AN EASY PROCESS AND" WE CERTAINLY GOT PLENTY Of CALLS FROM OUR BUSINESSES. MOST ARE MIGRATING AWAY FROM PLASTK BAGS BUT THEY WANT TO DO SO ... ON THEIR OWN TERMS. Mark Trowbridge, president, Coral Gables Chamber of Commerce Chamber of Commerce president Mark Trowbridge, who initially expressed concern from businesses, said that many merchants have become more supportive since the initial vote. "This was not an easy process and we certainly got plenty of calls from our businesses," Trowbridge said. "Most are migrating away from plastic bags but they want to do so, kind of, on their own terms." The ban follows a court ruling upholding the city's Styrofoam ban in a lawsuit brought by the Florida Retail Federation. The federation sued the city last July on behalf of its members including Super Progreso, a company that owns a ?-Eleven franchise in the Gables, months after the commission gave final -7- http://www.miamiherald.com/news/local/community/miami-dade/coral-gables/article 1495... 8/22/2017 Coral Gables approves first bag ban in Florida I Miami Herald Page 3 of 5 approval to the Styrofoam ban. The federation has appealed the judge's decision to the Third District Court of Appeal, where the case is still pending. Rich Pedroncelli - AP "City Attorney Craig Leen noted that the appeals court could rule against the city but he expects the city to prevail. "If the city does not prevail, the city will still at least have the benefit of having plastic bags reduced in the city for a year's time," Leen said. Across the state, local governments are pre-empted from regulating plastic bags. A state statute required the Department of Environmental Protection to conduct a study by Feb. 1, 2010, on the need for new or modified regulation of containers, wrappings and disposable plastic bags. It also prohibited municipalities from regulating those products until the report's recommendations were approved. ''The Legislature was given the report in 2010 and, to date, none of the recommendations contained therein have been adopted," Miami-Dade Circuit Judge Jorge Cueto wrote in his ruling in the Styrofoam case. Cueto ruled, in response to the federation's argument that the plastic bag statute pre-empted the Gables ban, that the previous lack of action put local municipalities in an "indefinite limbo." Citing the judge's ruling, the Gables chose to move forward with the plastic bag ban. As with the Styrofoam ban the city plans to conduct an educational campaign for residents and the business community. City staff members noted that municipalities across the state are considering similar regulations and several have approved resolutions in support of plastic bag bans. Lance Dixon: 305-376-3708, @>LDixon_3 - 8 - http://www.miamiherald.com/news/local/community/miami-dade/coral-gables/article 1495... 8/22/2017 Florida Senate - 2018 SB 348 By Senator Rodriguez 37-00058-18 2018348 1 A bill to be entitled 2 An act relating to disposable plastic bags; creating 3 s. 403.70325, F.S.; defining the term "coastal 4 community"; authorizing certain municipalities to 5 establish pilot programs to regulate or ban disposable 6 plastic bags; providing program criteria; providing 7 for expiration of a certain required ordinance; 8 directing participating municipalities to collect data 9 and submit reports to the municipal governing bodies 10 and the Department of Environmental Protection; 11 republishing s. 403.7033, F.S.; providing an effective 12 date. 13 14 Be It Enacted by the Legislature of the State of Florida: 15 16 Section 1. Section 403.70325, Florida Statutes, is created 17 to read: 18 403.70325 Municipal pilot program for regulation or ban of 19 disposable plastic bags.- 20 (1) As used in this section, the term "coastal community" 21 means a municipality that abuts or borders the Gulf of Mexico or 22 Atlantic Ocean, or a saltwater bay, sound, straight, inlet, 23 lagoon, salt marsh, coastal wetland, or other saltwater body 24 immediately adjacent to the Gulf of Mexico or Atlantic Ocean. 25 (2) Notwithstanding s. 403.7033, a coastal community with a 26 population of less than 100,000 may establish a pilot program to 27 regulate or ban disposable plastic bags. A municipality 28 establishing a pilot program shall enact an ordinance for the .29 regulation or ban of disposable plastic bags which takes effect CODING: Words stricken are deletions; words underlined are additions. - 9 - Florida Senate - 2018 SB 348 37-00058-18 2018348 30 no earlier than January 1, 2019, and expires no later than June 31 30, 2021. Such ordinance may not include any new taxes or fees 32 on the use or distribution of disposable plastic bags. 33 (3) A municipality that establishes a pilot program shall: 34 (a) Collect data pertaining to the impact of the disposable 35 plastic bag regulation or ban. 36 (b) By April 1, 2021, submit a report on the impact of the 37 regulation or ban to the governing body of the municipality at a 38 public hearing open to public comment. 39 (c) Provide a copy of the report to the department. 40 Section 2. Section 403.7033, Florida Statutes, is 41 republished to read: 42 403.7033 Departmental analysis of particular recyclable 43 materials.-The Legislature finds that prudent regulation of 44 recyclable materials is crucial to the ongoing welfare of 45 Florida's ecology and economy. As such, the Department of 46 Environmental Protection shall undertake an analysis of the need 47 for new or different regulation of auxiliary containers, 48 wrappings, or disposable plastic bags used by consumers to carry 49 products from retail establishments. The analysis shall include 50 input from state and local government agencies, stakeholders, 51 private businesses, and citizens, and shall evaluate the · 52 efficacy and necessity of both statewide and local regulation of 53 these materials. To ensure consistent and effective 54 implementation, the department shall submit a report with 55 conclusions and recommendations to the Legislature no later than 56 February 1, 2010. Until such time that the Legislature adopts 57 the recommendations of the department, no local government, 58 local governmental agency, or state government agency may enact CODING: Words stricken are deletions; words underlined are additions. - 10 - Florida Senate - 2018 SB 348 37-00058-18 2018348 59 any rule, regulation, or ordinance regarding use, disposition, 60 sale, prohibition, restriction, or tax of such auxiliary 61 containers, wrappings, or disposable plastic bags. 62 Section 3. This act shall take effect upon becoming a law. CODING: Words stricken are deletions; words underlined are additions. - 11 - ~~n8a Iferrt J. s - r Meet1ng Jlatl! 12-4-17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka 1 FROM: Max Royle, City Manar4tL DATE: November 13, 2017 SUBJECT: Performance Review of Police Chief and City Manager: Discussion of Evaluation Forms and Linking Them to Strategic Plan Goals INTRODUCTION At your October 2nd meeting, you discussed evaluating the performance of the Police Chief and the City Manager. Then-Commissioner Snodgrass suggested pursuing a strategic planning process in the first quarter of 2018 and tying goals and objectives of the Strategic Plan to the performance of the Police Chief and the City Manager. He further said, according to the minutes of the meeting: " ... that a baseline evaluation [of the Police Chief and the City Manager] would be appropriate, but [he] believed more importantly the expectations going forward is the Commission's responsibility to communicate the strategic plan priorities and initiatives that the Commission wants to pursue as a City. He commented that the Strategic Plan was very effective, but then the Commission abandoned it. He advised that the Commission needs to decide where to go as a City and then move forward with the goals and objectives for the City Manager and Police Chief and their staff." Then-Commissioner Snodgrass then asked Commissioner England to bring to your November meeting an example of an evaluation form. COMPONENTS FOR THE EVALUATION We suggest there are three components for the performance evaluation of the Police Chief and the City Manager: 1) strategic plan; 2) the job descriptions for each employee; and 3) the evaluation form. 1. Strategic Plan Because there was discussion at your October 2nd meeting of linking the performance of the Police Chief and the City Manager to the strategic plan's goals, we thought it might be helpful for you to review the goals the Commission adopted in 2015 for the plan and the status of their A implementation. As you review them, please think about how you would link the adopted goals to the performance of the Police Chief and the City Manager, as well as has been suggested by Commissioner Kostka to the performance of the department heads and other employees, such as police officers and Public Works maintenance workers. At its January 1, 2015, meeting, the Commission approved the hiring of Ms. Marilyn Crotty, Executive Director of the John Scott Daley Florida Institute of Government at the University of rd Central Florida, to help it develop a strategic plan. A workshop meeting was held on February 3 , and at its April 13, 2015, meeting, the Commission approved then-Commissioner Snodgrass's motion to adopt the Plan's Tier 1 priorities, which are: a. To establish a plan for evaluating the pros and cons of various events and their impact on the City's quality of life. b. To review additional revenue sources, including fees, grants, taxes, public/private, bonds, etc. c. To review and update City codes and their enforcement: Parking Traffic, speed limits Solid Waste Land Development Regulations d. Advocate for continued funding for beach re-nourishment (state and federal). e. Develop a City-wide traffic management plan. What's been done: a. The Commission has discussed limiting the impact of special events. The City no longer will allow its roads to be part of a route for a half or full marathon and the Commission has ceased allowing the City to be used as a site for the annual Diva Run. b. Revenue sources have been reviewed. A $1.5 million state grant has been obtained to reimburse the City for part of the cost to acquire the final 4.5 acres of the former Maratea subdivision. Since 2015, the City has applied for other grants, such as from the Florida Recreation Assistance Development Program, but hasn't been successful in obtaining one. The City administration is currently proposing a non-ad valorem special assessment to pay the costs of solid waste collection. c. The Commission asked the Planning Board to review the City's parking regulations. The Board developed recommendations for a residential parking plan. These will be discussed by the Commission with the Board at a future workshop meeting. In December 2015, the Commission adopted an ordinance, proposed by the Public Works Director, to change the solid waste pickup regulations. The LDRs have been reviewed and changed and the Commission is in the process of adopting the changes. d. The next beach restoration project with federal, State, and County funding is to begin in December. e. The City-wide traffic management plan hasn't been done. B 2. Job Descriptions For the two employees, they are attached: Pages 1-3, for the Police Chief Pages 4-6, for the City Manager In the evaluation, you may want to incorporate some or all of the duties and responsibilities listed in the job description for each employee. 3. Evaluation Form We've attached the following: Pages 7-17, the form that was used in the past to evaluate the Police Chief and the City Manager. The same form is used by the City Manager to evaluate his senior staff members: Chief Financial Officer, City Clerk, Public Works Director, and Building Official. Pages 18-19, an evaluation form suggested by Commissioner England in response to what then-Commissioner Snodgrass requested at your October 2nd meeting. Pages 20-26, the evaluation form St. Augustine uses for its City Manager. Pages 27-32, the evaluation form the Town of Orange Park uses for its Manager. Pages 33-35, the evaluation form used by the City of Flagler Beach. Pages 36-40, the evaluation form used by the City of Fort Walton Beach. Pages 41-48, one of several performance evaluation forms that Commissioner Kostka forwarded to us from the National League of Cities. We have provided it so that you can see the criteria and the scoring system used. As noted, this is just one of the forms. Because the information from the National League was so voluminous (68 pages), we've not included all of it here. However, it was forwarded to you electronically shortly after your November 6th meeting. Pages 49-53, a model Manager Annual Performance Review from SHRM: the Society for Human Resource Management. You'll note that much of the information presented above concerns city manager evaluations. For evaluations for the Police Chief, you could modify the forms used for the City Manager, or have the staff get Police Chief evaluations from other cities. C Please go online and type "public sector performance evaluation", and you'll find a lot of information and different opinions about the topic. There appears to be no consensus about what is the best evaluation form. POINTS TO CONSIDER For your development of an evaluation for the Police Chief and the City Manager, and possibly other employees, if you want to link their performance to accomplishment of the Strategic Plan goals, you may want to consider doing the following: 1. Create a mission or overall goal statement for the City's organization. What is the organization's purpose? What should be the standards in the evaluation forms that that will show the employee's work performance is fulfilling that purpose? 2. Decide what is the purpose of your evaluation of the Police Chief and the City Manager. We suggest that there are two purposes: a) to help each employee in a positive way to fulfill the City's mission; and b) to provide a structure for on-going, positive communication between the Commission, both individually and collectively, with the two employees about each employee's work performance and each employee's understanding of the Commission's expectations. 3. What evaluation form will best link the major functions, duties, and responsibilities in the respective job descriptions of the Police Chief and the City Manager with the City's overall mission and with the Strategic Plan goals. 4. Decide whether individual Commissioners conducting one-on-one quarterly performance reviews with the Police Chief and the City Manager would be more effective than a once a-year annual evaluation. There is a 2016 long article in the Harvard Business Review, titled "The Performance Management Revolution", which proposes that the best practice, at least in the private sector, is the trend of doing away with annual reviews in favor of what the article's authors state are more "frequent, informal check-ins between managers and employees." The authors, Peter Cappelli and Anna Tavis, also state: "But the biggest limitation of annual reviews - and, we have observed, the main reason more and more companies are dropping them - is this: With their heavy emphasis on financial rewards and punishments and their end-of-the year structure, they hold people accountable for past behavior at the expense of improving current performance and grooming talent for the future, both of which are critical for organizations' long-term survival. In contrast, regular conversations about performance and development change the focus to building the workforce your organization needs to be competitive today and years from now, Business researcher Josh Bersin estimates that about D 70% of multinational companies are moving towards this model, even if they haven't arrived quite yet." ACTIONS REQUESTED There are several: 1. In one or two sentences, decide what the City's core mission is. 2. Engage Ms. Marilyn Crotty to help you update the 2015 strategic plan around what you've determined is the City's core mission. As some of you have suggested tying performance evaluations to the goals of the strategic plan, we suggest you authorize the City Manager to contact Ms. Crotty, arrange a contract for services, and schedule a workshop meeting in the first quarter of 2018 for her to help you update the 2015 strategic plan. Included in the contract with Ms. Crotty could be a provision that she provide guidance as to how the performance evaluations of the Police Chief, City Manager, senior City staff, and other employees could be linked to the strategic plan goals that you adopt. As February 2018 will be three years since she helped the Commission develop the plan's goals, you could have the workshop next February. After the 2018 strategic plan has been adopted, the performance evaluations of the Police Chief and the City Manager, and perhaps the evaluations of the senior management staff of the Police Department and the non-law enforcement side of the City's government can be based on what the employees have done to help the City achieve the strategic plan's goals. 3. In the interim, individual Commissioners can meet one-on-one with the Police Chief and the City Manager, to help guide each employee with implementing the City's core purpose. E POSITION DESCRIPTION POSITION TITLE: Police Chief DEPARTMENT: Police REPORTS TO: City Commission MAJOR FUNCTIONS: The Police Chief shall be appointed by the St. Augustine Beach City Commission and shall serve at its pleasure. This is a salaried position. The Police Chief functions as the chief executive officer of the Police Department; manages the department by planning, organizing directing and controlling activities of the department personally or through subordinate supervisors; responsible for the safety of the residents and the general public, and the general security of their property and possessions. Work is reviewed through written reports, attainment of goals and objectives, and adherence to established policies ad procedures. All actions of the employee are subject to in progress and post-reviews by the City Commission, courts, news media,. and the public. DUTIES AND RESPONSIBILITIES: Recommend programs and services by studying the changing needs of the city; identify and anticipate community service trends; evaluate and offer options to the City Commission. Provide law enforcement services by establishing and improving a functional structure; delegate authority; set department goals and methods for achieving goals; coordinate the conclusion of all criminal investigations. Maintain Police Department staff by recruiting, selecting, orienting and training employees; support equal employment. Maintain Police Department staff job results by coaching, counseling, disciplining, motivating and praising employees; develop employee growth; conduct inspections; audit and verify records, reports and practices; conduct or coordinate the investigation of complaints. Maintain professional and technical knowledge by attending educational classes; review professional publications; establish personal networks; participate in professional societies. Achieve financial objectives by developing and recommending an annual Police Department budget; research, apply for and administer grants; schedule and approve expenditures; analyze variances; initiate corrective action; anticipate long-term issues. Enforce City Commission decisions by developing, monitoring and enforcing policies and procedures. Comply with federal, state and local legal requirements by studying existing and new legislation; anticipate future legislation; enforce adherence to requirements. Promote city services by coordinating and cooperating with federal, state and other local units of government. Keep City Commission informed by collecting, analyzing and summarizing information and trends; remain accessible; answer questions and requests; attend Commission meetings. Maintain rapport with the community by meeting with citizens and advisory groups; reach out to resolve concerns; settle disputes; promote consumer-friendly environment. Resolve emergency situations by taking or directing actions on location or off-site and, if necessary, coordinating with other agencies. Contribute to team effort by accomplishing related results as needed. SUPERVISORY RESPONSIBILITIES: Is responsible for the overall direction, coordination and evaluation of the department by managing subordinate supervisors who perform the daily supervision of the Police Department personnel or directly supervising a Police Department employee. Carry out supervisory responsibilities in accordance with city, state and federal employment policies, practices and laws. Responsibilities include interviewing, hiring and training employees; planning, assigning and directing work; appraising performance; rewarding, disciplining and motivating employees; addressing complaints and resolving problems. MINIMUM QUALIFICATIONS: Education:· $ Bachelors Degree from an accredited college or university. $ Masters Degree from an accredited college or university preferred. $ Graduate of FBI National Academy, Southern Police Institute or similar law enforcement management course. $ Currently possess certification as a law enforcement officer as defined within the Florida Statutes. • Possession of a valid Florida driver's license. - 2 - • Must meet minimum qualifications for employment as stipulated in F.S. 943.13. • Ability to meet job demands under emergency and/or strenuous, stressful conditions. • A minimum of ten (10) years of progressively responsible law enforcement and managerial experience in a variety of police functions. SKILLS Ability to maintain professional integrity. Thorough knowledge of progressive principles and practices of current police administration methods and procedures and crime prevention. Knowledge of the use of police records and their application so the solution of police problems. Knowledge of geography of City of St. Augustine Beach. Ability to maintain discipline and the respect of subordinates; to lead and command subordinates effectively; and to instruct subordinates in proper work methods and techniques in police work. Ability to plan, initiate, and carry out long term programs in the police department. Ability to interpret laws, rules, and regulations and to assimilate knowledge of same. Ability to ptan and direct the work of others and present ideas and findings clearly and concisely in written, oral, or graphic form. Ability to plan, assign, and coordinate activities performed by a large group of employees in varied police work. Knowledge of the standards by which the quality of police service is evaluated. Ability to establish and maintain effective working relationships with other City officials and the general public. PHYSICAL REQUIREMENTS Ability to safely operate a motor vehicle. Ability to maintain physical fitness and to meet job demands under emergency and/or strenuous, stressful conditions. Ability to distinguish color. - 3 - POSITION DESCRIPTION POSITION TITLE: City Manager DEPARTMENT: Executive REPORTS TO: City Commission MAJOR FUNCTIONS: The City Manager is appointed by the City Commission and serves at its pleasure. This is a salaried position. The City Manager is the City's chief executive officer for all City Departments, except the Police Department. He or she has overall responsibility for budgeting, personnel administration, the carrying out of policies and goals as directed by the City Commission, and ensuring through the departments under his or her direction that City services are provided to the public in efficient and productive ways. The City Manager is required to adhere to the Code of Ethics of the International City/County Management Association. The City Manager shall maintain close coordination with the Police Chief to ensure appropriate mutual support in routine operations and to provide specific administrative and finandal support for the Police Department. DUTIES AND RESPONSIBILITIES: 1 . Submit to the Commission the City's annual budget in accordance with Commission-approved procedures. 2. Submit monthly to the Commission a report that will show the revenues and expenditures of the City's current fiscal year budget as of the end of the previous month. 3. Provide monthly to the Commission an update report on City projects, land development proposals and other topics. 4. Prepare the agenda and supporting material for all regular, special and workshop Commission meetings, and through his or her staff, provide administrative support for the Commission. 5. Attend and participate in all Commission meetings and other City meetings as required. Provide staff support for Commission-authorized boards, committees and subcommittees. Ensure that all meetings are properly advertised and that minutes are duly recorded, approved and filed in accordance with legal requirements - 4 - 6 Write or assist with the writing of grant applications for Commission-approved projects. 7 Sign contracts and other documents as authorized by the Commission. 8. Hire employees on the basis of ability, qualifications and/or demonstrated competence to do the work required by the position. When necessary, suspend, demote or fire employees in accordance with the provisions of the City's Personnel Manual. 9. Carry out the regulations and provisions of the Personnel Manual to ensure fair treatment of employees in the departments for which the City Manager is responsible. 11. Encourage and provide opportunities for employees to obtain training related to their respective jobs and for employees to maintain their competence in technical fields. 11. Hold department heads accountable for the efficient management of their respective departments. 12. Respond promptly to citizens' requests for help, their complaints, and their suggestions for improvements to City operations 13 When possible, attend public events and meetings in the City sponsored by non profit groups and civic organizations. 14. Write articles as needed for local newspapers and the City's quarterly newsletter, and supervise publication of the newsletter. 15 Work with employees of other governmental agencies on matters that concern St. Augustine Beach, and attend County Commission meetings when topics concerning the City are to be discussed. 16. Maintain membership in professional association(s), and use the resources of such associations to learn new management practices. Stay informed through various sources of information and activities that may affect the City. 17. Perform other duties as required by the City Charter, the Personnel Manual, ordinances, regulations and policies. MINIMUM QUALIFICATIONS: BA in public/business administration; MA preferred; 5-7 years of experience as a City Manager or Assistant City Manager; experience in governmental budgeting, financial management personnel management and capital improvement planning, as well as land ,., 5 - use and long-range planning; superior written and verbal communication skills, including grant writing experience; current Florida driver's license. PHYSICAL QUALIFICATIONS: Have the manual dexterity to operate the equipment and machines required to carry out responsibilities and assigned tasks. Ability to speak standard English clearly to the public and to other employees, either in person or over the telephone. C!TY OF ST. AUGUSTINE. B~ACH PERFORMANCE FACTORS -Please mark the box next to the statement that most accurately describes the employee's level of performance during the review period on each of the performance factors. Please provide a brief description for each rating in the space provided. A rating of "fully competent" signifies that performance meets the expectations for the job. A "superior'' rating is for performance that achieves the "fully competent" level and clearly goes beyond expectations as described in the ratings' definitions. The rating explanation section is completed with relevant examples of work behavior. A "performance needs Improvement" rating indicates a performance level below expectations. 1. MANAGING WORK/ORGANIZATION AND PLANNING: Ability to generate results through the effective allocation of resources, to identify tasks, determine methods/practices and administer assigned operations. Ability to plan, organize and set priorities for work, including ability to make work assignments, establish deadlines and communicate standards and expectations. The superior performer effectively allocates and utilizes appropriate resources to achieve the expected results. He/she consistently engages in short- and long-range planning for self and the city/department, uses scheduling and staff assignments to achieve city/departmental and Commission goals, as well as staff development needs, while allowing flexibility to deal with unexpected results. The fully competent performer participates in short- and long-range planning, develops plans for task accomplishment, schedules resources to meet deadlines, and clearly communicates standards and expectations. He/she leads the assigned unit through most tasks in an efficient manner, demonstrates good coordination of resources, develops efficient systems and practices for record keeping, cost control and improved work flow, and directs the efforts of the assigned unit to accomplish city, departmental and Commission goals. Performance needs improvement if deadlines are missed due to lack of planning, organization or improper priorities; operations are marked by inefficient work flow or assigned unit achieves less than productive results from the resources used. Page 1 of 11 - 7 - RATING: - Superior 611 Fully Competent (II Performance Needs Improvement EXPLANATION/COMMENTS: 2. LEADERSHIP AND PROBLEM SOLVING: Ability to generate productive results by influencing employees toward positive performance and the use of the skills that create positive work behaviors and attitudes. Ability to correct problems before they become serious, identify areas for potential problems, and take action to prevent them. A superior performer displays exemplary work habits and reflects positive work behaviors, presents ideas positively and enthusiastically, encourages and rewards outstand performance and positive attitudes, and carries out human resources policies in an impartial, unbiased manner: He/she develops preventive and productive systems for recognizing potential problem areas, analyzes the scope and causes of the problem and allocates resources toward creative, cost-effective solutions, and encourages such practices throughout the assigned area of responsibilities. The fully competent performer encourages employees toward achievement and provides positive leadership through attitude and action. He/she anticipates potential problems, provides valuable feedback to employees about the cause and effect of actions, and develops plans to maintain sufficient resources. Performance needs improvement if the department head/city manager does not direct or influence the activities or attitudes toward achieving results, or displays ineffective work habits. He/she only reacts to problems, or allows minor problems to become major ones before attempting to solve them. Page 2 of 11 RATING: Ill Superior Ill Fully Competent (II Performance Needs Improvement EXPLANATION/COMMENTS: 3. PROFESSIONAL DEVELOPMENT: Commitment to developments in the area of responsibilities, the development of effective management techniques, and the pursuit of increased knowledge and awareness of the fundamentals and new developments in the field. The superior performer enthusiastically seeks new ways to increase managerial skills and is committed to remaining up-to-date on trends in his/her area of responsibilities. Active involvement or leadership in professional organizations at the local, state or national level. The fully competent performer applies new developments pertaining to his/her area of responsibilities that clearly benefit the city, and participates in in-service and professional training as part of a professional growth program that benefits the city. Maintains membership in professional organizations. Performance needs improvement if the department head/city manager seems uninterested or unaware of developments in the field, or does not accept new methods for becoming more effective in his/her area of responsibilities. RATING: (ID Superior m!i Fully Competent 1!11 Performance Needs Improvement Page 3 of 11 - '-) - EXPLANATION/COMMENTS: 4. ORGANIZATION COMMITMENT: Ability to achieve compliance with, and commitment to, the organizational policies, procedures, practices and principles ofthe profession, and encourages subordinates to work on achieving departmental/organizational goals. The superior performer enthusiastically endorses the organization's goals and objectives, and makes an extra effort to carry out decisions and policies in a manner that promotes organizational values. Encourages management style built on teamwork, and seeks additional responsibility in the interest of meeting organization goals. The fully competent performer demonstrates strong support for organizational values and policies; encourages similar support from staff, and willingly implements decisions and policies; and keeps others in the organization appropriately informed. Performance needs improvement if the department head/city manager does not fully implement the organization's and policies as determined by the Commission, and/or shows a lack of commitment to the achieving of them. RATING: (B Superior OIi Fully Competent 1111 Performance Needs Improvement EXPLANATION/COMMENTS: 5. COMMUNICATION SKILLS AND POSITIVE INTERPERSONAL RELATIONSHIPS: Ability to express ideas clearly both orally and in writing; to establish and maintain positive Page 4 of 11 - iO - interpersonal relationships with employees as well as with other managers, citizens, and elected and appointed officials. The superior performer organizes ideas well and is influential and highly effective in conveying the message and its tone. May be required to create reports or make presentations to the Commission, colleagues and citizens. He/she promotes open channels of communication that build mutual trust between employees, peers and managers. Management style is marked by commitment to team building and fairness within the department and the City organization. The fully competent performer expresses ideas and information in a clear and organized manner, and achieves effective two-way exchanges of information. The employee is a good listener and encourages open communications and questions from others. He/she establishes and maintains harmonious and cooperative work relations, and emphasizes team work and good communications that are honest and forthright. Performer needs improvement if verbal communications create conflict or misunderstanding, or written material is unclear and poorly organized. He/she makes promises beyond his/her scope of authority, or has difficulty remaining unbiased in decision making. RATING; 1111 Superior Ill Fully Competent fl! Performance Needs Improvement EXPLANATION/COMMENTS: 6. DECISION MAKING: Ability to develop strategies and implement decisions that account for individual needs as well as broad organizational perspectives; make quality and fiscally sound decisions; and invite employee involvement in the decision making process. Page 5 of 11 - 11 - The superior performer envisions innovative solutions to complex problems, maintains a broad point of view regarding the organization and community, and appropriately involves employees in the decision-making process and works with others to identify policy issues for consideration. The fully competent performer exhibits decision making that balances narrow and broad range issues, exhibits financial awareness, considers the long-range implications when determining solutions, regularly provides for employee participation ion decision making as needed, and seeks input from others when appropriate. Performer needs improvement if he/she doesn't consider the effects of his/her decisions on individuals and/or the organization, or allows little or no employee participation in the making of decisions. RATING: Superior Fully Competent Performance Needs Improvement EXPLANATION/COMMENTS: 7. DELEGATION/EMPLOYEE RESPONSIBILITY: Knowledge of the delegation process and ability to delegate responsibility and authority, and to identify suitable delegation opportunities that increase effectiveness and employee growth. Ability to encourage staff to assume responsibility and accountability for their jobs, while promoting employees' self-direction according to established goals and standards. The superior performer has systematic plans for delegation, makes regular use of delegation as a staff development tool, and achieves employee involvement in the decisions making process by sharing appropriate responsibility and authority. He/she encourages employees towards self-direction, creativity and self-initiated review of their own work, and relies on management principles that hold subordinates accountable for work product. Page 6 of 11 - 12 - The fully competent performer allows employees input into the decision making process, recognize opportunities for suitable delegation, uses good follow up techniques, and treats employees with respect. He/she encourages employees to review and correct their own work prior to completion, assumes employee accountability when evaluating work results, and makes certain that supervisors appropriately oversee the hiring, training, disciplining and evaluating of employees.- Performer needs improvement if divisional effectiveness is diminished by poor use of delegation, or by extreme over control to the detriment of staff development, and/or if employees are unwilling or unable to accept responsibility for work products. RATING: IM'ij Superior Ii[:) Fully Competent flll Performance Needs Improvement EXPLANATION/COMMENTS: 8. ADMINISTRATION: Ability to manage resources effectively while striving for organizational goals, and accepting responsibility and accountability for the actions of the assigned area. The superior performer audits and evaluates the completion of projects in terms of quality, cost and time frame, and accepts responsibility for the actions and results of subordinates. Practices reflect full knowledge of established policies. Recommends better approaches to provide City services at reduced costs. The fully competent performer maintains effective function of assigned operations and property, is accountable for his/her own actions as well as the smooth functioning of the assigned area within the provision of established policies. Identifies ways to provide services at less cost, prepares budget and administers expenditures according to City guidelines. Page 7 of 11 ') - iJ. - Performer needs improvement if he/she makes excuses for poor performance, if administration is inefficient, or if the provisions of established policies and procedures are not applied. RATING: f!l1 Superior 11:9 Fully Competent m£D Performance Needs Improvement EXPLANATION/COMMENTS: 9. ETHICS. Impartiality in the performance of the job, including honesty and objectivity in decision making and communications, capacity to make decisions based on the best interests of the community, and to make realistic commitments within his/her scope of authority. The superior performer functions as an exemplary public employee and inspires and rewards similar behavior in peers, supervisors and other employees. The fully competent performer functions as a responsible public servant by presenting unbiased information and promises to the public, and making realistic commitments to follow through to citizens, Mayor, Commission, peers, fellow employees and others in the private/public sectors with whom the performer interacts. Manages in a professional manner in conformance with federal, state and local laws. Performer needs improvement if he/she doesn't function as a responsible public servant by making decisions based on_the best interests of the community, or by making commitments outside his/her scope of authority. RATING: fill Superior (ill Fully Competent (II Performance Needs Improvement Page 8 of 11 - 14 - EXPLANATION/COMMENTS: 10. CITIZEN RESPONSIVENESS. Responsiveness to citizens' actions and attitudes, and to citizen complaints or requests for information and/or action on problems. The superior performer effectively institutes a policy establishing service to the citizens as a priority, and maintains an efficient policy for handling citizen requests/complaints that promote a favorable image of the City. The fully competent performer works with staff to improve courtesy, timeliness and helpfulness to citizens, and stresses a positive problem-solving attitude in response to citizen requests/complaints. Performer needs improvement if he/she ignores or neglect citizen requests/complaints, or allows staff to respond to requests/complaints with less than a courteous, problem-solving attitude._ RATING: (Iii Superior (mD Fully Competent 611 Performance Needs Improvement EXPLANATION/COMMENTS: Page 9 of 11 - 15 - MAJOR ACCOMPLISHMENTS: List/describe the major accomplishments of the review period, including unexpected developments that were addressed, as well as any objectives that were not accomplished and cite the reasons. OVERALL PERFORMANCE RATING; The superior performer will not need improvement in any of the performance factor areas. In most areas, a superior rating was achieved. The superior rating should be reserved for only those employees whose performance clearly exceeds expectations. The fully competent performer may be superior in some areas, but fully competent in most. The fully competent rating should be given to employees whose performance exceeds the minimum standards, but does not clearly exceed all expectations. The performer needs improvement if he/she has not met the performance expectations for the job in the majority of the factors. The needs improvement rating should be given to employees who demonstrate the potential and willingness to improve, but whose current performance is below expectations. OVERALL RATING FOR THE PERIOD: (iffl Superior f!iJ Fully Competent (II Performance Needs Improvement Page 10 of 11 - 16 - EXPLANATION/COMMENTS: EMPLOYEE COMMENTS: Signatures: Employee Date Commission/City Manager Date Page 11 of 11 - 17 - CITY OF ST. AUGUSTINE BEACH 2017 Performance Review . Use this review to record year-round perforr>1ance conversac,ors Review for: Name: Max Royle Job title· C1t 11 ,'vlanager Revitw period: 1/1/2017 through 12/31/2017 Performance goals E:1ter arrua: performance goals T:i eriter more ;ioais coov 1::aste the tao1es: Cr:r's1der bvs1ress f1nanc1a1 nsK leadership and personal goa 1s based ~n nur ro1e and res;ions,b111t1es Br,eflv ~escr:be how :esuits were acr1eved SL...POo,--: :,ur strategy and derr.00s trate .Jur core yakJes YJu rnay :'"'r~ose to ass1g~ a percertage for eac;1 goal w:tr: the '. Com-,tad [EMCl]: Max. Sll1Ce SAS has not established , :ota, adding ap to 1 ,JO percent : core values, pe,t,ape we should cl1ange to "strategic goals"-~ Business/Operations goals Description: Ensure departments are operating in an efficient manner. leadership and employees are engaged and well informed of strategic goals and day to day issues Promote an open door policy to staff concercis and needs 'Provide adequate tra,ning and communication so that all employees are able to assist residents 1n a professional manner. Establish fair and adequate HR procedures. Explore and provide up to-date technology and software to achieve maximum operational efficiency Results/comments: Financial goals Description: Manage City Operations within budget, except as authorized by Commission. Advise Commission, as needed. regarding unusual expenses. Prepare and advise Commission on annual budget. working with the Commission early to establish goals on millage, salary increases. capital expenses, etc. Manage financial position of city within established FLC guidelines for similar positioned peer cities. Advise Comm1ss1on regarding adequate reserves relative to last 3 years of expenses and known future .expenses Results/comments: City Administration goals Description· Ensure City adheres to all state rules, policies and guidelines regarding public meetings and requests for information. Establish adequate policies and procedures for all aspects of City administration. including but not limited to conducting puol1c meetings, establishing agenda items, providing staff research and presentations, requests for bids, and vendor management. etc Follow up on agenda items, public comments and ,;omplaints Provide adequate staff training in administration department to achieve these goals Results/comments: - 18 - Communication goals Description: Establish a soild and reliable communication system between City Hall and SAB residents, using latest technology and non-technical methods Ensure communications are available, and back-ups 1n place m emergency s1tuat1ons (eg hurr>cane) Provide frequent 'nformat,on and uodates to Comm1ss1on on City operations (directly or through department heads1 Establish 011-901119 communications with St. Johns County and nearby peer cities Results/comments: Leadership goals Description: Provide leadership 3nd pcoJect rnanagement for major strategic goals established by the :omm1ssion Utilize specra1 meetings, worKs,'1ops and profess1on31 aav:sors tc 3dvance c:-iese goa!s. At a mmi-mum set the foi/owrng special 1ne~t1ngs ea~n year: ii, SAB Comm•ssron update to strategic goa,s 3nd 121 Soec1ai works!