City Commission - Regular Meeting

Good evening, everyone. On behalf of Vice Mayor Lazaro, we're gonna call this June 22nd, 2026 meeting to order. Tonight is 3.12 p.m. Vice Mayor, may I proceed with the roll call? Mayor Cooper is absent. Vice Mayor Lazaro? Yes. Commissioner Adams? Yes. Commissioner Butler?

Yes.

Commissioner Lima-Taub is on her way. City Manager Dr. Earl? Present. City Attorney Bryan? Present. Vice Mayor, you have a quorum.

Thank you very much, City Clerk. I don't have an agenda. Am I in the wrong seat? Yes, ma'am, but it's okay. Doesn't she usually sit next to me?

You have to sit there. I have to sit there? Yeah, to use that thing.

Thank you. We're going to do roll call.

We did? I mean, I'm sorry, Pledge of Allegiance. Can we all stand?

I pledge allegiance to the flag of the United States of America,

for which it stands, one nation, under God, indivisible, with liberty and justice for all. Thank you.

Okay, do we have any changes to the order of business? No, Vice Mayor. Public participation? There's no one signed up. Thank you very much. City Manager? It's all yours.

Thank you very much, Vice Mayor. So I'm going to ask Director Mazzei to come. This is our final... budget presentation before the vote on the millage tonight. I want to thank our budget team again and the rest of our staff for working very hard over the past few days, literally, and weeks trying to make sure that we look at numbers, revise numbers, make sure that this is as tight as possible. So, Director Mazzei.

Good afternoon, Vice Mayor and Commissioners. No, it's not. We have two more presentations and workshops in August. We've got two more in September.

We're gonna be here four more times, but it's okay.

That's what we're here for.

So tonight we're presenting the city manager's recommended budget and financial plan for fiscal year 26-27. This presentation provides an overview of the recommended budget, the major financial drivers impacting the city, the proposed millage rates, and the five-year financial outlook through fiscal year 31. This slide shows the major steps in the 27 budget process. Budget planning began in January, with departments submitting budget requests in February. Those requests were reviewed by the city manager in April, followed by commission budget workshops in May and June. The meeting tonight is for setting the tentative millage and non-invaluable assessments and continuing the budget discussion. Additional workshops are scheduled for August 5th and August 19th, followed by the first and second readings for the adoption of the millage and budget in September. The 27 adopted budget will become effective on October 1st, 2026. At a high level, this budget is intended to maintain core city services while positioning the city for the financial challenges ahead. The recommended budget keeps the operating millage flat, maintains a balanced general fund, continues funding for public safety and essential services, and supports important capital and infrastructure priorities. It also recognized that the city is operating in a period of uncertainty. Because of that, this budget is not only a one-year spending plan, it is also part of a long-term planning effort to maintain fiscal stability. On slide five. As I stated before, the 27 budget is being developed during a period of increased financial uncertainty. Although the recommended budget remains balanced, several cost drivers and policy issues may affect the city's future operating and capital capacity. Some of the major pressures include the potential property tax reform proposal, increases in the BSO contract, Broward Sheriff's Office Friar, Shaves Lake project costs, the potential loss of federal funding, pension costs, and union negotiations. MANY OF THESE FACTORS ARE OUTSIDE OF THE CITY'S DIRECT CONTROL, WHICH IS WHY THE FIVE-YEAR FINANCIAL PLAN IS SUCH AN IMPORTANT PLANNING TOOL. CURRENT SITUATION. THIS SECTION PROVIDES THE CURRENT FINANCIAL PICTURE FOR THE RECOMMENDED BUDGET. AGAIN, THIS BUDGET IS BALANCED FOR The city manager recommended budget fiscal year 27 is a total all combined funds of $252 million. The largest component is the general fund totaling approximately 135 million or 53% of the total budget. Enterprise funds total approximately 64 million and include operations such as cemetery, sanitation, utility, stormwater, and utility impact fee funds. Special revenue funds total 21.8 million and include funds such as renewal and replacement, police training, police and fire outside services, transportation, law enforcement trust fund, permits and inspections, which is also known as our building fund. Other fund types total approximately $31.5 million and include debt service, capital funds, internal service funds such as fleet, general liability, and workers' comp. Together, these funds support the full range of city operations, capital needs, debt obligations, and internal services.

Thank you.

The recommended budget includes 532 positions across all funds. The majority of the workforce is supported by the general fund with 383 positions. These positions include departments such as human resources, finance, city manager's office, procurement, city attorney, parks and recreation, budget, development services department, IT, police, DPW, part of DPW, and human services. Enterprise funds support 103 positions, primarily in sanitation, utility, and stormwater. The special revenue funds support 34 positions including cemetery, transportation, and the building fund. Additional funds support 12 positions in risk and fleet operations. This is important because the general fund supports most of the city's workforce and the general fund is largely supported by property taxes and other reoccurring revenues. Compared to the FY26 adopted budget, the total recommended citywide budget increased by 17.14%. The general fund totals approximately 135.3 million and increased by approximately 17.8 million or 15.16% compared to the prior year adopted budget. The citywide increase is primarily due to increases in the general fund, capital projects fund, utility fund, and general liability fund. Within the general fund, some of the major increases include BSO salary adjustments, contractual and personal related increases, higher tax increment financing payments to the CRA, and one-time items such as contributions to Shaves Lake. Major general revenues. This slide highlights, we're on slide 10. This slide highlights the major general fund revenues that support city operations for fiscal year 27. The largest revenue source is ad valorem, or property tax revenue. Property taxes make up just over half of the general fund, which means changes of taxable value, exemptions, or property tax policy have a direct impact on the city's operating capacity. The general fund also includes other revenue sources such as franchise fees, utility taxes, permits, charges for services, and different transfers and other miscellaneous revenues. For fiscal year 27, the general fund includes significant one-time contributions including funding related to Shaves Lake. These one-time revenues help balance the current year, but they should not be viewed as reoccurring funding for ongoing operations. Major general fund expenditures. This slide highlights the general fund expenditures for fiscal year 27. The largest areas of spending include public safety, personnel costs, transfers, capital related obligations, debt service, and other operating costs needed to maintain city services. Salary and wage costs have increased due to union negotiations, merit and cost of living adjustments, and they need to remain competitive in the current labor market. For non-police bargaining units, the employees, the budget includes a 3% cost of living adjustment and a 2.5% merit adjustment. For police bargaining employees, the budget includes a 3% COLA and 5% merit adjustment. Other major drivers include transfer to transportation fund and utility-related costs, IT costs, and department operational costs. Fire and police pension costs decrease due to better market performance. However, pensions remain an important long-term cost driver that must continue to be monitored.