-Joo with the Plann,ng and Zoning Soa 0 d Result&lcomments: Personal goals , Description: Results/comments: Overall performance 3l..,r,--,r;iar 1z:e arnua, ::::,e~fo,~a'7se ~e1al 1v~ !o 3'71ua1 Joa:s Desc:1be whet:'er and ~cw effec:rvely ~esui~s Ne,-e 3cr:evec OveraH performance summary Manager comments Employee comments: 2 - 19 - City Manager Performance Evaluation City of St. Augustine Evaluation period: ______to ______ Prepared for John Regan, P.E., City Manager By______(Printed Name) Mayor/Commissioner Signature Date Received by: ______City Manager's Signature Date - 20 - INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the governing body to the city manager as part of the agenda for the meeting indicated on the cover page. - 2lnitials PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS ___Diligent and thorough in the discharge of duties, "self-starter" __Exercises good judgment __Displays enthusiasm, cooperation, and will to adapt __Mental and physical stamina appropriate for the position __Exhibits composure, appearance and attitude appropriate for executive position Comments: ------ Add the values from above and enter the subtotal ___+ 5 =___ score for this category 2. PROFESSIONAL SKILLS AND STATUS ___Maintains knowledge of current developments affecting the practice of local government management __Demonstrates a capacity for innovation and creativity __Anticipates and analyzes problems to develop effective approaches for solving them __Willing to try new ideas proposed by governing body members and/or staff ___Sets a professional example by handling affairs of the public office in a fair and impartial manner Comments:------ Add the values from above and enter the subtotal___ + 5 =___ score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE COMMISSION ___Carries out directives of the body as a whole as opposed to those of any one member or minority group ___Sets meeting agendas that reflect the guidance of the commission and avoids unnecessary involvement in administrative actions ___Disseminates complete and accurate information equally to all members in a timely manner __Assists by facilitating decision making without usurping authority __Responds well to requests, advice, and constructive criticism Comments: ------ Add the values from above and enter the subtotal __+ 5 =__ score for this category ·· 2tn1tials 4. POLICY EXECUTION , ___Implements governing body actions in accordance with the intent of council ___Supports the actions of the governing body after a decision has been reached, both inside and outside the organization ___Understands, supports, and enforces local government's laws, policies, and ordinances ___Reviews ordinance & policy procedures periodically to suggest improvements to their effectiveness ___Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Comments: ------ Add the values from above and enter the subtotal ___+ 5 =___ score for this category 5. REPORTING ___Provides regular information & reports to the governing body concerning matters of importance to the local government, using the city charter as guide ___Responds in a timely manner to requests from the governing body for special reports ___Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non-routine and not administrative in nature ___Reports produced by the manager are accurate, comprehensive, concise & written to their intended audience ___Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Comments: ------ Add the values from above and enter the subtotal ___+ 5 =___ score for this category 6. CITIZEN RELATIONS ___Responsive to requests from citizens ___.Demonstrates a dedication to service to the community and its citizens ___.Maintains a nonpartisan approach in dealing with the news media ___.Meets with and listens to members of the community to discuss their concerns and strives to understand their interests ___Gives an appropriate effort to maintain citizen satisfaction with city services ·· 2fn1tials Comments:------ Add the values from above and enter the subtotal___ + 5 =___ score for this category 7. STAFFING ___Recruits and retains competent personnel for staff positions ___Applies an appropriate level of supervision to improve any areas of substandard performance ___Stays accurately informed and appropriately concerned about employee relations ___Professionally manages the compensation and benefits plan ___Promotes training and development opportunities for employees at all levels of the organization Comments: ------ Add the values from above and enter the subtotal ___+ 5 =___ score for this category 8. SUPERVISION ___Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff ___InstiUs confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level ___Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager's office ___Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback ___Encourages teamwork, innovation, and effective problem-solving among the staff members Comments: ------ Add the values from above and enter the subtotal ___+ 5 =___ score for this category ·· 21n1tials 9. FISCAL MANAGEMENT ___Prepares a balanced budget to provide services at a level directed by the commission ___Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively ___Prepares a budget and budgetary recommendations in an intelligent and accessible format ___Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability ___Appropriately monitors and manages fiscal activities of the organization Comments: ------ Add the values from above and enter the subtotal___ ...,.. 5 =___ score for this category 10. COMMUNITY ___Shares responsibility for addressing the difficult issues facing the city ___A voids unnecessary controversy ___Cooperates with neighboring communities and the county ___Helps the council address future needs and develop adequate plans to address long term trends ___Cooperates with other regional, state and federal government agencies Comments: ------ Add the values from above and enter the subtotal___ ...,.. 5 =___ score for this category - 2~nitials NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed in terms of the principle results achieved during the rating period? (Optional) What performance area(s) would you identify as most critical for improvement? (Optional) What constructive suggestions or assistance can you offer the manager to enhance performance? (Optional) What other comments do you have for the manager; e.g., priorities, expectations, goals or objectives for the new rating period? (Optional) ·· 2~ltials Town Manager Performance Evaluation Town of Orange Park, FL Evaluation period; From: March 16, 2016 to March 31, 2017 Council Member: The deadline for submitting this performance evaluation is: April 11, 2017 Please complete this evaluation form, sign it in the space below, and return it to: Sarah Campbell. Council Member's signature: ______ Date: ------ - 27 - INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains the elements to describe a behavior standard in that category. For each category, use the following scale to indicate your rating of the Town Manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Note: Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a single performance evaluation to be presented by the Council to the Town Manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS --- • Diligent and thorough in the discharge of duties, "self-starter" • Exercises good judgment • Displays enthusiasm, cooperation, and will to adapt • Mental and physical stamina appropriate for the position • Exhibits composure, appearance and attitude appropriate for executive position 2. PROFESSIONAL SKILLS AND STATUS --- • Maintains knowledge of current developments affecting the practice of local government management. • Demonstrates a capacity for innovation and creativity • Anticipates and analyzes problems to develop effective approaches for solving them • Willing to try new ideas proposed by governing body members and for staff • Sets a professional example by handling affairs of the public office in a fair and impartial manner Page 2 of 6 Initials __ - 28 - 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY --- • Carries out directives of the body as a whole as opposed to those of anyone member or minority group. • Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions • Disseminates complete and accurate information equally to all members in a timely Manner. • Assists by facilitating decision making without usurping authority • Responds well to requests, advice, and constructive criticism 4. POLICY EXECUTION --- • Implements governing body actions in accordance with the intent of Council • Supports the actions of the governing body after a decision has been reached, both inside and outside the organization • Understands, supports, and enforces local government's laws, policies, and ordinances • Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness • Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical 5. REPORTING --- • Provides regular information and reports to the governing body concerning matters of importance to the local government, using the Town Charter as guide • Responds in a timely manner to requests from the governing body for special reports • Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non-routine and not administrative in nature • Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience • Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny 6. CITIZEN RELATIONS __ • Responsive to requests from citizens • Demonstrates a dedication to service to the community and its citizens • Maintains a nonpartisan approach in dealing with the news media • Meets with and listens to members of the community to discuss their concerns and strives to understand their interests • Gives an appropriate effort to maintain citizen satisfaction with city services Page 3 of 6 Initials __ - 29 - 7. STAFFING --- • Recruits and retains competent personnel for staff positions • Applies an appropriate level of supervision to improve any areas of substandard performance • Stays accurately informed and appropriately concerned about employee relations • Professionally manages the compensation and benefits plan • Promotes training and development opportunities for employees at all levels of the organization 8. SUPERVISION • Encourages heads of departments to make decisions within their jurisdictions with minimal Town Manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff. • Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level. • Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the Town Manager's office. • Sustains or improves staff performance by evaluating the performance of staff members at least annually, selling goals and objectives for them, periodically assessing their progress, and providing appropriate feedback. • Encourages teamwork, innovation, and effective problem-solving among the staff members. 9. FISCAL MANAGEMENT • Prepares a balanced budget to provide services at a level directed by Council • Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively. • Prepares a budget and budgetary recommendations in an intelligent and accessible format. • Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability • Appropriately monitors and manages fiscal activities of the organization 10. COMMUNITY • Shares responsibility for addressing the difficult issues facing the Town • Avoids unnecessary controversy • Cooperates with neighboring communities and the county • Helps the council address future needs and develop adequate plans to address long term trends • Cooperates with other regional, state and federal government agencies TOWN MANAGER'S OVERALL PERFORMANCE SCORE __ (average of all categories) Page 4 of 6 Initials __ - 30 - NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed in terms of the principle results achieved during the rating period? What performance area(s) would you identify as most critical for improvement? Page 5 of 6 Initials __ - 31 - What constructive suggestions or assistance can you offer the manager to enhance performance? What other comments do you have for the manager related to the Town's goals and priorities? Page 6 of 6 Initials - 32 - City Manager ------Annual Performance Review ------T------r------Rating Weight i ' 1. Relationship with City Commission 15% A. Effectively implements policies and programs approved by the City Commission. B. Reporting to City Commission is timely, clear, concise and thorough. C. Accepts direction/instructions in a positive manner D. Effectively aids the City Commission in establishing long range goals .. E. Keeps the City Commission informed of current plans and activities of f•, administration and new developments in technology, legislation, governmental , ,- ~ practices and regulations, etc F. Provides the City Commission with clear report of anticipated. G. Has an "open door policy" for Commissioners Composite Score 0 --- Weighted Score 0 e------ 2. Public Relations 10% A. Projects a positive public image B. Is courteous to the public at all times C. Maintains effective relations with media representatives D. Responds to requests from the public in a timely manner Composite Score 0 Weighted Score 0 I 3. Effective Leadership of Staff 20% A. Delegates appropriate responsibilities B. Effective at directing and developing a team of staff members, encouraging decision making, instilling confidence, and emphasizing support C. Initiates programs to motivate staff D. Initiates programs to enhance the Flagler Beach workplace Composite Score 0 ------Weighted Score 0 I 4. Fiscal Management 20% A. Prepares realistic annual budget, which is easy to understand B. Controls expenditures in accordance with approved budget .• C. Keeps City Commission informed about revenues and expenditures, actual and projected D. Ensures the budget addresses the goals and objectives, including readability Composite Score 0 ------Weighted Score 0 : 5. Communication C• 15% A. Facilitates the flow of information regarding Commission policy to the various constituents including the media, public employees and other organizations B. Written communications are clear, timely, forthright and encourages feedback Composite Score 0 ------Weighted Score 0 I I 6. Personal Traits 10% A. Initiative B. Openness: Encourages participation in decision making process. C. Fairness and Impartiality D. Creativity E. Visionary Composite Score 0 ------Weighted Score 0 ' 7. Intergovernmental Affairs 10% A. Maintains effective communication with local, regional, State and Fed B. Financial resources (grants) from other agencies are pursued C. Contributions to good government through regular participation D. Lobbies effectively with legislators and State agencies Composite Score 0 Weighted Score 0 ---~------FINAL ' 0 0 !' ------,------i up to 4.4 Unsatisfactory ------4.5 - 8.8 Improvement Needed ------8.9 -13.2 Meets Job Standards ------13.3 - 17.6 Exceeds Job Standard ~- 17.7 - 22 Outstanding ! City of Fort Walton Beach Charter Officers Performance Evaluation Score Sheet Charter Officer: Michael Beedie ------Evaluation Period: 08-01-2016 / 07-31-2017 C 0 ._ ._ ._ ._ ._ ._ ._ Ill._ cu cu cu cu cu cu cu ra .Cl .Cl .Cl .Cl .Cl .Cl .Cl cu E E E E E C E cu cu E cu cu cu cu cu 0 a::> E E E E E C E E ... ._ Ill 0 ...... ·u ·u ._ ·u ·u cu ·u Ill ·u :E ·u ._cu 0 C .c C cu C "0 C C .!!:! C C QC > ::::, .:!:: ::::, ::::, ra ::::, E ::::, ::::, E ::::, ra cu 0 E 0 .c cu 0 E 0 ai 0 0 0 u ra u u 0 :!!: u V) u ::.::: u :!!: u :I: ... V) u c( Leadership 5 5 5 5 4 5 Decision Making/Judgment 5 5 5 4 5 Coordination 5 5 5 5 4 Planning and Organization 5 5 5 5 5 5 Budgeting 5 5 5 5 5 5 4 5 Financial Management 5 5 5 2 5 Asset Managem.ent 5 5 5 5 5 4 5 Professional Skills: 35 35 35 35 35 35 30 35 Average: 4.9 5 5 5 5 5 5 4.3 5 Comments: Charter Officer: Michael Beedie Evaluation Period: 08-01-2016 / 07-31-2017 C 0 ...... ~ ~ ... Ill ~ ~ ~ ~ ~ ...n, .c .c .c .c .c .c .c ~ E E E E E E ~ ~ E C ~ ~ ~ ~ ~ 0 > E E E E E C E E ... cc: Ill 0 ...... ·u ~ ·u Ill ·u :E ~ 0 .c ·u ... ·u "'C ·u C C ·u ... C C ~ C n, C E :::s E C b0 > :::s ~ :::s :::s :::s :::s -~ :::s ~ n, aj ~ 0 E 0 .c 0 E 0 0 0 0 u n, u u 0 ~ u U') u ::ii:: u :?! u ::c ... U') u Interpersonal Relationships 5 5 5 4 5 Community Relations 5 5 4 5 Responsiveness 5 5 5 Follows Direction 5 4 Interactive Skills: Avera e: 4.9 Comments: Charter Officer: Michael Beedie ------Evaluation Period: 08-01-2016 / 07-31-2017 C 0 ...... Ill cu cu cu cu cu cu cu ...n, ..0 ..0 ..0 ..0 ..0 ..0 ..0 cu E E E E E E E C cu cu cu cu cu cu cu 0 > E E E E E C E E ... a:: Ill 0 ...... cu ·o Ill ·o ~ cu 0 ·o .c ·o ... ·o "tJ ·o C cu C ·o ... > C C cu C n, C E ::J ::J E C tlO n, ::J -~ ::J ::J cu ::J 0 E 0 .c ::J .!!! 0 E 0 Gi 0 0 0 u n, u u 0 ~ u V, u =-:: u ~ u :::c ..., V, u < Council 5 5 5 5 Press 5 5 5 5 4 Staff 5 5 5 4 4 5 Residents/General Public 5 5 5 5 5 4 5 Relationship with Council 5 5 5 5 5 5 Communication Skills: Average: 4.9 Comments: Charter Officer: Michael Beedie Evaluation Period: 08-01-2016 I 07-31-2017 C 0 ...... Ill cu cu cu cu cu cu cu ...ra .D .D .D .D .D .D .D cu E E E E E E E C cu cu cu cu cu cu cu > E E E C E E ....0 a:: E E Ill 0 ...... ·o ·o ... ·o ·o cu ·o Ill ·o 3:! ·o ...cu 0 C .c C cu C "C C C cu C C Q.O > :::, :::, ::::, ra :::, E :::, :::, E :::, cu ra -~ cu 0 ·e 0 .c 0 E 0 cu 0 0 0 u ra u u 0 :? u II) u ~ u :I?! u :::c ... II) u ct Job Knowledge 5 5 5 5 5 Coordination 5 5 5 5 Planning and Organization 5 5 5 5 5 Creativity 5 5 5 5 4 5 Operational Efficiency 5 5 5 5 5 4 Honesty/Integrity 5 5 4 4 Adaptability 5 5 5 5 Initiative 5 5 5 4 5 Resiliency 5 5 5 4 5 Ethical Standards 5 5 5 4 5 Comments: Michael is a world-class city manager. Our City is very fortunate that he grew up in our city and has such strong ties to it. His passion for the City shows in his job performance - A+ Council Member Nick Allegretto - J9 - Charter Officer: Michael Beedie ------Evaluation Period: 08-01-2016 / 07-31-2017 Michael might possibly be the most talented city manager in the state of Florida. We are fortunate to have him. - Mayor Rynearson Honesty and frankness. The City-wide recycling program - Council Member Allegretto With only three months to observe our city manager's strongest attributes and finest accomplishments are the proactive-ness and quick feedback - Council Member Schmidt Assisting the FL. League of Cities with the Home Rule in Tallahassee during session. Also with the medical marijuana for the city and state. Making Fort Walton Beach even more known and present in the capital. - Council Member Jamieson Michael has been very effective in representing our city in Tallahassee and at the Florida League of Cities events. He represents our city well. - Council Member Keller None observed - Mayor Rynearson None - Council Member Allegretto Maintain the CRA District - Council Member Schmidt I'd like to make sure that our City Manager stays our City Manager - Council Member Allegretto Continue to accomplish all strategic plans the council has directed. While continuing to keep FWB in a forward and positive direction. - Council Member Jamieson I would like to see him continue to work with surrounding properties and make growth through annexation a priority and continue to work on a mental health/substance abuse problem in our city. - Council Member Keller - 40 .. L07: Hiring and Evaluating the CEO- What Councils and Managers Need to Know City Manager Performance Evaluation Examples Trainers: Julia Novak & Catherine Tuck Parrish The Novak Consulting Group www.thenovakconsultinggroup.com NATIONAL LEAGUE ofCITIES ~ City Manager Performance Evaluation City of ______ Evaluation period: ______to ______ Governing Body Member's Name Each member of the governing body should complete this evaluation form, sign it in the space below, and return it to ______. The deadline for submitting this performance evaluation is ______ Evaluations will be summarized and included on the agenda for discussion at the work session on ------ Mayor's Signature Date Governing Body Member's Signature Date Submitted - 42 ~, INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the governing body to the city manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS __ Diligent and thorough in the discharge of duties, "self-starter" __ Exercises good judgment __ Displays enthusiasm, cooperation, and will to adapt __ Mental and physical stamina appropriate for the position __ Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal __ + 5 = __ score for this category Initials · 43 · 2. PROFESSIONAL SKILLS AND STATUS __ Maintains knowledge of current developments affecting the practice of local government management __ Demonstrates a capacity for innovation and creativity __ Anticipates and analyzes problems to develop effective approaches for solving them __ Willing to try new ideas proposed by governing body members and/or staff __ Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal __ + 5 = __ score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY __ Carries out directives of the body as a whole as opposed to those of any one member or minority group __ Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions __ Disseminates complete and accurate information equally to all members in a timely manner __ Assists by facilitating decision making without usurping authority __ Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal __ + 5 = __ score for this category 4. POLICY EXECUTION __ Implements governing body actions in accordance with the intent of council __ Supports the actions of the governing body after a decision has been reached, both inside and outside the organization __ ~nderstands, supports, and enforces local government's laws, policies, and ordinances __ Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness __ Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal __ + 5 = __ score for this category Initials - 41- - 5. REPORTING __ Provides regular information and reports to the governing body concerning matters of importance to the local government, using the city charter as guide __ Responds in a timely manner to requests from the governing body for special reports __ Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non-routine and not administrative in nature __ Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience __ Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal __ + 5 = __ score for this category 6. CITIZEN RELATIONS __ Responsive to requests from citizens __ Demonstrates a dedication to service to the community and its citizens __ Maintains a nonpartisan approach in dealing with the news media __ Meets with and listens to members of the community to discuss their concerns and strives to understand their interests __ Gives an appropriate effort to maintain citizen satisfaction with city services Add the values from above and enter the subtotal __ + 5 = __ score for this category 7. STAFFING __ Recruits and retains competent personnel for staff positions __ Applies an appropriate level of supervision to improve any areas of substandard performance __ Stays accurately informed and appropriately concerned about employee relations __ Professionally manages the compensation and benefits plan __ Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal __ + 5 = __ score for this category Initials 8. SUPERVISION __ Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff __ Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level __ Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager's office __ Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback __ Encourages teamwork, innovation, and effective problem-solving among the staff members Add the values from above and enter the subtotal __ + 5 = __ score for this category 9. FISCAL MANAGEMENT __ Prepares a balanced budget to provide services at a level directed by council __ Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively __ Prepares a budget and budgetary recommendations in an intelligent and accessible format __ Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability __ Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal __ + 5 = __ score for this category Initials -- ti6 .. 10. COMMUNITY __ Shares responsibility for addressing the difficult issues facing the city __ Avoids unnecessary controversy __ Cooperates with neighboring communities and the county __ Helps the council address future needs and develop adequate plans to address long term trends __ Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal __ + 5 = __ score for this category NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed in terms of the principle results achieved during the rating period? ______ What performance area(s) would you identify as most critical for improvement? ______ Initials ~ 47 .. What constructive suggestions or assistance can you offer the manager to enhance performance? ______ What other comments do you have for the manager; e.g., priorities, expectations, goals or objectives for the new rating period? ______ Initials Manager Annual Performance Review The information below provides considerations and questions to help you think about how you might apply our performance rating scale to our How We lead Expectations. This is not meant to be a checklist or an exhaustive list, but a guide to help think about what it means to meet expectations, exceed expectations, or be below expectations for each How We Lead item. When questions arise, managers and direct reports should work together to set appropriate expectations. Employee: ______Title: ______ Leads Self Leads Self reflects how well you know yourself and your impact on others. It is about constant learning and walking the talk. Individuals who know themselves and are self-aware live out their values every day, demonstrate humility and courage, seek feedback, and value lifelong learning. • Lives core values and purpose o Has a clear sense of what they stand for and what motivates them • Knows oneself and understands leadership impact o Understands own strengths and weaknesses and recognizes how they appear to other • Models transparency and learns from mistakes o Leads with candor and positive intent and uses mistakes to learn and improve • Courageously aligns words and actions ~ o Understands that actions are more powerful than words and ensures their words and actions consistently align V) Do I/ Does this individual: C 0 ·.;:; • Understand own values and motivations? V) Cl) Recognize impact on others through actions and behaviors? ::J • c:J • Extend trust? > Cl) Reflect on experiences and apply what has been learned? :>£ • • Align words and actions? Exceeds Meets Below □ Others can easily state what this individual stands for; □ Can describe values and acts in ways that align I I Does not clearly describe values or stated values do values are clearly woven into conversations and are not align with the individual's behaviors reflected in decision making. □ Highly self-aware and can readily articulate strengths and □ Demonstrates self-awareness; can identify I J Demonstrates little self-awareness; appears to have weaknesses; clearly recognizes impact of actions and strengths and weaknesses recognizing how trouble recognizing strengths and weaknesses and behaviors and is able to quickly adjust they appear to others understand their impact on others [I Regularly seeks out feedback from others and takes :I May invite feedback from others; demonstrates ,J Does not regularly seek out feedback from others; action to improve. Seeks to understand and an openness to receiving feedback and is willing to may become defensive when feedback is offered recognize blind spots integrate it and take action □ Shares information with openness and transparency; □ Shares as much information as possible with others iJ Sometimes suspected of having hidden agendas or declares intent to ensure clarity and mitigate withholding information misunderstanding □ Consistently accepts responsibility for mistakes and □ Accepts responsibility for most mistakes and works D Does not regularly take accountability for mistakes, Learns quickly from those experiences; supports To ensure similar mistakes are not made in the May blame others Others as they learn from mistakes future n Consistently does what they say they will do; shows □ Frequently follows through on commitments LJ Not always reliable; does not follow through on A high degree of follow through Commitments at times Leads Others Leads others is all about how you lead your immediate team and how you collaborate with others. Effective leaders build great teams, regularly share feedback, genuinely care about those they work with, and allow others to step up and lead while providing appropriate support and guidance. Individuals who excel in leading others collaborate and work seamlessly with others across the organization in the spirit of driving business growth. • Selects and develops great teams o Hires exceptional talent; aligns and builds diverse teams who have characteristics, skills, and abilities to successfully confront challenges and deliver results • Coaches, listens and engages in direct dialogue VI o Strong developer of talent who provides direct and balanced feedback about performance; promotes healthy, respectful dialogue 0 • Empowers others and models accountability o Allows others to make decisions and take actions with appropriate guidance; holds self and others accountable for outcomes both positive and negative • Builds trusting and caring relationships o Develops relationships with others in the spirit of genuine care and concern • Leads cross-company teamwork and collaboration 0 E ngages ot hers across t he company to so l ve pro bl ems and growth e b usmess; . t a k e ac 10ns t o b rea k d own Sl·1 OS Do I/ Does this individual • Share positive and constructive feedback to others? "'I'.:: Accept accountability for successes and shortcomings for self and team? ...... s • Work to build and enhance trusting and caring relationships with others across the organization? "'ll) • ;:I Cl • Work collaboratively with colleagues across the organization to find the best solution to problems? ;>-, Invite people with different backgrounds and experiences to share perspectives and ideas? ll) • ~ • Develop talent at all levels to achieve business results? Exceeds Meets Below iJ Consistently puts the right people in the right II Motivates team to achieve business results; □ Tends to hire individuals similar to themselves; loses jobs; not afraid of working with people smarter and understands skill or experience gaps of the team sight of team needs as a whole different than self and works to fill them □ Consistently places high value on multiple perspectives; [J Works to understand differences; is aware that LJ Does not consistently work to understand differences or sees differences as an advantage misunderstandings can be caused by differences may form early conclusions about others based on in values, beliefs, cultures, and other factors limited information lJ Consistently holds development discussions with LJ Is supportive of employee development and meets [I May recognize need for development, but does not employees; known as a leader who intentionally develops with employees to discuss development needs and routinely take the time to discuss development with teams progress team members □ Reinforces positive behaviors through timely and specific □ Provides constructive feedback to peers and direct LJ Does not provide constructive feedback or provide feedback; does not shy away from difficult conversations reports to improve their effectiveness feedback that is too general or critical [J Draws out ideas and opinions from others and fosters an □ Shows an interest in others' ideas and opinions □ Rarely asks others for their ideas or opinions; does not environment where it is safe to voice a different appear to recognize or value differing perspectives or perspective or idea ideas □ Demonstrates confidence in team to make appropriate [J Provides clear expectations and allows others to □ Communicates expectations in ways that don't provide decisions based on set expectations and guidelines; complete work and make decisions; holds self and enough detail or guidance; may not trust team to make accepts personal accountability for outcome (s) delivered team accountable for positive and negative results decisions; may not provide an appropriate amount of by team sunnort for the team when there is an issue or mistake □ Proactively works to build a network across the LJ Seeks to build relationships with others across the □ Builds relationships with a limited number of people; organization; creates opportunities for self and team organization; expects and encourages self and team takes limited action to build collaboration across the I members to connect with and work collaboratively across members to work together effectively across the business v. the business business. IJ Directly addresses barriers and considers implications of iJ Does not shy away from addressing barriers as □ Uncomfortable addressing barriers that exist actions and decisions to other parts of the organization needed Leads Forward Leads forward reflects each leader's ability to inspire and motivate others to take action, make business decisions based on sound data and logic, and does what is needed to support and lead others through change. • Inspires others and is optimistic about the future o Highly optimistic about the future; inspires others daily to achieve desired state • Thinks critically and acts strategically o Makes fact-based decisions anchored in industry and market knowledge; asks thought- provoking questions to invite learning; investigates root cause • Champions change to grow the business o Challenges status quo; invites new ways of thinking Do I/ Does this individual: Believe in the desired state and talk about it positively with others? "' • I:: Express confidence when talking about the Company's future? ...... 8 • "'Cl) .Make decisions based on appropriate.mixture of industry and marketing information? ;:I • CY • Look beyond the surface of an issue to learn the root cause? ;>-. Areas for Improvements: What overall skill (s) or performance issue (s) need additional focus v, Employee Comments: w Your signature on this document serves to indicate that you have been appraised of your job performance. It does not indicate that you necessarily agree. If you disagree with this appraisal of your performance, please write your comments on a separate page and attach or send a letter to your Human Resources representative. Employee Date Appraiser Date AgcridJ Item 1,__ 9__ _ Meeting Date. 12 - 4-µ MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Mana~ J;,t__ DATE: November 27, 2017 SUBJECT: Overtime P2y for City Employees: Resolution 17-07, to Add Section XII.SG to the Personnel Manual for Calculation of Overtime Pay for Employees Who Work at City Sponsored Events and for City-Required Meetings This topic is carried over from your November 6th meeting. According to the minutes of the meeting, Ms. Burns, the Chief Financial Officer, explained: " ... overtime pay is based on hours worked. She explained that holiday time is not counted as hours worked, but the City mandates employees to work at City-sponsored events. She advised that the employees do not receive overtime pay due to a holiday being in the pay period. She commented that in order to have employees work, staff is requesting to have holiday hours count as work hours." In her attached memo (pages 1-2), Ms. Burns explains further the reason for the addition to the Personnel Manual. You'll note that she proposes that employees receive overtime pay not only when they work at City-sponsored events, such as the Veterans Day observance and the New Year's Eve fireworks show, but also ifthey must work at City-required activities, such as televising a City meeting during a week when there's a holiday. Examples of the latter include the televising of the Planning Board meeting following the Dr. Martin Luthor King, Jr. holiday in January, and following the Presidents' Day holiday in February. The Public Works Director, Mr. Joe Howell, provides further explanation in his attached memo (Pages 3-4). One key point he makes is the overtime for City employees to staff board and Commission meetings (such as the televising of Planning Board and Commission meetings), to operate Splash Park on holidays, and to clean restrooms on a holiday. As Mr. Howell notes, such overtime work puts him: " ... in the position of requiring my employees to work beyond a normal 8-hour work day, or on a weekend, without being able to compensate them with overtime due to the existence of a holiday in that pay period. I am not referring to myself or other salaried employees, these are hourly workers that are being required to work in support of the City." A ACTION REQUESTED It's that you approve the addition of Section Xll.5.G to the Personnel Manual as shown by the underlined wording on page 5. Two considerations: First, please note that the addition does not apply to salaried employees, who are not entitled to overtime pay under the City's regulations. Second, Commissioner Kostka, after your November meeting, suggested to the City Manager that if you approve the addition, you allow it to apply retroactively to those employees who worked at the City-sponsored Veterans Day observance on November 11, 2017. B M E M O R A N D U M TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CFO ~ SUBJECT: RESOLUTION 17-07 DATE: 11/16/2017 At the last City Commission meeting staff proposed Resolution 17-07, which would allow paid holiday hours to count as "hours worked" for the computation of overtime hours. The resolution did not pass as there was a tie vote, and at that time it was suggested that staff bring it back to the Commission for further deliberation. Background The City of St. Augustine Beach's work week begins on Thursdays and ends on Wednesdays. From time to time, the City has events and/or occasions that require employees to work over their normal 40 hours each week. The rate of pay for anything over 40 hours worked is at their regular rate of pay multiplied by 1.5, also known as time and a half. Currently, the personnel manual defines hours worked for the calculation of overtime as " ... only those hours actually worked or charged as approved leave with pay ... however, sick leave will not be used to satisfy any part of the basic requirement". Since approved leave with pay does not include holidays, as they are a benefit, holidays are not counted as hours worked. Those employees who must work an event and/or an occasion that has a holiday the same work week, would not receive overtime pay for working. Examples of such occasions where employees would be required to work would be recording secretary for the various City boards, and employees needed for televising/broadcasting the Commission and Planning and Zoning Board meetings. This happenstance of holidays falling around the time of City sponsored events typically happens only twice a year, Veterans' Day and Beach Blast Off. Veterans' Day requires a supervisor and one or two maintenance workers to work the event, and for Beach Blast Off it is typically worked by all Public Works employees, Police Department employees, and a few from City Hall. Recommendation It is recommended that the Personnel Manual be amended to include holiday hours as hours worked for calculating overtime if overtime occurs because of a City - 1 - ,,.,.... sponsored event. I have attached suggested changes in a redlined version of the page of the manual where it addresses overtime. Economic/Budgetary Impact For illustrative purposes, I took the two employees who worked 6.5 hours this past Veterans' Day event and compared the straight time versus overtime they would have received and the difference is $130.09. However, there would be no budgetary impact as it is part of the overtime allocation in the budget. l ...