So can I just ask in this, so you have a $9 million transfer to capital project. That's the largest increase in major general fund expenditures.

Yes, that nine million, I'm sorry.

So is that Shaves Lake primarily?

That is, that is. Is that what that is? That is.

And so when we talk about an increase of 17 million, well, it's almost 18 million, 17.8 million over this year's budget, that's nine million of the 17.8 million, that's about half of it, is that right?

It's Shaves Lake. In the increase?

Mm-hmm. Okay, and then on the salaries and benefits, you said 5% increase, this is a 9% increase. Is that... also more filled positions? Is that why we're seeing a larger than the 5% increase or 6% increase?

With salaries and benefits.

Right.

So health insurance went up 10%.

But you have that broken out in a separate line, right? And you have it as a 12% instead of 10%.

So salaries and benefits, I mean salaries, that is filled and vacant position. That's all positions.

Right. That's not filled and vacant. Right, I'm just trying to square the 6% versus 9%.

Yes. It's budgeted. It's budgeted positions. All budgeted positions. Budgeted positions.

Yeah, all right. And the health insurance here, you have 12.5%. I think it's 10% on the... Yeah, it's 10% on tonight. In tonight's...

It is, it's 10%, but there are some slight variations. When we take the totality of the general fund, it came out to 12%.

Okay. And why is the transfer to transportation fund negative? I'm sorry.

Oh, it's a reduction from prior year. We were able to, there are activities in the, so just to begin, the transportation fund has to be supported by the general fund. It is not self-sustaining. The revenues in the transportation fund cannot support itself. So this year in 27, we were able to reduce the transfer from the general fund to the transportation fund. It didn't need as much support.

So it's costing less money. I like that. I mean, that's a good sign. Especially since they're delivering so much to us. So the transportation fund, does that include the Department of Transportation?

It does, but it also includes road and bridge. It also includes road and bridge transportation right-of-way, so all your medians.

Right, so we just need all of our departments to do the same kind of thing, right? Then we'd be really successful. This is great. I mean, it's generally a good sign. Renewal and replacement is going up significantly as well.

That is because when we looked at the entire R&R schedule, we realized that that fund needed a lot more dollars to do the things we wanted to do. For instance, we have a fire truck we need to purchase in 2029. that fire truck's gonna cost us $2.7 million, so not to raise the millage up and down, we are smoothing those transfers out so that by the time we get to 2029, we have those dollars set aside.

So that million and a half includes some of the monies to pay for that fire truck in the future? And I know, and I may have heard this wrong, so the repaving of the roads in the city of Hallandale Beach are scheduled to do that Did I hear right that we're going to complete 100% of the city in three years? Is that right, Dr. Earl?

So we are completing the schedule that we provided the commission a few years ago. I think we now need to go back. Is that correct, JT and Marlon? And now... I guess go back and see what else we need to do. But yes, in terms of the schedule that we gave to the commission two and a half, three years ago, we've completed those as of 2027.

So that schedule doesn't include 100% of the roads? I'm just, here's what I'm trying, I'm asking this question because we have residents that say, hey, when is my road gonna be repaved? If I can tell them, well, by next year, we'll have repaved 100% of our roads, then it's an easy answer. If that schedule didn't include 100% of the roads, and I don't know if it did, then I don't know how to answer the question. And I'm just curious, because I thought I heard you say that they would all be repaid within three years, so yeah.

Whatever's on that list. Whatever was on the list, correct.

Yeah, just what was on the list. And what percentage of the roads does that,

Well, that's a good question. Um, I believe Jeff town assistant director of public works. Um, I believe the three years we talked about where the sidewalk program that we were going to do, is that what you may have heard at the last meeting? Cause we had said that the sidewalks were going to be a three. No, it was a different meeting.

It was actual road repaving because we adjusted the price because adjusted it down to 500,000 because we didn't need the 1.5 anymore because we were, we were finished with,

It was the list of roads that were in less than good condition that we had put on a, I'll say unsatisfactory condition, that we had put on a list back when I first got here three years ago. So we've finished all of those. That was supposed to go to 2030, 2031, but we were able to get that first initial list done sooner. Now we're reassessing the remainder of the roads to see if any have gone from a good to a deteriorated state to give you the next list.

Okay, so we're working on it. All right. It wasn't 100%. That's what I didn't hear correctly. And I just wanted to clarify. So thank you for clarifying that for me. And I'm looking forward to seeing that update. Thank you. Thank you.

We're on slide 12. This slide shows how general fund dollars are allocated across major services. A significant portion of the general fund, 44 cents for every dollar, supports public safety. In fact, approximately one in every four dollars pays for policing services. The general fund also supports public works, development services. parks, recreation, and open spaces, administrative services, non-departmental items, debt service payments, general liability obligations, and set-asides for new and replacement. The other category includes several major items such as Shaves Lake, streets and sidewalks improvements, R&R set-asides. It is also important to note that some departments such as Public Works receive support from multiple funds including funds such as water, sewer, and stormwater.