••,.,/ - 2 - MEMORANDUM Date: November 20, 2017 To: Max Royle, City Manager From: Joe Howell, Public Works Director Subject: Overtime Pay Associated with Holidays At the November 6 Commission meeting the issue of overtime pay for City employees working during a pay period involving a paid holiday was presented for your consideration. The City Manager drafted a two page memo and the City Clerk prepared a revision to the City Personnel Manual. The crux of the issue is that non-shift, non-exempt employees, who work what would typically be considered overtime hours during a pay period that includes a holiday, are not paid overtime. This is due to the following statement in the City Personnel Manual (Section Xll.5 D.) In computing overtime, only those hours actually worked or charged as approved leave will be used to satisfy the basic requirement of ... forty ( 40) hours ... (emphasis mine). This issue effects all departments in the City. For example: • Following the Veterans Day holiday on a Friday, Public Works Department employees were required to work the Veterans Day observation on Saturday. • Following the July 4 holiday on a Tuesday, Finance Department and Administration Department employees were required to work the July 5 Commission meeting. • The preparatory work preceding Beach Blast Off, the event work, and the cleanup/ breakdown work after the event occurs during the week of the Christmas holiday and the week of the New Year's Day holiday. The same scenario routinely crops up during pay periods associated with Monday holidays when there are various board or Commission meetings that need to be staffed, weekend work to operate Splash Park and the public restrooms, as well as the few City sponsored events coinciding with a holiday. As a department director this puts me in the position of requiring my employees to work beyond a normal 8-hour work day, or on a weekend, without being able to compensate them with overtime due to the existence of a holiday in that pay period. I am not referring to myself or other salaried employees, these are hourly workers that are being required to work in support of the City. Typically the number of employees and hours worked is relatively small. The Veterans Day example involved two Public Works Department employees over a six hour time frame, resulting in a net difference of approximately $120 ($240.14 straight time vs. $360.21 overtime). - 3 - The issue of "flex time" was offered as a potential solution. The City already does something similar on the day after Thanksgiving with the "floating holiday". That Friday is a normal workday in the Public Works Department for a three man solid waste crew plus one supervisor. While changing this is not being proposed, it is not a popular concept amongst my employees as the overwhelming majority would prefer to have a four day weekend. It also leads to animated discussions about who worked last year, the year before that, and who has already used their floating holiday. We also employed a flex time technique for the past three years to cover our standard weekend obligations at Splash Park and the public restrooms. It became increasingly unpopular and difficult to coordinate. We recently abandoned the concept. I apologize for the impression made at the November meeting that this issue was being rushed forward to cover a holiday event occurring five days later without providing adequate backup or review time. While it is true that it would have covered that holiday, we were actually trying to be in position to cover all of the time and work associated with Beach Blast Off, which is a City sponsored event that is affected by two and one-half paid holidays. In our discussions the City Manager and I chose not to wait until the December meeting to bring this to your attention. This scenario can be readily addressed with a simple change in the language of the City Personnel Manual, as previously presented at the November meeting. The monetary cost to the City associated with making the change will be minor. The morale of the affected employees will be positively impacted. Action Requested: That you consider revisions to the City Personnel Manual supporting overtime compensation for hourly employees directly associated with pay periods encompassing a paid holiday. - 4 - XII.5 OVERTIME PAY A. All overtime shall be authorized in advance by the appropriate department head or by the City Manager/Chief of Police. However, this provision shall not apply in instances of emergencies or when overtime needs cannot be foreseen. Claims for emergency and/or unforeseen use of overtime will be reviewed by the City Manager/Chief of Police and must be approved in writing before pay for such overtime is issued. B. Non-shift employees eligible for overtime who are required to work in excess of their normal forty ( 40) hour work week shall be compensated for all hours worked in excess of forty ( 40) hours at a rate equal to one and one-half (1 ½) times the employee's regular hourly rate of pay. C. Shift employees who work 12-hour shift schedules shall be compensated for all hours worked in excess of eighty (80) hours during one (1) fourteen-day work period at a rate equal to one and one-half (1 ½) times the employee's regular hourly rate of pay. D: In computing overtime, only those hours actually worked or charged as approved leave with pay will be used to satisfy the basic requirement of eighty (80) hours for 12-hour shift workers as defined in Section XII.3 .A and forty ( 40) hours for all others. Pay will be computed by the quarter hour. However, sick leave will not be used to satisfy any part of the basic requirement (Res 12-5). Temporary full-time and regular and temporary part-time and seasonal employees shall be entitled to overtime pay only if they work more than forty (40) hours in a regular pay period. E. Salaried employees shall not be entitled to overtime pay. F. Overtime hours for shift employees shall be calculated in accordance with the Fair Labor Standards Act. G. Holiday hours shall satisfy the basic requirement of hours worked should the holiday fall in the same work week as a City sponsored event or occasion for the purposes of calculating overtime. XII.6 CALL BACK PAY A. Whenever an employee, having completed his scheduled work time and departed the work place is called back to work for unscheduled overtime, he shall be paid for a minimum of two (2) hours at the overtime rate. B. Regular and temporary part-time employees called back to work after having completed their work schedule and departed the work place will be paid a minimum of two (2) hours at straight time rate. Agenda lten1 ~ 10 r Meeting Dafd 12-4-J 7 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag~L DATE: November 20, 2017 SUBJECT: County Pier Park: A. Continuation of Discussion of Private/Public Partnership Possibilities B. Consideration of Appointing a Citizens Advisory Committee to Develop a Vision Plan KEY QUESTIONS First, should you decide whether you want to accept the County's offer that the City take over ownership of the pier park? If you do, then private/public partnerships could be limited or not allowed because of Section 1-16(a) of the City Charter, which prohibits the sale or lease of City owned parks without a four-fifths vote of the Commission and approval by the City's voters. Unless the City Attorney deems otherwise, a private/public partnership could be considered a lease and the vision developed by the citizens advisory committee could not include such a partnership. Or, second, if you want the County to remain the park's owner, shouldn't you first ask the County Commission to support the development of a vision for the park and whether it wants to appoint members to the citizen advisory committee? In effect, the development of the vision would be a County/City partnership. In the event you are not ready to make a decision concerning these questions, we provide information below based on what you discussed at your November 6th meeting. ITEM A. PRIVATE/PUBLIC PARTNERSHIP POSSIBILITIES The outcome of the discussion was a consensus for the City to contact the state to see if it would be interested in taking over the park and keeping it as a park and as a State cultural arts property. The City Manager forwarded this request by email to a person he had met at the last Florida League of Cities conference, Mr. Curtis Young, Arts Consultant of the Florida Division of Cultural Affairs. The Manager followed up with a telephone call to Mr. Young, who told the Manager he A had forwarded the request up the chain of command in the Division of Cultural Affairs. As of the date of this memo to you, no response has been received from the Division. The City Manager also contacted the staff of Representative Cyndi Stevenson of the Florida House. The staff member said she would bring the request to Representative Stevenson's attention. The Manager will send a follow-up email to staff member as a reminder. For your consideration, a City staff member, Mr. Russell Adams, Information Technology Support Specialist, has suggested a possible private/public partnership: a parking garage on the pier property with the owner of the garage repairing the pier and using revenue from the garage to pay for the repairs, the cost to build the garage, and to earn a profit. This suggestion capitalizes on the main attraction of the pier park: its oceanside location and access to the beach. If you decide that the City shouldn't own the pier park, then the development of a Request for proposals by the City for a parking garage private/public partnership would first require County Commission approval. Attached Information It augments what was provided to you at your November meeting concerning private/public partnerships. This new information (pages 1-11) is a report from Citylab, an organization that is committed to telling how cities work, the challenges they face, and the solutions they need. The report tells of the growth of private/public partnerships by local governments in the United States, gives examples of some types of partnerships, and the successes and down side of P3 partnerships. ITEM B. CITIZEN ADVISORY COMMITTEE You also discussed forming such a committee at your November meeting. Mayor O'Brien said his selection for the committee would be Andrea Samuels. Commissioner England said she had asked Michael Stauffer to be on it, but hadn't received a reply yet. Vice Mayor George and Commissioner Kostka each said they had spoken to a couple of citizens, but had no names yet to submit. Possibly, the person you appoint as Interim Commissioner may suggest a member at your December meeting. If not, then selecting the committee members could be postponed to your January meeting. ACTION REQUESTED First, we suggest that you need to answer the two questions stated under the Introduction. To appoint a citizen advisory committee to develop a vision of the pier park wouldn't be productive, if the City doesn't own the property and the County, which owns the property, doesn't support the development of a vision, including the possibility of private/public partnerships. B Or, if the_ County deeds the pier park to the City, soliciting P3 proposals may not be possible because of the restriction in the City Charter that prohibits the City from leasing City parks without a referendum. However, the citizen advisory committee could still develop a vision for the pier park without any type of lease, including a P3. However, if you decide not to get answers to the two questions but to have an advisory committee anyway, we ask you to consider the following: A. Do you want it to have five or seven members? For a five-member committee, each Commissioner can appoint a member. For a seven-member committee, each Commissioner can appoint a member, with the Commission as a whole appointing the remaining two members. B. Do you want to have alternates? If so, how many? The City's other standing board/committees have two alternates. If you want alternates, the Commission as a whole can approve them. C. Do you have suggestions for guidelines/rules for the committee, such as its core purpose, i.e., what are you asking it to do? In one or two sentences, what do you want it to accomplish and by when: six months, a year, or longer? Attached as page 12 is a Mission Statement for the committee from Commissioner England. You could use it as guidelines for the goals you want the committee to accomplish. PLEASE NOTE: The committee's meetings will have to be advertised and staffed. As the committee will likely meet after regular working hours, there'll be overtime charges for the staff person who will take the minutes. The cost for those overtime will range from $48.82 and $73.23 for each meeting, or $24.41 per hour. C www .citylab.com Thank you for printing content from www.citylab.com. {f you enjoy this piece, then please check back soon for our latest in urban-centric journalism. Bikeshare programs in Minneapolis and elsewhere are collaborations between city governments and private businesses. /.I Jim Mone/ AP 1-1(,,,,. l~(•cal (i()1'"et·11111e11ts c:a111e t() l~111l11·ace ll11si11ess Pa1·t11e1·sl1i1ls KRISTON CAPPS NOV 10, 2017 - 1 - Ten years ago, anything less than $200 million had little hope of connecting the public and private sectors in the U.S. Now public-private partnerships are driving modernization for many cities-and sometimes controversy. Next summer, cities across the U.S. have a birthday to celebrate. In August 2018, the nation's very first experiment in bikeshare turns 10 years old. While the network itself, SmartBike D.C., didn't last that long, it led promptly to the launch of the most robust bikeshare network in the country, Capital Bikeshare. Scores of similar systems soon followed. When bikeshare in the U.S. celebrates its anniversary next year, it will also mark an important mile-marker for public-private partnerships. Ten years ago, these vehicles for government partnerships with the private sector were virtually unheard of outside the realm of massive infrastructure projects like highways. But those early bikeshare rollouts in Minneapolis, Boston, Denver, and other cities-most of them public-private partnerships-proved that cities could be fertile ground for these collaborative enterprises. Exploring collaborations bct\Vl'l'l1 local governrnent and business Schools, hospitals, prisons-public entities work with the private sector to provide all kinds of services. Before President Donald Trump soured on the idea, public -private partnerships were key to rebuilding ports, bridges, and highways under his proposed $1 trillion infrastructure plan. For many Americans, "public-private partnerships" may summon to mind gloomy visions of concrete mixmasters or the social good sacrificed to corporate masters. Toll roads were the most prominent example of public-private partnerships across the country for many years. Today, though, they are more nimble and easier to find, especially at the local level. - 2 - Critics see the perils of privatization, particularly for some core government services. But for small cities in particular, the partnerships provide new opportunities to achieve goals that otherwise seem out of reach. "The U.S. market [for public-private partnerships] developed much like the markets outside the U.S. in this area. We started with large-scale transportation infrastructure projects," says Peter Raymond, global advisory leader for capital projects and infrastructure at PricewaterhouseCoopers. "This concept is now starting to catch on in very interesting ways at the city level in the U.S." Room to grow The U.S. market was slow to cotton on to public-private partnerships (or PPPs, or P3s) made popular in Europe. Ten years ago, anything less than $200 million had little hope of connecting the public and private sectors. That's starting to change. Today, a market that Moody's has described as "slow and fragmented" is poised to become "one of the world's largest." The amount of capital raised but not yet invested (or "dry powder") for infrastructure is much higher than the amount of available opportunities for this investment. At the end of the first half of 2017, there was some $100 billion in dry powder for infrastructure deals, according to PwC. The value of actual deals over the same period was $22.5 billion. There's room for growth. - 3 - In some arenas, public-private partnerships have served as the quiet engines of longstanding and popular government programs for decades. Consider housing: Most programs at the U.S. Department of Housing and Urban Development, from housing vouchers to mortgage insurance, are structured as public-private partnerships. Housing Choice (or Section 8) vouchers are a form of PPP that has served low-income households for 80 years. HUD' s Rental Assistance Demonstration program, an Obama-era federal program that is popular under the Trump administration, has given voucher property owners opportunities to find the capital to upgrade and maintain those affordable properties, mostly through tax credits. In turn, those credits-Low Income Housing Tax Credits, which are responsible for creating most of the new affordable housing in the country-are still another kind of public-private partnership. Many officials now view these partnerships as key to unlocking change at the state and even the city level. In Los Angeles, transit officials said that public-private partnerships would mean delivering new public transit initiatives years head of schedule. In the Twin Cities, it means thinking past traditional bikeshare to dock less bikeshare or whatever comes next. "()n a road, it's fairly. easy. to sec and to kn(nY there's a lot of potholes. Ifrou'rc talking about a prison or a school, it can he harder to tell that scrYicc (Juali~· is being dcg1·adcd." For small cities in particular, private companies can provide opportunities to adopt solutions that they could not necessarily design on their own. Contrary to popular belief, private firms aren't necessarily more efficient than state-owned enterprises. But the private sector can marshal new technology in research and development that is intended improve and modernize cities. Consider Alphabet's work to create a "living laboratory" on Toronto's waterfront or overseeing transit in Columbus, Ohio-both ventures that are still in the very early phases and fielding at least some push-back. - 4 - "You get a lot more creativity and innovation in the U.S. in many cases because of the distinct government jurisdictions and authorities developing distinct approaches to doing things," Raymond says. "I think that's one of the great reservoirs of strength that we see in the U.S." Street lamps are one example of hard infrastructure that affords an opportunity for new thinking through public-private partnerships. Here's a straightforward example: Two years ago, the Michigan Department of Transportation entered into a 15-year contract with a private company for new and existing highway and tunnel lighting systems around the Detroit metro area-a design-build-finance-operate maintain (or DBFOM) privatization deal to replace some 15,000 antiquated lights. The deal is predicated on the notion that Freeway Lighting Partners can deliver economies of scale that result in taxpayer savings. Again, a straightforward deal. New York is repurposing phone booths to provide public WiFi and device charging as pat of a public-private partnership. (Keith Bedford/Reuters) - 5 - In Dallas, however, a public-private partnership envisions turning old street lights into energy-efficient lamps that also monitor pollution and noise. In New York, LinkNYC aims to replace some 7,500 pay phones with interfaces called "Links" that will provide free public WiFi, device charging, and access to various services. Defining success On paper, the match-up between the private sector and local government can shift the balance of expectations in taxpayers' favor. Consider a convention center: In a traditional set-up, a government contracts with firms for the design and construction of the building. The architects or contractor may bring down costs by building cheaper (at the expense of future maintenance). When a government bundles the operation and maintenance of a convention center with its design and construction, then private firms have a greater incentive to ensure the lifecycle costs of the project-to build with the future in mind. This goes not just for school buildings or highways but wastewater treatment plants, broadband initiatives, or the energy grid. That's if everything goes according to plan. One problem with public-private partnerships is how often the plan changes. According to the Hamilton Project, an economic policy think tank at the Brookings Institution, 8 of 20 public-private partnerships for major transit initiatives since 1991 were subject to renegotiation. Sometimes to devastating effect: The Las Vegas Monorail Company has asked Clark County to guarantee the company with $4.5 million a year over the next 30 years in order for the P3 to build an extension a little longer than a mile. ("I've never seen such creative financing," Clark County Commissioner Marilyn Kirkpatrick said, according to the Las Vegas Review-[ournal.) This latest wrinkle follows a brutal bankruptcy, one whose exit terms a court rejected in 2011 because they would have sunk the monorail and left creditors adrift. - 6 - "r"l'he Yalue of a public-priYate partnership is the abilitr to bundle together the desig11, build, financing, operations, and 111aintenancc. tt The dark side of public-private partnerships entails bailouts and bad deals. Infrastructure is in part defined by natural monopolistic tendencies, and without an effective public regulatory monitoring mechanism, private actors who take on public services might raise prices to an inefficient level or degrade service quality to an inefficient degree, says Hunter Blair, budget analyst for the Economic Policy Institute. Governments run the risk of mistaking the financing that public-private partnerships can leverage for the funding of projects themselves-of missing the forest for the trees. "A lot of people in the government, when they talk about [public-private partnerships], they see it as this free lunch," Blair says. "We're going to bring in private money, so that means, somehow, it's going to cost us less to pay for the infrastructure. Funding at the end of the day still has to come from taxes or user fees. There is no free lunch here." There can, however, be increased efficiency if done right, Raymond says. "Many people think that public-private partnerships are a financing mechanism, and financing is an important part of it," Raymond says. "But really, the value of a public-private partnership is the ability to bundle together the design, build, · financing, operations, and maintenance of an infrastructure asset in a more cost effective way than the public sector can do it." - 7 - rtecummenueu How to Make The Private Private Investment in Prison Infrastructure Industry's Really Work New WILLIAM MURRAY Criminal OCT 9, 2017 Justice Ventures GEORGE JOSEPH SEP 14, 2016 There are other risks, critics say, to the entry of private companies into basic government services: insufficient government oversight, bad contracts, and companies cutting corners for profit. And when the municipal services in question are largely invisible to most citizens-managing a city's water supply, for example, or running prisons-the risk for abuse can be severe. Critics say for any government service where monitoring quality is difficult or costly, it's all the more important that contracts with private partners include detailed parameters for outcomes. That's typically more true of "soft" infrastructure (emergency response or public education, for example) than of "hard" infrastructure (such as levees or rail). The policy questions become far more fraught when governments engage private companies for soft infrastructure-to not just build schools and jails but provide education and criminal justice. These relationships have raised grave concerns that private entities do not always share the same motivation to protect the public interest. Governments may be opportunistic, too: The Hamilton Project report finds that, "in many cases governments choose PPPs because they allow them to make public investments while keeping future obligations off the balance sheet and beyond legislative control." · In public-private partnerships, both sides need to share a vision of what success looks like (and failure, too). - 8 - "On a road, it's fairly easy to see and to know there's a lot of potholes," says Blair. "If you're talking about a prison or a school, it can be harder to tell that service quality is being degraded." The challenges of local partnerships Public-private partnerships face some natural challenges at the local level. One is scale: A giant investment firm or a global engineering company isn't going to see much incentive to build county bridges in Pennsyltucky. That's why the Pennsylvania Department of Transportation packaged together some 558 aging bridges as a single contract for a public-private partnership to design, build, finance, and maintain their replacements. The winning team proposed an $899 million proposal-which, over the course of 28 years, would bring down the average cost from $2 million per bridge to $1.6 million. The Rapid Bridge Replacement Project is step one in the state's effort to replace thousands of structurally deficient bridges (and one of the top 10 biggest infrastructure deals of 2015). Another challenge is experience. Bureaucracies are creatures of habit; leaders tend to favor established methods for selecting infrastructure projects or contracting out work. Political interests can be a hurdle to public-private partnerships. Also, city governments subdivide into any number of smaller agencies that might make natural partners for the private sector but don't necessarily know it. In addition to multiplying the political interests, most departments within a bureaucracy do not necessarily have much experience contracting with private companies. - 9 - The Transcontinental Railroad was one of the U.S.'s most important early accomplishments achieved in collaboration with the private sector. (Andrew Russell/ AP) Hence the Office of Public-Private Partnerships (OP3), a meta-office in Washington, D.C., tasked with enabling other city agencies to build public-private partnerships. OP3 recently announced that it received 11 potential private-sector bids for the city's first P3 procurement: a joint program by the District Department of Transportation and Office of the Chief Technology Officer to modernize more than 75,000 streetlights. Fairfax County, Virginia, is setting up its own OP3 to bring opportunity to the D.C. suburbs. - 10 - Sometimes deep-seated myths drive government decisions to privatize public institutions. One myth is that private companies can relieve government budgets or build infrastructure without raising taxes. Another is that the private sector is always better at cutting out waste. Cynicism drives some of the decision-making around public-private partnerships, unfortunately. Governments at the local, state, and federal levels are turning increasingly to public-private partnerships because they are so strapped for cash-which means that some leaders may be putting a lien on the future. At the same time, some of the nation's most important accomplishments were the work of public-private partnerships. Both the Erie Canal and the Transcontinental Railroad, transformative infrastructure projects that changed the course of American history, were built by public-private partnerships. A New Space Race is taking shape as a result of public-private partnerships. Congress and the Trump administration have yet to signal whether infrastructure will play a pivotal role in U.S. growth for the foreseeable future. But the next big thing might not come from the federal government at all. Whether or not the federal government matches the audacity of its predecessors, local governments are getting things done, and in new ways. Funding from Mastercard was provided to support our project "City Capital." About the Author l(riston <:allllS ~ @KRISTONCAPPS / :\\ FEED Kriston Capps is a staff writer for City Lab covering housing, architecture, and politics. He previously worked as a senior editor for Architect magazine. - 11 - Citizen Advisory Committee Pier Park Vision Plan MISSION STATEMENT The goals of the Pier Park Advisory Committee is to 1. Recommend the highest and best use of the properties owned by St. John's County and St. Augustine Beach known as "Pier Park": 2. Investigate sources of revenue to achieve, maintain, and operate the use of the property and improvements located on the property, and 3. Provide for the maintenance and repair of the St. Augustine Beach Fishing Pier. Uses include, but are not limited to: • Beach access and parking • Recreational uses • Cultural and performing arts center • St Augustine Beach and community special events, such as Beach Blast Off, Farmer's Market, Music at the Beach, etc. • Commercial use: boardwalk, restaurant, bait shop, retail space Examples of revenue resources may include: • County or TDC funds from bed taxes • State funds: state parks, grants from state agencies • National grants or designation • Public/private partnership • Parking and use fees, rent, leases, special assessments and taxes - 12 - Agenda Item I 11 ,. Mee.ting Uate. 12-4-17 • MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manager d~- v DATE: November 13, 2017 SUBJECT: Youth Recreation Programs: Consideration of Options INTRODUCTION In recent months, two citizens have complained about the City not being involved in providing recreation programs for young people. Before he left the Commission, Gary Snodgrass suggested the City have a Recreation Advisory Committee. You appropriated $30,000 in the FY 2018 budget for youth recreation programs. RECREATION FACILITIES/PROGRAMS ALREADY PROVIDED We asked the Deputy City Clerk, Ms. Dariana Fitzgerald, to see what recreation facilities and programs. are already available to youth in our City. Her report is attached as pages 1-4. As you can see, our area has a considerable number of facilities and programs. In addition to what she's provided, please note the following: The Dance Company's president, Mr. Larry Roselle, said at you November 7th workshop that The Dance Company provides $35,000 in scholarships for children. Also, Mr. Snodgrass, when he announced at your November 6th meeting that he was resigning from the Commission, said he would give $2,500 to the local YMCA to establish scholarships for St. Augustine Beach children. Finally, the City has been criticized for doing nothing for children. In response, we need to point out that the City was instrumental in getting funding for, and building, the Splash Park, which frequently is crowded with children from toddlers to teens during the spring and summer months. OPTIONS We sugg~st two options for you to consider: a) having a Recreation Advisory Committee; or b) not having a Committee, but asking individual residents to propose to you youth recreation programs and how they can be funded. A Forming the Committee Please note that if you have a Recreation Advisory Committee, it will be subject to the Sunshine and Open Records laws. Its meetings will have to be advertised and a City employee will be responsible for taking the minutes of the meetings and transcribing them. The cost for that employee, working 2-3 hours on overtime to take the minutes, will be between $48.82 and $73.23 for each meeting. If you are interested in forming the Committee, then we suggest the following: a. That you decide how many regular members and alternates you want to compose the Committee. The number of regular members could be five or seven, with two alternates. The Comprehensive Planning ~nd Zoning Board, the Tree Board/Beautification Advisory Committee, and the Code Enforcement Board each has seven regular members and two alternates. For a five-member Committee, each Commissioner could select a member and the Commission as a whole could approve the two alternates. For a seven-member Committee, each Commissioner would select a member; the Commission as a whole would appoint the two other regular members as well as the two alternates. b. That you decide what should be the qualifications for citizens to serve on the Committee. For example, you may want to require that citizens have lived in the City for at least a year or more before applying for to serve. c. That you decide what the Committee's goals should be. For example, when the Commission authorized the forming of the Beautification Advisory Committee in 1997, there was a series of goals attached to resolution 97-4. They were: To develop a five-year beautification plan for AlA [Beach Boulevard] between Pope Road and the Comfort Inn [now the Quality Inn]. To coordinate the City's beautification plan with the beautification plans of condo complexes (such as Ponce Landing and Pier Point South) and the new motels that will be built (Hampton Inn and Hilton Garden Inn) and any new businesses that will be built during the next five years. To develop a timetable for implementing the five-year plan. To develop a funding plan to implement the beautification plans, with the funding plan to include the following: 1) Estimate the costs to do the beautification. B 2) What public and private funding sources are available and how much money each source can provide. You could have similar goals, such as developing a five-year recreation program plan and how the plan is to be implemented. This would be attached to the resolution authorizing the Recreation Advisory Committee. Also, you could require that the Committee provide an estimate of the costs for each program it proposes to you, and that those costs are not to exceed what you've authorized in the FY 2018 budget for youth recreation programs. Not Having the Committee The second option is simply that you ask any interested citizens to propose youth recreation programs to you. The citizens could meet informally, but as they're not a Commission-appointed committee, and they don't use City facilities for their meetings, they likely wouldn't be subject to the Sunshine Law. Mr. Wilson can advise whether this assumption is correct. If you wa-nt to rely on grassroots proposals for youth programs, then we suggest you ask any citizen or citizens interested in providing proposals to follow these guidelines: 1. The names of the programs they propose. 2. The age or ages of the children who will participate. 3. The reasons why the programs are needed. 4. Whether the programs duplicate any that are already provided in our area. 5. When (days and times) are the programs proposed to be held. 6. The estimated cost of each program. 7. The location(s) of where the programs are to be held. 8. The name of the person or persons who will conduct the programs or programs. The guidelines above will help you evaluate the youth recreation programs proposed by the citizens, and whether the costs of those programs do not exceed the $30,000 that you've appropriated in the budget. ACTION REQUESTED It is that you decide whether you want to form a Recreation Advisory Committee, or to have suggestions for youth programs submitted to you by interested citizens in adherence to the guidelines suggested above. If you want a Committee, then the City Manager will prepare a resolution for your January meeting with suggested rules for the Committee. C Overview of Recreation Facilities and Youth Activities Available to City Residents I. Parks and Recreation Facilities within City Limits A. Pier Park 1. Splash Park & Playground - A low pressure fountain and rainfall sprinkler system on the east side of the park with a small wooden playset with slide suitable for children under 12. 2. Volleyball Courts - Five lighted courts on the north side of the park that are available for public use or rental through the County for private events. Volleyballs not provided. All ages. 3. Bocce Ball Courts - Two bocce courts on the south side of the park that are available for public use. All ages. Balls not provided. 4. Fishing Pier - Open from 7:00 a.m. to 9:00 p.m. March-October, then closing an hour earlier November-February. Current prices are $1.00 to sightsee and fishing is $2.00 for County residents and $3.00 for non-residents, children under 6 and St. Johns County residents over 60 are free. All ages. 5. Picnic Tables - There are uncovered tables near the bocce ball courts on the south side and covered tables near the splash park on the east side. 6. Pavilion - Available for general public use or rental through the County for private events. Tables and chairs not provided. 7. Beach B. Ron Parker Park 1. Playground - Featuring two medium sized metal/plastic playsets suitable for children under 12 (one under heavy shade trees, the other open to sunlight) and a swing set. 2. Softball Field - One field. Equipment not provided. All ages. 3. Tennis Courts - Two Tennis courts and six paddleball/pickleball courts. Equipment not provided. All ages. 4. Basketball Courts - One small and one large court. Equipment not provided. All ages. 5. Dog Run - Fenced and shaded lot for dog to play. 6. Picnic Tables - Shaded tables near the playground. 7. Community Garden C. Lakeside Veteran's Memorial Park 1. Pier - for fishing or sightseeing. 2. Walk/Bike Path- Paved path through the park. 3. Picnic Tables D. Ocean Hammock Park 1. Walkway - ½ mile walking path along the south side of the park to the beach. 2. Beach 1 II. Youth Activities and Programs Available to City Residents A. St. Johns County Programs and Partners 1. Youth Sports Leagues a. Baseball, Softball, and Tee Ball - Season is August to November. Ages 5- 16, divided into leagues based on age group. Cost per child is $80, which includes hat and jersey. Gloves and cleats must be provided. League has bats and helmets to share, but purchasing them for the child is recommended. Transportation to and from the Solomon Calhoun Community Center for practices/games must be provided. Includes a Challenger League for special needs children. Further information at www.mysall.com. b. Basketball - Season is February to May. Ages 9-14, divided into leagues based on age group. Cost per child is $30, which includes a jersey. Transportation to and from the Solomon Calhoun Community Center for practices/games must be provided. Further information at www.sjcfl.us/Recreation/Youth/basketba 11.aspx. c. Football-Season is August to December. Ages 5-15, divided into leagues. based on age group. Cost per child is $150, which includes a uniform. Transportation to and from locations within St. Johns, Duval, Nassau, and Clay counties for games must be provided. Practices are held at Joe Pomar Park on Masters Drive. Further information at www.staugustinepopwarner.com d. Cheerleading - Season is August to December. Ages 5-15, divided into leagues based on age group. Cost per child is $200, which includes uniform, shoes, and pompoms. Transportation to and from locations within St. Johns, Duval, Nassau, and Clay counties for games must be provided. Practices are held at Joe Pomar Park on Masters Drive. Further information at www.staugustinepopwarner.com. e. Soccer- There are two seasons, Fall is from September to November and Spring is from March to May. Ages 4-19, divided into leagues based on age group. Cost per child is based on age group: $70 per season for age 4 (includes t-shirt); the following include both seasons and a uniform and ball, $240 for ages 5-6, $250 for ages 7-10, $275 for ages 11-16, $135 for ages 17-19. Shin guards and soccer socks are required, cleats are recommended. For ages 4-12, transportation to and from Gamble Rogers Middle School for practices/games must be provided. For ages 13-19, transportation to and from locations within St. Johns and Duval counties 2 for games must be provided. Practices are held at. Further information at www.ancientcitysoccer.com. f. Golf - Training season is September to November. Tournament season is March to July. Ages 5-18, divided into divisions based on age group. Training season cost is $45 per child for a junior membership, which includes tote bag and 5 course-access passes for a 9-hole game outside of training, cart fees and green fees for accompanying adult are not included in membership. Scholarships are available for qualifying children. Tournament season cost is $20 per tournament for grades K-5 and $30 for grades 6-12. Transportation to and from locations within St. Johns, Duval, Putnam, and Flagler counties for tournaments must be provided. Practices are held at the St. Johns Golf and Country Club and The Golf Club at South Hampton, both is St. Johns, FL, on CR 210. Further information at www.thefirstteenorthflorida.org. 2. Summer Camp Programs (Further information on these camps at www.sicfl.us/Recreation/Youth/summer.aspx) a. Junior Lifeguard Program - There are multiple 5-day sessions in June and July. Ages 9-17. Cost is $150 per child per session (limit of two sessions per child), which includes bathing suit, hat, and sun shirt. Children must pass a swim assessment. Transportation to and from the Solomon Calhoun Community Center for try-outs and Pier Park for sessions must be provided. Further information at www.sjcfl.us/MarineRescue/JuniorUfeguard.aspx. b. Fresh Water Fishing Camp - This is a 5-day camp in July. For rising 7th to 9th grade students. Cost per child is $170 and includes one rod/reel, tackle box, and tackle. Transportation to and from Trout Creek on the St. Johns River (6795 Collier Rd. off SR 13/16) must be provided. This is a joint program with Florida Wildlife Commission. c. Nature Exploration Camp - 5-day camp in July, divided into two sessions based on ages (5-8, then 9-12). Costs is $100 per child. Transportation to and from Ketterlinus Gym must be provided. d. Super Summer Spectacular Camp - 7-week camp in July. Ages 5-12. Costs is $100 per child. Transportation to and from Ketterlinus Gym or the Solomon Calhoun Community Center must be provided. e. Counselor in Training Program - Operates alongside the Super Summer Spectacular Camp. Ages 13-16. Transportation to and from Ketterlinus Gym or the Solomon Calhoun Community Center must be provided. 3 B. YMCA Programs (further information about these can be found at [irstcoastymca.orq) 1. Safety Around Water (SAW) Program - Eight 40-minute sessions. Ages 6-12. Free based on child's eligibility in the free/reduced lunch program. This is not a swimming class, this is intended to "build on skill sequences to enable a child to help save themselves or tread/float long enough for help to arrive." 2. Swim Lessons-Held regularly, sessions consist of four Saturdays of 45-minute lessons. Ages 6 months to 12 years. Cost is $38 per child per session for both members and non-members. Private lessons available for ages 5-15 at a cost of $120 for four lessons. Lessons held at the Solomon Calhoun Community Center. 3. Youth Sports a. Kids Triathlon Club - Tuesdays from June to November. Ages 5-13. Cost is $40 for members and $80 for non-members. b. Youth Cross Country - Mondays and Wednesday from October to December. Ages 5-17. Cost is $75 for members and $132 for non members. c. Competitive Swim Team - Season is August to April. Ages 6-18. Costs is $57 a month for 9 months, participation is not required for the entire season. August-October will be swimming at the YMCA. October-April will be at the Solomon Calhoun Community Center. d. Group Personal Training - Held monthly. Ages 12+. Cost is $67 per child/adult a month. Groups of 4-10 people. Private sessions available as well starting at $52 per hour. C. St. Johns County Police Athletic League (further information can be found at www.stjohnspal.org) 1. Flag Football - Season is November to February. Ages 5-14. Cost is $100 per child. Transportation to and from Joe Pomar Park must be provided. 2. Tackle Football - Season is August to October. Ages 7-14. Cost TBD. Transportation to and from public schools in the area must be provided. 3. Cheerleading - Season is August to October. Ages 7-14. Cost TBD. Transportation to and from public schools in the area must be provided. 4. Lacrosse - Season is February to May. Ages 7-14. Cost TBD. Transportation to and from Joe Pomar Park must be provided. 5. Basketball - Season is March to June. Ages 9-14. Cost TBD. Transportation to and from the Solomon Calhoun Community Center must be provided. 6. St. Johns County Sheriff's Office Explorers - Follows SJC School District calendar. Ages 12-21. Annual dues are $75. 7. Teen Leadership Council - Follows SJC School District calendar. Grades 8-12. 4 Agenda Item Ji 12 .lfeetin_g n:ate. 12-4-17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag~ DATE: November 17, 2017 SUBJECT: Non-Ad Valorem Assessment for Solid Waste Disposal: Request to Keep Rate at $74 per Residential Unit for 2017 First, four major points: 1. This is a fee to pay the costs to DISPOSE of solid waste from the City's residential property owners. It isn't the fee to pay the costs to COLLECT the solid waste. The proposal to levy a fee for the collection of solid waste is presented to you under the New Business section of your December 4th agenda. 2. This isn't a new fee. As Ms. Burns points out in her attached memo, the fee has been levied for the past ten years. Previously, the County levied it. For calendar year 2010, the City Commission approved the City levying it. Please note that when the County collected the fee, the costs to dispose of yard trash wasn't covered by it, which meant that the City had to pay additional costs to dispose of yard trash. Since the City began collecting the fee, the costs to dispose of yard trash are included in the $74, which has saved the City more than $100,000 a year. 3. The fee of $74 has been unchanged since 2010. 