I heard what you said about one in four dollars, in every four dollars, right? Would it be accurate if I spoke with residents and said that 75% of our budget goes for police and fire, or is that inaccurate? Police, fire, pensions, would that be inaccurate? So in other cities, when they break down in percentage, because one in four dollars sometimes does not resonate, but in other cities, when they're commissioners or the mayors or when they speak with residents, like city of Miami, I watch a lot of, I used to watch a lot of their budget hearings and so they would say 75% of our budget goes towards police and fire and that, I think resonates with residents more. So if it's not 75%, may I have like a percentage that I can?

Is it 44%? It's about 44%. 44%, okay. For the upcoming budget year.

Okay, but in like last year or the year before that, also around that rate?

We can calculate that really quickly for you.

Okay, fine, thank you.

No problem. This slide, we're on slide 13. This slide focuses on ad valorem or property tax revenue because it's the largest revenue source in the general fund. Proposed FY27 general fund budget is approximately 135.2 million. Of that amount, approximately 69.4 million comes from ad valorem revenue. This means that property taxes represent approximately 51.31% of the general fund. Based on the June 1st, 2026 taxable value report, property values increased by 2.25% citywide. Because property tax is such a large part of the general fund, any changes to taxable value or statewide property tax policy can significantly affect the city's ability to fund services. We're on slide 14. This slide summarizes several key general fund highlights. The general fund revenues increased by approximately 17.8 million compared to the fiscal year 26 adopted budget. The largest revenue increase is related to one-time contributions for Shaves Lake. I stated before, property values increased by 2.25% based on the June 1st, 2026 taxable value report. General fund reserves are projected to be approximately 45.3 million at the beginning of FY27, This keeps the city above the minimums reserve requirement of 16%, with projected reserves approximately 17.5% above the minimum. The tax increment financing payment to the CRA is projected to increase by approximately $905,000 due to higher property values within the CRA. I just want to point out that the HBCRA, due to all the work and the development within the CRA, had a 4.55% increase in higher property values, resulting in the higher payment. Most importantly, the 26th general fund budget is balanced. The recommended operating millage is 7.3848 mils, which is the same rate as the prior year. The recommended debt service millage is 0.3445 mils. The average taxable value for a single family home in Hollandale Beach is approximately $455,000, which is an increase from $23,000 from the prior year. Based on that increase, the average property tax impact for a single family home is approximately $161. For Golden Isles, the recommended millage is 1.0934 mills, which remains the same as the prior year.

So can I, I'm just curious on the increase, this $23,000 over the average home value. So that's more than two and a quarter percent? Am I right, is my math right?

I don't have my calculator, but yes, I will.

5%?

Yeah, for a single family home.

Right, so we're not, so what was the change in the condo? Is that a different?

It decreased, it decreased.

I know, but I would like that.

Oh, I'm sorry, we have that.

I mean, no, I'm just saying it's, you know, we have a 2.25% increase, which is very low, and the driver is the reduction in condo value, so we should put that in here, right? Okay. I mean, I just, it's not a big deal, but I think people would be curious to see, because it is a little bit, you know, we're saying on the one hand that we've only increased a little bit, and then this shows a 5% increase in single-family homes, and I know the condo value's decreased, and I think that's a big deal. I think it's a one-time thing, but I think it'd be good to know what that number is, if we can.

We can definitely calculate the decrease in the condo.

Is that something we get from Marty's group? Yes. what the decrease in the condo value in Hallandale. Because I think that's the offset that we're seeing there. I think that's why you see it that way. Because they're looking at single family homes instead of condo value.

So on slide 17, are those just homestead, those numbers are just for a homestead? It's everyone.

It's the taxable value for each city. It's not broken down by homesteaded versus non-homesteaded.

Yeah, so they have a lot more. more industrial.

And it's not including CRA or non-CRA, it's everything? Correct. Is it everything? Yeah. So our CRA value went up, right, more.

We're not really comparable.

So the total value, what, three, 9.3, 9.4 billion, something like that?

Mm-hmm, approximately.

But they don't have, I think half of these probably don't have the CRA, well, maybe not half, but Plantation doesn't have CRA, right? Cooper City does not have CRA. So our CRA went up more than- Pines, Parkland, Lauderdale-by-the-Sea, so they don't have the CRA. So since we'll be sunsetting, right, we'll be, I think it's like $18 million, if I'm not mistaken, going into the general fund now, correct? So I think we're in a little bit better position, right?

Yeah, I mean, we're in a much better position because we have spent the time diversifying our revenues. You know, we've come off of, you know, using all of our property tax dollars. We've come in with the parking program and with the pile-off program, and we've increased our fire assistance to make sure that they match the services that we provide. So we've done a lot of diversification of our revenues, which other cities, frankly, may not have been able to do. And I'm sure they're going to try to do it now, but, I mean, we've been doing this for six years.

How did we rank number 32 when there's only 31 cities in Broward County?

Unincorporated.

You mean they did better than us? They have two streets in unincorporated. Literally two streets.

I think Commissioner.

The retail market is really what made our taxable value.

Yeah, I think it would be good to see that number because it's obviously a big decline. What?

Now you're funny.

Commissioner Taub, I think your point is a great point, right? So if we're at $9.39, $9.4 billion, the CRA value is just under $3 billion. So we're adding over 30% additional value at the sunset of the CRA to our general fund, over 30%. That's a big, big increase. Knock on wood.

Thank God.