4. The $74 fee doesn't pay all the costs associated with the disposal of solid waste. Ms. Burns will provide more information at your meeting and will answer any questions that you may have. ACTION REQUESTED It is that you approve the City to continue to levy the $74 fee for the disposal of residential solid waste. M E M O R A N D U M TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CHIEF FINANCIAL OFFICER ,,u} SUBJECT: NON-AD VALOREM ASSESSMENT FOR SOLID WASTE DISPOSAL DATE: 11/17/2017 ------··--···--···-···-···----·--·---··----·------··------ Background Several years ago the City Commission implemented a non-ad valorem assessment of $74 per year per unit to pay for the disposal of residential solid waste. This non-ad valorem assessment is a charge that is part of the tax bill for a specified class of properties (residential units that receive solid waste collection services from the City) to pay for a specified service (the disposal of the solid waste collected). The amount of $7 4 per year for the non-ad valorem assessment has remained the same for the last 10 years. I am recommending that it remain at the $74 for the calendar year 2017 as well. For the services provided in calendar year 2016 and collected this past fiscal year 2017, the City received $224,389 from the non-ad valorem assessment. The City paid St. Johns County Solid Waste, lndianhead Biomass and North Oak Recycling $175,657 collectively just to dispose of the waste brought the respective transfer stations. However, this amount does not cover the total cost of the solid waste disposal function of the City. It has been calculated that the disposal function of the Garbage/Solid Waste Department encompasses 19% of the whole cost allocated to that department. The other functions are Collection and Recycling. A brief analysis follows illustrating how far the non-ad valorem assessment goes towards covering the disposal of solid waste, what is not covered by the assessment is covered by the Ad Valorem taxes. It should be noted here that even though the $74 does not cover the total cost of disposal of solid waste, the City, therefore the taxpayers, are still saving money because when St. Johns County collected the assessment it did not include yard waste disposal which had to be paid for separately and typically cost more than $100,000. Non-Ad Valorem Assessment Received $ 224,389 Less: Amount to St. Johns County Solid Waste 147,110 Less: Amount to North Oak Recycling 1,095 Less: Amount to lndianhead Biomas & Northoak------27,452 Remaining Assessment Collected 49,827 Less: Labor (Wages & Benefits) 74,220 Fuel 4,384 Vehicle Repairs 8,613 Insurance 989 Other Miscellaneous Costs 29,775 Indirect Administrative Costs 17,479 Assessment remaining after costs ======$ (85,633) Since the non-ad valorem assessment is collected in arrears, the Commission had to adopt a policy for those units that were constructed during the year, and therefore did not receive service for an entire year. The policy adopted that partial year assessments be payable for all new eligible residential units prior to and as a condition of the issuance of the Certificate of Occupancy, and that the assessment be prorated for each whole month remaining in the calendar year. There have been no issues that have arisen through this policy. To comply with this policy, it is necessary to set the non-ad valorem assessment amount for calendar year 2017. From the information provided in this memorandum, it is recommended that the assessment for the year beginning January 1, 2018 be the same as the current $74 for each residential unit that receives solid waste services from the City. The following chart shows the amount that would be payable considering the above conditions: 2 Month Amount of $7 4 C.O. %of Annual Issued Assessment Assessment January 91.67% $ 67.83 February 83.33% $ 61.67 March 75.00% $ 55.50 April 66.67% $ 49.33 May 58.33% $ 43.17 June 50.00% $ 37.00 July 41.67% $ 30.83 August 33.33% $ 24.67 September 25.00% $ 18.50 October 16.67% $ 12.33 November 8.33% $ 6.17 December 0.00% $ The $7 4 has been the rate in effect for the last 10 calendar years. The fees for the seven most recent years have been collected by the City, and the previous four years have been collected by St. Johns County. Since the City now collects the fees it has saved our residential users the additional cost of yard debris disposal. 3 Arenda Item~ l3 Meeting o·ate 12-4-17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Ma~ DATE: November 27, 2017 SUBJECT: Dune at 12th Lane: Request by Dr. and Mrs. Grimes for Approval to Have Public Path Over It Dr. and Mrs. Grimes asked to make their request to you at your December 4th meeting and were to have provided information about it to the City Manager. However, as of the date of this memo th to you, the information hasn't been received. If it arrives before December 4 , it will be forwarded to you and you can decide whether you want to discuss it at your December 4th meeting or on the date that the meeting is continued. Agenda Item ~.1... 4~ Mee.Ung Uatd 12-4-17, MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Mana~ DATE: November 9, 2017 SUBJECT: Policies Concerning Commission Meetings: Request by Commissioner Kostka for Clarification Attached is an email that Commissioner Kostka sent to the City Manager after your November 6th regular meeting, in which she states her concerns about the ending time for your regular th th meetings, and having a continuation of your November 6 meeting on November 7 , when you had a workshop already scheduled. START AND END TIME OF YOUR MEETINGS Your Policies and Procedures Manual states that your meetings will start at 7:00 p.m. You changed the starting time to 6:00 p.m. in 2017. The Manual will be amended by a resolution to state the new starting time. Concerning the end time of your meetings: Your Policies and Procedures Manual now states: "The City Commission shall adjourn its regular meetings promptly at 10:30 p.m. Should the Commission so elect, it may go to 11:00 p.m., but then must adjourn." At your November 6th meeting, Mayor O'Brien pointed out that the 10:30 end time for your meetings was set when the Commission began its meetings at 7:00 p.m. Now that you begin the meetings_at 6:00 p.m., you could have an earlier end time to them, such as: Meetings will end a-c 10:00 p.m., but may by motion and vote be continued to 10:30 p.m., at which time the meetings must be adjourned. CONTINUATION MEETINGS You have no formal policies governing such meetings. As your agendas are getting longer and as there is significant business, such as adoption of the LOR changes, that need to be dealt with sooner rather than later, you may want to establish policies concerning continuation meetings. Instead of having two regular meetings each month, we suggest for the time being that you have meetings to continue the regular meetings, so that you can move the City's business forward by A making decisions about the items that are on the regular meeting agenda. The policies could be these: 1. That continuation meetings will be held either the day following a regular meeting or the next Monday following a regular meeting. We suggest flexibility, because sometimes a Commissioner may have to be away the Tuesday following a regular meeting. 2. That continuation meetings begin at 6:00 p.m. 3. That the purpose of continuation meetings is to finish the items listed on the regular meetings agenda. 4. That no new items, unless they concern an emergency, may be added to the agenda of a continuation meetings. An "emergency" is defined in your Policies and Procedures Manual as follows: "a reasonable, unforeseen breakdown of machinery, development of a dangerous condition, threatened termination of an essential service, or the development of an unforeseen circumstance which could result in curtailment or reduction of an essential service, or cause possible liability or harm to the public, the City or its employees." Some of you may have other policies you want concerning continuation meetings. ACTIONS REQUESTED They are that you discuss possible policies concerning the start and end times of your regular meetings, and policies concerning continuation meetings. The policies you decide will be included in a resolution to amend your Policies and Procedures Manual. That resolution can be adopted at your January meetings. B Max Royle From: Comm Kostka Sent: Tuesday, November 7, 2017 7:35 AM To: Max Royle Subject: meeting continuation Attachments: National League of Cities city mgr eval.pdf Good morning, Max I am writing this morning to obtain clarification of continuing last night's meeting given the fact that 1) We did not finish the agenda 2) Several months ago it was agreed by the whole commission that if/when that happens, we would continue the following evening, which would be tonight. Given there is already a workshop scheduled, is it possible to continue the meeting before or after the workshop? There are a couple items that I believe are important enough not to save until another month has passed. By continuing the meeting, we could indeed re-write the resolution for overtime, so it could take effect immediately, saving the public works department any adverse issues it has had pertaining to moral and overtime pay. Also, not discussed was evaluations for the chief and yourself. In all fairness to the taxpayers, I believe this to be an important enough item to discuss sooner than later. There are very good reference sites on line, especially helpful was the National League of Cities site which gives examples of city manager performance evaluations for cities that are set up like ours, where the commission acts as a board of directors. I have attached the presentation they gave in June of this year in Orlando pertaining to this topic. I would also like to point out as a reminder, that the policy manual states meetings end at 10:30 before a continuation is necessary to carry on until 11PM at which time it is necessary to end. In the form of consistency, perhaps we as a whole body we can determine a consistent end point for our meetings as well as change the policy to state the meetings begin at 6 not 7; as we have done this entire year. Thank you, Commissioner Kostka 1 A'genda Item ~i--1s___ _ Meettng 11atlJ. 12-4-J 7 M E M O R A N D U M TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CFO ~ SUBJECT: RESOLUTION 17-08 INVESTMENT POLICY DATE: 11/14/2017 In 2015 the City adopted a rather robust written investment policy containing all the components required in a written investment policy outlined in Chapter 218.415 of the Florida Statutes. The policy was updated in 2016. Since that time, I have evaluated what the City uses to invest its surplus funds versus what the investment policy outlines what is and is not allowed. The City currently utilizes Local Government Surplus Funds Trust Fund, Money Market accounts, interest bearing accounts in qualified public depositories. Since the City is small and does not have a lot of surplus funds available for investing, it is unlikely that the investment instruments in the current policy will be utilized. Chapter 218.415 F.S. also has a provision for those local government who do not wish to adopt a written investment policy and it outlines the acceptable investment instruments to invest or reinvest surplus public funds. They are: • The Local Government Surplus Funds Trust Fund • Money Market Funds • Certificates of Deposit or Savings accounts • Direct obligations of the U.S. Treasury (T-Bills) Additionally, not having a written investment policy does not require the custodian of the investment funds having to have eight (8) hours of continuing education in investments annually. I recommend that the City Commission adopts Chapter 218.415 (17) F.S. as the City's investment policy as it is the current practice utilize the investment instruments outlined above. Included with this memo is Resolution 17-08, the current investment policy and a print out of Chapter 218.415 F.S. with the applicable section hightlighted. RESOLUTION 17-08 CITY OF ST. AUGUSTINE BEACH RE: TO ADOPT 218.415(17) F.S. ST. JOHNS COUNTY AS THE CITY'S INVESTMENT POLICY The City Commission of St. Augustine Beach, St. Johns County, Florida, in regular meeting duly assembled on Monday, December 4, 2017, resolves as follows: WHEREAS, the City Commission adopted updates to the financial policies on st June 1 , 2016 which included the City's written investment policy, and WHEREAS, the City's current investments are in conformance with Chapter 218.415 (17) F.S. NOW, THEREFORE, BE IT RESOLVED, that the City Commission of the City of St. Augustine Beach, St. Johns County, Florida, adopts Chapter 218.415(17) F.S. as its Investment Policy. RESOLVED AND DONE, this 4th Day of December, 2017 by the City Commission of the City of St. Augustine Beach, St. Johns County, Florida. Rich O' Brien, Mayor ATTEST: City Manager - 1 - City of St. Augustine Beach Investment Policy I. PURPOSE The purpose of this policy is to set forth the investment objectives and parameters for the management of public funds of the City of St. Augustine Beach, Florida (hereinafter City"). These policies are designed to ensure the prudent management of public funds, the availability of operation and capital funds when needed and an investment return competitive with comparable funds and finance market indices. II. SCOPE In accordance with Section 218.415, Florida Statutes, this investment policy applies to the investment of public funds in excess of the amounts needed to meet current expenses, which includes cash and investment balances of the General and Road and Bridge Funds. This policy does not apply to funds not under investment control of the City; such as, Bond Proceeds held in escrow. Cash and investment balances as defined in this Section are entirely known as "Available Funds". III. INVESTMENT OBJECTIVES Safety of Principal - Safety of principal is the foremost objective of the investment program. Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The portfolio should be structured to minimize losses, whether they may be from securities default or erosion of market value. Liquidity - The next most important objective is to provide sufficient liquidity to allow for quick conversion of investments to cash easily and rapidly with minimum market impact to meet its operating, payroll and capital requirements. Periodic cash flow analyses will be completed in order to ensure that the portfolios are positioned to provide sufficient liquidity. Yield - Investment portfolios shall be designed with the objective of attaining a market rate of return throughout the budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. Return on investment is of least importance compared to the safety and liquidity objectives described above. The core of investments is limited to relatively low risk securities in anticipation of earning a fair return relative to the risk being assumed. IV. AUTHORITY FOR INVESTMENT ACTIVITIES AND TRANSACTIONS The responsibility for providing oversight and direction in regard to the management of the investment program resides with the City's Chief Financial Officer. In addition, the management of all investment transactions for all City funds in the investment program and investment transactions is the responsibility of the Chief Financial Officer. The - 2 - Chief Financial Officer shall establish written procedures for the operation of the investment activities and a system of internal accounting and administrative controls to regulate the investment transactions. The City may employ one or more investment managers to assist in managing the investment of the City's funds. Such investment manager must be registered under the Investment Advisors Act of 1940. V. STANDARDS OF PRUDENCE The standard of prudence to be used by investment officials shall be the "Prudent Person" standard and shall be applied in the context of managing the overall investment program. The Prudent Person standard is as follows: Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived from the investment. While the standard of prudence to be used by the City's staff is the Prudent Person standard, any person or firm (investment professional) hired or retained to invest, monitor, or advise concerning these assets shall be held to the higher standard of "Prudent Expert". The standard shall be that in investing and reinvesting moneys and in acquiring retaining, managing, and disposing of investments of these funds, the investment professional shall exercise: the judgment, care, skill, prudence, and diligence under the circumstances then prevailing, which persons of prudence, discretion, and intelligence, acting in a like capacity and familiar with such matters would use in the conduct of an enterprise of like character and with like aims by diversifying investments of the funds, so as to minimize the risk, considering the probable income as well as the probable safety of their capital. VI. ETHICS AND CONFLICTS OF INTEREST The City's staff involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Also, employees involved in the investment process shall disclose to the City any material financial interests in financial institutions that conduct business with the City, and they shall further disclose any material personal financial/investment positions that could be related to the performance of the City's investment program. VII. INTERNAL CONTROLS AND INVESTMENT PROCEDURES The Chief Financial Officer shall establish a system of internal controls and operational procedures that are designed to prevent loss of funds, which might arise from fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees. The written procedures should include reference to safekeeping, separation of - 3 - transaction authority from accounting and recordkeeping, wire transfer agreements, banking service contracts, collateral/depository agreements, and "delivery-vs-payment" procedures. No person may engage in an investment transaction except as authorized under the terms of this policy. Independent auditors as a normal part of the annual financial audit of the City shall conduct a review of the system of internal controls to ensure compliance with policies and procedures. VIII. CONTINUING EDUCATION The Chief Financial Officer and/or his or her designee responsible for making investment decisions shall annually complete eight (8) hours of continuing education in subjects or courses of study related to investment practices and products. IX. AUTHORIZED INVESTMENT INSTITUTIONS AND DEALERS The Chief Financial Officer shall maintain a list of financial institutions and broker/dealers that are approved for investment purposes ("Qualified Institutions"). Only firms meeting one of the following requirements shall be eligible to serve as Qualified Institutions: • The firm must comply with all of the following requirements. o Primary and regional dealers that qualify under Securities and Exchange Commission Rule 15 C3-1 (uniform net capital rule); o Capital of no less than $10,000,000; o Registered as a dealer under the Securities and Exchange Act of 1934; o A member of the Financial Industry Regulatory Authority (FINRA); o Registered to sell securities in Florida; and; o The firm and assigned broker have been engaged in the business of effecting transactions in U.S. government and agency obligations for at least five (5) consecutive years; or, • Public Depositories qualified by the Treasurer of the State of Florida, in accordance with Chapter 280, Florida Statutes. • Qualified Public Depositories may prove the services of a securities dealer through a Section 20 subsidiary of the financial institution. - 4 - X. MATURITY AND LIQUITIY REQUIREMENTS To the extent possible, an attempt will be made to match investment maturities with known cash needs and anticipated cash flow requirements. Unless otherwise restricted in the "Authorized Investments" section of this policy, investment maturities shall not exceed an effective maturity of seven (7) years. XI. COMPETITIVE SELECTION OF INVESTMENT INSTRUMENTS After the Finance Director or designee and/or the City's Investment Advisor/s has determined the approximate maturity date based on cash flow needs and market conditions and has analyzed and selected one or more optimal types of investments, a minimum of three (3) qualified banks and/or approved broker/dealers must be contacted and asked to provide bids/offers on securities in questions. However, if obtaining bids/offers are not feasible and appropriate, investments may be purchased utilizing the comparison to current market price method on an exception basis. Acceptable current market price providers include Bloomberg or other similar industry sources. Examples of when this method may be used include: A. When time constraints due to unusual circumstances preclude the use of the competitive bidding process B. When no active market exists for the issue being traded due to the age or depth of the issue C. When a security is unique to a single dealer, for example, a private placement D. When the transaction involves new issues or issues in the "when issued" market Overnight sweep investment instruments will not be bid, but may be placed with the City's depository bank relating to the demand account for which the investment instrument was purchased. XII. AUTHORIZED INVESTMENTS AND PORTFOLIO COMPOSITION Investments should be made subject to cash flow needs and such cash flows are subject to revisions as market conditions and the City's needs change. However, when the invested funds are needed in whole or in part for the purpose originally intended or for more optimal investments, the City Manager or designee and/or the City's Investment Advisor/s may sell the investment at the then-prevailing market price and place the proceeds into the proper account at the City's custodian bank. The following are the investment requirements and allocation limits on security types, issuers, and maturities as established by the City. Diversification strategies within the - 5 - established guidelines shall be reviewed and revised periodically as necessary by the Chief Financial Officer or designee. The City Manager shall have the option to further restrict investment percentages from time to time based on market conditions, risk and diversification investment strategies. The percentage allocations requirements for investment types and issuers are calculated based on the original cost of each investment. Investments not listed in this Policy are prohibited. The following requirements do not apply to funds derived from the sale of debt. A. The Florida Local Government Surplus Funds Trust Fund 1. Investment Authorization Florida Local Government Surplus Funds Trust Fund as administered by the State Board of Administration ("SBA") 2. Portfolio Composition A maximum of 100% of available funds may be invested in the SBA. B. United States Government Securities 1. Purchase Authorization Negotiable direct obligations or obligations the principal and interest of which are unconditionally guaranteed by the United States Government. Such securities will include, but not be limited to the following: Cash Management Bills Treasury Securities - State and Local Government Series ("SLGS") Treasury Bills Treasury Notes Treasury Bonds Treasury Strips 2. Portfolio Composition A maximum of 100% of available funds may be invested in the United States Government Securities with the exception of Treasury Strips are limited to 10% of available funds. 3. Maturity Limitations The maximum length to maturity of any direct investment in the United States Government Securities is seven (7) years from the date of purchase. - 6 - C. Interest Bearing Time Deposit or Saving Accounts 1. Purchase Authorization Non-negotiable interest bearing time certificates of deposit or savings accounts in banks organized under the laws of this state and/or in national banks organized under the laws of the United States and doing business and situated in the State of Florida, provided that any such deposits are secured by the Florida Security for Public Deposits Act, Chapter 280, Florida Statutes. Additionally, the bank shall not be listed with any recognized credit watch information service. 2. Portfolio Composition A maximum of 50% of available funds may be invested in non-negotiable interest bearing time certificates of deposit. 3. Limits on Individual Issuers A maximum of 25% of available funds may be deposited with any one issuer. 4. The maximum maturity on any certificate shall be no greater than one (1) year from the date of purchase. D. Repurchase Agreements 1. Purchase Authorization a. Repurchase agreements composed of only those investments authorized in Section XII.B, C, and D. All firms are required to sign the City's Master Repurchase Agreement prior to the execution of a repurchase agreement transaction. b. A third party custodian with whom the City has a current custodial agreement shall hold the collateral for all repurchase agreements with a term longer than one (1) business day. A clearly marked receipt that shows evidence of ownership must be supplied to the Chief Financial Officer or designee and retained. c. Securities authorized for collateral must have maturities under seven (7) years and with market value for the principal and accrued interest of 102 percent of the value and for the term of the repurchase agreement. Immaterial short-term deviations from 102 percent requirement are permissible only upon the approval of the Chief Financial Officer or designee. - 7 - d. The overnight sweep arrangement shall adhere to the agreement between the City and the City's depository bank. 2. Portfolio Composition A maximum of 20% of available funds may be invested in repurchase agreements excluding one (1 )-business day agreements and overnight sweep agreements. 3. Limits on Individual Issuers A maximum of 10% of available funds may be invested with any one institution excluding one (1 )-business day agreements and overnight sweep agreements. 4. Limits on Maturities The maximum length to maturity of any repurchase agreement is 90 days from the date of purchase. E. Registered Investment Companies (Mutual Funds) 1. Investment Authorization Shares in open-end investment funds provided such funds are registered under the Federal Investment Company Act of 1940 and invest exclusively in the securities permitted under this investment policy. 2. Portfolio Composition A maximum of 50% of available funds may be invested in mutual fund. 3. Limits of Individual Issuers A maximum of 25% of available funds may be invested with any one mutual fund. 4. Rating Requirements The mutual funds shall be rated ''AAAm" or better by Standard & Poor's or the equivalent by another rating agency. 5. Due Diligence Requirements A thorough review of any mutual fund is required prior to investing, and on a continual basis. There shall be a questionnaire developed by the Finance Director or designee and/or the City's Investment Advisors that will contain a list of questions that covers the major aspects of any investment pool/fund - 8 - F. Intergovernmental Investment Pool 1. Investment Authorization Intergovernmental investment pools that are authorized pursuant to the Florida Interlocal Cooperation Act, as provided in Section 163.01, Florida Statutes and provided that said funds contain no derivatives. 2. Portfolio Composition A maximum of 25% of available funds may be invested in intergovernmental I investment pools. 3. Due Diligence Requirements A thorough review of any investment pool/fund is required prior to investing, and on a continual basis. There shall be a questionnaire developed by the Finance Director or designee and/or the City's Investment Advisors that will contain a list of questions that covers the major aspects of any investment pool/fund. XIII. DERIVATIVES AND REVERSE REPURCHASE AGREEMENTS The City may not invest in investment products that include the use of derivatives. A "derivative" is defined as a financial instrument the value of which depends on, or is derived from, the value of one or more underlying assets or indices or asset values. Reverse repurchase agreements are not permitted by this Policy. XIV. PERFORMANCE MEASUREMENTS In order to assist in the evaluation of the portfolio's performance, the City will use performance benchmarks for short-term and long-term portfolios. The use of benchmarks will allow the city to measure its returns against other investors in the same markets. A. The State Board of Administration's Local Government Surplus Funds Trust Fund ("SBA Pool"), monthly rate of return will be used as a benchmark as compared to the portfolios' book value rate ofreturn for current operating funds. B. Investments that have a longer-term investment horizon will be compared to the most appropriate index. This index will be determined at the time of investment, stated in an addendum to this policy, and will have a duration and structure that approximates the portfolio being measured. XV. REPORTIING - 9 - The Chief Financial Officer shall provide a quarterly summary investment report to the City Manager which reflects investments by type, percentage of total investments for each type, and the monthly weighted yield. XVI. THIRD-PARTY CUSTODIAL AGREEMENTS Securities, with the exception of certificates of deposits, shall be held with a third party custodian; and all securities purchased by, and all collateral obtained by the City should be_properly designated as an asset of the City. The securities must be held in an account separate and apart from the assets of the financial institution. A third party custodian is defined as any bank depository chartered by the Federal Government, the State of Florida, or any other state or territory of the United States which has a branch or principal place of business in the State of Florida as defined in Section 658.12, Florida Statutes, or by a national association organized and existing under the laws of the United States which is authorized to accept and execute trusts and which is doing business in the State of Florida. Certificates of deposits will be placed in the City's vault for the term of the deposit. The custodian shall accept transaction instructions only from those persons who have been duly authorized by the Chief Financial Officer and which authorization has been provided, in writing, to the custodian. No withdrawal of securities, in whole or in part, shall be made from safekeeping, shall be permitted unless by such a duly authorized person. Monthly, the custodian shall provide the Chief Financial Officer or designee and/or the City's Investment Advisor/s with detail information on the securities held by the custodian. Security transactions between a broker/dealer and the custodian involving the purchase or sale of securities by transfer of money or securities must be made on a "delivery vs. payment" basis, if applicable, to ensure that the custodian will have the security or money, as appropriate, in hand at the conclusion of the transaction. Only after receiving written authorization from the Chief Financial Officer or his designee shall authorized securities be delivered "free". Securities held as collateral shall be held free and clear of any liens. XVII. INVESTMENT POLICY REVIEW The Chief Financial Officer shall review the policy annually and make recommendations to the City Commission for modification thereto. Glossary of Cash and Investment Management Terms Agency - A debt security issued by a federal or federally sponsored agency. Federal agencies are backed by the full faith and credit of the U.S. Government. Federally sponsored agencies (FSAs) are backed by each particular agency with a market perception that there is an implicit - 10 - government guarantee. An example of federal agency is the Government National Mortgage Association (GNMA). An example of a FSA is the Federal National Mortgage Association (FNMA). Asked - The price at which securities are offered Basis Point - A unit of measurement used in the valuation of fixed-income securities equal to 1/100 of 1 percent of yield, e.g., "1/4" of 1 percent is equal to 25 basis points. Bid - The indicated price at which a buyer is willing to purchase a security or commodity. Book Value - The value at which a security is carried on the inventory lists or other financial records of an investor. The book value may differ significantly from the security's current value in the market. Broker - A broker brings buyer and sellers together for a commission. Certificate of Deposit (CD) - A time deposit with a specific maturity evidenced by a certificate. Large-denomination CDs are typically negotiable. Collateralization - Process by which a borrower pledges securities, property, or other deposits for securing the repayment of a loan and/or security. Current Yield (Current Return) - A yield calculation determined by dividing the annual interest received on a security by the current market price of that security. Dealer - A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account. Delivery Versus Payment (DVP) - A type of securities transaction in which the purchaser pays for the securities when they are delivered either to the purchaser or his/her custodian. Derivatives - For hedging purposes, common derivatives are options, futures, swaps and swaptions. All Collateralized Mortgage Obligations ("CMOs") are derivatives. (1) Financial instruments whose return profile is linked to, or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, or (2) financial contracts based upon notional amounts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities. Derivative Security - Financial instrument created from, or whose value depends upon, one or more underlying assets or indexes of asset values. Diversification - A process of investing assets among a range of security types by sector, maturity, and quality rating. - 11 - Duration - A measure of the timing of the cash flows, such as the interest payments and the principal repayment, to be received from a given fixed-income security. This calculation is based on three variables: term to maturity, coupon rate, and yield to maturity. The duration of a security is a useful indicator of its price volatility for given changes in interest rates. Government Securities - An obligation of the U.S. government, backed by the full faith and credit of the government. These securities are regarded as the highest quality of investment securities available in the U.S. securities market. See "Treasury Bills, Notes, Bonds, and SLGS." Internal Controls - An internal control structure designed to ensure that the assets of the entity are protected from loss, theft, or misuse. The internal control structure is designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that 1) the cost of a control should not exceed the benefits likely to be derived and 2) the valuation of costs and benefits requires estimates and judgments by management. Internal controls should address the following points: 1. Control of collusion - Collusion is a situation where two or more employees are working in conjunction to defraud their employer. 2. Separation of transaction authority from accounting and record keeping - By separating the person who authorizes or performs the transaction from the people who record or otherwise account for the transaction, a separation of duties is achieved. 3. Custodial safekeeping - Securities purchased from any bank or dealer including appropriate collateral (as defined by state law) shall be placed with an independent third party for custodial safekeeping. 4. Avoidance of physical delivery securities - Book-entry securities are much easier to transfer and account for since actual delivery of a document never takes place. Delivered securities must be properly safeguarded against loss or destruction. The potential for fraud and loss increases with physically delivered securities. 5. Clear delegation of authority to subordinate staff members - Subordinate staff members must have a clear understanding of their authority and responsibilities to avoid improper actions. Clear delegation of authority also preserves the internal control structure that is contingent on the various staff positions and their respective responsibilities. 6. Written confirmation of transactions for investments and wire transfers - Due to the potential for error and improprieties arising from telephone and electronic transactions, all transactions should be supported by written communications and approved by the appropriate person. Written communications may be via fax if on letterhead and if the safekeeping institution has a list of authorized signatures. - 12 - 7. Development of a wire transfer agreement with the lead bank and third-party custodian - The designated official should ensure that an agreement will be entered into and will address the following points: controls, security provisions, and responsibilities of ea~h party making and receiving wire transfers. Investment Company Act of 1940- F ederal legislation that sets the standards by which investment companies, such as mutual funds, are regulated in the areas of advertising, promotion, performance reporting requirements, and securities valuations. Liquidity - An asset that can be converted easily and quickly into cash. Local Government Investment Pool (LGIP) - An investment by local governments in which their money is pooled as a method for managing local funds, (i.e., Florida State Board of Administration "SBA"). Long-Term Core Investment Program - Funds that are not needed within a one year period. Mark-to-market - The process whereby the book value or collateral value of a security is adjusted to reflect its current market value. Market Value - Current market price of a security. Master Repurchase Agreement - A written contract covering all future transactions between parties to repurchase-reverse repurchase agreement that establishes each party's rights in the transactions. A master agreement will often specify, among other things, the right of the buyer lender to liquidate the underlying securities in the event of default by the seller-borrower. Maturity - The date on which payment of a financial obligation is due. The final stated maturity is the date on which the issuer must retire a bond and pay the face value to the bondholder. See "Weighted Average Maturity". Money Market - The market in which short-term debt instruments (bills, commercial paper, bankers' acceptance, etc.) are issued and traded. Money Market Mutual Fund - Mutual funds that invest solely in money market instruments (short-term debt instruments, such as Treasury bills, commercial paper, bankers' acceptances, repos and federal funds). National Association of Securities Dealers (NASO) - A self-regulatory organization (SRO) of brokers and dealers in the over-the-counter securities business. Its regulatory mandate includes authority over firms that distribute mutual fund shares as well as other securities. Net Asset Value - The market value of one share of an investment company, such as a mutual fund. This figure is calculated by totaling a fund's assets which includes securities, cash, and any accrued earnings, subtracting this from the fund's liabilities and dividing this total by the number of shares outstanding. This is calculated once a day based on the closing price for each security in the fund's portfolio. (See below.) - 13 - [(Total assets) - (Liabilities)]/(Number of shares outstanding) Par - Face value or principal value of a bond, typically $1,000 per bond. Portfolio - Collection of securities held by an investor. Principal - The face value or par value of a debt instrument. Also may refer to the amount of capital invested in a given security. Qualified Public Depository - Per Florida Statute 280, means any bank, saving bank or savings association that: (a) Is organized and exists under the laws of the United States, the laws of this state or any other state or territory of the United States; (b) Has its principal place of business in this state or has a branch office in this state which is authorized under the laws of this state or of the United States to receive deposits in this state. (c) Has deposit insurance under the provision of the Federal Deposit Insurance Act, as amended, 12 U.S.C. ss.1811 seq. (d) Meets all requirements of F.S. 280 (e) Has been designated by the Chief Financial Officer of the State of Florida as a qualified public depository. Rate of Return - For fixed income securities (bonds and preferred stock), current yield, that is, the coupon or contractual dividend rate divided by the purchase price. For common stock, dividend yield, which is the annual dividend divided by the purchase price. Repurchase Agreement (repo or RP) - An agreement of one party to sell securities at a specified price to a second party and a simultaneous agreement of the first party to repurchase the securities at a specified price or at a specified later date. Reverse Repurchase Agreement (Reverse Repo) - An agreement of one party to purchase securities at a specified price from a second party and a simultaneous agreement by the first party to resell t~e securities at a specified price to the second party on demand or at a specified date. Safekeeping - Holding of assets (e.g., securities) by a financial institution. Structured Notes - Notes issued by government sponsored enterprises (FHLB, FNMA, SLMA, etc.) and corporations which have imbedded options (e.g. call features, step-up coupons, floating rate coupons, derivative-based returns) into their debt structure. Their market performance is impacted by fluctuation of interest rates, the volatility of the imbedded options, and shifts in the shape of the yield curve. Swap - Trading one asset for another. - 14 - Total Return - The sum of all investment income plus changes in the capital value of the portfolio. For mutual funds, return on an investment is composed of share price appreciation plus any realized dividends or capital gains. This is calculated by taking the following components during a certain time period. (Price Appreciation)+ (Dividends paid)+ (Capital gains)= Total Return Treasury- Bills - Short-term U.S. government non-interest bearing debt securities with maturities of no longer than one year and issued in minimum denominations of $10,000. Auctions ofthree and six-month bills are weekly, while auctions of one-year bills are monthly. The yields on these bills are monitored closely in the money markets for signs of interest rate trends. Treasury Notes - Intermediate U.S. government debt securities with maturities of one to 10 years and issued in denominations ranging from $1,000 to $1 million or more. Treasury Bonds - Long-term U.S. government debt securities with maturities often years or longer and issued in minimum denominations of $1,000. Currently, the longest outstanding maturity for such securities is 30 years. Weighted Average Maturity (WAM) - The average maturity of all the securities that comprise a portfolio. According to SEC rule 2a-7, the WAM for SEC registered money market mutual funds may not exceed 90 days and no one security may have a maturity that exceeds 397 days. Yield - The current rate of return on an investment security generally expressed as a percentage of the security's current price. Yield Cu~e - A graph showing the relationship at a single point in time between the available maturities of a security or similar securities with essentially identical credit risk and the yields that can be earned for each of those available maturities. A graphical depiction of the term structure of interest rates at any given point in time. Yield curves may be constructed for different instruments. Yield-to-call (YTC) - The rate of return an investor earns from a bond assuming the bond is redeemed ( called) prior to its nominal maturity date. Yield Curve - A graphic representation that depicts the relationship at a given point in time between yields and maturity for bonds that are identical in every way except maturity. A normal yield curve may be alternatively referred to as a positive yield curve. Yield-to-maturity - The rate of return yielded by a debt security held to maturity when both interest payments and the investor's potential capital gain or loss are included in the calculation ofreturn. Zero-coupon Securities - Security that is issued at a discount and makes no periodic interest payments. The rate ofreturn consists of a gradual accretion of the principal of the security and is payable at par upon maturity. - 15 - 11/6/2017 Statutes & Constitution :View Statutes : Online Sunshine Select Year: 2017 T Go The 2017 Florida Statutes Title XIV Chapter 218 View Entire TAXATION AND FINANCIAL MATTERS PERTAINING TO POLITICAL Chapter FINANCE SUBDIVISIONS 218.415 Local government investment policies.-lnvestment activity by a unit of local government must be consistent with a written investment plan adopted by the governing body, or in the absence of the existence of a governing body, the respective principal officer of the unit of local government and maintained by the unit of local government or, in the alternative, such activity must be conducted in accordance with subsection (17). Any such unit of local government shall have an investment policy for any public funds in excess of the amounts needed to meet current expenses as provided in subsections (1 )-(16), or shall meet the alternative investment guidelines contained in subsection (17). Such policies shall be structured to place the highest priority on the safety of principal and liquidity of funds. The optimization of investment returns shall be secondary to the requirements for safety and liquidity. Each unit of local government shall adopt policies that are commensurate with the nature and size of the public funds within its custody. (1) SCOPE.-The investment policy shall apply to funds under the control of the unit of local government in excess of those required to meet current expenses. The investment policy shall not apply to pension funds, including those funds in chapters 175 and 185, or funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds. (2) INVESTMENT OBJECTIVES.-The investment policy shall describe the investment objectives of the unit of local government. Investment objectives shall include safety of capital, liquidity of funds, and investment income, ir:i that order. (3) PERFORMANCE MEASUREMENT.-The investment policy shall specify performance measures as are appropriate for the nature and size of the public funds within the custody of the unit of local government. (4) PRUDENCE AND ETHICAL STANDARDS.-The investment policy shall describe the level of prudence and ethical standards to be followed by the unit of local government in carrying out its investment activities with respect to funds described in this section. The unit of local government shall adopt the Prudent Person Rule, which states that: "Investments should be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived from the investment." (5) LISTING OF AUTHORIZED INVESTMENTS.-The investment policy shall list investments authorized by the governing body of the unit of local government, subject to the provisions of subsection (16 ). Investments not listed in the investment policy are prohibited. If the policy authorizes investments in derivative products, the policy must require that the unit of local government's officials responsible for making investment decisions or chief financial officer have developed sufficient understanding of the derivative products and have the expertise to manage them. For purposes of this subsection, a "derivative" is defined as a financial instrument the value of which depends on, or is derived from, the value of one or more underlying assets or index or asset values. If the policy authorizes investments in reverse repurchase agreements or other forms of leverage, the policy must limit the investments to transactions in which the proceeds are intended to provide liquidity and for which the unit of local government has sufficient resources and expertise. - 16 - http ://www.leg .state. fl. us/Statutes/index .cfm? App_mode=Display _ Statute&Search _ String=&U RL =0200-0299/0218/Sections/0218.415.html 11/6/2017 Statutes & Constitution :View Statutes : Online Sunshine (6) MATURITY AND LIQUIDITY REQUIREMENTS.-The investment policy shall require that the investment portfolio is structured in such manner as to provide sufficient liquidity to pay obligations as they come due. To that ~nd, the investment policy should direct that, to the extent possible, an attempt will be made to match investment maturities with known cash needs and anticipated cash-flow requirements. (7) PORTFOLIO COMPOSITION.-The investment policy shall establish guidelines for investments and limits on security issues, issuers, and maturities. Such guidelines shall be commensurate with the nature and size of the public funds within the custody of the unit of local government. (8) RISK AND DIVERSIFICATION.-The investment policy shall provide for appropriate diversification of the investment portfolio. Investments held should be diversified to the extent practicable to control the risk of loss resulting from overconcentration of assets in a specific maturity, issuer, instrument, dealer, or bank through which financial instruments are bought and sold. Diversification strategies within the established guidelines shall be reviewed and revised periodically, as deemed necessary by the appropriate management staff. (9) AUTHORIZED INVESTMENT INSTITUTIONS AND DEALERS.-The investment policy should specify the authorized securities dealers, issuers, and banks from whom the unit of local government may purchase securities. (10) THIRD-PARTY CUSTODIAL AGREEMENTS.-The investment policy shall provide appropriate arrangements for the holding of assets of the unit of local government. Securities should be held with a third party; and all securities purchased by, and all collateral obtained by, the unit of local government should be properly designated as an asset of the unit of local government. No withdrawal of securities, in whole or in part, shall be made from safekeeping, except by an authorized staff member of the unit of local government. Securities transactions between a broker dealer and the custodian involving purchase or sale of securities by transfer of money or securities must be made on a "delivery vs. payment" basis, if applicable, to ensure that the custodian will have the security or money, as appropriate, in hand at the conclusion of the transaction. (11) MASTER REPURCHASE AGREEMENT.-The investment policy shall require all approved institutions and dealers transacting repurchase agreements to execute and perform as stated in the Master Repurchase Agreement. All repurchase agreement transactions shall adhere to the requirements of the Master Repurchase Agreement. (12) BID REQUIREMENT.-The investment policy shall require that the unit of local government's staff determine the approximate maturity date based on cash-flow needs and market conditions, analyze and select one or more optimal types of investment, and competitively bid the security in question when feasible and appropriate. Except as otherwise required by law, the bid deemed to best meet the investment objectives specified in subsection (2) must be selected, (13) INTERNAL CONTROLS.-The investment policy shall provide for a system of internal controls and operational procedures. The unit of local government's officials responsible for making investment decisions or chief financial officer shall establish a system of internal controls which shall be in writing and made a part of the governmental entity's operational procedures. The investment policy shall provide for review of such controls by independent auditors as part of any financial audit periodically required of the unit of local government. The internal controls should be designed to prevent losses of funds which might arise from fraud, employee error, misrepresentation by third parties, or imprudent actions by employees of the unit of local government. (14) CONTINUING EDUCATION.-The investment policy shall provide for the continuing education of the unit of local government's officials responsible for making investment decisions or chief financial officer. Such officials must annually complete 8 hours of continuing education in subjects or courses of study related to investment practices and products. (15) REPORTING.-The investment policy shall provide for appropriate annual or more frequent reporting of investment activities. To that end, the governmental entity's officials responsible for making investment decisions or chief financial officer shall prepare periodic reports for submission to the legislative and governing body of the unit of local government, which shall include securities in the portfolio by class or type, book value, income earned, and market value as of the report date. Such reports shall be available to the public. (16) AUTHORIZED INVESTMENTS; WRITTEN INVESTMENT POLICIES.-Those units of local government electing to adopt a written investment policy as provided in subsections (1 )-(15) may by resolution invest and reinvest any surplus public funds in their control or possession in: - 17 - http://www.leg .state. fl. us/Statutes/index.cfm?App_ mode=Display _ Statute&Sea rch _ String=&U RL =0200-0299/0218/Sections/0218 .415. html 11/6/2017 Statutes & Constitution :View Statutes : Online Sunshine (a) The Local Government Surplus Funds Trust Fund or any intergovernmental investment pool authorized pursuant to the Florida lnterlocal Cooperation Act of 1969, as provided in s. 163.01. (b) Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally- recognized rating agency. (c) Interest-bearing time deposits or savings accounts in qualified public depositories as defined in s. 280.02. (d) Direct obligations of the United States Treasury. (e) Federal agencies and instrumentalities. (f) Rated or unrated bonds, notes, or instruments backed by the full faith and credit of the government of Israel. (g) Securities of, or other interests in, any open-end or closed-end management-type investment company or investment trust registered under the Investment Company Act of 1940, 15 U.S.C. ss. 80a-1 et seq., as amended from time to time, provided that the portfolio of such investment company or investment trust is limited to obligations of the United States Government or any agency or instrumentality thereof and to repurchase agreements fully collateralized by such United States Government obligations, and provided that such investment company or investment trust takes delivery of such collateral either directly or through an authorized custodian. (h) Other investments authorized by law or by ordinance for a county or a municipality. (i) Other investments authorized by law or by resolution for a school district or a special district. (17) AUTHORIZED INVESTMENTS; NO WRITTEN INVESTMENT POLICY.-Those units of local government electing not to adopt a written investment policy in accordance with investment policies developed as provided in subsections (1 )-(15) may invest or reinvest any surplus public funds in their control or possession in: (a) The Local Government Surplus Funds Trust Fund, or any intergovernmental investment pool authorized pursuant to the Florida lnterlocal Cooperation Act of 1969, as provided ins. 163.01. (b) Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rating agency. (c) Interest-bearing time deposits or savings accounts in qualified public depositories, as defined in s. 280.02. (d) Direct obligations of the U.S. Treasury. The securities listed in paragraphs (c) and (d) shall be invested to provide sufficient liquidity to pay obligations as they come due. (18) SECURITIES; DISPOSITION.- (a) Every security purchased under this section on behalf of the governing body of a unit of local government must be properly earmarked and: 1. If registered with the issuer or its agents, must be immediately placed for safekeeping in a location that protects the governing body's interest in the security; 2. If in book entry form, must be held for the credit of the governing body by a depository chartered by the Federal Government, the state, or any other state or territory of the United States which has a branch or principal place of business in this state as defined in s. 658. 12, or by a national association organized and existing under the laws of the United States which is authorized to accept and execute trusts and which is doing business in this state, and must be kept by the depository in an account separate and apart from the assets of the financial institution; or 3. If physically issued to the holder but not registered with the issuer or its agents, must be immediately placed for safekeeping in a secured vault. (b) The unit of local government's governing body may also receive bank trust receipts in return for investment of surplus funds in securities. Any trust receipts received must enumerate the various securities held, together with the specific number of each security held. The actual securities on which the trust receipts are issued may be held by any bank depository chartered by the Federal Government, this state, or any other state or territory of the United States which has a branch or principal place of business in this state as defined ins. 658.12, or by a national association organized and existing under the laws of the United States which is authorized to accept and execute tr.usts and which is doing business in this state. - 18 - http://www.leg.state.fl.us/Statutes/index.cfm? App_ mode=Display _ Statute&Search_ String=&U RL =0200-0299/0218/Sections/0218.415. html 1 110120 11 Statutes & Constitution :◊,ew Statutes : Onhne Sunshine (19) SALE OF SECURITIES.-When the invested funds are needed in whole or in part for the purposes originally intended or for more optimal investments, the unit of local government's governing body may sell such investments at the then-prevailing market price and place the proceeds into the proper account or fund of the unit of local government. (20) PREEXISTING CONTRACT. -Any public funds subject to a contract or agreement existing on October 1, 2000, may not be invested contrary to such contract or agreement. (21) PREEMPTION.-Any provision of any special act, municipal charter, or other law which prohibits or restricts a local governmental entity from complying with this section or any rules adopted under this section is void to the extent of the conflict. (22) AUDITS.-Certified public accountants conducting audits of units of local government pursuant to s. 218.39 shall report, as part of the audit, whether or not the unit of local government has complied with this section. (23) AUTHORIZED DEPOSITS.-ln addition to the investments authorized for local governments in subsections (16) and (17) and notwithstanding any other provisions of law, a unit of local government may deposit any portion of surplus public funds in its control or possession in accordance with the following conditions: (a) The funds are initially deposited in a qualified public depository, as defined in s. 280.02, selected by the unit of local government. (b) The selected depository arranges for depositing the funds in financial deposit instruments insured by the Federal Deposit Insurance Corporation in one or more federally insured banks or savings and loan associations, wherever located, for the account of the unit of local government. (c) The full amount of the principal and accrued interest of each financial deposit instrument is insured by the Federal Deposit Insurance Corporation. (d) The selected depository acts as custodian for the unit of local government with respect to each financial deposit instrument issued for its account . . History.-s. 1, ch. 95-194; s. 2, ch. 97-9; s. 3, ch. 2000-264; ss. 66, 141, ch. 2001-266; s. 2, ch. 2005-126; s. 1, ch. 2007-89; s. 42, ch. 2008-4; s. 2, ch. 2009-140. Copyright© 1995-2017 The Florida Legislature• Privacy Statement• Contact Us - 19 - http://www. leg .state. fl. us/Statutes/index.cfm? App_mode=Display _ Statute&Search_String=&U RL =0200-0299/0218/Sections/0218.415. html Agenda Item 'if.. 16 Meeting Date. 12-4-17 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manag_~rft-- DATE: November 27, 2017 SUBJECT: Strategic Plan: Implementation of Goal Concerning Additional Revenue Sources: Continuation of Discussion of Non-Ad Valorem Assessment to Pay Solid Waste Collection Costs BACKGROUND At its April 13, 2015, meeting, the City Commission adopted the Strategic Plan. One of its Tier 1 objectives was to review additional revenue sources, including fees, grants, taxes, public/private partnerships, bonds, etc. The City has pursued grants, such as the $1.5 million Florida Communities Trust grant, which will reimburse the City for a third of the cost to purchasing the remaining 4.5 acres of the former Maratea subdivision. The City has sought other grants, such as one from the Florida Recreation Development Assistance Program, but wasn't awarded one. The following year, the Florida Legislature didn't approve money for the program. The City hasn't sought revenue from bonds because of the City's already high debt to pay off previous bond issues. The Commission has held the line on property taxes by keeping the millage at 2.3992 mills for the past seven fiscal years as well as for the current fiscal year. One remaining potential and significant revenue source is a non-ad valorem (or non-property tax) special assessment to pay the costs to COLLECT household waste, yard trash, special waste, and recyclables. Please note that the City Commission in 2011 adopted a non-ad valorem special assessment to pay the costs to DISPOSE of household waste and yard trash. That special assessment is $74 per year residential unit and hasn't been raised since 2011. A THE PROPOSAL In keeping with the Strategic Plan priority to review additional revenue sources, the City administration proposes that you levy a non-ad valorem special assessment to pay the costs to collect household waste, yard trash, and recyclables. This proposal was last presented to you at your October 2, 2017, meeting. Attached as pages 1- 3 are the minutes of that part of the meeting when you discussed it. You agreed to have the City staff research the information and bring the item back to you at a future meeting. Attached as pages 4-5 is a memo from the Public Works Director, Mr. Joe Howell, in which he provides information about the costs to the City to collect solid waste and that a non-ad valorem assessment to pay collection costs is done by St. Johns County and Jacksonville. Mr. Howell further points out in the first paragraph the reasons why he recommends the City use a non-ad valorem special assessment to pay for the collection of solid waste, yard trash, and recyclables. THE NEED FOR A NEW REVENUE SOURCE The reasons are: 1. The City has limited revenue sources. There are only 11 significant sources, with "significant" defined as those sources providing $100,000 or more in revenue each fiscal year: Property taxes Electric utility tax Communication services tax Building permit fees Electric franchise fee State revenue sharing Half-cent sales tax Plan review/plat fees Non-ad valorem assessment for disposal of solid waste Road impact fees Local option gas tax Of the 11 sources listed above, two are experiencing declines: communication services tax and road impact fees. Their decline can be seen from the information that Ms. Burns provided in the FY 2018 budget that you approved at your September 28, 2017, special meeting: B Revenue Source Forecast to be Received 9-30-17 Requested for FY 2018 Communication services tax $266,823 $196,142 Road impact fees $371,623 $150,000 Building permit fees and plan review fees will decline in the future as there is little vacant land left in the City for major development. Of the remaining revenue sources, nearly all are capped by state law or agreements, such as the interlocal agreement with the County for the local option gas tax. Granted, there'll be revenue growth from some of these sources, such as the electric utility tax, electric franchise fee, state revenue sharing, and half-cent sales tax, as the City's population increases, and the distribution of the revenue is based on a City's population. However, sooner rather than later, without a future Commission allowing more residential density, the City's population growth will end. There are only two sources that are controlled by the City Commission and thus have the potential to grow as the City needs income to fund its services. They are property taxes and the non-ad valorem assessment for the disposal of solid waste. 2. The City is facing significant expenditures. Though the City is facing declining revenue or fixed revenue from most of its sources, it still must have money to pay long-term debt, to maintain the Police Department as an accredited agency, purchase significant capital items, such as sanitation vehicles; to fund its road repaving and sidewalk maintenance projects; and to do significant drainage infrastructure improvements, especially the rebuilding of the Mizell Road retention pond weir, the height of which should be increased to help protect the City from sea level rise. One major repaving project will be resurfacing the entire length of Mickler Boulevard. In addition, money will be needed for Ocean Hammock Park improvements, to provide a walking trail through Hammock Dunes Park, and to replace the city hall roof. While grant money may be available for some projects, grants usually require a match from the City, and money will be needed for the match, whether 50% or lower. Mr. Howell, in the last paragraph on page 4 of his November 22 nd memo, points out increases in costs related just to the city's solid waste service. ACTION REQUESTED It is that you approve a non-ad valorem assessment to pay the costs to collect solid waste, yard trash, and recyclables. C Such an assessment will 1) make the City less reliant on property taxes to pay for the services it provides;.2) enable it to use revenue from property taxes for non-solid waste related services and projects, such as road paving, drainage improvements, and the new city hall roof; and 3) provide a revenue source to make up for the decline in revenue from some significant sources. If you approve this proposal, Mr. Howell outlines on page 5 the initial steps to adopt the non-ad valorem assessment. If you don't approve the proposal, then the costs to collect solid waste will continue to be paid from general City revenues, including property taxes. D FROM MINUTES OF CI'I'Y COMMISSION MEETING, OCI'OBER 2, 2017 8. Implementation of Strategic Plan Goal Concerning Additional Review Sources: Consideration of Non-Ad Valorem special Assessment to Pay Solid Waste Collection Costs (Presenter Joe Howell, Public Works Director) Mayor O'Brien introduced Item 8 and asked for a staff report. - l - Public Works Director Howell explained that on February 3, 2015, the Commission had a Strategic Plan Workshop and one of the Commission requests was to consider a non-ad valorem special assessment to pay solid waste collection costs. He explained that the City took over from St. Johns County a solid waste non-ad valorem assessment in 2010 - 2011. He commented that in July 2017, he advised the Commission that St. Johns County currently had three solid waste non-ad valorem assessments. He explained that staff believes that the potential to expand beyond the current disposal fee could include a collection and recycle fee in light of the recent recycle increase, budget constraints, legislative uncertainty, and future disposal fee increases. He explained that the tipping fees will be increasing to $57 and there was no mechanism to pass this on to the consumers. He suggested to the Commission to have this as Enterprise Fund that pays for itself. He commented that this item was to discuss whether the Commission was interested in looking into as Enterprise Fund and then staff could come back with more detail at a future Commission meeting. Commissioner Snodgrass asked for an example of how this Enterprise Fund would work. Public Works Director Howell advised if the Commission wanted to move forward, a resolution would have to be adopted at a public hearing by January 1st or March 1st to St. Johns County Tax Collector, which would then start the process. He gave an example of residential service charges for St. Johns County of $222 per resident per year and the City of St. Augustine charges of $200 per resident per year. He explained that for the same level of service the City charges $7 4 per resident per year. He commented that the City is seriously supplementing collection disposal through the General Fund. He explained that residential fees are at a flat fee, but commercial fees are paid by how much the company puts out. Discussion ensued regarding charges for the Farmers Market's solid waste disposal fees per can; commercial accounts being charged per can and the number of times solid waste is picked up; and all accounts should be clear and concise in order for everyone to pay their fair share. Commissioner Snodgrass asked staff to bring the specific information back to the Commission at a future date. Mayor O'Brien advised that residents do not like fees and suggested to increase the fee amount via property taxes. He advised that he was not opposed to looking into the information, but really feels it should be part of their property taxes. He advised that a fee is not tax deductible. Commissioner Kostka agreed with Mayor O'Brien and advised that she didn't think the Commission should be asking the citizens to pay more when it was brought up during the budget meeting that paying property taxes the solid wastes fees are expected to be included. She advised that during the next budget cycle, the Commission should find out how much the Public Works Department needs for trash pickup and then allocate that amount of money to the Public Works Department. -2- Commissioner Snodgrass advised that he just wants to cover the costs. Vice Mayor George commented that the City is covering the costs by using revenues to cover the costs. She opposed the approach of adding a fee in order to increase the revenues for other things and wants to stay within the budget that the City has. She remarked that she appreciated Public Work Director Howell looking into more revenue sources, which was tasked by the Commission. The Commission agreed to have staff research the information and bring the item back at a future Commission meeting. Mayor O'Brien opened the Public Comment section. The following addressed the Commission: Tom Reynolds, 880 AIA Beach Blvd., St. Augustine Beach, FL, disagreed with raising taxes for the residents, but not commercial accounts. Mayor O'Brien closed the Public Comment section and then moved on to Item 10. - 3 - MEMORANDUM Date: November 22, 2017 To: Max Royle, City Manager From: Joe Howell, Public Works Director Subject: Solid Waste Non-Ad Valorem Assessment I have previously written two memos regarding this topic (7 /27 /15 and 9/27 /17). While the most recent memo was oriented towards laying out the legal framework and statutory path to establish a Non-ad Valorem assessment, the following recommendation was made; City staff recommends that in light of our current budget constraints, future legislative uncertainties, anticipated disposal fee increases, and the recent increases directly associated with the updated recycled waste contract, that the Commission should reconsider moving towards operating the City's total solid waste collection and disposal program in a manner consistent with an enterprise fund, adopting additional Non-ad Valorem assessments intended to pay for these services. Response to the memo centered around the perception that solid waste collection is a City service that our residents have come to expect, and that our residents already pay for this service in their ad Valorem (property) taxes. With respect to the first our residents do expect and receive exceptional service related to our solid waste collection, and we receive a lot of positive feedback. With respect to the second I acknowledge that while we currently fund the collection of residential waste, yard trash and recycled waste out of the general fund it is in direct competition with all of the City services and as such the residents do not recognize the true costs. Lastly I would offer that solid waste operations are more consistent with a utility, where the users pay directly for the service they receive. Ad Valorem tax rate has remained fixed for the past eight years. While recognizing that actual property values have fluctuated in that time period leading to increases and decreases in revenues received from property taxes, this has still been a good deal for City residents as our costs over the past eight years have not remained static. Equipment (truck) costs have gone up 40%, for example the same rear load truck that cost $145,000 in FY 13 now costs $250,000 in FY 18 (which was removed from the budget). Tipping Fees have gone up 14% ($45/ton to $52.52/ton) and are planned to go up an additional 8% ($52.52/ton to $57/ton). Recycle fees have gone up 27% with the new contract, and are scheduled to go up 4% each of the next four years. Wages and benefits have gone up. -4- While a direct comparison of the fiscal budget from one year to the next may not meet the true definition of a zero-sum game, by absorbing all of these cost increases we effectively reduce the level of service we can provide to residents in other areas. Charging residents and businesses directly for services, specifically solid waste management is not setting new precedents in the local area. St Johns County and the City of Jacksonville both have an annual Non ad-Valorem assessment associated with a solid waste management. In the case of St. Johns County there are three separate assessments covering solid waste collection, solid waste disposal and recycled waste collection/disposal totaling approximately $222 annually. The City of Jacksonville assesses residences approximately $152 annually for solid waste services. The City of St. Augustine directly bills residents on their monthly utility bill a base residential collection rate and a base residential disposal fee and a residential recycled waste fee that was approximately $16.61 per month, or approximately $200 annually. The City of St. Augustine Beach currently collects a Non ad-Valorem assessment for the disposal of solid waste in the amount of $74 annually (one leg of the County's three fees). Comparing our City to the other three entities above we are effectively subsidizing between 67% to 51 % of the operational costs, and possibly more. To adopt a non-ad valorem assessment the initial steps are as follows: 1. The local government shall adopt a resolution at a public hearing prior to January 1 or, if the property appraiser, tax collector and local government agree, March 1. 2. The local government shall publish notice of its intent to use the uniform method for collecting such assessment weekly in a newspaper of general circulation for four consecutive weeks preceding the hearing. 3. The local government shall send a copy of the adopted resolution to the property appraiser, the tax collector and the department by January 10 or, if the property appraiser, tax collector, and the local government agree, March 10. Requested Action: That you consider implementing a Non-ad Valorem assessment for solid waste management to supplement the existing solid waste disposal assessment. - 5 - Agenda Item ~._17__ Meetlng Date. , 2-4-J 2 MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manager df DATE: November 8, 2017 SUBJECT: January Commission Meeting: Scheduling Date for it Because of New Year's Day Holiday on the First Monday Because January l5t, New Year's Day, is the first Monday of the month when you normally hold your regular meeting, we suggest that you schedule your meeting on another date. It could be nd th Tuesday, January 2 or Monday January 8 . A Ag~nda Item~ 1 a Meetin_g ilate. J2-4-1 ;z MEMORANDUM TO: Mayor O'Brien Vice Mayor George Commissioner England Commissioner Kostka FROM: Max Royle, City Manager df DATE: November 8, 2017 SUBJECT: Election of Mayor and Vice Mayor for 2018 In years when there isn't an election and no new Commissioners take office in January, the Commission has customarily elected the Mayor and Vice Mayor for the coming year at the Commission's December regular meeting. The City Charter limits a Commissioner for serving as Mayor to two consecutive terms or years. Mayor O'Brien will complete his second consecutive year as Mayor on December 31, 2017. The process for electing the Mayor and Vice Mayor for 2018 is that a Commissioner can nominate a fellow Commissioner for one of the positions. More than one Commissioner can be nominated for each position. No second is required. The Commissioners then vote, either by voice or by paper ballot, for the candidate of their choice. If there's only one nomination and that nominee accepts the position, all that's required is a simple voice vote confirming the nominee as Mayor or Vice Mayor. We suggest that you start with the election of the Mayor and then elect the Vice Mayor. A BOARD AND DEPARTMENTAL REPORTS FOR CITY COMMISSION MEETING, DECEMBER 4, 2017 CODE ENFORCEMENT/BUILDING/ZONING The report is attached as pages 1-2. COMPREHENSIVE PLANNING AND ZONING BOARD The minutes of the Board's October 17, 2017, meeting are attached as pages 3-18. The report of its November 2l5t meeting is attached as page 19-20. TREE BOARD/BEAUTIFICATION ADVISORY COMMITTEE The minutes of the Board/Committee's November 7, 2017, workshop and its November 9th regular meeting are attached as pages 21-29. POLICE DEPARTMENT Please see pages 30-31. PUBLIC WORKS DEPARTMENT Please see pages 32-33. FINANCE/ADMINISTRATION Ms. Melissa Burns, the City's Chief Financial Officer, has provided a report as page 34. CITY MANAGER 1. Complaints A. Work on Private Property in Connection with Ocean Woods Ditch Piping Project A Deanna Drive resident has complained that a hole around a drainage inlet adjacent to his property needs to be filled. The Public Works Director had the hole filled to a point so that water isn't blocked from the inlet. 2. Major Projects A. Road/Sidewalk Improvements 1) Pedestrian Safety at Crosswalks on AlA Beach Boulevard No information to report. 2) Opening 2nd Street West of 2nd Avenue A There has been no action by the owners of the lots on 2nd Street west of 2nd Avenue to open that street. The owners would have to sign an agreement and pay in advance the costs to construct the utilities and the road, just as the owners of the lots adjacent to 8th Street between the Boulevard and 2nd Avenue did. 3) Sidewalk on A Street A resident has suggested that a sidewalk is needed on A Street between the beach and the Boulevard because of the traffic and number of pedestrians and bicyclists along that section of A Street. The Public Works Director obtained a survey of this section of A Street. It appears that the right-of-way is wider along the north side of the street. The Director and the City Manager will hold a meeting in the fall with the residents and property owners, to explain the project to them and learn whether they are in favor of it. This project could be requested in the Fiscal Year 2019 budget. B. Beach Matters 1) Off-Beach Parking Possible locations for improved right-of-way parking are the south side of 5th Street and the north side of th 4 , east of AlA Beach Boulevard, adjacent to the Island South condos. The Public Works Director asked the City Commission to appropriate money for this project in the Fiscal Year 2018 budget. However, because money is needed to replenish the City's financial reserves, the paver project for one of the streets will be postponed until FY 19. In the meantime, the City Commission asked the Planning Board to develop a plan to prevent the side streets adjacent to the beach from becoming parking lots by beach visitors. The Board has recommended a residential parking permit plan. Though discussion of the parking plan was on the agenda for the City Commission's June 5, 2017 meeting, the Commission decided to postpone the topic to a future joint meeting in the spring with the Planning Board. 2) Beach Renourishment Project The City was notified in mid-September by the Army Corps of Engineers that the project, originally scheduled to start in the fall, will now start in early December 2017, and be finished by the end of March 2018. New sand (800,000 cubic yards) will be put on the beach from the middle of the State Park to 10th Street. C. Parks 1) Ocean Hammock Park This Park is located on the east side of AlA Beach Boulevard between the Bermuda Run and Sea Colony subdivisions. It was originally part of an 18-acre vacant tract. Two acres were given to the City by the original owners for conservation purposes and for where the boardwalk to the beach is now located. The City purchased 11.5 acres in 2009 for $5,380,000, and received a Florida Communities Trust grant to reimburse it for part of the purchase price. The remaining 4.5 acres were left in private ownership. Thanks to a grant application prepared by the City's Chief Financial Officer, Ms. Melissa Burns, and to the presentation by Mayor Rich O'Brien at a Florida Communities Trust board meeting last February, the City B was awarded $1.5 million to help it pay for the remaining 4.5 acres. According to a staff member of the Trust, the contract documents should be sent to the City in early October. In September, the Trust informed the City that two appraisals of the 4.5 acres were needed. The appraisals were completed in early November and send to the Florida Communities Trust. The contract with the Trust has been signed. Now it is up to the Trust to send the money to the City. ON A RELATED MATTER: Ms. Sallie O'Hara, President of the Rotary Club of Coastal St. Johns, met with the Public Works Director and the City Manager about the Club providing money for improvements to the Park, such as contributing to the construction of a picnic pavilion/scenic overlook where education classes for children on the Park's flora and fauna could be held. Ms. O'Hara proposed to the City Commission at its February 6th meeting that the Coastal Rotary Club would work with the City on a long-range basis on improvements to the Park. The Commission accepted the proposal. 2) Hammock Dunes Park This 6.1-acre park is on the west side of AlA Beach Boulevard between the shopping plaza and the Whispering Oaks subdivision. The County purchased the property in 2005 for $2.5 million. By written agreement, the City reimbursed the County half the purchase price, or $1,250,000, plus interest. At its June 14, 2016, meeting, the City Commission appropriated the final payment of $39,650 and approved the Mayor sending a letter to the County, asking that the title of the property be transferred to the City. The letter was sent and at its July 26' 2016, meeting, the County Commission approved the transfer of the property's title to the City, with the condition that if the City ever decided to sell the property, it would revert back to the County. Such a sale is very unlikely, as the City Charter requires that the Commission by a vote of four members approve the sale, and then the voters in a referendum must approve it. In 2018, the City may apply for a Florida Communities Trust grant of $1,250,000, to reimburse it for its share of the cost to acquire the land, though the Florida Legislature didn't appropriate any money in the state's 2018 budget for land conservation purchases. City staff will contact the Florida Communities Trust staff, to see if there are any funds left over from previous appropriations in the Trust's budget. Possibly, the Florida Legislature in 2018 will appropriate money to the grant program. No money was appropriated in 2017. D. Drainage Improvement 1) Piping of Mickler Boulevard Ditch between Pope Road and 16th Street Some residents of the Ocean Walk subdivision, east of Mickler Boulevard, have requested this project. It was last discussed by the Commission in 2008, as part of the Commission's discussion of the proposed Fiscal Year 2009 budget. Because of the reduction in revenue to the City due to the downturn in the economy at that time and the significant decline in the assessed value of real property in the City, the Commission decided not to proceed with the project. In 2008, the then-Public Works Director, Marc Chattin, estimated that the cost to pipe this section of the ditch would be $365,000. The Commission has approved an appropriation of $55,000 in the Fiscal Year 2018 budget for engineering and permitting work for this project. E. Review of Comprehensive Plan/Land Development Regulations Information about this topic is provided under Item 5.B, strategic plan update, below. C 3. Construction in the City As of Friday, October 27, 2017, there were 34 permits active for single-family residences in the City. SUBDMSION ADDRESS DATE PERMIT ISSUED Anastasia Dunes 429 Ocean Forest Drive 12/21/16 Atlantic Beach 3 15th Street 02/11/15 124 13th Street 02/29/16 Chautauqua Beach 111 7th Street 04/14/15 22nd Lane 07/08/15 5 2nd Street 03/23/16 1 2nd Lane 07/14/16 4 5th Street 02/02/17 207 ist Street 01/18/17 10 5th Street 05/03/17 207 ist Street 01/18/17 12 sth Street 06/09/17 110 sth Street 10/13/17 Coquina Gables 312 B Street 02/12/15 14 F Street 11/08/16 16 F Street 11/08/16 3 D Street 02/08/17 402 C Street 05/24/17 400 C Street 06/21/17 7 D Street 11/08/17 Lake Sienna 121 Kings Quarry Lane 08/16/17 Linda Mar 2 Oceanside 09/18/15 6 Oceanside 03/09/17 Ocean Oaks 4 Beach Street 10/27/17 Raintree 14 Deanna Drive 09/19/17 Sabor De Sal 19 Ocean Trace Road 05/04/17 Sea Colony 724 Ocean Palm Way 10/28/15 896 Ocean Palm Way 10/25/16 904 Ocean Palm Way 11/30/16 D Sea Grove 747 Tides End Drive 03/17/17 1321 Smiling Fish Lane 06/02/17 735 Tides End Drive 06/13/17 The Ridge 66 Ridgeway Road 11/06/17 55 Ridgeway Road 11/06/17 Woodland 207 Azalea Court 02/02/17 COMMERCIAL CONSTRUCTION No information to report about potential development of the vacant property on the west side of AlA Beach Boulevard between 4th and 5th Streets, and on the east side of the Boulevard between 5th and 6th Streets. Panama Hatti's is closed for a major renovation. However, because the building is non-conforming in several significant ways, such as parking and drainage, enlarging the building and/or increasing its height will not be possible. The Building Official reports that the interior of the building is being gutted and that the building will not be increased in size. 4. Finance and Budget A. Fiscal Year 2017 Budget Fiscal Year 2017 began on October 1, 2016, and ended on September 30, 2017. In December, the City's auditing firm, Purvis Gray, will do the field work for the audit report. The report is usually submitted to the City Commission in late spring. B. Fiscal Year 2018 Budget Fiscal Year 2018 began on October 1, 2017, and will end on September 30, 2018. The report for the first month of the fiscal year, September, shows the City received $47,071 and spent $440.039. In November and December, the City will begin receiving money from its major revenue source, property taxes. A. Vendor Checks Please see pages 35-56. 5. Miscellaneous A. Permits for Upcoming Events In November, the City Manager approved the following permit: The Civic Association's Holiday Tree Lighting Ceremony on Friday, November 17, 2017, at the County pier park. E 6. Strategic Plan The plan's six tier one objectives adopted by the Commission are: 1. establish a plan for evaluating various events and their impact on the quality of life; 2. review additional revenue sources, including fees, grants, taxes, public/private partnerships, bonds, etc.; 3. review and update City codes and their enforcement: parking, traffic and speed limits, solid waste and land development regulations; 4. advocate for continued funding for beach renourishment (state and federal sources); 5. Increase and improve citizen engagement; and 6. develop a City-wide traffic management plan. An update on the progress of implementing these goals follows: 1. Evaluating Special Events: During 2016, the City Commission reviewed a list of the special events that are held in the City and their effect on the City's quality of life; and reviewed an ordinance to prohibit the issuance of special event permits on weekends when there's a major holiday. Other changes to the permit regulations were also suggested. The Commission decided to regulate by resolution the times of the year when special event permits won't be issued. The Commission was to have reviewed the resolution at its July 11, 2016, meeting; however, the County Attorney by letter asked that approval of the resolution be postponed until the staffs of the County and the City had met to discuss it. That meeting has yet to take place. In the meantime, the Diva Run, which has taken place in the City in December for the past three years, won't be permitted again. Also, the Commission is much more sensitive to residents' concerns about the effect the closing of City streets for runs has on their quality of life. 2. Additional Revenue Sources: a. As its July 3i5t meeting on the proposed Fiscal Year 2018 budget, the City Commission reviewed a proposal to levy a non-ad valorem special assessment fee to pay for the costs to collect household waste and recyclables in the City. The City already charges an assessment for the disposal of solid waste. The City staff brought back the proposal at the Commission's November 6, 2018 meeting. More information about the proposal will be provided at the December 4th Commission meeting. The Commission also discussed changing the state law to allow revenue from the tourist tax to be used for law enforcement and other services needed by tourists. Effort for this change will require coastal cities and counties joining forces to convince key legislators to support the proposal. b. The City's application for a $1.5 million grant from the Florida Communities Trust received a high score. The City received in May the $1.5 million grant, which will reimburse for part of the $4.5 million it paid to buy the remaining 4.5 acres of the former Maratea subdivision. In 2018, the City staff will consider applying for a $1,250,000 grant to reimburse the City for its share of the cost to acquire the 6.1 acre Hammock Dunes Park, which is north of the shopping center. However, money for the grant may not be available as the Florida Legislature did not did not appropriate any money for the land conservation program. 