I mean, that'll happen, but... I know that money doesn't flow into the city right away, because obviously we still have these programs, but we're adding three billion

Well, I think it's six million, right, was the number through the Vice Mayor, Dr. Earle? Six million is the, what was the line last meeting was six million dollars for the CRA, which would go to Commissioner Butler's question. So if there's 18 million dollars, that would be, okay, this is probably not the correct word, but let's say transferring. from CRA to general fund, and the cost, I think, for the economic development department would be $6 million, right? You're good at percentages?

That's what they have it budgeted at $6 million.

Have it budgeted at $16 million, so then there's a $12 million. There's no budget, a plan.

There is no budget. I mean, it's in the plan.

Okay, we're just going off that number. Okay.

But the six million also went away. Yes. So at the meeting last week, I had mentioned that we were able to figure some things out. So now in 28, the city retains the full $18 million, and there is no $6 million anymore. So the city will actually get the full amount of the TIF in 28, 29, 30, 31.

And that's with retaining who we have now in the CRM?

Because you will need the CR, so per Florida statute, the CRA has three years to complete all of its projects. So what will happen is the CRA will continue the affordable housing, continue the things that the CRA board has approved for a period of three years. And so therefore there's no more a hit to the city's general fund.

So just to be clear, at the end of the year, we put that money into the CRA and that's the pot of money they have to work through over the next three years. So we don't continue to contribute to that. Correct, yes, sir. We just have to have the people to do that and that can come out of that same funding. Yes, sir. So it's the same funding source to pay for the people and also to spend the money that's remaining. But the taxable value of the city, the general fund ad valorem taxable value will increase by three billion roughly when the CRA sunsets. That's the value of the property in the CRA.

It's already included.

That nine billion is already included. But the revenues associated with that three billion will transfer into the general fund.

Not the revenue, it's the expenditure payment that we're no longer paying.

Okay, that we'll no longer pay, but I mean, it ends up having the same impact. Taking it out of one pocket, we're putting it back in the other pocket, we don't have to take it out of that pocket anymore. So the millage point, one millage rate, what is a millage worth now, after the sunset CRA, do we know?

300,000. No, no, no, it's- No, no, no, it's- Using that taxable value,

nine million right so the so the 18 million is two millage points roughly yeah yes okay just rough numbers yeah okay sorry repeat the last part i'm sorry i was just paying you a compliment so the 18 million dollars that the we're we're paying to the cra so the two millage point the two that's worth two millage points so so the equivalent of nine million okay perfect okay okay Just so we know for next year when the CRA sunsets, that's the amount of additional money we get to keep in our pocket. I don't know how to say it right, but you guys say it better.

Yeah, it's not additional revenue, because we're already receiving the revenue for the ad valorem. We're just not paying the 18 million.

Right, we just don't have to pay it out anymore.

Correct, so it's not more revenue.

Well, I mean, it's more revenue for the general fund.

No, it's just less expenses. It's not more revenue.

Okay, you can say it that way. But at the end of the day, it's more revenue. Your fund balance will be higher. I hear what you're saying. I mean, it's semantics.

Yeah, it's less expenses. It turns out to be more money. Either way, however you look at it, it's more money. More money.

Well, for us to determine whether we, what we return back to the residents or what we fix that we haven't been able to fix. That's the difference. Yeah, big different policy questions next year, and we'll know after the property tax, right? That's the big scary unknown that we all have to deal with.

Property tax reform is the big scary what if.

Yeah.

The problem is if it's left off the ballot this year, and then they try to put it back on, and we're right back where we started from, but... As my mother would say, the late great fellas, let's cross that bridge when we get to it. The late what? Great fellas.

That's her mother, yeah. The late great fellas.

Don't write the script.

All right, great presentation. Thank you very much.

Let's keep going. We're on slide 18. This slide shows a relationship between the city's operating millage and taxable value. The proposed operating millage remains unchanged at 7.3848 mils. The average taxable value for a single-family home increased, like I stated before, from $431,000 to $455,000, which is an increase of 5.45% to 5.5%.

And the rollback rate would take us down to... $7.3501. $7.3501.

And that's based on June 1st taxable value. We need to wait on the July 1st final taxable value to really know what that millage number is.

Thank you.

One slide, am I on? One slide, 19. Oh, five-year financial plan. We will now move on to the five-year financial plan. The five-year financial plan is a planning tool. It is not a final adopted budget for future years, but it helps the city evaluate whether reoccurring revenues are sufficient to support reoccurring expenditures over time. It also allows us to model major assumptions, including property tax reform, health insurance, pension costs, PSO contract costs, contract increases, capital needs, reserves, and other major financial drivers. This is especially important because the city is facing issues that may not, that will not impact 27, but could significantly affect future years. So we have made some changes to the five-year plan, but I'm gonna go over the assumptions first. For planning purposes, the model includes property tax reform assumptions, including the $150,000 homestead exemption for FY28, and then a $250,000 homestead exemption beginning in 29 and future years, and a reduction in the commercial property cap from 10% to 5%. For fiscal year 27, ad valorem revenue is based on 2.25 taxable value increase reported by the Broward County property appraiser. For future years, the plan assumes a 2% increase in ad valorem revenue, which includes future major development. The plan also includes an increase in the fire assessment rate beginning in 27, All other revenue assumptions are based on recent trends and will continue to be refined as new information becomes available. This slide summarizes the major expenditure assumptions in the five-year plan. For non-police bargaining employees, the plan assumes a 5.5% increase made up of 3% cost of living adjustment, COLA, and a 2.5% merit adjustment. For police bargaining employees, the plan assumes an 8% increase made up of a 3% COLA and a 5% merit adjustments. The plan also assumes a 5% increase for police and fire pensions through fiscal year 31. Health insurance is projected to increase by 10.2% for fiscal year 27 and subsequent years. BSO contract is projected to increase by 8% in FY27 and 5% in subsequent years per the contract. These assumptions are important because they represent reoccurring cost drivers that will continue to affect the general fund beyond the upcoming budget year. Okay, so we heard the feedback from the last workshop and we kind of revamped the five-year plan.