3. Updating City Code: a. Land Development Regulations: After several workshops held by the Commission in 2016 with the Planning and Tree boards, and interested citizens, the land planner hired in January 2016, submitted a final draft of the proposed changes to the Regulations. The Commission held a special meeting to review this draft on Monday, February th 6 , and approved changes to the Code. The Commission held its first discussion on adoption of changes at its July 31, 2017, special meeting, and decided on the final wording for changes F to the tree regulations and building setback requirements. The City Attorney prepared an ordinance for first reading at the Commission's September 11th regular meeting. Though the ordinance to amend two sections of the Land Development Code was passed on first reading, the Commission will discuss at its December 4, 2017, meeting whether to hire a land planning consultant to help it with the wording for the changes. b. The Public Works Director proposed changes to the City's solid waste pickup regulations. This resulted in an ordinance, which the Commission approved at its December 7, 2015, meeting. c. The Director also proposed changes to his Department's jurisdiction over the streets and rights of-way. The Commission approved an ordinance adopting these changes at its May 9, 2016, meeting. d. The Director then presented proposed changes to the City's on-street parking regulations to the Commission at its June 14, 2016, special meeting, when the Commission decided to prohibit parking on D Street, east of AlA Beach Boulevard. At its September 26th meeting, the Commission decided to refer all the on-street parking issues to the Planning Board. The Board held a meeting with residents of the streets east of the Boulevard, and one block west of the Boulevard, between 16th and F Streets. Those residents who attended did not want their streets used for off-beach parking. The Board made several recommendations, such as a residential parking permit system. The City Commission will review the recommendations at a future meeting with the Planning and Zoning Board. 4. Beach Renourishment: According to the Corps of Engineers, the renourishment project will be started in December 2017 and should be completed by the end of March 2018. The project area will be from the middle of the state park to 10th Street. 5. Improve Citizen Engagement: a. The Events Coordinator handles biogs and social media. The first issue of the City's electronic newsletter was issued in November 2015. It now has over a thousand readers, and double that number through a link with Face book. The Face book page was especially helpful in providing information to the public during Hurricane Matthew. The City Manager provides a monthly City Hall Update report and a longer article for the e newsletter. b. The City Manager provides a monthly article to the St. Augustine Record's monthly newspaper, The Anastasia Island Community Journal. 6. Workshop with County Commission: The City and County Commissions met on May 1, 2017. Matters discussed included condition of County roads in the City, beach restoration and the possibility of the County deeding ownership of the pier park to the City. The Commission discussed the last topic at its July 6th continuation meeting, and decided not to accept the ownership at this time. Mayor O'Brien said a letter would be sent to the County. He and the City Manager prepared the letter. A key point in it was what is the County's vision for the pier park parking. On August 21st, Mayor O'Brien and the City Manager met with the County Administrator, Mr. Michael Wanchick, and two of his staff members concerning the pier park. Mr. Wanchick said the County had no money for refurbishing the pier park. The Mayor and City Manager met with County Commission Chairman Henry Dean and the County Administrator on November 22, 2017, about the City assuming ownership of the pier park. Mayor O'Brien will provide a verbal report to the Commission at its December meeting. The City Manager will ask the Commission at its December 4th meeting to consider having a workshop in February 2018, to hire a facilitator and update the three-year old strategic plan, and to tie the plan's goals to the work performance of the Police Chief and the City Manager. G B. Sign Regulations In July 2016, the City Commission adopted two ordinances to amend it sign regulations. Because there were questions about the new regulations, the Commission decided to hold a meeting on Saturday, November 19, 2016, at 9 a.m. with business owners and the public. A letter was sent to the owner of every business in the City that has a sign, informing them of the meeting. Issues on the agenda for discussion were: when non-conforming signs must be removed; review of the list of prohibited signs and whether any changes need to be made to the list; and review/clarification of the regulations concerning signs on public property. The Commission at the meeting decided to remove the deadline that non conforming signs must be made conforming by August 1, 2023. Instead, requirement will be that such signs must be made conforming when the costs to repair such signs exceed 50% of their value. The City staff is to get photos and measurements on the non-conforming signs as they exist today. The Commission also asked the staff to do a thorough inventory of all the types of signs that the businesses have. The Commission also discussed signs on government property, but made no decision whether to continue not allowing campaign or political signs during election season except in specific ways, such as candidates and their supporters being allowed to hold campaign signs or have such signs attached to vehicles in the city hall's main parking lot. th The Commission held another special meeting on Wednesday, June 7 , at 5 p.m., to review an inventory of non-conforming signs prepared by the City staff. The owners of business signs were notified of the meeting. The meeting's outcome was that owners of non-conforming signs will have 10 years, starting January 1, 2018, to replace their signs; that the maximum height of signs will be 12 feet; that advertising will be allowed on umbrella signs; that sandwich boards six square feet will be allowed during the day, but must be removed at night; that each business will be allowed two temporary signs, such as flag or flutter signs; and that political signs during election season will be allowed on city hall property. The City Attorney will prepare an ordinance to amend the sign code, and will look into limiting the size of political signs. Also, the Building Official will get an evaluation of existing business signs and a methodology that will help determine whether repairs to a sign will cost 50% or more of the sign's value. If the 50% threshold is exceeded, then the sign will have to be removed. Hurricane Irma damaged several business signs, two of them of major size: the Quality Inn at 901 AlA Beach Boulevard; and the Holiday Isle Oceanfront Resort at 860 AlA Beach Boulevard. A third sign, AlA Auto, that was non-conforming because of height. will be replaced with a conforming ground sign. A fourth non-conforming sign, Olde Carriage Realty, has been removed. The Quality Inn sign will be replaced with a conforming ground sign. Still to be determined is the replacement of the Holiday Isle sign. H TO: Mr. Max Royle, City Manager FROM: Gary Larson, Building Official DATE: November 14, 2017 Re: October Monthly Report TREES: (Still having storm related tree issues. ) 609 Poinsettia. 1 oak. Tree was dead, a hazard to neighbor's residence, approved for removal. 302 E Street 1 maple. Sustained tree damage, hazard to utilities. Approved for removal. 20 sea oaks. 2 pines. Both leaning following storm. Hazard to traffic and pedestrians, approved for removal. 213 7th street. 1 oak. Requires arborist opinion to remove or mitigate, inch per inch. Denied removal. 401 Ocean Palm Way. 2 oaks. 1 storm damaged, 1 to close to roof line following storm, both approved for removal. 216 8th Street. 4 pines. 1 - 10" to power line, approved, 2 -12" from house, approved, 1 less than 6" to house, approved for removal. 123 Whispering Oaks Circle. 2 palms, less than 6" approved for removal. 2 oaks less than 6" approved for removal, 1 oak, approved for trimming only. 8 Oak Road. 1 cedar, 1 cedar, compromised and leaning into fence, approved for removal. 145 Whispering Oaks. 1 oak, storm damaged, leaning into other trees, approved for removal. 311 E Street. 1 tree, leaning onto house, approved for removal. 946 Deer Hammock Circle. 1 oak. Roots pulling out of ground, approved for removal. 108 C Street. 1 cedar. Storm damage, approved for removal.14 Lockhart lane. 3 cedars under 6", storm damaged, approved for removal. PLANNING: Reviewed and approved an overlay for Mr. Baily's residence at 2 15TH Street. Reviewed two trees exceeding· 36". Required arborist reports on both. CODE ENFORCEMENT: No scheduled meeting. BUILDING: There is an increase in remodeling permitting. Residential permits remain slow. The Gut Harvey resort is completing the lobby, restaurant and gift shop renovations. The Suites is installing roofing, grading the lower level, prepping for concrete, the pool is formed and awaiting fill dirt for finished - 1 - grade to install marcite finish, the front storm tech system is installed and connected for drainage, the 8" sewer line is installed under the Boulevard and connected to the County system. Should start drywall in 2 weeks. -2- MINUTES CITY OF ST. AUGUSTINE BEACH City Hall PLANNING AND ZONING BOARD 2200 A I A South REGULAR MONTHLY MEETING TUESDAY, OCTOBER 17, 2017 St Augustine Beach, FL 32080 7:00 P.M. I. CALL TO ORDER Vice-Chairperson David Bradfield called the meeting to order at 7:00 p,m. II. PLEDGE OF ALLEGIANCE III. ROLL CALL BOARD MEMBERS PRESENT: Vice-Chairperson David Bradfield, Steve Mitherz, Roberta Odom, Elise Sloan, Zachary Thomas, Senior Alternate Hester Longstreet, Junior Alternate Kevin Kincaid. BOARD MEMBERS ABSENT: Chairperson Jane West, Jeffrey Holleran. STAFF PRESENT: Building Official Gary Larson, City Attorney James Wilson, Crime Prevention Officer Ed Martinez, Recording Secretary Bonnie Miller. IV. APPROVAL OF MINUTES OF SEPTEMBER 19, 2017 REGULAR MEETING Motion: to approve the minutes of the September 19, 2017 regular monthly meeting. Moved by Ms. Sloan, seconded by Mr. Kincaid, passed 7-0 by unanimous voice-vote. V. PUBLIC COMMENT Sandra Krempasky, 7 C Street, Apartment A, St. Augustine Beach, Florida, 32080, passed out copies of an email she wrote to Mr. Larson and Mr. Royle on October 4, 2017, stating her concerns about the fence on Lot 17 at 16 F Street, and requesting that code enforcement look into the Land Development Regulations (LDRs) and the requirements of the conditional use permit issued for this property. She received an answer from Mr. Larson that included a statement that said due to inconsistencies with the use approved by the City Commission, the location of the buffer is in question. ·she reminded staff and the City Attorney that at the first conditional use permit hearing before the City Commission, which took place on April 4, 2016, the owners' representatives presented some drawings to the Commission, including the elevation rendering showing the west side of the proposed single-family residence. Ms. Johnston, who was one of the owners' representatives, said they were paying particular attention to the streetscape of Lot 17 as you come down A 1A Beach Boulevard, and were very adamant about adding architectural style, because the owners live and do business on properties along the Boulevard, and the west elevation and - 3 - streetscape as you come down the Boulevard and enter onto F Street was extremely important to them. Ms. Johnston stated they actually spent weeks doing artistic drawings, and the landscaping shown on the west elevation rendering would be somewhat similar to what they planned to do. At this meeting, Vice-Mayor George asked Ms. Johnston if what was shown on the west elevation rendering was the face, or the view, of what would be seen on the western side of this lot, facing the Boulevard, and Ms. Johnston said yes, it was. Instead, the City got an eight-foot-high eyesore 50 inches from the sidewalk on what is supposed to be a scenic walk and drive. She asked the Board to please do everything they can to make sure the citizens do not lose out yet again. Craig Thomson, 6 D Street, St. Augustine Beach, Florida, 32080, said he appreciates the efforts the Board is making with tree conservation as well as issues of getting correct information and working with the LDRs. They may recall almost three years ago concerns that the new setbacks were significantly increasing building footprints. At that time he thinks Mr. Larson was saying there was still a 35 percent maximum lot coverage that would govern, so his question today is how that 35 percent lot coverage is interpreted. He's had correspondence with staff and his interpretation is that lot coverage is the biggest square footage of the house that covers the square footage of the property. He recognized a problem early on because the new setbacks allow a 1,627- square-foot building footprint on a 50-foot-by-93-foot lot, with extensive cantilevers off the front and rear, which he believes should be considered building coverage, as they're waterproof decks with roofs over them. He's asked, but not gotten any definitive answers, whether or not covered first-floor areas, cantilevered second-floor and third-floor areas, and cantilevered roof decks are calculated into the lot coverage when site plan reviews are done. Since the Board's purpose is to enforce the intent of the Code, and this has to do with water run-off, which is addressed in the City's Comprehensive Plan, he'd like the Board to specifically ask Mr. Larson what's considered for second-floor, third-floor, and roof deck overhangs, and how this affects lot coverage. Mr. Larson said the floor area ratio is the concrete on the ground, that's the 35 percent maximum lot coverage. Bump-outs are allowed on the second and third floors, because water comes right down through to the ground. The maximum extension allowed is seven-and-a-half feet per floor. Mr. Thomas asked Mr. Larson if he personally feels this adds to the aesthetics of the City. Mr. Larson said he basically does not make a decision for a property owner who is paying taxes in the City, that's a decision for the property owner to make. Mr. Bradfield said he thinks the overall discussion is not only the footprint of a structure and/or anything that's vertical or cantilevered, but everything else that can be recognized in impervious surface calculations, such as poured concrete driveways. There are certainly various interpretations of pavers, and he believes at this point, all pavers are interpreted as being I 00 percent pervious. Mr. Larson said yes, that's what he and Public Works Director Joe Howell have pretty well determined, as they have the best drainage with the pavers in the City. Mr. Bradfield said he's been told by hydrology experts and others that this is an inaccurate calculation, so he's not certain he believes a paver drains as well as rocks, gravel or grass. Water will obviously run off any surface that is not completely permeable. Some of a paver's surface is -4- completely permeable, and some of it is not. All that being said, he thinks it's really important that the City's impervious calculations are consistent with those of the County and St. Johns River Water Management District, because it's very important to not overwhelm their local stormwater drainage systems in a way that's inconsistent with what's allowed to be built. It appears to him overcoverage is being allowed, and if this continues, the amount of water going into the system will cause flooding. He himself has had properties he's listed, and properties owned by friends and customers, that have flooded. There has been significant flooding behind the Courtyard by Marriott, between 5th, 6th, th and 8th Streets, and while he doesn't know exactly what the contributing events to this flooding were, these areas didn't flood prior to the construction of many of the structures that currently exist, so he certainly thinks they need to look into this further. Mr. Thomson said the Board needs to make an interpretation, as Mr. Larson is wearing two hats as a building official and a planning official, and he's not certified for this. The Board could request a recommendation from planning consultant Lindsay Haga, request an interpretation from the City Attorney, and/or look at what the City of St. Augustine and the County are doing. There's no reason to have funny math in lot coverage calculations, and it's created odd-shaped buildings. Mr. Thomas said regarding the fence issue brought up by the first speaker, he feels the Board members already got their say about this and entered in all their concerns upon the initial meeting. As the Board's recommendation was pretty much ignored and not considered, that's that. Mr. Bradfield said he doesn't think anyone who is seriously interested in looking out for the overall betterment of the look and vernacular style of the City would consider putting up this particular white plastic fence. He doesn't recognize it in any architectural book he's ever seen that would suggest it's a good idea to put up a fence like this at any entry point to a neighborhood, beach, or community. He can't fathom how it could be seen as allowable within the context of what they've all seen going on here, particularly by someone who would be in a position to tell others what is good or bad vernacular or architecture. What this fence was represented to look like and what it looks like today are two completely different things. He doesn't know what everyone else calls this, but he calls it a bait-and-switch, and he can't fathom that someone who's interested in doing his or her community good service would do that, so he's a bit shocked by seeing that fence go up in this location. The volume and everything about it is inconsistent with what good judgement would be, as far as being architecturally pleasing and what they all want their beach to look like. VI. NEW BUSINESS A. Request for Approval of Tree Removals, pertaining to the removal of trees having a trunk greater than thirty (30) inches in diameter at breast height (DBH), per Section 5.01 .02 A.10 of the City of St. Augustine Beach Land Development Regulations, at 210 Woodland Avenue and 8 North Trident Place Mr. Larson said the Board members have copies of a letter dated October 9, 2017 from the homeowners of210 Woodland Avenue, requesting that the large, approximately 42-inch DBH oak tree on their property near their home be evaluated for removal. The homeowners had their roof replaced after Hurricane Matthew came through last year, as branches actually broke off the tree and smashed through their roof in two different places. As the tree has not been evaluated by an - 5 - arborist, his recommendation is to have an arborist look at the situation with this tree and the house, because the tree is a hazard to the structure, and one that has been very costly to the homeowners, who had to repair their roof again after last month's hurricane after it had just been reshingled a year ago. The homeowners are worried about their safety, the safety of their structure, and their pocketbook, and are requesting approval to remove the tree. As shown in the photos included in the Board's packet information, the tree is probably not more than 10 feet away from the house. Ms. Odom asked if the root system of the tree is somewhat damaged as well. Mr. Larson said yes, and the homeowners had to take care of this too, as not all of the damage was covered by their insurance. He thinks an arborist could provide a better view of the branches that have started breaking off the tree, and the condition of the tree, which has been pretty badly damaged by the recent storms. With the Board's consensus, he recommends an arborist's report be provided, and then this can come back to the Board so they can make a better decision. Ms. Sloan asked if the house had enough damage from Hurricane Matthew in 2016 that the whole roof had to be replaced, and then if the new roof was damaged by Hurricane Irma this year. Mr. Larson said yes, they got hit twice. by both storms. Ms. Sloan said she's not an arborist but it certainly looks like this particular tree is aging to the point where the storms are really hitting it, and as pointed out by Ms. Odom, the root system had to be shored up. This would seem to come under condition number three in Section 5.01.02.A of the LDRs, which says a permit can be issued for removal of a tree if the presence of the tree will cause a substantial likelihood of structural damage to a building, etc. The branches have already caused damage, and with the roots shifting, this could cause significantly more damage to other systems, so she agrees that an arborist should look at the tree, as she thinks it would meet the conditions for tree removal as stated in paragraph number three of Section 5.01.02.A of the LO Rs. Mr. Mitherz said he'd like to see an arborist look at the tree and then give a recommendation as to what he or she thinks should be done. An arborist could make a determination and then advise them, as he or she might have a professional opinion that is way beyond his own personal expertise. Mr. Kincc1id said he hasn't been involved in a lot of tree removals, but he'd like to know exactly what they might hear from an arborist that's going to tell them the tree is safe for the people living in that house. It's a proven safety issue, so he asked how many more branches have to fall before they're allowed to take it down, and what's going to happen if an arborist says the tree shouldn't be taken down, because he or she believes it's safe, even though the people living in the house don't believe they're safe. Who's going to take the liability for the next roof, or take the liability if the tree falls on the roof and caves it in, he asked? He's asking what exactly they might hear from an arborist that would show them this tree is safe when it's already been proven to be unsafe. Mr. Thomas asked if there is some level of funding based on the number of trees the City has in the City limits, as he thinks this may be the motivation for keeping the tree. Mr. Larson said yes, he believes this is true. - 6 - Mr. Thomas said so when they cut certain trees down, the City risks a certain amount of its funding, and that's where he thinks the consideration to remove a tree comes in. Mr. Bradfield said he thinks it would be good idea to get an arborist's opinion. However, unless the arborist is dead-set against removing the tree, he thinks the homeowners should certainly have the right to remove it, because the liability is solely with them. Mr. Kincaid said it just sounds to him like they're determining acceptable losses for someone else. If it were his house, he'd have a significant issue with replacing his roof every year, while being told to just suck it up, as he bought a house with a tree next to it and there are hurricanes here. Mr. Thomas said he 'II make a motion to approve the removal of this tree, upon the recommendation of an arborist. Ms. Sloan asked Mr. Thomas if he'd consider modifying the motion to say approval to remove the tree is based on Section 5.01 .02.A.3 of the LDRs, which says a permit for removal shall be issued if the presence of the tree will cause a substantial likelihood of structural damage to a building. Mr. Thomas said yes, and agreed to include this as part of his motion. Mr. Bradfield said he thinks unless the arborist could say emphatically there's no likelihood the tree could fall down on the house, and he thinks it would be impossible for an arborist to guarantee that, the right of the homeowners to take the tree down should still prevail. He'd recommend getting an arborist to look at the tree, per Mr. Thomas' motion, but he thinks the right to take it down should be left up to the homeowners, based on the results of the arborist's evaluation. Mr. Kincaid suggested the Board grant approval to remove the tree, unless the arborist can demonstrate that the tree will not provide any further safety issues. Mr. Thomas asked why this request was brought to the Board for consideration without an arborist's opinion. It seems every time they've had a request to remove a tree with a DBH greater than 30 inches, they've already had some sort of a recommendation from an arborist. At this point. as his motion had not yet been seconded, he opted to withdraw it. Mr. Larson said they have a case here where the homeowners don't want to pay for the arborist' s services, they just want the tree gone, so their house is safe, as is their right. However, if the Board requires an arborist to look at the tree, that's what they're going to have to live with. Mr. Bradfield called for public comment. Vicki Bartlam, 210 Woodland Avenue, St. Augustine Beach, Florida, 32080, said she and her husband are the homeowners of the property with the tree in question here. This tree is over 30 years old, and it's falling apart. They've lived in this house for 19 years, and the tree has damaged it inside and out. They had to replace their roof last year, and had to make repairs inside and out, as there was leakage coming in through the bathrooms. They have no problem paying for an arborist, but her feeling is an arborist is going to say this is a viable tree, and it's not. If you look - 7 - at this tree from the road, it is very humped, and it's leaning. She's afraid it's going to fall on their house, their neighbor's house, or on somebody in their yard. If an arborist says this is a viable tree, they're liable for the rest of their lives, so they may have to move out of the City limits to be safe. She doesn't want to cut down trees, but she's scared to sleep in her bedroom, because the master bedroom and bathroom are located in the corner of the house closest to this tree. Mr. Bradfield said he agrees with Ms. Bartlam, and thinks she should have the right, as the homeowner, to remove this tree. She's certainly already been through a lot of stress due to this tree, which has caused a significant amount of damage to her home during recent storm events. Ms. Bartlam said they've used Forrest Eickert of Tree Squad for over 10 years now, and he came out and looked at this tree after Hurricane Irma and said you can look at the ground and see that this tree is moving. He's the one who guided them in this direction, because they knew they needed to get approval to take this tree down. They've been cutting the trees on their property back so they don't fall and cause more damage, but they're at the point now where she's just scared. Ms. Sloan said as she already pointed out, this tree already meets condition number three in Section 5.01.02 of the LDRs, which lists conditions for tree removal, based on the fact that for two years in a row, the homeowners have had to make significant repairs. Also, from the photos that have been taken of the tree and submitted to the Board, you can see that the tree is aging. However, the removal of this tree has to come before the Board because of the size of the tree, per Section 5.01.02.A.10, which says that any tree having a trunk greater than 30 inches in diameter shall require permit approval from this Board. What she's not clear on, because the Board did not get the next page, is whether it is sufficient for the Board to approve the removal of the tree based on condition number three, or if Mr. Larson is required to get the opinion of the City arborist, or another arborist, ifthere is no City arborist, before issuing a permit to allow the tree to be removed. Mr. Wilson said the Building Official would be able to issue a permit to remove the tree if it didn't have a DBH greater than 30 inches, but because it does, this has to come before the Board, which could make condition number three the foundation for its decision to allow the removal of the tree. He doesn't think the Board needs an arborist to make this decision, some things are obvious. The tree has had branches breaking off, it has many holes in its sides, and it doesn't look healthy. As it's already damaged the house twice in the past year, he thinks it's certainly within the Board's discretion to approve its removal, based on condition number three in Section 5.01.02.A.3 of the LDRs and the testimony before them. It's a pretty big tree, so there's the possibility of it continuing to damage the house, and as a tree is a living object, eventually it's going to die anyway. Ms. Sloan made a motion for the Board to approve the removal of the large oak tree in question on the property at 210 Woodland A venue, based on condition number three as stated in Section 5.01.02.A.3, which states the presence of the tree will cause a substantial likelihood of structural damage to the building, and on the fact the homeowners have already had two major roof repairs. Mr. Thomas seconded the motion. Mr. Kincaid said his problem is now they have some trees an arborist has to look at and some an arborist doesn't have to look at, so at some point, the next person who comes up here to remove a - 8 - tree is going to think an arborist's opinion is arbitrary. If this Board has consistently asked people to get an arborist' s opinion, he'd like to see an arborist look at this tree and say he or she guarantees that there is no substantial likelihood of structural damage to the building, to protect the Board. He doesn't think anyone is going to say that, so unless someone can guarantee that tree is going to be good forever, the homeowners can go ahead and cut it down. This shouldn't have to come back to this Board, but he thinks they need to protect the Board, and requiring this would do that. Ms. Sloan said that's why she cited in the motion the reasons for allowing the removal of the tree. Mr. Kincaid said if he's the next person coming before the Board, however, to remove a tree, he's going to cite those same reasons. Mr. Thomas asked if this motion sets a precedent. Mr. Wilson said no, he doesn't believe it does, because they have documentation from both the Building Official and the property owner that this tree has caused severe damage to the home on prior occasions, and it continues to be an ongoing problem, as it's obviously not going to get better, only worse. Based on this, he thinks the Board can approve the removal of the tree, but if there's doubt in anyone's mind, they always have the ability to ask for an arborist, but from the testimony and evidence that has been presented today, he doesn't think the Board has any doubt about the dangers this tree presents to the homeowners and possibly other residents in the vicinity. Each situation is really going to stand on its own two feet, as very few situations are so identical that they become a precedent that's binding on the Board. In situations like these where the Board is looking at each request individually based on separate facts, he thinks the Board has the ability to evaluate them, and that's also why these tree removal requests are put before the Board, as this is just another level of protection for something that's valuable to the City, which is protected trees. Mr. Bradfield said Section 5.01.02.C states the City's Building Official shall base the permit decision on the opinion of the City arborist, and should the City not have a City arborist, the Building Official may require the applicant for a permit to submit a written opinion from an arborist. Perhaps the homeowners in this case could get a letter from the person who has trimmed the tree in question on their property over the past few years and watched the tree digress. Mr. Wilson said this section of the Code says the Building Official may, not shall, require a written opinion from an arborist. It gives an option, but it's not mandatory. Motion: to approve the removal of the large oak tree in question on the property at 210 Woodland A venue, on the grounds as stated above based on the conditions for tree removal per Section 5.01.02.A.3, which states the presence of the tree will cause a substantial likelihood of structural damage to the house on the property, due to the fact that the homeowners have already had two major roof repairs from damage done to the roof by this tree, and with the recommendation of the tree service company that has worked on this tree as stated by the homeowners. Moved by Ms. Sloan, seconded by Mr. Thomas, failed 3-4 by roll-call vote, with Mr. Bradfield, Ms. Sloan, and Mr. Thomas assenting, and Ms. Odom, Ms. Longstreet, Mr. Mitherz, and Mr. Kincaid dissenting. Mr. Kincaid said he'll make another motion for the Board to allow the Building Official to issue a - 9 - permit for the removal of the tree without having to bring this back before the Board, unless a certified arborist can guarantee that the presence of the tree will not cause substantial likelihood of structural damage in the future. In other words, to save the tree, an arborist has to state, in writing, that the tree will not cause substantial damage in the future, and if he or she won't state that, the Building Official can issue a permit and let the homeowners cut the tree down. Ms. Odom seconded the motion. Ms. Bartlam said she volunteered to get an arborist, but fears he or she will say the tree is viable. Mr. Kincaid said he doesn't care if an arborist says it's a viable tree, if an arborist doesn't state in writing that the tree is not going to cause future damage, the homeowners will be able to cut it down. Unless an arborist is willing to put his or her license on the line and say this tree is not going to cause any more damage, the homeowners will be able to cut it down. His point in doing this is to protect the Board from any future arbitrary claims as to whether or not an arborisf s opinion should be required. Nobody should be asking an arborist if the tree in question is viable, the question before the arborist should be whether or not the tree is likely to cause substantial structural damage in the future. If the arborist can say the tree isn't going to cause substantial structural damage in the future, he or she needs to put this in writing and give it to the Board. Mr. Bradfield said as a matter of fact the tree has already caused substantial damage twice, so that's an impossible statement for anyone to make. Motion: to allow the Building Official to issue a permit for the removal of the large oak tree in question on the property at 210 Woodland A venue without bringing this back before the Board, unless in an evaluation by a certified arborist such arborist will state in writing that the presence of the tree is not likely to cause substantial structural damage in the future. Moved by Mr. Kincaid, seconded by Ms. Odom, passed 6-1 by roll-call vote, with Mr. Thomas, Ms. Longstreet, Mr. Mitherz, Mr. Kincaid, Ms. Odom, and Ms. Sloan assenting, and Mr. Bradfield dissenting. Mr. Larson said the next tree on the agenda requested for removal is an approximately 40-inch DBH oak tree at 8 North Trident Place, and the homeowner who has lived at this property for a number of years has seen this tree slowly start to come out of the ground. Both he and Building Inspector Glenn Brown have looked at this tree, and there is evidence that the tree is heaving and starting to come out of the ground. There is a question as to whether this tree is on the City right of-way, so the City will retain the services of an arborist, because if the tree continues to heave, it's going to pull water and sewer lines, television cable and electrical lines out of the ground, and it will fall directly into the middle of the street. The photos that were taken show what the tree's root ball, which is very large, is doing to the street pavement, as it's starting to grow out of the ground onto the top of the asphalt of the North Trident Place cul-de-sac. Public Works Director Joe Howell is trying to find an actual correct survey of the street, and if the tree is in the City owned right-of-way, the City will be responsible for removing the tree and fixing the pavement. Mr. Mitherz said it sounds like it first has to be determined whether or not the tree is in the right of-way, to know who is going to take responsibility for having it removed and fixing the street. No matter whose responsibility the tree is, he still suggests having an arborist evaluate it. - 10 - Mr. Thomas asked if this tree has a City tag on it. Mr. Larson said yes, it does. Mr. Bradfield said the tree should be surveyed, located, and they should have an arborist's opinion, and it should come back before the Board, to enable them to make a more intelligent decision. Ms. Sloan agreed, as it's hard to tell which condition for removal this tree might meet. If it's been leaning for a long time, it could meet condition number six in Section 5.01.02 of the LDRs, if it's found to be in the interest of the general public's health,safety and welfare that the tree be removed. Mr. Larson said the procedure for the City is that if the determination is made that the tree is in the right-of-way, the City has to get written quotes, as this tree is going to be very expensive to remove. They' II get an arborist' s report and bring this back to the Board. Motion: to have the large oak tree on the property at 8 North Trident Place or the adjacent right of-way evaluated by an arborist, surveyed to determine if it is in the right-of-way, and brought back to the Board with the arborist's recommendation at a future meeting date. Moved by Mr. Kincaid, seconded by Mr. Bradfield, passed 7-0 by unanimous voice-vote. B. Mixed Use File No. MU 2017-01, continued from the Board's August 15, 2017 and September 19, 2017 regular monthly meetings, for proposed new construction of a mixed use building, Oceans Thirteen. consisting of combined commercial and residential use on Lots 62, 63, and 64, Atlantic Beach Subdivision, at 12 13 th Street, Thomas J. O'Hara, Applicant Sonia Kulyk, I 14 13 th Street, St. Augustine Beach, Florida, 32080, said the orange zoning sign on the property at 12 13 th Street actually said this application would be on tonight's agenda. There were a lot of people from her neighborhood at the last meeting, and it was their understanding that the application was to be continued, and would be heard, at tonight's meeting. She did notice the agenda online noted this application was requested to be continued again, but since the zoning sign on the property said it was on tonight's agenda, she needed some clarification, so she emailed everybody on the Board. Nobody responded to her, so she asked if this is a method that can be used by the public to communicate with the Board members. All she wanted to know was whether or not this application would be heard by the Board tonight so she could inform her neighbors. Ms. Sloan said the Board members couldn't have responded to this question anyway. because the Board has to make a motion tonight to continue the application until the next meeting. Ms. Odom said members of the public should contact Mr. Larson's office regarding applications on the Board's agendas. Mr. Bradfield asked if adjustments aren't required to be made to the zoning sign posted on the property until after the Board makes a motion to continue the application until its next meeting. Mr. Wilson said the reason things are done like this and the application is kept on the agenda is - 11 - because if it isn't put on the agenda with the request to be continued to a time and date certain, which is the following regular monthly meeting, the applicant would have to pay to readvertise it. That's why the agenda posted online still has the application on it with the intent to continue it, as the appli~ants are not here tonight, and they are just trying to avoid the cost of readvertising it. Mr. Mitherz asked if there is any limit as to the number of times an applicant can ask that an application be continued. Mr. Wilson said there's no limit to the number of times something can be continued, as things get continued and bounced around forever sometimes. Anyone who's watched City Commission or this Board's meetings knows things are continued when additional information is requested. The issue isn't how many times something can be continued, but whether or not applicants and the public are given a fair opportunity to be heard, and whether what's proposed meets the criteria of the law. If the applicants for this mixed use application bring this back before the Board and it still doesn't meet the requirements for approval, the Board has the ability to deny it, or the applicants can ask it be continued again so they can revise it to meet the requirements for approval. Mr. Bradfield said ifs important to realize that this is the only public notice many members of the public will get. as some of them don't have the ability to get here on short notice when there's opposition. Even if people are in favor of a particular project, if they don't know when a meeting date gets changed, more often than not, less and less of them show up. Mr. Wilson said with the options available today that enable agendas to be posted on the internet, anyone who came tonight expecting to hear the details of this application will know they'll be given the opportunity to be heard at the Board's next meeting, and he's sure Mr. Larson's office will give the applicants a new sign with the next meeting date and time on it to post on the property. Motion: to continue the application submitted for Mixed Use File No. MU 2017-01 until the Board's next regularly scheduled monthly meeting to be held on Tuesday, November 21, 2017, at 7:00 p.m. at City Hall. Moved by Ms. Sloan, seconded by Mr. Bradfield, passed 7-0 by unanimous voice-vote. C. Overlay District File No. OD 2017-01, continued from the Board's September 19, 2017 regular monthly meeting, for proposed new construction of a two story, single-family residence with a 3,055-square-foot building footprint, after demolition of the existing structure on Lot Q and the south 23.5 feet of Lot R, Atlantic Beach Subdivision, at 2 15 th Street, Joseph S. Cronk, agent for Alecia J. and Mark F. Bailey, Applicants Mr. Larson displayed a survey of the property at 2 15 th Street depicting 15 th Street and surrounding structures, which include a three-story condominium to the north, and the infamous Lots O and P to the south. The current house on the property site at 2 15 th Street as shown on the survey is either right on, or actually encroached into, the right-of-way of 15 th Street, but the current house and garage will be removed. The total property site is 1OO-feet-by-99-feet, so basically, instead of putting two houses there, the owners are asking to build one new house on two lots. All of the wood decks surrounding the proposed floor plan of the new house and garage will allow rain to - 12 - fall through to the ground. The applicants wish to maintain the 10-foot setback the current garage has for the proposed new garage, which is allowed, as one or more of the existing setbacks can be used under the overlay. The covered roof area has been calculated to be 3 8.5 percent impervious coverage of the total site, which is allowed to have 50 percent maximum coverage. The total lot area is 9,910 square feet, the total building footprint is 3,055 square feet, which comes out to 30 percent total lot coverage, with a maximum of 3 5 percent coverage allowed. In his staff memo to the Board, he stated the new house will be two stories and not exceed 35 feet in height. Joe Cronk, 124 Diego Island Court, St. Augustine, Florida, 32095, agent for the applicants, said his clients, the Baileys, feel Mr. Larson's staff memo aligned their proposal with the overlay district requirements very well. It was very important to his clients to propose a building massing that was consistent with the original context of the vernacular beach structures and the progression of buildings that have occurred on this particular street and neighboring streets, and which would maintain view corridors for the public access to the beach. They've separated buildings to have horizons that can be connected from the street and also from adjacent neighbors, and provided view corridors from the lot to the west. Instead of one large mass they've allowed that horizon to be connected from a number of different angles. The Baileys have lived on this site as a family for a long time. so it's very important for them that this project, again, is of context and scale. Mr. Mitherz asked what the roof height is of the proposed main building that is two stories high. Mr. Cronk said the roof height would not be allowed to exceed 35 feet. The proposed site plan has three different buildings, with the primary building, which is two stories, about 34 feet, ten inches high, another building, which is one-and-three-quarter stories, about 32 feet, six inches high, and the carriage house, which will be the new garage with an attic for storage, at one-and-a half stories and under 30 feet in height. The roof heights of all three buildings have been varied. Mr. Mitherz asked if the proposed new residence will be single-family residential. and also about the parking for the new residence. Mr. Cronk said yes. the new residence will be single-family residential, and will be the primary residence for the Baileys, who own the property. They've maintained the current footprint of the garage. for the most part, so the parking will be the distance between the face of the garage to the street edge. which is different from the right-of-way, which is 17 feet from the property line, with approximately an additional l 0 feet to the edge of the pavement, so it's about 27 feet to the edge of the pavement. There'll be space for about four vehicles, two in the new garage, and two outside, consistent with the parking that exists on the property now, and on the property to the south. Mr. Mitherz said he has some questions about the setbacks. The front of the house faces the ocean, and as far as he understands, the front and rear setbacks are 20 feet. The site plan shows a morning room with only a 15-foot setback in front of the house, so he asked if the applicants are asking for a variance for a front setback reduction to 15 feet as part of this overlay district application. Mr. Cronk said the overlay is really the vehicle they've used to provide a proposal for this lot within the overlay district. For example, in the project to the south, the overlay district was used - 13 - to establish the front, or the eastern, setback. The front setback of the primary building on his clients' lot has been pulled back an additional 10 feet, so it actually has a 25-foot front setback. Mr. Mitherz said he's a little confused about the presentation of this application. The overlay district ordinance lists situations that conform to the overlay, and says new construction is allowable using the setback requirements within the ordinance, with the caveat that construction shall conform to applicable building codes set forth, and it has to conform to existing setbacks. Ms. Sloan said the ordinance says rebuilding of structures located within the overlay district on the footprint of existing structures is one of the situations that conforms to the overlay. She disclosed ex parte communication with staff, as she was also was confused about the setbacks, and was told that when you are rebuilding on the foundation, you can use those setbacks. In this case, the applicants are actually making the setbacks better than what they are now, but she does think the issue here is whether the setbacks for the proposed new structures are in compliance. Mr. Mitherz said to him, it sounds like the applicants want it both ways. You should either have new construction and not build on the existing setbacks, but follow the current setback requirements, or you should rebuild the new structure on the exact same footprint. Mr. Larson said the Board needs to remember this property has riparian rights, which means the Baileys own their property all the way into the ocean, and they pay taxes on this property. Allowances are made for that, as long as the alignment of all the buildings on the oceanfront is kept the same. In some cases, owners have been allowed to build very close to riparian rights property lines, so basically, there will be even more than a 25-foot front setback in this case, as the Baileys' property runs all the way out into the ocean. Riparian rights were recognized years ago, through a lawsuit, allowing property owners to acquire this property and pay taxes on it. The only existing setback the Baileys are requesting to use is the I 0-foot rear setback for the garage, so they're asking to utilize just one existing footprint for the new construction. The morning room in front is actually a porch that is not enclosed, so the 15-foot front setback referred to by Mr. Mitherz is actually to the wood deck in front of this porch. The actual structure has a 25-foot front setback. Mr. Bradfield said the amount of mass that is eastward on the property is pulled back significantly compared to what is already there, which is right on the property line. Mr. Cronk said their goal is certainly not to exceed the setbacks, but actually to try to soften the massing on some of those pressure points. Clearly, they see the street as one of those pressure points, and have been respectful in keeping the west setback scaled out, as there will eventually be another house there. The easterly, or front, setback to the primary residence is at 25 feet. They've exceeded the required setback on the north, aligned with an existing setback on the west, and on the south, which they feel is the most important as it relates to the street, they've brought the two story massing of the building all the way to a 15-foot setback, with a one-story, more delicate component that is actually something you can visually see through at a seven-foot setback, to reduce the width and height, as the current building is actually on or exceeds the property line. Ms. Odom said she knows the new garage, or carriage house, will utilize the current footprint of the existing garage, which has a 10-foot rear setback. However, the northerly portion of the - 14 - proposed new house only has a 12-foot rear setback, and there is no existing footprint there. She asked if this part of the house shouldn't have the required rear yard setback for new construction. While the renderings are beautiful, she's just trying to stay in compliance, and asked if allowing that 12-foot rear setback is considered as part of the overlay, without a variance. Mr. Larson said Lots O and P to the south of this site were actually allowed the same thing, without a variance, as part of the overlay. Townhouses that connected in the front were built on these lots. Mr. Bradfield said what's being done on this property has far less vertical massing and significantly less density, coverage, and mass compared to what was done just south of this property under the overlay on Lots O and P. He asked Mr. Larson if everything he's seen in this overlay application meets the requirements of the LO Rs as drawn and proposed for this site. Mr. Larson said yes, and staff recommendation is to approve this project. Ms. Sloan said she agrees this is a beautiful plan. Her concern is also with the 12-foot rear setback, as Section 3.08.00.4.C of the overlay ordinance, which lists situations that conform to the overlay, says expansion beyond the existing footprint still should be within the setback allowances set forth by the ordinance. She asked if they need to look at a variance for that 12-foot setback. Mr. Larson said the plan that was brought in for Lots O and P was what was approved by the Planning and Zoning Board at the time with the setbacks built into the overlay approval, without a variance, so there is a precedent to do this. He thinks the rear setback for Lots O and P is 1 1 feet. Ms. Sloan said because the 10-foot rear setback would be allowed for the garage, since the existing garage has a IO-foot setback, it kind of makes sense to continue it. Mr. Cronk said one of the things they also wanted to do is bring that component of the building, which is one-and-three-quarters stories high, back an additional two feet, to a 12-foot rear setback, and most importantly, they've rotated it in a manner that allows the horizon to be connected. Mr. Bradfield said once again, in looking at the properties on Lots O and P to the south of this property, the rear setback certainly doesn't look to be 20 feet off the western property line. Mr. Larson said he thinks the buildings on Lots O and P have an 11 or 12-foot rear setback on the west side of the lots. Ms. Sloan said the pool and spa appear to be five feet back from the house, but this isn't marked on the site plans. Mr. Cronk said yes, the pool and spa are five feet from the property line, with the pool deck and spa deck ending at the property line. As this will be a full Department of Environmental (OEP) project, the DEP will weigh in on these contributing structures, and the project will have to meet not only the City's requirements for the overlay but DEP requirements from a structural standpoint. Mr. Bradfield asked for public comment. - 15 - Ted Hellmuth, 3 15 th Street, St. Augustine Beach, Florida, 32080, said he lives next door to the two massive homes on the ocean on Lots O and P. What he's concerned about, like just about everyone who has property around them, is his view to the ocean, and how the new proposed residence and setbacks will affect that. When he and his wife bought their house, they never thought the Baileys' house would stay as a one-story house on the ocean, they felt it would someday be rebuilt and go to three stories, so they were always trying to figure out the sight line they'd have from different angles. He thinks what the Baileys have proposed will give the surrounding properties, including the homes with front decks going all the way down 15 th Street, a better vi_ew of the ocean, and it will create more sightlines than what could be built there. Also, it looks like it will only be a single-family home, instead of two homes, which is nice too. Mark Bailey, 713 Ocean Palm Way, St. Augustine Beach, Florida, 32080, applicant, said his father first purchased this property on I 5th Street in the mid-1950s, and there was an old beach house there where their entire family stayed every summer, so this is very special property to him, as it holds a lot of memories with his family going back over 50 years. Both he and his wife were born here in St. Augustine, and they love this community and want to be respectful of the environment around them. They're certainly willing to do whatever they need to do to make this a property that's a positive addition to the area and that the neighbors are happy with. Alecia Bailey, 713 Ocean Palm Way, St. Augustine Beach, Florida, 32080, said they feel very blessed that they are able to build here, as it is special to them. Both of her parents were born in St. Augustine, so this community just means the world to them, and they feel Mr. Cronk has captured what they love about being at the beach. It's a blessing to live here, so they're very thankful the Board will consider letting them build their dream house right where they want to be. Mr. Bradfield disclosed as ex parte communication that he knows Mark and Alecia Bailey well and they're good friends of his. He hasn't talked in detail to them about this application, but he's certainly happy to see them moving forward with proposed plans to rebuild the house on this site. Ms. Sloan said she noticed on the DEP survey that this property is in a VE-13 zone, so she asked where the building height will be measured from. Mr. Larson said it will be measured from the existing grade. They don't have the grade established right now, but he thinks it's pretty close to 15 feet. Mr. Thomas said he'd just like to say he wishes the rest of St. Augustine Beach's architecture learned a lesson from this application. Mr. Bradfield agreed, and said he applauds the look of this proposed home. Certainly with two lots, many people would choose to build two very large homes, and in fact, this has just recently been done right here in St. Augustine Beach. He asked for any further comment. There was none. Motion: to approve Overlay District File No. OD 2017-01 based on Mr. Larson's overview and recommendation to approve the application as submitted. Moved by Mr. Bradfield, seconded by Mr. Kincaid, passed 6-1 by roll-call voice, with Ms. Sloan, Mr. Thomas, Ms. Longstreet, Mr. Kincaid, Mr. Bradfield, and Ms. Odom assenting, and Mr. Mitherz dissenting. - 16 - VII. OLD BUSINESS There was no old business. VIII. BOARD COMMENT Mr. Bradfield said in the context of the public comments made earlier this evening about the white fence on the property along A 1A Beach Boulevard at 16 F Street, he took a look at the fence and asked if it was in violation of the City's allowable permitting and control in that particular location, as it appeared to him to be in the right-of-way of A 1A Beach Boulevard. He was provided with a survey dated May of 2016 with the proposed structure to be built and no location of either of the two homes that are currently being built on the corner of F Street and the Boulevard. He thinks it's critically important for them to have good and valid information when they're asked to review these things, and this reminded him of the review, about a year-and-a-half to two years ago, when this Board voted these two homes down 7-0 for the lack of a proper and complete application, lack of a proper survey, and lack of many of the other required details that all other applicants would be required to submit to build those homes or any others in this City. He talked to Chairman West about this particular issue, after receiving, once again, a survey that was a year-and-half old and lacking any of the physical details of what's currently built on these properties. Ms. West suggested the Board make a motion under Florida Statutes Chapter 119 to request that any and all surveys relevant to the two lots in question on the end of F Street be provided, so they can get a clear indication as to where these structures are built relevant to the lots and the corners where the fence is or isn't. The irony is that the people doing this are the same ones that have government control of all the other visual aspects of this Boulevard and have influenced it for quite a bit of time. It's a shock to him that anyone would think large plastic fencing along entry boulevards in any location, whether they're in front of commercial businesses, private residences or anything else, would be an acceptable thing to do. He sent a letter to Ms. Miller, the Board members and others letting them know he's concluding his term on the Board, because unfortunately. they're often ill-informed, given bad information, and this seems to be very consistent. He doesn't ever want to be in a position of serving in the public interest in a way in that serves his own interests and doesn't look out for others in his fiduciary obligation, because in any public position of service, it's the overall community that needs to be protected. Individual rights are clearly important and of an onus for all of them to recognize, but when those individual rights infringe upon everyone else in a small city such as this, it's a tragedy that shouldn't happen, and it's happening. Hopefully, they can recognize the indifference of it, and make a change to which they can all agree, as the architectural disconnect is shocking to him, and he can't believe it continues to go on. If it's not illegal to put up eight-foot-high plastic fences along the Boulevard, it should be, and they need to find a way to make it illegal, because this beach deserves better. The fence on the corner of F Street and the Boulevard is a trailer park fence, he can't find any other description that fits it better. Ms. Odom asked what the Florida Statute Ms. West gave Mr. Bradfield does. Mr. Wilson said that's the public records law. Anybody can request any public document under Chapter 119 of the Florida Statutes. Mr. Bradfield said it simply makes an obligation to provide the Board with the surveys of the two - 17 - houses that are there, because when he asked to get the location of the fence, the survey he was given was of a proposed structure to be built, clearly not the structure that's there, as the air conditioning units are on the wrong side, the building dimensions are different, and a lot of things that are there today are different from what that survey shows, including the location of the right of-way, the sidewalks and all the other things this Board wasn't provided with. This was the reason the Board voted this down 7-0, as the application was woefully incomplete. It still is incomplete, and it continues to run on that way. That being said, he's enjoyed his time on the Board, and respects all of the Board members for giving their time voluntarily, as ifs a very challenging position, particularly when all the effort they put in is often ignored. At the end of the day, it's the public they serve, and it's the interest of the citizens that should be the final onus of everyone's decision in every decision that is made. He hopes in moving forward, they can make it that way. Mr. Kincaid said the properties on F Street referred to by Mr. Bradfield came before this Board, and were denied 7-0 and sent packing to the Commission, which approved it, with whatever information they wanted or didn't want or didn't need or didn't get or whatever. At this point, he doesn't see how anything that's built there would be relevant back in front of this Board. The Commission should be held responsible for what they approved, with or without the information with which they approved it. If something's not supposed to be there or what's built is different from what was approved, the Commission would need to look at that, and/or maybe this would be a code enforcement issue as well. This Board did its due diligence, denied the application, and somebody with greater authority approved it, took it and ran with it. The Commission now has the responsibility for it. He knows this is the mayor's property, as he owns the house next door. Mr. Bradfield said again, at the end of the day, everyone just wants the overall aesthetics to be appealing and acceptable by the community as a whole, and they've all seen the standards that have been set in the past. He doesn't know what standards are being set right now, but he doesn't think they are ones this City as an overall community wants to see replicated over and over up and down the beach. In fact, he's heard the polar opposite in various motions and exercises made by the City Commission and all the parties involved in allowing other individuals to build such things. Apparently, it doesn't matter what you're going to build, what matters is who is going to build it. Mr. Kincaid said that opinion needs to be exercised at the voting level. At this point, the Board did its job, was clearly ignored, and this was taken over by somebody else and approved. IX. ADJOURNME~T The meeting was adjourned at 8:55 p.m. Jane West, Chairperson Bonnie Miller, Recording Secretary (THIS MEETING HAS BEEN RECORDED IN !TS ENTIRETY THE RECORDING WILL BE KEPT ON FILE FOR THE REQUIRED RETENTION PERIOD COMPLETE VIDEO CAN BE FOUND AT WWW STAUGBCH.COM OR BY CONTACTING THE OFFICE OF THE CITY MANAGER AT 904-471-2122 J - 18 - COMPREHENSIVE PLANNING AND ZONING BOARD OF THE CITY OF ST. AUGUSTINE BEACH, FLORIDA REGULAR MONTHLY MEETING TUESDAY, NOVEMBER 21, 2017, 7:00 P.M. NEW BUSINESS 1. MIXED USE FILE NO. MU 2017-01, continued from the Board's August 15, 2017, September 19, 2017 and October 17, 2017 regular monthly meetings, filed by Thomas J. O'Hara, 206 12th Street, St. Augustine Beach, Florida, 32080, for mixed use district allowances for proposed new construction of a mixed use building, Oceans Thirteen, consisting of 1,375 square feet of total covered commercial space on the first floor and 2,020 square feet of total covered residential floor space on the second floor on one parcel of land comprised of Lots 62, 63, and 64, Atlantic Beach Subdivision, at 12 13th Street, St. Augustine Beach, Florida, 32080. The Board approved this mixed use application as submitted 5-2 by roll-call vote. 2. LAND USE VARIANCE FILE NO. VAR 2017-01, filed by Ocean Ridge Developers LLC, James N. McGarvey Jr., 1102 AlA North Suite 102, Ponte Vedra, Florida, 32082, for flexible setbacks to save trees in the construction of new single-family residences in the Ri•dge of St. Augustine Beach, AKA Ocean Ridge Subdivision, located on the southeast corner of 11th Street and Mickler Boulevard. The Board voted 6-1 by roll call vote to approve this variance application to allow flexible setbacks to save significant trees only, defined as being eight (8) inches in diameter at breast height (DBH) or greater, in the Ridge at St. Augustine Beach Subdivision, by allowing front and rear yard setbacks to move forward or backward a maximum of 7.5 feet and maintain a total of 50 feet, and side yard setbacks to move a maximum of five feet to either side and maintain a total of 20 feet and a minimum of 15 feet between adjacent structures, with the approval of the City's Building Official and the Ridge at St. Augustine Beach Homeowners Association. 3. REQUEST FOR APPROVAL OF TREE REMOVALS, pertaining to the removal of two trees having a trunk greater than thirty (30) inches in diameter at breast height (DBH), per Section 5.01.02.A.10 of the City of St. Augustine Beach Land Development regulations, for proposed new construction on Lot 16, Ridge at St. Augustine Beach, at 90 Ridgeway Circle. The Board voted 5-2 by roll-call vote to approve the removal of the large oak tree (approximately 36-inches DBH) in the proposed footprint of the new single-family residence on the property at 90 Ridgeway Road, but did not approve the removal of the large pine tree (approximately 30 inches DBH) on this same property. 4. DISCUSSION OF TYPES OF FENCES ALLOWED ALONG A1A BEACH BOULEVARD, for the Board's discussion and review of Section 7.01.03 of the City of St. Augustine Beach Land Development Regulations, pertaining to regulations for fences. The Board agreed, by general oral consensus, to form a committee consisting of Mr. Mitherz, Mr. Thomas, Ms. Longstreet and any interested members of the public - 19 - to study, review and provide recommendations to revise the regulations for fences allowed along AlA Beach Boulevard, and set a publicly advertised and noticed committee meeting date and time in January or February and report the recommendations from this committee meeting back to the Board at the Board's regular monthly meeting in February or March 2018. OLD BUSINESS There was no old business. - 20 - MINUTES SPECIAL TREE BOARD/BEAUTIFICATION ADVISORY COMMITTEE WORKSHOP CITY OF ST. AUGUSTINE BEACH City Hall TUESDAY, NOVEMBER 7, 2017 2200 AJA South 2:00 P.M. St. Augustine Beach, FL 32080 I. CALL TO ORDER Vice Chair Krempasky called the meeting to order at 2:06 p.m. II. PLEDGE OF ALLEGIANCE Member Farr led the Pledge of Allegiance. III. ROLL CALL Present: Vice Chair Sandra Krempasky, Member Ann Palmquist, Member Alex Farr, and M~mber Lonnie Kaczmarsky. Member Craig Thomson arrived at 2:08 p.m. Chair LeaAnn Lombari and Member Jeanette Smith was absent. Also Present: City Manager Max Royle, Public Works Director Joe Howell, and Recording Secretary Dariana Fitzgerald. IV. WORKSHOP A. Discussion of Information That the Board/Committee Feels It Needs to Make Decisions Vice Chair Krempasky asked Director Howell to update the Committee on the Alvin's Island landscaping project. Director Howell stated that he reviewed the Committee's timeline for the project based on the past year's minutes. He reported that the FOOT permit has not been issued yet, but the contractor, VerdeGo, has purchased plants and has done some work clearing the site in preparation. He presented a history of the Committee's discussion of the project that he compiled based on the minutes. The Committee discussed this with Director Howell along with his suggestions of how they should approach scheduling of larger projects in the future. Director Howell stated that the original discussions and plans did not include consider plans for irrigation and implementation, assuming that Public Works would be able to do both, which contributed to project delays. He also stated that FDOT now has a new permitting process where applications are submitted to a central statewide office instead of a local office. The Committee estimated an 8 to 9-month process from design to completion for a project the scope - 21 - of Alvin's Island. Director Howell stated that for larger projects he designs and plans in year one with implementation in year two to ensure enough time to thoroughly plan and budget. The Committee discussed the budget for the project as it currently stands. Director Howell statr.d that he believes VerdeGo has spent an estimated $5,000 for plant material at this point and around $15,000 was encumbered from the previous fiscal year's budget. There was discussion of a deadline for use of the encumbered funds from the 2017 fiscal year. City Manager Royle reported that according to the Chief Financial Officer, Ms. Melissa Burns, the invoice would have to be dated th th September 30 and paid by November 30 • The Committee asked about the possibility of a budget amendment to request lapsed funds should they not meet the November 30th payment deadline for encumbered FY 2017 funds. City Manager Royle stated that that might be possible. The Committee discussed with Director Howell the tree plantings over the past fiscal year. Director Howell stated that 17 palm trees were planted out of the Committee's desired 20 and 6 live oaks out of a desired 10. Member Palmquist spoke about the importance of the Committee working with Public Works on developing a plan for cohesive entrances to the City using local features, like coquina, and native plants. Member Thomson asked if Director Howell had any recommended landscape architects to assist with that project. Director Howell did not have any recommendations. Member Thomson pointed out two plazas on the west side of AIA Beach Boulevard to the north & south of 8th Street as potential locations for planting palm trees for the A venue of Palms. Director Howell stated that there has been discussion in the past of using the southwest plaza for public parking. He also mentioned that planting palms on the northwest plaza could conceal the view of the Best W estem property from the street. The Committee discussed sending a letter to property owners adjacent to those plazas informing them that the City is considering planting palms in that location. Member Thomson asked if paving could be removed at Cone Heads Ice Cream by 7th Street for palms to be planted. Director Howell stated that he believed all of that paving was on private property and could not be utilized without the owner's permission. Member Thomson asked how soon the palms on 8th street could be scheduled for planting. Director Howell stated that there has been better success with palms when they can sit potted for 6 months or more before planting. Member Kaczmarsky asked if palms that are removed, living and intact, from private property or other locations could be replanted as part of the A venue of Palms. Director Howell stated that palms were essentially "weeds" and were cheap, so it would be more expensive and time consuming to relocate them than to buy new. Member Kaczmarsky asked ifrain gardens, swales, or anything similar to help with water absorption could be planted in City easements. The Committee discussed a drainage issue at the eastern end of 1st Street that could be proposed as an area for a pilot project in green stormwater control. Director Howell clarified that easements are private property that the City has the right to use for a specific purpose, like drainage pipes or utility lines, and planting in them would not be feasible since the - 22 - plants would likely end up fenced, into a private yard or have to be removed later for utility work. He was also not comfortable with planting trees or other plants with invasive roots above underground pipes or utility lines. Member Kaczmarsky brought up the 100-foot right-of-way on Mickler Boulevard and asked if that could be used for planting trees. Director Howell stated that some areas where any trees would not be directly in front of someone's property could be possible, like south of 11 th Street where the Mickler right-of-way is on the backside of the Island Hammock subdivision. Vice Chair Krempasky asked about the likelihood of the Mickler right-of-way being used for parking. Director Howell stated that the possibility of that is still in the planning stages. The Committee also discussed 2nd A venue and the edges of the Ocean Ridge subdivision. Director Howell stated that parts of 2nd A venue could be possible, but there was an underground drainage pipe under the east side that would have to be taken into consideration. He stated that the edges of the Ocean Ridge subdivision are private property. The Committee suggested conducting an inventory on the tree survey originally created by Chuck Lippi in 2007 and updating it by adding tags to newly planted trees and recording dead, damaged, or removed trees or lost tags. The Committee discussed other ways of logging the trees instead of an Excel spreadsheet, like the i-Tree program. Member Kaczmarsky asked if Public Works could purchase tags to use on new trees to continue the log. Director Howell offered the suggestion that most streets have a 40-foot right-of-way, some larger, but 40-foot would work for an estimate of which trees are in the right-of-way, which assuming a 20-foot street, gives 10 feet on each side. The Committee discussed lanes and vacated alleyways. Member Thomson brought in two books that he suggested: Design with Nature by Ian McHarg and Plants, People, and Environmental Quality: A Study ofPlants and Their Environmental Function by Gary 0. Robinette. He stated that Design with Nature included a study of Amelia Island. Member Krempasky presented the sample parkette signs made by B&S Signs, Inc. She stated that the cut-out signs with poles would be $130 per sign with pole, which is $2,600 for 20 signs. The rectangular signs are $40 less per sign. Member Thomson asked if Director Howell had an opinion on placement of the signs in the parkettes. Director Howell stated that he doesn't have a preference since Public Works would need to weed-eat around them for maintenance either way. He did mention the possibility for vandalism on the signs, which Public Works would have to clean. Member Kaczmarsky pointed out that the rectangular sign provided a larger surface area for potential vandalism. Member Krempasky agreed to meet with Building & Grounds Foreman Tom Large to determine the first 20 parkettes and locations within them for placing the signs. The Committee discussed mulching or ground cover around the base of the signs. Director Howell stated that that would increase Public Works' workload if they had to maintain and work around mulch or ground plants. The Committee determined that that could be decided later, after the signs were installed. .-,1"'1. - .i.) - Member Farr asked about the parking lots across from Sunset Grille east of AlA Beach Boulevard, if they were something the City could install buffers around or not. Director Howell said no, that those were private property. B. Discussion of Other Issues V. ADJOURNMENT Vice Chair Krempasky adjourned the meeting at 4:04 p.m. LeaAnn Lombari, Chair AITEST Max Royle, City Manager - 24 - MINUTES REGULAR TREE BOARD/BEAUTIFICATION ADVISORY COMMITTEE MEETING CITY OF ST. AUGUSTINE BEACH City Hall THURSDAY, NOVEMBER 9, 2017 2200 AJA South 6:00 P.M. St. Augustine Beach, FL 32080 I. CALL TO ORDER Chair Lombari called the meeting to order at 5:58 p.m. II. PLEDGE OF ALLEGIANCE Chair Lombari led the Pledge of Allegiance. III. ROLL CALL Present: Chair LeaAnn Lombari, Vice Chair Sandra Krempasky, Member Craig Thomson, Member Ann Palmquist, Member Alex Farr, Member Lonnie Kaczmarsky, and Member Jeanette Smith. Also Present: City Manager Max Royle, Building & Grounds Foreman Tom Large, and Recording Secretary Dariana Fitzgerald. IV. APPROVAL OF MINUTES OF OCTOBER 5, 2017, MEETING Chair Lombari introduced Item IV and then asked for a motion. Motion: To approve the Board/Committee minutes for October 5, 2017. Moved by Member Krempasky. Seconded by Member Farr. Motion passed unanimously. V. DISCUSSION OF EMBASSY SUITES HOTEL LANDSCAPING PLAN The Embassy Suites representative was unable to attend the meeting. VI. PRESENTATION OF REPORTS: A. Dr. Kaczmarsky: Restoration of tree canopy, updating 2007 tree survey, incorporation of a green consideration to City projects Member Kaczmarsky reported that he and his wife took a brief section of the tree survey to see if they could locate the trees on the list. He stated that there was some information that he did not have, such as easement and right-of-way details. He suggested that Committee members take sections of the survey to locate the trees listed and conduct a revised inventory. The Committee discussed potential methods to update and manage the list. Member Krempasky volunteered to be the contact point for the spreadsheet and update it as needed. - 25 - Member Kaczmarsky stated that he had been thinking of different green solutions that could be implemented in the City. He advised that one project could be using plants for stormwater management and absorption. He mentioned educational opportunities for citizens. There was discussion of including a presentation at Arbor Day. Member Thomson suggested a workshop with City staff and Boards. The Committee discussed flooding issues on the east side of 1st Street and suggested the possibility of a swale there to help with drainage. City Manager Royle stated that this was discussed at the November 6th Commission meeting and that the homeowner wanted a pipe installed. Chair Lombari asked if the Committee could present an alternate solution to the Commission. Motion: To authorize Dr. Kaczmarsky to request a presentation to the Commission regarding green considerations for stormwater drainage and to discuss with Public Works Director Joe Howell doing a pilot swale project on pt Street, east of AlA. Moved by Member Thomson. Seconded by Member Farr. Motion passed 6-1, Member Palmquist opposing. B. Mr. Thomson: Status of planting 10 palm trees and continuation of Avenue of Palms project Member Thomson suggested the parkettes on the west side of A 1A Beach Boulevard to the north and south of 8th Street as potential locations for trees to be planted. Chair Lombari advised that underground and overhanging utilities have been an issue in the past. Motion: To ask Public Works to research the parkettes north and south of 8th Street west of A 1A Beach Boulevard for potential planting oflive oaks. Moved by Member Thomson. Seconded by Member Lombari. Motion passed 6-1, Member Palmquist opposing. The Committee discussed writing a letter to the adjacent property owners about planting 8 palms to continue the A venue of Palms. They reviewed a draft letter that had been composed by Member Thomson (Exhibit 1). Chair Lombari asked that there be agreement on planting trees in that location first. Motion: To plant 8 palms on the west side of AlA Beach Boulevard in the plazas north and south of 8th Street. Moved by: Member Thomson. Seconded by Vice Chair Krempasky. Motion passed unanimously. The Committee returned to the letter and discussed who should be the one to draft and send the letter. They agreed that it should come from the City and not the Committee. They further discussed what would be the response should the property owners not agree with the plantings. Motion: To notify the adjacent property owners by letter of the intent to plant palm trees on the west side of Al A Beach Boulevard north and south of 8th Street. Moved by Member Thomson. Seconded by Member Palmquist. Motion passed 5-2, Chair Lombari & Member Farr opposing. - 26 - Member Thomson stated that he thinks it would be best to plant in the winter. Foreman Large asked how the trees would be obtained. He stated that Public Works does not have palms trees in stock and it would take 6 months before they would have any ready for planting. Motion: To take $5,500 from the Tree Fund for planting of 10 palms in the Avenue of Palms by a contractor. Moved by Member Lombari. Seconded by Member Thomson. Motion passed unanimously. The Committee discussed whether quotes or bids would have to be obtained for that project. City Manager Royle stated that quotes would be necessary. There was further discussion of the timeline for obtaining quotes and planting the trees. The Committee also discussed whether or not a budget resolution would be necessary to access monies from the Tree Fund. Motion: To ask Public Works to get quotes to plant 8 palm trees at the 8th Street plazas west of Al A Beach Boulevard by December 15th and planting to be completed th by January 15 • Moved by Member Thomson. Seconded by Member Palmquist. Motion passed unanimously. C. Chair Lombari: Planning and design of cohesive entrances to the City Chair Lombari presented a revised 5 Year Plan Overview as a reminder to work within those guidelines. She suggested using signage, coquina, palm trees, and salt tolerant native plants at the entrances to the City to maintain a cohesive image. Member Palmquist suggested that trees other than palms could be used in some locations. Chair Lombari stated that she thinks palms should be used to maintain cohesion. Member Thomson asked for clarification that this year was for design, not implementation. Chair Lombari agreed, but stated that they would move forward if time and budget allowed. She clarified that she was just looking for consensus on the basic elements at this time, not a detailed plan or budgeting. Motion: To approve the character concept of signage, coquina, palm trees, and salt tolerant native plants at each entrance to the City along SR Al A and consideration of the same basic concept for public parking buffers along AlA Beach Boulevard Moved by Member Thomson. Seconded by Member Farr. Motion passed 6-1, Member Palmquist opposing. D. Ms. Farr: Study, planning, and design of buffers along public parking boundaries Member Farr stated that the public parking lots all appear to be on the east side of Al A Beach Boulevard, however there are several signs on the west sign indicating public parking at several businesses. She asked if those few spots were in their purview. She stated that the landscaped parkette on the east side of AlA Beach boulevard between 10th and 11 th Street would be a good model since it contains the elements they were discussing. Member Palmquist asked for further clarification on what constituted a buffer. - 27 - E. Ms. Krempasky: Continuation of parkette signage The Committee discussed the two sample signs made by B&S Signs, Inc. Vice Chair Krempasky stated that the cut-out sign was supposed to have a white border around the edges, but the finished sign did not. She stated that 20 cut-out signs with poles could be purchased for $2,600. Foreman Large stated that the rectangular sign would likely be more stable when mounted on the poles. The Committee agreed that the colors were darker than expected and they would like them to be brightened. The Committee discussed the sign style and determined that the majority preferred the cut-out compared to the rectangular. Motion: To have Public Works purchase 20 cut-out parkette signs with brighter colors and the top right comer rounded. Moved by Chair Lombari. Seconded by Member Thomson. Motion passed unanimously. Vice Chair Krempasky will try to get revised artwork from the designer to view the brighter color options. F. Mr. Large: Update on Alvin's Island Landscaping Project Public Works has received the FDOT permit and forwarded it to VerdeGo. Vice Chair Krempasky called VerdeGo to see if it could be possible to complete the project by the end of November. She stated that the office staff believed it could be. Member Farr asked if the property owner had commented on the project. VIL OTHER TREE BOARD/BEAUTIFICATION ADVISORY COMMITTEE MATTERS The Committee discussed the green space between the two curb cuts into the Circle K at 351 AlA Beach Boulevard. They stated that that was potentially a buffer area for them to improve. Member Thomson discussed tree branches that had been cut in a parkette on 2nd A venue for a mower to get underneath. He stated that if there was ground cover instead of grass under those trees then branches would not need to be cut for that purpose. Motion: To ask that some of the budget for green consideration go to purchasing ground cover plants for parkettes on 2nd A venue. Moved by Member Thomson. Seconded by Member Kaczmarsky. Motion passed unanimously. VIII. SCHEDULING DATE FOR BOARD/COMMITTEE'S NEXT MEETING th The Committee agreed to have the next regular meeting on Thursday, December 7 , at 6:00 p.m. The Committee will hold a workshop with Public Works Director Joe Howell on Friday, De~ember 151, at 2:00 p.m. Chair Lombari asked that the election of the 2018 Chair and Vice Chair be on the December 7th agenda. - 28 - IX. ADJOURNMENT M_otion: To adjourn the meeting. Moved by Member Palmquist. Seconded by Vice Chair Krempasky. Motion passed unanimously. Chair Lombari adjourned the meeting at 8:02 p.m. LeaAnn Lombari, Chair ATTEST Max Royle, City Manager - 29 - COMMISSION REPORT December 2017 TO: MAYOR/COMMISSIONERS FROM: ROBERT A. HARDWICK, CHIEF OF POLICE DEPARTMENT STATISTICS- October 24 to November 20, 2017 CALLS FOR SERVICE 616 OFFENSE REPORTS 80 CITATIONS ISSUED 27 DUI 0 ARRESTS 22 WARNINGS 160 ANIMAL COMPLAINTS 34 MOTOR VEHICLE BURGLARY: • 285 Atlantis Circle, no forced entry, nothing stolen, no suspect. • 120 15th St, forced entry, miscellaneous paperwork stolen and recovered, no suspect. • 123 15th St, no forced entry, gift cards, US currency, flashlight, phone charger stolen and recovered, no suspect. • 119 15th St, no forced entry, GPS and tools stolen, no suspect. • 128 15th St, no forced entry, phone charger, break controller and water bottle stolen, no suspect. • 58 Lee Dr, no forced entry, nothing stolen, no suspect. • 20 Lee Dr, no forced entry, cellphone, wallet with miscellaneous credit cards and driver's license stolen, no suspect. • 11 Lee Dr, no forced entry, nothing stolen, no suspect. • 112 1st St, no forced entry, nothing stolen, no suspect. • 1137 Overdale Road, no forced entry, sunglasses, 2 each fishing buffs and a credit card stolen, no suspect. RESIDENTAL BURGLARY: • 125 15th St, shed adjacent to residence, no forced entry, nothing stolen, no suspect. ANIMAL CONTROL: St. Johns County Animal Control handled 24 complaints in the area of St. Augustine Beach. MONTHLY ACTIVITIES: • Our department accreditation assessment was conducted from 14 to 16 November. - 30 - • Sgt Gillespie received the Medal for Heroism from the Sons of the American Revolution. • Cpl Cline and K9 Kilo received their re-certification from the National Narcotics Detector Dog Association. • Administrative Assistant Parrish attended CORE training. • Officer Martinez attended the Florida Crime Prevention Association Crime Prevention Conference. • Detective Smith attended the 2017 Florida Law Enforcement Property Recovery Unit Training Conference. • Commander Ashlock attended the FEMA Situation Unit Leader and All Hazardous Incident training and Incident Command PIO training. - 31 - MEMORANDUM Date: November 22, 2017 To: Max Royle, City Manager From: Joe Howell, P.E., Public Works Director Subject: Monthly Report Ocean Woods Ditch Drainage Improvements As of the writing of this report the remaining work consists of final restoration, including the replacement of some fencing materials and replacement trees. The final grading and sodding has been completed. The City acquired a side yard drainage easement and extended a pipe and inlet into the R/W of Deanna Dr. to allow a future extension to address an area of roadway flooding. This extension as well as two additional inlets over the main line of the pipe in the Raintree subdivision will result in a Change Order to the contract. F Street Traffic Study As a result of the traffic study we will be placing two speed humps. I am assessing the specific placement of the two speed humps, one on F St. and one on Coquina Blvd. I am also getting estimates for their construction. Ocean Ridge Same as last month Infrastructure construction is complete and the City Attorney and I are prepari~g acceptance documents. Mizell Pond Weir Repair Discussed in further detail elsewhere in this agenda package. Training We sent three employees to pool school. Operating Splash Park for the public requires Department of Health licensure and certified operators. Beautification Projects The beautification project at the south entrance way in front of Alvin's Island is nearing completion. The project entailed extending irrigation and adding a landscape strip including sable palm trees and tufted grasses along the east side of the S.R. A1A R/W between Versaggi Dr. and Beach Blvd. Native flowering plants, specifically Dune Daisy and Gallardia will be added as they become available this spring. - 32 - Public Works Department Monthly Report Holiday I Event Preparation We supported the City's Veterans Day observation in Lakeside Memorial Park. We put up 75 ornaments on street light poles; wrapped palm trees with strings of lights at Pier Park, 10th, 12th, and 14th St. plazas, the area by Beach Blvd. and SR A1A, and any other areas with electricity; we hung lights on City Hall, the Police Department and Bldg. C; we decorated trees at Lakeside Memorial Park, we put up the Santa ornament at the south entrance sign and outline the north entrance sign with lights; and we put up the Christmas tree (donated by the St. Augustine Beach Civic Association) at Pier Park for Surf Illuminations. We are well into preparations for Beach Blast Off. - 33 - MEMORANDUM -·- _,, ___ --··-·-----··----··------··-·------. ------______, --·· _,,,.,._ .... -- ---· "------· - ,,, . ------=== TO: MAX ROYLE, CITY MANAGER FROM: MELISSA BURNS, CFO (\J.'1 SUBJECT: FINANCE & TECHNOLOGY MONTHLY REPORT DATE: 11/20/2017 Finance The past month there was activity on both the Hurricane Matthew and Hurricane Irma fronts. For Hurricane Matthew, the reimbursement requests have all been obligated which means the funds have been released to the State for their review and disbursement. Additional documentation has been requested by the State and has been promptly sent to them. We have had the Recovery Scoping Meeting (RSM) with FEMA for Hurricane Irma on November 2, 2017. The reimbursement process has been changed from Hurricane Irma, the FEMA team assigned to us will stay with us until the reimbursement requests are handed off to the State. The team leader calls me once a week to check on the process of the requests for reimbursement and if I have any questions. This is far different from our experience with Hurricane Matthew. One piece of good news from the meeting there is a possibility that the repairs to the weir might also be reimbursed. A site visit by a FEMA representative is to be scheduled soon. , I do not have an amount that we will be asking for reimbursement for Hurricane Irma expenses to date, but I hope to have it in a few weeks. The process of compiling data and packaging it up in a format acceptable to FEMA is a lengthy one. The grant agreement for the Florida Communities Trust grant has been received. It will be signed and sent back along with the attachments required well before their December 8th deadline. Technology The IT Staff remain quite busy with their tasks from the installation of the recently purchased items from the FY18 budget. - 34 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 1 03:26 PM check Register By Check Date Range of Checking Accts: First to Last Range of check Dates: 10/01/17 to 10/31/17 Report Type: All checks Report Format: Detail check Type: computer: Y Manual: Y Dir Deposit: Y check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 001GENERAL 35773 10/05/17 AlAAU020 AlA AUTO CENTER, INC 10/31/17 1234 17-02519 1 OIL CHG-#110 44.25 001-2100-521-4630 Expenditure 30 1 LAW ENFORCEMENT 35774 10/05/17 ADVAN010 ADVANCED DISPOSAL 10/31/17 1234 17-02527 1 RECYCLE SERVICES 092017 11,977.52 001-3400-534-3400 Expenditure 46 1 GARBAGE 35775 10/05/17 AMERI060 AMERICAN HERITAGE LIFE INSURAN 10/31/17 1234 17-02510 1 DENTAL INS 29.56 001-229-2100 G/L 16 1 Insurance-Other Employee Paid 35776 10/05/17 ATTUV010 AT &T (U-VERSE) 10/31/17 1234 17-02523 1 INTERNET SVC 27.50 001-1300-513-4100 Expenditure 34 1 FINANCE 17-02523 2 INTERNET SVC 27.50 001-2400-524-4100 Expenditure 35 1 PROT INSPECTIONS 55.00 35777 10/05/17 BBTFI010 BB&T FINANCIAL, FSB 10/05/17 VOID 0 35778 10/05/17 BBTFI010 BB&T FINANCIAL, FSB 10/31/17 1234 17-02284 2 RESIDENCE INN-MTG-ASHLOCK 47.52- 001-2100-521-5430 Expenditure 1 1 LAW ENFORCEMENT 17-02285 1 COURTYARD-082417 394.50 001-2100-521-5440 Expenditure 2 1 LAW ENFORCEMENT 17-02285 3 CREDIT TAXES 37.50- 001-2100-521-5440 Expenditure 3 1 LAW ENFORCEMENT 17-02314 1 GLOVES 61. 