Oh, we got green lines.

So we hope this plan is a little more easy to understand and not too complex and, let me get to this line, 22, one second.

I just wanna ask a question of my colleagues and I know the mayor's not here so we'll hold off but, Are we interested city manager at all about talking about changing that two and a quarter percent projection? Does the commission have a feeling about that? Because last time that seemed to be kind of a issue. Just wanted to hear if that was something we might consider. Commissioner Butler, particularly. We don't have to do it today, but I just don't want to ambush, and I'd like to know if it's the will that.

I mean, I don't know if I have it here. I'm trying to find how much it has increased in the past. So we've had higher increases. So I think, to me, it is a very conservative number doing the future at 2%. you know, going out for the next however many years, five years. But I'm fine being conservative.

Yeah, that seems to be consensus.

It's extremely conservative, but I'm okay with that.

Yeah, and if we get more, it's found money.

So I think that's an important point to make, though, is that we have to think about what happens if next year we have, say, a 12% property tax increase and we had planned it at 2%, then we have to, that found money, we have to make sure that we have.

12%, that would be a Christmas miracle.

I'm just throwing a number, well, we've had 17% in the past three years.

This is not, I don't see the forecast, but okay.

And with the development that we have coming on board, there is a lot happening.

Well, we'll let it go this year.

The development, we have that baked in on slide 23, the future major development projections. We took the construction costs. and calculated what the impact would be to the taxable value.

I'm sorry, where are you?

On the bottom of page 23.

I am too, but where is the one?

Under future financial factors, the last section, that last line that says new development, property tax revenue.

Okay.

That's the future major development.

That's it? That's all we're getting? That's it?

That's it.

Do the math for me for a second, please. If you would mind, let's do the math for a second.

So this is including all the current projects that have been approved that are being developed?

These are the ones that I think the CO is going to be issued January 1st of those years.

I think what's jarring is that's not the value of the developments. The value of the development times are millage rate. So if we put maybe what the actual development value is, it's a much bigger number, right? So it's just, yeah, I think that's maybe what's jarring to see is... Right. Exactly.

That's the revenue that you would get off that value. Right. So in other words, we levy a millage against the property value.

So think about it this way. If we have $3 billion in revenue coming in, it's worth $18 million. You know, this is $1.2 million, right?

Okay, but I'm sorry, I'm not a... Math has never been my strong suit. So if we have $1 billion in development and let's say the taxable value of that is $700 million, right? We have a total of $1 billion in development and that's not gonna be the actual number. So I'm saying 700, let's even go at $600 million, right? Taxable value for the development. in my misunderstanding, is that what we're, is that the projection of the revenue?

Not 600, hold on.

Oh.

For that year, for the certificate of that year.

It is compounding, right? Because it'll just add up every year. It's compounding. But I think she, I mean, so for every million dollars in new real estate, new development that gets their CO, that gives us how much in revenue?

Based on our current millage. So let's say a million, divide that by 1,000.

73,000. Right. So for every million dollars, we're getting 73,000, yeah? Yeah, and taxable, and I have loan revenue.

Now, is that just for the, so if a building has 600 units, right, and those are not rental, so are we projecting, we don't really have a way to project, though, because some of those are gonna be homestead, and some of those are gonna be non-homestead properties, right?

Not the condos.

The condos.

Well, even if they're homesteaded, that rate will be fixed at the time that they get their CEO.

These are major developments.

So it just won't increase after they come on board, after they become taxable.

So if, let's say, I don't know, the Oasis, those are going to be, those are purchased ones, and the ones that are, what's Ari's building? Shell Bay? No, not Shell Bay, the one that he's converting. The office building?

No, he's converted. But that's already... That's already locked in, though, right? That's not new.

Right, these are future developments.

Yeah, we're already getting paid off of that.

Okay, I'll ask my question, because maybe I'm not understanding.

So for every million dollars in new, we get 70-some-odd thousand dollars in new. So you can take 70,000 and divide it into the 1, 2, 3. I'm sorry, 73. 73,000. 7,300. So if we do the math, right, 1, 2, 3, 9, 3, 9, 6, divided by 7,300. So that's one, I'm not doing the math right either. $169 million in new, there's a lot of new property coming on, but we don't get as much revenue out of the property as we think we do.

No.

It's always been the big thing. All this development going on.

It doesn't translate to hundreds of millions of dollars. It does not.

There's a slide that we're going to put up.

Oh. Thank you, Sam.

No, you're welcome. It has the... development values. And actually, it's also in your email as well. Natasha sent it.

Yeah, I didn't have time to review today. Review all those emails. Coming up? Yes. All this development.

Commissioner Butler, are you feeling hopeful at all?

No, I think the budget's good. I think we have a good year.

I feel great. I'm optimistic.

Thanks to our budget department.

I feel great. I feel very optimistic. We've done a lot of work.

And Dr. Earl, you guys have done a great job.

I agree.

I agree. You guys have done a great job.

Yeah, that one. Yeah, that's it.

Now make it smaller. Yeah.

Hit five point. Holy crap. I still can't see. Oh, boy.

Yeah, we can see it, though. So the construction cost is $70 million for 1800 East Hallandale Beach Boulevard.

Right, and we're estimating $516,000 in ad form before this.