33 001-2100-521-4930 Expenditure 4 1 LAW ENFORCEMENT 17-02361 1 15-16GB FLASH DRIVES 447. 00 001-2100-521-5100 Expenditure 5 1 LAW ENFORCEMENT 17-02362 1 PICNIC TABLE 442.60 001-2100-521-5230 Expenditure 6 1 LAW ENFORCEMENT 17-02363 1 2 BIG/TALL LEATHER SIDE CHAIRS 365.80 001-2100-521-5230 Expenditure 7 1 LAW ENFORCEMENT 17-02364 1 STORAGE BOXES 20.07 001-2100-521-4930 Expenditure 8 1 LAW ENFORCEMENT 17-02388 1 GRILL,COVER,TANK-HURRICANE 310.89 001-2100-521-5230 Expenditure 10 1 LAW ENFORCEMENT 17-02520 1 MEDICAL SUPPLIES 132.50 001-2100-521-5250 Expenditure 31 1 LAW ENFORCEMENT 17-02520 2 MEDICAL SUPPLIES 5.98 001-2100-521-5250 Expenditure 32 1 LAW ENFORCEMENT 17-02520 3 MEDICAL SUPPLIES 10.92 001-2100-521-5250 Expenditure 33 1 LAW ENFORCEMENT 17-02526 1 CREDITS ON STMT 758.52- 001-2100-521-4620 Expenditure 44 1 LAW ENFORCEMENT - 35 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 2 03:26 PM Check Register By Check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref Seq Acct 001GENERAL continued 35778 BB&T FINANCIAL, FSB continued 17-02526 2 CREDITS ON STMT 225.52- 001-2100-521-4630 Expenditure 45 1 LAW ENFORCEMENT 1,122.53 35779 10/05/17 BOZAR010 BOZARD FORD COMPANY 10/31/17 1234 17-02506 1 REPLACE TIRE-129 14. 55 001-2100-521-4630 Expenditure 12 1 LAW ENFORCEMENT 17-02518 1 HEADLIGHT -#117 91. 99 001-2100-521-4630 Expenditure 29 1 LAW ENFORCEMENT 18-00003 1 PM #130 44.48 001-2100-521-4630 Expenditure 51 1 LAW ENFORCEMENT 18-00014 1 RPL TIRE-#103 15.00 001-2100-521-4630 Expenditure 60 1 LAW ENFORCEMENT 166.02 35780 10/05/17 BROCK010 BROCK FENCE 10/31/17 1234 17-02508 1 GATE REPAIR-IRMA 1,250.00 001-2100-521-4610 Expenditure 14 1 LAW ENFORCEMENT 35781 10/05/17 CEDST005 CED-ST AUGUSTINE 10/31/17 1234 17-02533 1 LED BOLLARD 485. 00 001-1900-519-4610 Expenditure 49 1 OTHER GOVERNMENTAL 35782 10/05/17 CSAB-030 CSAB - POLICE EDUCATION FUND 10/31/17 1234 17-02504 1 PE FROM FINES-0817 110.96 001-351-500 Revenue 11 1 court Fines 35783 10/05/17 DEBOR010 Deborah K. Christopher 10/31/17 1234 17-02512 1 30.5 HRS@ $30/HR-SEPT 17 915.00 001-2100-521-3400 Expenditure 19 1 LAW ENFORCEMENT 35784 10/05/17 FLORI070 FLORIDA CRIME PREVENTION ASSOC 10/31/17 1234 18-00002 1 2017 CRIME PREV CONF 375. 00 001-2100-521-5430 Expenditure 50 1 LAW ENFORCEMENT 35785 10/05/17 FLORI170 FLORIDA JANITOR &PAPER SUPPLY 10/31/17 1234 17-02515 1 CLEANING SUPPLIES 232.97 001-1900-519-5290 Expenditure 21 1 OTHER GOVERNMENTAL 18-00016 1 CLEANING SUPPLIES 183. 54 001-1900-519-5290 Expenditure 61 1 OTHER GOVERNMENTAL 416. 51 35786 10/05/17 FLORI250 FLORIDA POt\'ER &LIGHT COMPANY 10/31/17 1234 17-02525 1 ELECTRICITY CHG 23.17 001-7200-572-4310 Expenditure 36 1 PARKS AND REC 17-02525 2 ELECTRICITY CHG 24.98 001-7200-572-4310 Expenditure 37 1 PARKS AND REC 17-02525 3 ELECTRICITY CHG 857.02 001-2100-521-4310 Expenditure 38 1 LAW ENFORCEMENT 17-02525 4 ELECTRICITY CHG 844.99 001-1900-519-4310 Expenditure 39 1 OTHER GOVERNMENTAL - 36 - Nov~mber 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 3 03:26 PM Check Register By Check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid charge Account Account Type contract Ref Seq Acct 001GENERAL continued 35786 FLORIDA PCMER &LIGHT COMPANY continued 17-02525 5 ELECTRICITY CHG 362.14 001-2400-524-4310 Expenditure 40 1 PROT INSPECTIONS 17-02525 6 ELECTRICITY CHG 119.61 001-1900-519-4310 Expenditure 41 1 OTHER GOVERNMENTAL 17-02525 7 ELECTRICITY CHG 133.41 001-2400-524-4310 Expenditure 42 1 PROT INSPECTIONS 17-02525 8 ELECTRICITY CHG 207.01 001-131-1000 G/L 43 1 Due From Road &Bridge Fund 2,572.33 35787 10/05/17 HAGAN020 HAGAN ACE HARDWARE 10/31/17 1234 17-02509 1 RAINSUIT 26.99 001-2400-524-5210 Expenditure 15 1 PROT INSPECTIONS 357'88 10/05/17 HEATH010 HEATH ELECTRIC 10/31/17 1234 17-02516 1 CITY HALL-WIRE CONN ISSUE 142.50 001-1900-519-4610 Expenditure 22 1 OTHER GOVERNMENTAL 35789 10/05/17 HOLLE010 HOLLEY, INC. 10/31/17 1234 17-02513 1 GLOVES 338.40 001-3400-534-5290 Expenditure 20 1 GARBAGE 35790 10/05/17 INDIA010 INDIANHEAD BIOMASS SERVICES 10/31/17 1234 17-02528 1 YARD DEBRIS DISPOSAL 448.87 001-3400-534-4940 Expenditure 47 1 GARBAGE 35791 10/05/17 INSTI010 INSTITUTE OF POLICE TECHOLOGY 10/31/17 1234 18-00012 1 P&E RM MGT-PADGETT 495.00 001-2100-521-5430 Expenditure 58 1 LAW ENFORCEMENT 35792 10/05/17 LEADS005 LEADSONLINE 10/31/17 1234 18-00004 1 INVESTIGATION SYSTEM RENEWAL 2,128.00 001-2100-521-4930 Expenditure 52 1 LAW ENFORCEMENT 35793 10/05/17 LVHIE010 L.V. HIERS, INC. 10/31/17 1234 17-02511 1 428 GALS UNLD, 700 GALS DIESEL 1,464.12 001-2100-521-5220 Expenditure 17 1 LAW ENFORCEMENT 17-02511 2 428 GALS UNLD, 700 GALS DIESEL 1,703.38 001-3400-534-5220 Expenditure 18 1 GARBAGE 3,167.50 35794 10/05/17 PAULA015 PAUL ABEL 1234 18-00011 1 DIVE FIRST AID TRAINING 130. 53 001-2100-521-5430 Expenditure 57 1 LAW ENFORCEMENT 35795 10/05/17 PEOPL005 PEOPLEREADY FLORIDA, INC 10/31/17 1234 17-02529 1 BRUSH CLEAN UP-IRMA 1,177.90 001-3400-534-3400 Expenditure 48 1 GARBAGE 35796 10/05/17 PINNA005 PINNACLE PUBLIC FINANCE, INC 10/31/17 1234 18-00008 1 VEHICLE LEASE-PD 24,217.23 001-1700-517-7100 Expenditure 54 1 - 37 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 4 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid charge Account Account Type contract Ref seq Acct -001GENERAL Continued 35796 PINNACLE PUBLIC FINANCE, INC continued 18-00008 2 VEHICLE LEASE-PD 4,059.46 001-1700-517-7200 Expenditure 55 1 28,276.69 35797 10/05/17 PIPPR010 PIP PRINTING 10/31/17 1234 18-00013 1 BUSINESS CARDS-WRIGHT 57.00 001-2100-521-4700 Expenditure 59 1 LAW ENFORCEMENT 35798 10/05/17 SAFAR010 SAFARILAND, LLC 10/31/17 1234 17-02507 1 NIK TESTS 54.98 001-2100-521-4930 Expenditure 13 1 LAW ENFORCEMENT 35799 10/05/17 STAUG220 ST AUGUSTINE POWERSPORTS 10/31/17 1234 18-00007 1 17 HONDA PIONEER 700 11,471.75 001-2100-521-6490 Expenditure 53 1 LAW ENFORCEMENT 35800 10/05/17 STJOH010 ST JOHNS COUNTY CHAMBER OF COM 10/31/17 1234 18-00009 1 ANNUAL MEMBERSHIP 640.00 001-1300-513-5420 Expenditure 56 1 FINANCE 35801 10/05/17 TURNE005 TURNER PLUMBING 10/31/17 1234 17-02366 1 BACKFLOW REPAIR 575.00 001-1900-519-4610 Expenditure 9 1 OTHER GOVERNMENTAL 35802 10/05/17 UNITE020 UNITED HEALTHCARE INSURANCE CO 10/31/17 1234 17-02517 1 INS PREMIUMS 42.55 001-2100-521-2300 Expenditure 23 1 LAW ENFORCEMENT 17-02517 2 INS PREMIUMS 481. 68 001-1300-513-2300 Expenditure 24 1 FINANCE 17-02517 3 INS PREMIUMS 173.48- 001-1900-519-2300 Expenditure 25 1 OTHER GOVERNMENTAL 17-02517 4 INS PREMIUMS 193.50- 001-3400-534-2300 Expenditure 26 1 GARBAGE 17-02517 5 INS PREMIUMS 300.25- 001-131-1000 G/L 27 1 Due From Road & Bridge Fund 17-02517 6 INS PREMIUMS 59,542.90 001-155-0000 G/L 28 1 Prepaid Items 59,399.90 35803 10/12/17 ARCHI005 ARCHIVESOCIAL 10/31/17 1235 18-00054 1 SOCIAL MEDIA SOFTWARE-REC RETE 2,388.00 001-1100-511-4620 Expenditure 67 1 LEGISLATIVE 35804 10/12/17 ATLAN040 ATLANTIC DODGE-JEEP 10/31/17 1235 18-00024 1 HEAT & AIR 77.00 001-2100-521-4630 Expenditure 18 1 LAW ENFORCEMENT 35805 10/12/17 BOZAR010 BOZARD FORD COMPANY 10/31/17 1235 18-00025 1 LEAKING SEAL-#117 149.98 001-2100-521-4630 Expenditure 19 1 LAW ENFORCEMENT - 38 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 5 03:26 PM check Register By Check Date check# Check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35805 BOZARD FORD COMPANY Continued 18-00026 1 NAIL IN TIRE-#103 2. 31 001-2100-521-4630 Expenditure 20 1 LAW ENFORCEMENT 18-00036 1 REPLACE TIRES,PM-#132 97.52 001-2100-521-4630 Expenditure 35 1 LAW ENFORCEMENT 249.81 35806 10/12/17 CLERK020 CLERK OF CIRCUIT COURT 10/31/17 1235 17-02534 1 FILING FEES-SEPT 2017 40.00 001-2100-521-5290 Expenditure 9 1 LAW ENFORCEMENT ·35807 10/12/17 COLON010 COLONIAL SUPPLEMENTAL INSURANC 10/31/17 1235 18-00046 1 SUPPLEMENTAL INS PREMIUMS 868.72 001-229-2100 G/L 40 1 Insurance-Other Employee Paid 35808 10/12/17 DGGTA010 DGG UNIFORMS &WORK APPAREL 10/31/17 1235 18-00041 1 BOOTS/SHOES-GILLESPIE/HAMMONDS 166.79 001-2100-521-5210 Expenditure 38 1 LAW ENFORCEMENT 35809 10/12/17 EDMAR010 ED MARTINEZ 10/31/17 1235 18-00038 1 PER DIEM-CRIME PREV CONF 110.00 001-2100-521-4000 Expenditure 36 1 LAW ENFORCEMENT 35810 10/12/17 ENTER005 ENTERPRISE FM TRUST 10/31/17 1235 18-00048 1 LEASE VEHICLE-PD 892.69 001-2100-521-4431 Expenditure 50 1 LAW ENFORCEMENT 35811 10/12/17 FCCMA010 FLORIDA CITY &COUNTY MGMT 10/31/17 1235 18-00049 1 FCCMA MEMBERSHIP-17/18 350.00 001-1200-512-5420 Expenditure 51 1 EXECUTIVE 35812 10/12/17 FIREW010 FIREWORKS BY SANTORE INC. 1235 18-00058 1 880 2018 FIREWORKS 15,000.00 001-7200-572-4832 Expenditure 71 1 PARKS AND REC 35813 10/12/17 FLORI180 FLORIDA LEAGUE OF CITIES, INC. 10/31/17 1235 17-02940 1 QUALITY CITIES AD 250.00 001-5900-559-4890 Expenditure 15 1 35814 10/12/17 GOOOY025 GOODYEAR WHOLESALE 10/31/17 1235 18-00023 1 3 TIRES 402.06 001-2100-521-4630 Expenditure 17 1 LAW ENFORCEMENT 18-00034 1 TIRES 402.06 001-2100-521-4630 Expenditure 34 1 LAW ENFORCEMENT 804.12 35815 10/12/17 HEATH010 HEATH ELECTRIC 10/31/17 1235 18-00056 1 BALLAST/BULBS-PKG LOT-PD 349.53 001-1900-519-4610 Expenditure 69 1 OTHER GOVERNMENTAL - 39 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 6 03:26 PM check Register By check Date Check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35816 10/12/17 IIMC0010 !IMC 10/31/17 1235 18-00032 1 MEMBERSHIP-RADDATZ 185.00 001-1300-513-5420 Expenditure 31 1 FINANCE 35817 10/12/17 LVHIE010 L.V. HIERS, INC. 10/31/17 1235 18-00030 1 442 GALS UNLD,467 GALS DIESEL 937.00 001-2100-521-5220 Expenditure 24 1 LAW ENFORCEMENT 18-00030 2 442 GALS UNLD,467 GALS DIESEL 1,110.54 001-3400-534-5220 Expenditure 25 1 GARBAGE 18-00057 1 433 GALS UNLD 898.51 001-2100-521-5220 Expenditure 70 1 LAW ENFORCEMENT 2,946.05 35818 10/12/17 MAILF010 MAILFINANCE 10/31/17 1235 18-00051 1 POSTAGE MACHINE LEASE 99.21 001-1300-513-4430 Expenditure 55 1 FINANCE 18-00051 2 POSTAGE MACHINE LEASE 27.06 001-2100-521-4430 Expenditure 56 1 LAW ENFORCEMENT 18-00051 3 POSTAGE MACHINE LEASE 54.12 001-2400-524-4430 Expenditure 57 1 PROT INSPECTIONS 180.39 35819 10/12/17 MARSH010 MARSH CREEK COUNTRY CLUB 10/31/17 1235 18-00059 1 NE FL LEAGUE OF CITIES DINNER 2,141.20 001-1100-511-4800 Expenditure 72 1 LEGISLATIVE 35820 10/12/17 MELVI010 MELVIN'S REPAIR SHOP 10/31/17 1235 18-00055 1 HYO HOSE,COUPLINGS 84. 35 001-3400-534-4630 Expenditure 68 1 GARBAGE 35821 10/12/17 NATI0090 NATIONWIDE RETIREMENT SOLUTION 10/31/17 1235 18-00060 1 DEFERRED COMP 1,939.52 001-235-0000 G/L 73 1 Deferred compensation 35822 10/12/17 OMGNA005 OMG NATIONAL 10/31/17 1235 18-00040 1 STICKERS 159.76 001-2100-521-5240 Expenditure 37 1 LAW ENFORCEMENT 35823 10/12/17 PAULA015 PAUL ABEL 1235 18-00010 1 DIVE TRAINING-CAVE/CAVERN 821. 95 001-2100-521-5430 Expenditure 16 1 LAW ENFORCEMENT 35824 10/12/17 SH100005 SHI 10/31/17 1235 18-00029 1 ADOBE ACROBAT PR0-2017 737.88 001-1300-513-5290 Expenditure 21 1 FINANCE 18-00029 2 ADOBE ACROBAT PR0-2017 368.94 001-2400-524-5290 Expenditure 22 1 PROT INSPECTIONS 18-00029 3 ADOBE ACROBAT PR0-2017 368.94 001-1500-515-5290 Expenditure 23 1 COMP PLANNING 1,475.76 - 40 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 7 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35825 10/12/17 SMITH010 SMITH BROS. PEST CONTROL 10/31/17 1235 18-00031 1 PEST CONTROL 52.00 001-1900-519-4610 Expenditure 26 1 OTHER GOVERNMENTAL 18-00031 2 PEST CONTROL 30.00 001-1900-519-4610 Expenditure 27 1 OTHER GOVERNMENTAL 18-00031 3 PEST CONTROL 25 .00 001-1900-519-4610 Expenditure 28 1 OTHER GOVERNMENTAL 18-00031 4 PEST CONTROL 25.00 001-1900-519-4610 Expenditure 29 1 OTHER GOVERNMENTAL 18-00031 5 PEST CONTROL 52.00 001-1900-519-4610 Expenditure 30 1 OTHER GOVERNMENTAL 184.00 35826 10/12/17 STADV010 STAPLES ADVANTAGE 10/31/17 1235 17-02535 1 OFFICE SUPPLIES 51.03 001-1300-513-5100 Expenditure 10 1 FINANCE 35827 10/12/17 STAUGllO ST AUGUSTINE RECORD 10/12/17 VOID 0 35828 10/12/17 STAUGllO ST AUGUSTINE RECORD 10/31/17 1235 17-02409 1 BLDG DEPT ADVERTISEMENT 158.86 001-1500-515-4810 Expenditure 1 1 COMP PLANNING 17-02419 1 SPEC COMM MTG 42.18 001-1300-513-4810 Expenditure 2 1 FINANCE 17-02448 1 AD-CANCELLATION OF SPEC/REG MT 46.67 001-1300-513-4810 Expenditure 3 1 FINANCE 17-02459 1 CPZ MTG 122.96 001-1500-515-4810 Expenditure 4 1 COMP PLANNING 17-02489 1 VAC ALLEY/ORDINANCE ADS 171. 24 001-1300-513-4810 Expenditure 5 1 FINANCE 17-02489 2 VAC ALLEY/ORDINANCE ADS 94.60 001-1300-513-4810 Expenditure 6 1 FINANCE 17-02490 1 SPEC COMM MTG ADV 49. 72 001-1300-513-4810 Expenditure 7 1 FINANCE 17-02503 1 ORDINANCE ADV 140.91 001-1300-513-4810 Expenditure 8 1 FINANCE 17-02936 1 TRIM PROPOSE TAX NOTICE 538.50 001-1300-513-4810 Expenditure 11 1 FINANCE 17-02937 1 TRIM BUDGET SUMMARY 538.50 001-1300-513-4810 Expenditure 12 1 FINANCE 17-02938 1 NOTICE HEARING RESCHEDULED 538.50 001-1300-513-4810 Expenditure 13 1 FINANCE 2,442.64 35829 10/12/17 STAUG235 ST AUGUSTINE UNITED, INC 10/31/17 1235 18-00033 1 REFUND EVENT/DEPOSIT-STORM 100.00 001-322-300 Revenue 32 1 Events Permits 18-00033 2 REFUND EVENT/DEPOSIT-STORM 300.00 001-220-0000 G/L 33 1 Deposits for Events 400.00 - 41 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 8 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref Seq Acct 001GENERAL continued 35830 10/12/17 STJOH140 ST. JOHNS COUNTY UTILITY DEPAR 10/31/17 1235 18-00052 1 WATER CHARGES 154.28 001-7200-572-4320 Expenditure 58 1 PARKS AND REC 18-00052 2 WATER CHARGES 264. 30 001-7200-572-4320 Expenditure 59 1 PARKS AND REC 18-00052 3 WATER CHARGES 105.27 001-2100-521-4320 Expenditure 60 1 LAW ENFORCEMENT 18-00052 4 WATER CHARGES 149.22 001-1900-519-4320 Expenditure 61 1 OTHER GOVERNMENTAL 18-00052 5 WATER CHARGES 99.48 001-2400-524-4320 Expenditure 62 1 PROT INSPECTIONS 18-00052 6 WATER CHARGES 49.71 001-1900-519-4320 Expenditure 63 1 OTHER GOVERNMENTAL 18-00052 7 WATER CHARGES 55.44 001-3400-534-4320 Expenditure 64 1 GARBAGE 18-00052 8 WATER CHARGES 86.03 001-131-1000 G/L 65 1 Due From Road &Bridge Fund 963.73 35831 10/12/17 SUNLI010 SUN LIFE FINANCIAL 10/31/17 1235 18-00047 1 LIFE INSURANCE 4.57 001-1200-512-2300 Expenditure 41 1 EXECUTIVE 18-00047 2 LIFE INSURANCE 64.12 001-1300-513-2300 Expenditure 42 1 FINANCE 18-00047 3 LIFE INSURANCE 11.67 001-1500-515-2300 Expenditure 43 1 COMP PLANNING 18-00047 4 LIFE INSURANCE 47.63 001-1900-519-2300 Expenditure 44 1 OTHER GOVERNMENTAL 18-00047 5 LIFE INSURANCE 201.52 001-2100-521-2300 Expenditure 45 1 LAW ENFORCEMENT 18-00047 6 LIFE INSURANCE 20.38 001-2400-524-2300 Expenditure 46 1 PROT INSPECTIONS 18-00047 7 LIFE INSURANCE 53 .13 001-3400-534-2300 Expenditure 47 1 GARBAGE 18-00047 8 LIFE INSURANCE 82.44 001-131-1000 G/L 48 1 Due From Road &Bridge Fund 18-00047 9 LIFE INSURANCE 9.00 001-229-2100 G/L 49 1 Insurance-Other Employee Paid 494.46 35832 10/12/17 VERIZ010 VERIZON WIRELESS 10/31/17 1235 17-02939 1 CELL PHONES-PD 829.61 001-2100-521-4100 Expenditure 14 1 LAW ENFORCEMENT 35833 10/12/17 WAL-M010 WAL-MART STORE#Ol-0579 10/31/17 1235 18-00042 1 FOOOSAVER BAGS 35.92 001-2100-521-4930 Expenditure 39 1 LAW ENFORCEMENT 35834 10/19/17 ATLAN010 ATLANTIC AUTOMOTIVE 10/31/17 1238 18-00084 1 REPAIR BRAKES-BLUE VEH 476.22 001-2400-524-4630 Expenditure 45 1 PROT INSPECTIONS - 42 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 9 03:26 PM Check Register By check Date check# check Date vendor Reconciled/void Ref Num PO # Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35835 10/19/17 ATTUV010 AT &T (U-VERSE) 10/31/17 1238 17-02945 1 INTERNET 40. 54 001-1300-513-4100 Expenditure 9 1 FINANCE 17-02945 2 INTERNET 40.54 001-2400-524-4100 Expenditure 10 1 PROT INSPECTIONS 81.08 35836 10/19/17 BAKER010 BAKER DISTRIBUTING CO. 10/31/17 1238 17-02941 1 PLEATED FILT 125.52 001-1900-519-4610 Expenditure 4 1 OTHER GOVERNMENTAL 17-02941 2 PLEATED FIL T 180.84 001-1900-519-4610 Expenditure 5 1 OTHER GOVERNMENTAL 306.36 35837 10/19/17 BUGOU010 BUG OUT SERVICE, INC 10/31/17 1238 18-00063 1 LAWN PEST CONTROL 189.00 001-1900-519-3400 Expenditure 14 1 OTHER GOVERNMENTAL 35838 10/19/17 CANON010 CANON FINANCIAL SERVICES 10/31/17 1238 18-00082 1 COPIER LEASE 29.98 001-1900-519-4430 Expenditure 41 1 OTHER GOVERNMENTAL 18-00082 2 COPIER LEASE 33.43 001-3400-534-4430 Expenditure 42 1 GARBAGE l8-00082 3 COPIER LEASE 51. 88 001-131-1000 G/L 43 1 Due From Road &Bridge Fund 115.29 35839 10/19/17 COQUI005 COQUINA LAW GROUP, PA 10/31/17 1238 17-02942 1 RETAINER-AUG/SEPT 2017 6,000.00 001-1300-513-3100 Expenditure 6 1 FINANCE 35840 10/19/17 DEPT0010 DEPT OF BUSINESS &PROF REGULA 10/31/17 1238 18-00064 1 Ql 2018 RADON SURCHARGE 885.79 001-208-0000 G/L 15 1 Due to Other Governments 35841 10/19/17 FIRMB010 First Bankcard 10/31/17 1238 17-02472 1 PRINTER PAPER 111.34 001-2100-521-5100 Expenditure 3 1 LAW ENFORCEMENT 18-00065 1 GODADDY,FB PAGE,AMAZON PRIME 50.00 001-7200-572-4832 Expenditure 16 1 PARKS AND REC 18-00065 2 GODADDY,FB PAGE,AMAZON PRIME 4.99 001-7200-572-4832 Expenditure 17 1 PARKS AND REC 18-00065 3 GODADDY,FB PAGE,AMAZON PRIME 11.18 001-1300-513-5420 Expenditure 18 1 FINANCE 177. 51 35842 10/19/17 FLORI170 FLORIDA JANITOR &PAPER SUPPLY 10/31/17 1238 18-00070 1 CLEANING SUPPLIES 181.09 001-1900-519-5290 Expenditure 31 1 OTHER GOVERNMENTAL - 43 - No~ember 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 10 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35843 10/19/17 GILLE010 NATALIE GILLESPIE 10/31/17 1238 18-00085 1 WC PAYOUT REIMB 2,530.80 001-202-4000 G/L 46 1 Accounts Payable - Other 35844 10/19/17 LEGAL005 LEGALSHIELD 10/31/17 1238 18-00083 1 PREPAID LEGAL 15.95 001-229-2100 G/L 44 1 Insurance-Other Employee Paid 35845 10/19/17 MARI0010 MARIOTTI'S 10/31/17 1238 17-02943 1 DRY CLEANING 133. 46 001-2100-521-5210 Expenditure 7 1 LAW ENFORCEMENT 35846 10/19/17 POLKB005 POLK BROS ENT 10/31/17 1238 18-00053 1 SOUND PRODUCTION-BBQ 2018 2,600.00 001-7200-572-4832 Expenditure 12 1 PARKS AND REC 35847 10/19/17 PUBLI020 PUBLIX 10/31/17 1238 18-00073 1 SUPPLIES/LUNCHEON 20.94 001-1900-519-5290 Expenditure 33 1 OTHER GOVERNMENTAL 35848 10/19/17 SANF0005 SANFORD AND SON AUTO PARTS INC 10/31/17 1238 18-00067 1 PARTS 212. 80 001-3400-534-4630 Expenditure 29 1 GARBAGE 18-00067 2 PARTS 31.98 001-3400-534-5290 Expenditure 30 1 GARBAGE 244.78 35849 10/19/17 STJOHllO ST. JOHNS COUNTY SOLID WASTE 10/31/17 1238 17-02944 1 SW DISPOSAL FEES 12,573.90 001-3400-534-4940 Expenditure 8 1 GARBAGE 35850 10/19/17 STJOH140 ST. JOHNS COUNTY UTILITY DEPAR 10/31/17 1238 18-00061 1 WATER SERVICE 94.62 001-7200-572-4320 Expenditure 13 1 PARKS AND REC 35851 10/19/17 SYNER005 SYNERGY 10/31/17 1238 17-02432 1 RENT 2 SKID STEERS-IRMA 3,367.50 001-3400-534-4430 Expenditure 1 1 GARBAGE 17-02432 2 RENT 2 SKID STEERS-IRMA 3,217.50 001-3400-534-4430 Expenditure 2 1 GARBAGE 6,585.00 35852 10/19/17 TAMPA010 TAMPA CRANE &BODY, INC 10/31/17 1238 18-00080 1 SMART LIGHTS 349.68 001-3400-534-4630 Expenditure 40 1 GARBAGE 35853 10/19/17 UNITE020 UNITED HEALTHCARE INSURANCE CO 10/31/17 1238 18-00066 1 HEALTH INSURANCE 588.44 001-1200-512-2300 Expenditure 19 1 EXECUTIVE 18-00066 2 HEALTH INSURANCE 7,912.86 001-1300-513-2300 Expenditure 20 1 FINANCE -44- November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page NO: 11 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid charge Account Account Type contract Ref seq Acct 001GENERAL continued 35853 UNITED HEALTHCARE INSURANCE co continued 18-00066 3 HEALTH INSURANCE 1,190.44 001-1500-515-2300 Expenditure 21 1 COMP PLANNING 18-00066 4 HEALTH INSURANCE 5,385.84 001-1900-519-2300 Expenditure 22 1 OTHER GOVERNMENTAL 18-00066 5 HEALTH INSURANCE 13,714.35 001-2100-521-2300 Expenditure 23 1 LAW ENFORCEMENT 18-00066 6 HEALTH INSURANCE 1,669.43 001-2400-524-2300 Expenditure 24 1 PROT INSPECTIONS 18-00066 7 HEALTH INSURANCE 6,007.28 001-3400-534-2300 Expenditure 25 1 GARBAGE 18-00066 8 HEALTH INSURANCE 9,321.64 001-131-1000 G/L 26 1 Due From Road &Bridge Fund 18-00066 9 HEALTH INSURANCE 8,411.01 001-229-2000 G/L 27 1 Health Insurance-Employee Portion 18-00066 10 HEALTH INSURANCE 1,916.21 001-229-2100 G/L 28 1 Insurance-Other Employee Paid 56,117.50 35854 10/19/17 USBAN005 US BANK VOYAGER FLEET SYS 10/31/17 1238 17-02946 1 FUEL 356.76 001-2100-521-5220 Expenditure 11 1 LAW ENFORCEMENT 35855 10/19/17 WAL-M010 WAL-MART STORE#Ol-0579 10/31/17 1238 18-00072 1 SUPPLIES 36.68 001-1900-519-5100 Expenditure 32 1 OTHER GOVERNMENTAL 35856 10/19/17 WINDS005 PAETEC 10/31/17 1238 18-00076 1 PHONES/INTERNET SVC 642.08 001-1300-513-4100 Expenditure 34 1 FINANCE 18-00076 2 PHONES/INTERNET SVC 1,337.66 001-2100-521-4100 Expenditure 35 1 LAW ENFORCEMENT 18-00076 3 PHONES/INTERNET SVC 294.29 001-2400-524-4100 Expenditure 36 1 PROT INSPECTIONS 18-00076 4 PHONES/INTERNET SVC 80.26 001-1900-519-4100 Expenditure 37 1 OTHER GOVERNMENTAL 18-00076 5 PHONES/INTERNET SVC 133. 77 001-3400-534-4100 Expenditure 38 1 GARBAGE 18-00076 6 PHON,ES/INTERNET SVC 187.26 001-131-1000 G/L 39 1 Due From Road &Bridge Fund 2,675.32 35857 10/26/17 ADVAP010 ADVANCED AUTO PARTS 10/31/17 1240 18-00143 1 ATO BLADE-FUSE 1. 99 001-2100-521-5230 Expenditure 65 1 LAW ENFORCEMENT 35858 10/26/17 BEVER005 BEVERLY RADDATZ 1240 18-00121 1 TRAINING/ED SUPPLIES 25.00 001-1300-513-4000 Ex pen di tu re 46 1 FINANCE - 45 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 12 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description AmOunt Paid charge Account Account Type contract Ref seq Acct 001GENERAL continued 35859 10/26/17 BOZAR010 BOZARD FORD COMPANY 10/31/17 1240 18-00094 1 REPL TIRE/RIM-#134 265.36 001-2100-521-4630 Expenditure 23 1 LAW ENFORCEMENT 18-00129 1 PM #124 44.48 001-2100-521-4630 Expenditure 53 1 LAW ENFORCEMENT 18-00146 1 PM #115 39.99 001-2100-521-4630 Expenditure 68 1 LAW ENFORCEMENT 349.83 35860 10/26/17 BROCK010 BROCK FENCE 10/31/17 1240 18-00115 1 REAR WHEELS REPAIRED-GAT-PD 375.00 001-1900-519-4610 Expenditure 43 1 OTHER GOVERNMENTAL 35861 10/26/17 CANON010 CANON FINANCIAL SERVICES 10/31/17 1240 18-00087 1 COPIER LEASE 174.70 001-2400-524-4430 Expenditure 13 1 PROT INSPECTIONS 18-00087 2 COPIER LEASE 198.86 001-2100-521-4430 Expenditure 14 1 LAW ENFORCEMENT 18-00087 3 COPIER LEASE 230.86 001-1300-513-4430 Expenditure 15 1 FINANCE 604.42 35862 10/26/17 CDWG0010 CDW GOVERNMENT INC. 10/31/17 1240 18-00044 1 BROTHER PJ THERMAL PRNTRS-PD 2,350.00 001-2100-521-5230 Expenditure 7 1 LAW ENFORCEMENT 18-00044 2 BROTHER PJ THERMAL PRNTRS-PD 180.00 001-2100-521-5230 Expenditure 8 1 LAW ENFORCEMENT 18-00045 1 ADOBE CREATIVE SUBSCR-IT 813.08 001-1300-513-5290 Expenditure 9 1 FINANCE 3,343.08 35863 10/26/17 CEDST005 CED-ST AUGUSTINE 1240 18-00100 1 STRUT CONE,STRAP-SABPD PORTION 24.36 001-2100-521-5290 Expenditure 29 1 LAW ENFORCEMENT 35864 10/26/17 CLINE010 BRUCE CLINE 1240 18-00140 2 PER DIEM 30.00 001-2100-521-4000 Expenditure 69 1 LAW ENFORCEMENT 35865 10/26/17 COVAN005 COVANTA ENERGY, LLC 10/31/17 1240 18-00122 1 SPEC WASTE DESTRUCTION 426.00 001-2100-521-5290 Expenditure 47 1 LAW ENFORCEMENT 35866 10/26/17 CRO.VN020 CRO.VN SHREDDING, LLC 10/31/17 1240 18-00139 1 DOCUMENT SHREDDING 80.00 001-1100-511-4970 Experrdi tu re 62 1 LEGISLATIVE 35867 10/26/17 CSAB-030 CSAB - POLICE EDUCATION FUND 10/31/17 1240 18-00089 1 PE FR FINES-SEPT 17 91.77 001-133-0000 G/L 18 1 Due From Other Governmental units - 46 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 13 03:26 PM check Register By check Date check# Check Date vendor Reconciled/void Ref Num PO# Item Description AmOunt Paid charge Account Account Type contract Ref seq Acct 001GENERAL Continued 35868 10/26/17 DARIA005 DARIANA AMBER FITZGERALD 10/31/17 1240 18-00105 1 FACC FALL ACADEMY REIMB 252.52 001-1300-513-4020 Expenditure 33 1 FINANCE 18-00105 2 FACC FALL ACADEMY REIMB 158.00 001-1300-513-4000 Expenditure 34 1 FINANCE 410.52 35~69 10/26/17 DEPT0015 DEPT OF BUS &PROF REGULATIONS 1240 18-00126 1 ALCOHOL BEV PERMIT-BBQ 25.00 001-7200-572-4832 Expenditure 51 1 PARKS AND REC 35870 10/26/17 FILE0005 FILEONQ, INC. 1240 18-00092 1 FILE ON Q 4,000.00 001-2100-521-5440 Expenditure 22 1 LAW ENFORCEMENT 35871 10/26/17 FLORI170 FLORIDA JANITOR &PAPER SUPPLY 1240 18-00114 1 CLEANING SUPPLIES 131. 73 001-1900-519-5290 Expenditure 42 1 OTHER GOVERNMENTAL 35872 10/26/17 FLORI180 FLORIDA LEAGUE OF CITIES, INC. 1240 18-00107 1 FLC ANNUAL MEMBERSHIP 775. 00 001-1100-511-5420 Expenditure 36 1 LEGISLATIVE 35873 10/26/17 FLORI330 FLORIDA SHORE &BEACH PRESERVA 1240 18-00104 1 2018 FSBPA ANN MEMBERSHIP 500.00 001-1100-511-5420 Expenditure 32 1 LEGISLATIVE 35874 10/26/17 FLORI395 FLORIDA DEPARTMENT OF REVENUE 1240 17-02948 1 REEMPLOYMENT TAX-JUL-SEPT 17 2,651.83 001-2400-524-2500 Expenditure 4 1 PROT INSPECTIONS 35875 10/26/17 FLORI445 FLORIDA SAFETY CONTRACTORS INC 1240 17-01022 5 8TH STREET IMPROVEMENTS 33,025.35 001-131-5000 G/L 1 1 Due from 8th Street Project Fund 35876 10/26/17 FLORI450 FLORIDA FLOODPLAIN MANAGERS 1240 18-00101 1 ESSENTIALS OF (RS-LARSON 150.00 001-2400-524-5430 Expenditure 30 1 PROT INSPECTIONS 35877 10/26/17 GALLS010 GALLS, AN ARAMARK COMPANY 10/31/17 1240 18-00098 1 WM VALSETZ RTS-PADGETT 119.99 001-2100-521-5210 Expenditure 27 1 LAW ENFORCEMENT 18-00145 1 BOOT-JENSEN 124.99 001-2100-521-5210 Expenditure 67 1 LAW ENFORCEMENT 244.98 35878 10/26/17 GOODY025 GOODYEAR WHOLESALE 1240 17-02947 1 2 TIRES 274.04 001-2100-521-4630 Expenditure 3 1 LAW ENFORCEMENT -47 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 14 03:26 PM Check Register By Check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 001GENERAL continued 35879 10/26/17 GTDIS005 GT DISTRIBUTORS 10/31/17 1240 18-00095 1 DEF TEC FLAMELESS GRENAD 97.44 001-2100-521-5230 Expenditure 24 1 LAW ENFORCEMENT 35880 10/26/17 HAGAN020 HAGAN ACE HARDWARE 10/31/17 1240 18-00112 1 SPRAY PAINT 29.98 001-1900-519-5230 Expenditure 41 1 OTHER GOVERNMENTAL 18-00132 1 CAULK 15.98 001-1900-519-4610 Expenditure 55 1 OTHER GOVERNMENTAL 18-00133 1 ADAPTER 1. 98 001-3400-534-5290 Expenditure 56 1 GARBAGE 47.94 35881 10/26/17 HOMED010 HOME DEPOT 1240 18-00109 1 WOOD,SCREWS-WORK AT PD 139. 15 001-1900-519-4610 Expenditure 38 1 OTHER GOVERNMENTAL 18-00110 1 WOOD-REPAIR AT PD 51. 76 001-1900-519-4610 Expenditure 39 1 OTHER GOVERNMENTAL 18-00123 1 RIVETS,PARTS-REPAIRS TO PD 9.99 001-1900-519-4610 Expenditure 48 1 OTHER GOVERNMENTAL 200.90 35882 10/26/17 ICMAM010 ICMA MEMBERSHIP RENEWALS 10/31/17 1240 18-00106 1 ICMA MEMBERSHIP 960.07 001-1200-512-5420 Expenditure 35 1 EXECUTIVE 35883 10/26/17 KRISS005 KRISSIE PADGETT 10/31/17 1240 18-00128 1 PER DIEM FOR EVIDENCE CLASS 10.00 001-2100-521-4000 Expenditure 52 1 LAW ENFORCEMENT · 35884 10/26/17 UMES005 LOWES 1240 18-00102 1 CAT SE WIRE-CAMERA SYS 171. 52 001-1900-519-6490 Expenditure 31 1 OTHER GOVERNMENTAL 18-00134 1 DEWALT 200 MAX 4 TOOL COMBO 302.51 001-1900-519-5230 Expenditure 57 1 OTHER GOVERNMENTAL 18-00134 2 DEWALT 200 MAX 4 TOOL COMBO 18.46- 001-1900-519-5230 Expenditure 58 1 OTHER GOVERNMENTAL 18-00135 1 PLYWOOD 87.28 001-1900-519-4610 Expenditure 59 1 OTHER GOVERNMENTAL 542.85 35885 10/26/17 LVHIE010 L.V. HIERS, INC. 10/31/17 1240 18-00088 1 657 GALS UNLD,485 GALS DIESEL 1,386.81 001-2100-521-5220 Expenditure 16 1 LAW ENFORCEMENT 18-00088 2 657 GALS UNLD,485 GALS DIESEL 1,158.33 001-3400-534-5220 Expenditure 17 1 GARBAGE 2,545.14 35886 10/26/17 MARKS005 MARKS GRAY, PA 10/31/17 1240 17-02950 1 EMPL LEGAL SERVICES 450.30 001-1300-513-3100 Expenditure 6 1 FINANCE - 48 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 15 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description AmOunt Paid charge Account Account Type contract Ref seq Acct 001GENERAL continued 35887 10/26/17 NATHA005 NATHAN FUDALA 10/31/17 1240 17-02949 1 REFUND EVENT PERMIT-CANCELLED 100.00 001- 322- 300 Revenue 5 1 Events Permits 35888 10/26/17 NATI0090 NATIONWIDE RETIREMENT SOLUTION 10/31/17 1240 18-00138 1 DEFERRED COMP 1,939.52 001-235-0000 G/L 61 1 Deferred compensation 35889 10/26/17 QUILL010 QUILL CORPORATION 1240 18-00086 1 OFFICE SUPPLIES 183. 71 001-2100-521-5100 Expenditure 10 1 LAW ENFORCEMENT 18-00086 2 OFFICE SUPPLIES 229. 83 001-2400-524-5100 Expenditure 11 1 PROT INSPECTIONS 18-00086 3 OFFICE SUPPLIES 69.88 001-1300-513-5100 Expenditure 12 1 FINANCE 483.42 35890 10/26/17 SAFAR010 SAFARILAND, LLC 10/31/17 1240 18-00097 1 NIK TEST 82.69 001-2100-521-4930 Expenditure 26 1 LAW ENFORCEMENT 35891 10/26/17 SAFET020 SAFETY PRODUCTS, INC. 10/31/17 1240 18-00130 1 T-SHIRTS-PW 380.00 001-3400-534-5290 Expenditure 54 1 GARBAGE 35892 10/26/17 SANF0005 SANFORD AND SON AUTO PARTS INC 10/31/17 1240 18-00117 1 DEXRON VI 212.42 001-3400-534-5220 Expenditure 44 1 GARBAGE 18-00124 1 BATTERY 151. 40 001-1900-519-4620 Expenditure 49 1 OTHER GOVERNMENTAL 18-00124 2 BATTERY 27.00- 001-1900-519-4620 Expenditure 50 1 OTHER GOVERNMENTAL 336. 82 35893 10/26/17 SAUER005 PNC Bank C/0 Sauer Inc. 1240 17-01474 4 UPGRADES TO CITY HALL 23,104.49 001-1900-519-6200 Expenditure 2 1 OTHER GOVERNMENTAL 35894 10/26/17 SIGNS010 SIGNS NON 1240 18-00096 1 WORD SEARCH LETTERS 125.00 001-2100-521-4700 Expenditure 25 1 LAW ENFORCEMENT 35895 10/26/17 SRTSU005 SRT SUPPLY 1240 18-00091 1 VEST-BODY ARMOR-MARTINEZ 925.86 001-2100-521-5210 Expenditure 21 1 LAW ENFORCEMENT 35896 10/26/17 STADV010 STAPLES ADVANTAGE 10/31/17 1240 18-00118 1 OFFICE SUPPLIES 179.14 001-2100-521-5100 Expenditure 45 1 LAW ENFORCEMENT - 49 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 16 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct OOlGENERAL continued 35897 10/26/17 SZOKE010 SZOKE POWER SYSTEMS, INC 1240 -18-00137 1 CH/PD GENERATOR REPAIR 397. 80 001-1900-519-4610 Expenditure 60 1 OTHER GOVERNMENTAL 35898 10/26/17 TODDS010 TODD SMITH 10/31/17 1240 18-00141 2 PER DIEM-TRAINING 111.00 001-2100-521-4000 Expenditure 70 1 LAW ENFORCEMENT 35899 10/26/17 ULTRA005 ULTRASHRED TECHNOLOGIES, INC 10/31/17 1240 18-00144 1 DOCUMENT DESTRUCTION 42.74 001-2100-521-5290 Expenditure 66 1 LAW ENFORCEMENT 35900 10/26/17 VAKPA010 VAK PAK, INC 10/31/17 1240 18-00111 1 ROOF JACK 111.92 001-7200-572-4620 Expenditure 40 1 PARKS AND REC 35901 10/26/17 VERIZ010 VERIZON WIRELESS 10/31/17 1240 18-00090 1 CELL PHONES 228.26 001-3400-534-4100 Expenditure 19 1 GARBAGE 18-00090 2 CELL PHONES 228.27 001-131-1000 G/L 20 1 Due From Road &Bridge Fund 456.53 35902 10/26/17 WAL-M010 WAL-MART STORE#Ol-0579 1240 18-00108 1 FIRST ALERT-LOCKBOX 9.44 001-1900-519-4610 Expenditure 37 1 OTHER GOVERNMENTAL 35903 10/26/17 WATER015 WATERLOGIC 10/31/17 1240 18-00099 1 WATER SERVICE 126.30 001-2100-521-5290 Expenditure 28 1 LAW ENFORCEMENT Checking Account Totals Paid Void Amount Paid Amount void checks: 129 2 338,987.66 0.00 Direct Deposit: __O 0 0.00 0.00 Total: ---r29 ~ 338,987.66 0.00 001IMPACTFEE 1221 10/31/17 STJOH020 ST JOHNS COUNTY FINANCE DEPT 1241 18-00171 1 IMPACT FEES SEPTEMBER 2017 26,919.90 001-208-0000 G/L 1 1 Due to other Governments checking Account Totals Paid Amount Paid Amount void checks: 1 26,919.90 0.00 Direct Deposit: __O 0.00 0.00 Total: --1 26,919.90 0.00 lOlRDBRIDGE 13951 10/05/17 FLORI250 FLORIDA POWER &LIGHT COMPANY 10/05/17 VOID 0 13952 10/05/17 FLORI250 FLORIDA POWER &LIGHT COMPANY 10/31/17 1233 17-02524 1 ELECTRICITY CHGS 4,571.85 101-4100-541-5320 Expenditure 3 1 ROADS &BRIDGES - 50 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 17 03:26 PM check Register By check Date check# check Date vendor Reconciled/Void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref Seq Acct lOlRDBRIDGE continued 13952 FLORIDA POWER &LIGHT COMPANY continued 17-02524 2 ELECTRICITY CHGS 92.21 101-4100-541-5320 Expenditure 4 1 ROADS &BRIDGES 17-02524 3 ELECTRICITY CHGS 19.32 101-4100-541-4310 Expenditure 5 1 ROADS &BRIDGES 17-02524 4 ELECTRICITY CHGS 11.04 101-4100-541-4310 Expenditure 6 1 ROADS &BRIDGES 17-02524 5 ELECTRICITY CHGS 67.50 101-4100-541-4310 Expenditure 7 1 ROADS &BRIDGES 17-02524 6 ELECTRICITY CHGS 11.34 101-4100-541-4310 Expenditure 8 1 ROADS &BRIDGES 17-02524 7 ELECTRICITY CHGS 11.04 101-4100-541-4310 Expenditure 9 1 ROADS &BRIDGES 17-02524 8 ELECTRICITY CHGS 135.32 101-4100-541-4310 Expenditure 10 1 ROADS &BRIDGES 17-02524 9 ELECTRICITY CHGS 315.51 101-4100-541-4310 Expenditure 11 1 ROADS &BRIDGES 17-02524 10 ELECTRICITY CHGS 16.68 101-4100-541-4310 Expenditure 12 1 ROADS &BRIDGES 17-02524 11 ELECTRICITY CHGS 101. 35 101-4100-541-4310 Expenditure 13 1 ROADS &BRIDGES 17-02524 12 ELECTRICITY CHGS 693.27 101-4100-541-4310 Expenditure 14 1 ROADS &BRIDGES 17-02524 13 ELECTRICITY CHGS 36.30 101-4100-541-4310 Expenditure 15 1 ROADS &BRIDGES 17-02524 14 ELECTRICITY CHGS 10.84 101-4100-541-4310 Expenditure 16 1 ROADS &BRIDGES 17-02524 15 ELECTRICITY CHGS 10.84 101-4100-541-4310 Expenditure 17 1 ROADS &BRIDGES 6,104.41 13953 10/05/17 FLST0020 FLORIDA STORMWATER ASSOCIATION 10/31/17 1233 18-00001 1 FY18 MEMBERSHIP 500.00 101-4100-541-5420 Expenditure 21 1 ROADS &BRIDGES 13954 10/05/17 HAGAN020 HAGAN ACE HARDWARE 10/31/17 1233 17-02532 1 FLASHLIGHT,BATTERIES 17.98 101-4100-541-5290 Expenditure 20 1 ROADS &BRIDGES 18-00017 1 BATTERIES 14.99 101-4100-541-5290 Expenditure 23 1 ROADS &BRIDGES 32.97 13955 10/05/17 RBSUP010 R& B SUPPLY CO., INC. 10/31/17 1233 17-02530 1 HOG REAMER SET 434.60 101-4100-541-5290 Expenditure 18 1 ROADS &BRIDGES 13956 10/05/17 STAUG090 ST AUGUSTINE POtvER HOUSE 10/31/17 1233 17-02531 1 PRIMER PUMP 4.99 101-4100-541-4620 Expenditure 19 1 ROADS &BRIDGES - 51 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 18 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO # Item Description Amount Paid charge Account Account Type contract Ref Seq Acct lOlRDBRIDGE Continued 13957 10/05/17 THELA020 THE LAKE DOCTORS 10/31/17 1233 17-02522 1 MONTHLY WATER MGT 595.00 101-4100-541-3400 Expenditure 2 1 ROADS &BRIDGES 13958 10/05/17 WISEM010 WISEMAN FENCE &MORE INC. 1233 18-00015 1 4' TEMP FENCE-DEANNA RD PROJ 300.00 101-4100-541-6380 Expenditure 22 1 ROADS &BRIDGES 13959 10/05/17 YANKE005 YANKEE CLIPPER IRRIGATION SVC 10/31/17 1233 17-02514 1 SVC CALL 18 DEANNA CT 110.00 101-4100-541-6380 Expenditure 1 1 ROADS &BRIDGES 13960 10/12/17 JACKW015 JACK WRIGHT'S TREE SERVICE 10/31/17 1236 18-00028 1 REMOVE TREES-STORM-LEE DR/EST 1,400.00 101-4100-541-5310 Expenditure 1 1 ROADS &BRIDGES 18-00028 2 REMOVE TREES-STORM-LEE DR/EST 300.00 101-4100-541-5310 Expenditure 2 1 ROADS &BRIDGES 1,700.00 13961 10/19/17 AMERI080 AMERICAN PUBLIC WORKS ASSOC 10/31/17 1237 18-00079 1 MEMBERSHIP-1/1/18-12/31/18 190.00 101-4100-541-5420 Expenditure 9 1 ROADS &BRIDGES 13962 10/19/17 BUGOU010 BUG OUT SERVICE, INC 10/31/17 1237 18-00062 1 LAWN PEST CONTROL 327.00 101-4100-541-3400 Expenditure 2 1 ROADS &BRIDGES 13963 10/19/17 CSAB-020 CSAB - GENERAL FUND 10/31/17 1237 18-00081 1 DUE FR R&B TO GF-SEPT 2017 35,138.13 101-207-0000 G/L 10 1 Due to General Fund 13964 10/19/17 EVANS010 EVANS AUTOMOTIVE 10/31/17 1237 18-00069 1 VALVE SVC,WHEEL WEIGHTS #68 43.76 101-4100-541-4630 Expenditure 4 1 ROADS &BRIDGES 18-00071 1 MOUNT/BAL 4 TIRES #69 102. 52 101-4100-541-4630 Expenditure 5 1 ROADS &BRIDGES 146.28 13965 10/19/17 HA6AN020 HAGAN ACE HARDWARE 10/31/17 1237 18-00074 1 INSECT REPEL 23. 54 101-4100-541-5290 Expenditure 6 1 ROADS &BRIDGES 13966 10/19/17 JACKW015 JACK WRIGHT'S TREE SERVICE 10/31/17 1237 18-00027 1 REMOVE TREE-STORM-401 DST 1,400.00 101-4100-541-5310 Expenditure 1 1 ROADS &BRIDGES 13967 10/19/17 SANF0005 SANFORD AND SON AUTO PARTS INC 10/31/17 1237 18-00078 1 TAILGATE HANDLE #66,CLNR,BRUSH 15.28 101-4100-541-4630 Expenditure 7 1 ROADS &BRIDGES - 52 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 19 03:26 PM check Register By check Date check# check Date vendor Reconciled/void Ref Num PO# Item Description Amount Paid Charge Account Account Type contract Ref seq Acct 101RDBRIDGE Continued 13967 SANFORD AND SON AUTO PARTS INC continued 18-00078 2 TAILGATE HANDLE #66,CLNR,BRUSH 48.97 101-4100-541-4630 Expenditure 8 1 ROADS &BRIDGES 64.25 13968 10/19/17 STAUG090 ST AUGUSTINE POWER HOUSE 10/31/17 1237 18-00068 1 3/8 050 RAPID SUPER 41.85 101-4100-541-5290 Expenditure 3 1 ROADS &BRIDGES 13969 10/26/17 AWAC0010 AWA CONTRACTING CO., INC. 10/31/17 1239 17-01938 4 IMPR TO OCEAN WOODS DITCH 53,636.02 101-4100-541-6380 Expenditure 1 1 ROADS &BRIDGES 13970 10/26/17 OLDCI010 OLD CITY TIRE 1239 18-00116 1 PATCH 19.5RIM 15.00 101-4100-541-4630 Expenditure 3 1 ROADS &BRIDGES 13971 10/26/17 SAFET020 SAFETY PRODUCTS, INC. 10/31/17 1239 18-00113 1 36X9 W/G WITH BORDER 84.45 101-4100-541-5310 Expenditure 2 1 ROADS &BRIDGES 18-00131 1 VINYL FLAG 498.00 101-4100-541-5310 Expenditure 4 1 ROADS &BRIDGES 18-00136 1 TIDES END DR-SIGN 8.55 101-4100-541-5310 Expenditure 5 1 ROADS &BRIDGES 591.00 checking Account Totals Paid void Amount Paid Amount void checks: 20 1 101,355.04 0.00 Direct-Deposit: __o 0 0.00 0.00 Total: -----m 1 101,355.04 0.00 Report Tota 1s Paid void Amount Paid Amount void Checks: 150 3 467,262.60 0.00 Direct Deposit: __O 0 0.00 0.00 Total: ------rso 3 467,262.60 0.00 - 53 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 20 03:26 PM check Register By check Date Totals by Year-Fund Fund Description Fund Expend Total Revenue Total G/L Total Total GENERAL FUND 7-001 80,885.36 210. 96 92,504.57 173,600.89 ROAD &BRIDGE FUND 7-101 60! 903. 00 0.00 0.00 60,903.00 Year Total: 141,788.36 210.96 92,504.57 234,503.89 GENERAL FUND 8-001 136,420.96 100.00 55,785.71 192,306.67 ROAD &BRIDGE FUND 8-101 5,313.91 0.00 35)38.13 401452.04 Year Total: 141,734.87 100.00 90,923.84 232,758.71 Total of All Funds: 283,523.23 310. 95 183,428.41 467,262.60 - 54 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 21 03:26 PM Check Register By Check Date Totals by Fund Fund Description Fund Expend Total Revenue Total G/L Total Total GENERAL FUND 001 217,306.32 310.96 148,290.28 365,907.56 ROAD &BRIDGE FUND 101 66,216.91 0.00 35,138.13 101,355.04 Total of All Funds: 283,523.23 310.96 183,428.41 467,262.60 - 55 - November 16, 2017 CITY OF ST. AUGUSTINE BEACH Page No: 22 03:26 PM Breakdown of Expenditure Account current/Prior Received/Prior open Fund Description Fund current Prior Rcvd Prior open Paid Prior Fund Total GENERAL FUND 7-001 80,885.36 0.00 0.00 0.00 80,885.36 ROAD &BRIDGE FUND 7-101 601903.00 0.00 0.00 0.00 601903.00 Year Total: 141,788.36 0.00 0.00 0.00 141,788.36 GENERAL FUND 8-001 136,420.96 0.00 0.00 0.00 136,420.96 ROAD &BRIDGE FUND 8-101 51313.91 0.00 0.00 0.00 51313.91 Year Total: 141,734.87 0.00 0.00 0.00 141,734.87 Total of All Funds: 283,523.23 0.00 0.00 0.00 283,523.23 - 56 -