So every year, as you can see, commissioners, is when that particular project, so yes, you see that 865 also,

Yeah, the bottom line is important. 865, yeah, was that million in construction cost? 865 million in construction cost.

That's correct.

And that generates?

$6.3 million.

I can't see, yeah, $6.3 million.

What's Hallandale Hotel?

That's that new hotel?

No.

Don't we have that new hotel? May we have a copy of this, please? A paper copy?

A paper copy? Yeah. Thank you.

Okay, next. Yeah.

I was answering the question on Hallandale Hotel. It's 804 South Federal Highway. It's a property that was previously approved for a hotel.

That we approved it? We approved it? That we approved it.

Did it come before us? No, I'm just saying.

I can tell you when it was approved.

Was it something that came before us for a vote? Yes, yes.

About six months ago.

Oh, sure, six months ago.

So we don't have anything from Gulfstream on here, right? It's so funny, right? But we do have, it's interesting, we do have the Big Easy.

Yes, because they've come to us, and we've provided anything that we've had discussions with developers on. Gulfstream hasn't provided us anything tangible.

I hope that that's a real thing, because I would love to see something actually happen there.

With the Big Easy? Yeah. Yeah, they're coming for their second DRC, so it looks like it's moving.

And some of that property was sold to another developer?

Correct.

And is that on here, what he's doing? I'm curious. I'm just idle curiosity while my colleagues are chatting. I don't recognize it, but I wouldn't. I was just curious what... you know, Alejandro bought land from the Big Easy, and I was curious if that's on here. But the Big Easy is on here.

We've had discussions with them, but I don't believe it's on here.

That Big Easy project is the one that he's doing right now where he's doing, is this for the new project or for the one that he's doing temporarily?

The Big Easy?

Yeah, that's for the new.

It's coming up with the new. New plans, not for the one that he's doing temporarily, right.

and that's gonna be residential, senior, what is it gonna be, do you know?

No, it's going to be commercial. All commercial. Okay.

So look at this, we're gonna make $36,000 off of our Hallandale Beach EV facility. Talk about taking money out of one pocket and putting it in another.

And we're only, the Big Easy Casino, that's $553,000 off of the new development. What happens with the casino since the TIF, that's separate? In other words, they don't pay us anything anymore for a TIF?

It's just Gulfstream.

No, I'd have to look. Oh, is that just Gulfstream? They don't gamble anymore.

No, Gulfstream pays. Sorry, sorry, wrong one.

Are they still gambling? They are still gambling.

Yeah, there's gambling. Yeah. Okay. We're calling that the Diplomat Golf Course still? We're calling that the Diplomat Golf Course still? Instead of Shell Bay?

Instead of Shell Bay?

Shell Bay. Oh, my goodness.

Apologies, I did not know that. That's all right.

That helps clarify, so thank you for sharing that.

Back to the presentation. How do I get back to the? Oh, sorry.

No problem.

We did the calculation on the condos and their decrease was negative 0.71%.

Yes.

Negative 0.71%.

No, those are on the northeast side.

That's just total. We don't have it segregated by area.

Because the ones on the beach are still maintaining value. The ones in the Meadow Grove and the northeast side are.

So that's almost flat, I mean, so the value of the condos obviously is significantly greater than the value of the single family homes because it's.

No, it's just that we have a lot more condos than we do single family homes. I think we have 16,000 condos and on the residential we only have 2,000 single family, yeah, it's not.

But I mean the total value of the single family homes to bring down that value so much with just such a, because you're bringing down the single home value Right, two and a quarter percent is the total increase. So the single family homes have gone up. The condos have stayed flat, and we reduced the total by two and a half percent. Something like that.

It's going to be CPA.

No, no, I'm just, I didn't realize the value.

I'm just looking at it again, because I'm looking at it again like, yeah, that is flat.

Interesting.

Okay, we are on slide 22. Okay, so we kind of revamped the five year financial plan, we heard the feedback from the June 10th budget workshop, and we took away the stabilization strategies, we took away all of those items, and we left with major revenues, major expenses. So that's what's on slide number 22. As you can see for FY27, we are balanced. FY28, we have a slight surplus of $623,000. Now this also includes the property tax reform impact that is baked in. So if you look on slide 23, on the bottom of slide 23, you will see the future financial factors section. It's baked in the property tax revenue number on slide 22. So that's all being accounted for in this five-year financial plan. Okay, so I went through all the major assumptions.

So in 29, we're down five million because of Shaves Lake? Five and a half million?

Yes, Commissioner, that is part of it, yes.

Well, it's not just Shaves Lake.

No, it kind of is. Kinda is, the numbers all look the same otherwise. Oh, wait a minute. I know there's some increases in salaries and benefits, which you're doing every year at the same rate? Yes. Yes.

Well, those are contractual increases.

Right, so those are going up, BSO is going up, health insurance.

And so this is showing that a 2% increase in property taxes ad valorem doesn't compensate for the increase that we have contractually made with our.

What do you think about the five million? It's mostly shaped like.

There is a chance that BSO will come down. I mean, there's a DOGE inquiry, so there is a chance that it'll come down.

There might be a new sheriff in town.

So hopefully slide 22 is a little less complex and complicated with all the negatives. And if you look at the bottom of slide 22, you will see what our projections are showing. Again, this is just a plan. It's a planning tool. And it's got baked in the property tax reform. Of course, if you pull out the property tax reform, we're good.

Mm-hmm.

This is assuming 2%, assuming property tax.

Assuming 10%, assuming property taxes. A lot of assumptions. A lot of assumptions.

That's okay. Very, very conservative.

Very conservative. We'll see what we're going to do. Yeah.

So I'll give you an example of our assumptions. So we projected 10% just on health insurance, and it actually came back at 18, just over 18% this year. And that was a very, very, very... large number for us to have to digest so we had to go back make make some negotiations with the company but we're sure that next year again they're going to come back with another major increase and what that means is that at some point the plan that we have will change So we have a very good plan right now. It will change if these numbers keep coming back very high. Would you say, Director Doria?

So nobody can get sick this year?

No one can get sick at all this year. Nope, no one can get sick. And also, we still haven't gotten back our property insurance.

We have not gotten back the property insurance.

We haven't gotten back property insurance yet. So there's certain numbers. that over the next couple of years could really still swing, even though we're still good?

I don't mean to challenge that, but I mean, you guys said it was going to be 18%, and then it was 10%. So why do you think we can't do that again? Like, why are you so sure it's going to jump up another 10%?

because of what we had to negotiate this year.

Meaning what?

So, for example, if they wanted us to go to change from, to go to an HSA, because they wanted us to kind of get off the current plan that we're on, so we had to basically come back in, and Radu, if you want to come and talk about it, we had to come back and negotiate with them. They are doing that kind of increase, I think, in other places as well. We've assured them that over the next year we're going to try and keep our plan. That way people can not have to pay a lot of money for prescriptions and everything else. But these are the kind of increases that they are telling us, right, Director? Sure. Did you want to tell them?

Good afternoon, Ryder Dodia, Human Resources Director. Yeah, so this year has been very challenging for health insurance. It's based on our experience. So every year, every month, they consider the experience, technically all the money that is spent on claims, on prescriptions, on charges that are outside the norm. So for instance, if you have a cancer case, the costs rise dramatically because our plan is not as big as others, those costs are not washed out amongst all the participants. So our experience has been trending higher since the beginning of this fiscal year, since October 25. And initially they came to us with an 18% renewal. We were able to negotiate down to 10 without making any changes to the existing plan. In the future, we're going to probably engage the consultant to help us shop for other insurances to see what the market has to offer. If you look at the trend, and you'll see it in my agenda item for tonight, on average, since we've been with that, that's around four to five percent, four point something percent. But that trend is going to increase, and you'll see in the market studies that they're done throughout Broward County and throughout the United States. Insurance costs have dramatically increased, and we've just been lucky that we've been able to hold it down for so long.

I pay $1,000 a month now for my health insurance. I went from $500 every year in the last few years. It's increased. I pay $998 a month for my insurance. Wow. $1,000 for my insurance.

So... Wow. Yeah. That's why I say I'm here for the health insurance. A lot of people are. Anyway... Ten percent, I think, is what you have here. Half a million every year over a year. Okay. All right. Well, maybe our consultant can do better, but worst-case scenario, we know ten. Hopefully, that's the worst-case scenario. Like I said, no one gets sick next year. You can help it. All right. Thank you. You're welcome. Thank you.

I just want to point out on slide 23, at the bottom there, we are still above, even with property tax reform, all things being equal, all our assumptions coming true, we are still above the city's policy of our minimum fund balance, 16%. Okay, so the overall goal is fiscal stability, both now and in the future. This means maintaining adequate reserves, continuing long-term planning, understanding the potential effect of property tax reform, and using the five-year financial plan as a guide for future decisions. Fiscal year 27 budget is balanced and keeps the operating millage flat. At the same time, we must continue preparing for the future challenges that may affect revenues, expenditures, and capital capacity. Next steps in the budget process, we have tonight's meeting where we will ask the Commission to vote on the tentative millage for the operating budget, the debt service, fire assessment, and Three Islands. This slide shows the next Commission budget workshops are scheduled for August 5th and 19th. First and second readings for adoption of the millage and budget are scheduled for September 14th and 28th. and the adopted 27 budget will be implemented on October 1st, 2026. Between now and adoption, we will continue to refine this budget, incorporate any commission direction provided, and provide additional information as requested.

Thank you. I assume tonight we'll vote on the same millage. That's my assumption.

Well done. Gets better every year. Thank you. Well done.

Thank you very much. Thank you, city manager.

Before Natasha goes, I'll say something real quick. So Budget and our team have really been working hard. But Natasha can tell you how many of her colleagues in other cities are calling her, asking her how Hallandale has done what we've done. They're asking her how do they do a five-year plan. They're literally asking how did Hallandale Beach or how is Hallandale Beach doing?

I told them we started six years ago.

Yeah. Yeah.

And so we started six years ago. We did a lot of hard things that I'm not sure you guys want to do those hard things now. We had to raise our millage. We had to incorporate parking programs. And, you know, those things aren't popular, but we did them and we did made hard decisions. Our commission stood with us and made hard decisions and we did it together.

City manager's recommendations too.

Yeah.

For the parking program, we would not.

We would not have had one if the city manager did not give us one. We were the only city that allowed free parking everywhere.

And now there's parking.

Yes. We have parking.

Yeah, they were coming and leaving their work vehicles. Of course, because it's free. On our street. I was watching them change cars.

So commissioners, you all are in very, very, very good shape. You should be proud. And we thank you for your guidance over the past six years especially. We know it's not been easy and there have been some tough decisions and there have been disagreements, which is life. It's just life. But today, you are in very, very good shape. I think many cities, most cities in Florida will wish that they were in such good shape if this thing passes in November. So again, thank you for your support. Tasha and team, thank you.

Thank you. Okay. Anything else? The next one? Okay.

Good afternoon, Mayor, Vice Mayor, and Commissioners. At this time, I'd like to introduce Jason Murado, Vice President and Director of Community Research with ETC Institute. ETC Institute has supported the city of Hollandale Beach with several of our recent community surveys, resident surveys. Jason will present the results of the residential survey which was distributed to Hollandale Beach residents earlier this year. The survey provides important feedback on resident satisfaction, priorities, and areas where the city can continue to improve. This information will help guide our budget discussions, service delivery, and future planning efforts. And with that, I will turn it over to Mr. Morado.

All right, thanks, well, good afternoon. My name's Jason Murado, I'm the Vice President and Director of Community Research at ETC Institute. Our firm specializes in conducting community surveys for local governments, and this past spring, we again conducted a community survey for the city of Hollandale Beach. So today, I'm gonna walk through the key findings from the survey. Just a little background about ETC Institute. We're a national leader in providing market research for local governments. We've been doing this type of work for over 40 years, and in the last 10 years alone, we've conducted surveys in more than 1,000 communities across the country. So this is the type of work that we really specialize in. This is just an overview of what I'll go through today. I'll go over the purpose and methodology of the survey, walk through the key findings, and then summarize our main conclusions from the survey. So there are several reasons to conduct a survey like this. One is to get an objective assessment of how satisfied residents are with major city services and to determine what residents feel are the top priorities for the community. We're also able to measure trends from previous surveys. This year's survey is the exact same one we conducted two years ago in 2024. And then we're also able to compare your results with other communities across the country. So the survey was administered by a combination of mail and online to randomly selected households throughout the city. We received 402 completed surveys. Our goal was to get to 400. These 402 surveys at the 95% level of confidence has a margin of error of plus or minus 4.9%. Essentially that means that if we conducted the survey the same way 100 times, 95 times the results would be plus or minus 4.9% from what we're reporting. So there's always some margin of error, but the margin of error is small. And as we administer the survey, we made sure that the demographics of survey respondents reflect the actual population of the city. So here's what we learned from the survey. We found that Hollandville Beach is moving in the right direction. I mentioned this is the exact same survey that we conducted in 2024. And since the 2024 survey, satisfaction ratings have increased in 62 out of 85 areas. And that includes a lot of areas with significant increases in satisfaction. We'll look at that in more detail in just a little bit. We also found that satisfaction with city services is higher in Hollandale Beach and other communities. Hollandale Beach rates above the US average in 35 out of 47 areas. We'll look at that in more detail in a little bit as well. And then the top overall priorities are traffic flow, stormwater drainage, and the appearance of city streets, medians, and facilities. So I mentioned that Hollandale Beach is moving in the right direction. Compared to 2024, satisfaction ratings have increased in 62 of 85 areas, stayed exactly the same in one area, and then decreased in only 22 areas. This includes 27 areas that have had significant increase in satisfaction. So in other words, five percentage points or more higher now than in 2024. Only two areas has significant decrease in satisfaction. So for these next few charts, the dark blue line are residents who are either very satisfied or satisfied in 2026. And then the gray bar are the satisfaction ratings for 2024. So for example, if you look at the top of the chart, you can see there's been a small increase in satisfaction with fire services and EMS. As we go through these, I put blue arrows by the places that have had a significant increase in satisfaction since 2024. So you can see there's been a significant increase in quality of city parks from 71% up to 78% satisfaction. Then if you look towards the bottom of the chart, a 10% percentage point increase in the customer service provided by city employees, which went from 50% up to 60%. Here are more categories of city services. You can see there's been a significant increase in satisfaction when it comes to water and sewer, code compliance, building departments, and then the stormwater drainage system. 31% of response were satisfied with the stormwater drainage, so it had relatively low satisfaction, but you can see that's increased significantly from 2024 when it was at 24%. The area with the lowest satisfaction is traffic flow at 22%, but you can see that's also improved from the 2024 survey when it was at 18%. And then here are comparisons for perceptions of the city. You can see there's been significant increases in satisfaction when it comes to the overall feeling of safety in the city, the overall quality of city services, the overall image and appearance of the city, quality of public education, and value received for city tax dollars and fees. And these are the areas.

We're gonna stop as we go. Can you go back for a second? I find it interesting, just as a side note to my colleagues, that the number one, the one at the bottom that they don't think we're doing well is one that I don't see people in here asking about our plans and how we intend to grow. So I'm not even sure what was the question that they were asked. Do you know?

Really, it was asked just like this. How satisfied are you on a five-point scale with how well the city's planning growth? So kind of just a broad, big picture. And you can see the satisfaction rating's been the same this year as it was in 2024. It's just... And there were a high, this is the percent of respondents who were either very satisfied or satisfied. On this question, there was a pretty high percentage who gave a rating of a three on a five-point scale, which means it's not bad. They're just kind of average. Yeah, in the middle, right?

I'm happy that their value, they feel their value went up. and that the feeling of safety. I mean, I'm very happy with these improvements. I just thought it was interesting that question and that, I don't know, I just didn't understand it because that's such a detailed part of what we do, planning our growth, that unless you're really engaged in what the city's doing, I don't know how they would know. Go ahead.

I think for a lot of people, my impression in talking to residents is they don't understand what that means when we're talking about how we plan growth, because a lot of them will say, why do you allow them to build that building when traffic is so bad? You're not planning growth right. And they don't understand that it's not our, we don't have control over some of the things they think we should have control over. So that's my impression anyway, but I don't know if that's what causes this to be so low.

And then these are the areas on the survey that had overall the highest satisfaction increase from 2024. So public safety education programs, quality of public education, water and sewer utilities, customer service provided by city employees, police response time to 911 calls, just overall efforts to prevent crime. visibility and frequency of police in neighborhoods, building department services, park rental facilities, and visibility and frequency of police in retail areas. So overall, it reached a wide range of categories, but the type of area that had the most significant increases in satisfaction was around police services. Yay.

Your halo is burning.

I also mentioned earlier that satisfaction with city services is higher in Hollandale Beach than other communities. Hollandale Beach rates above the US average in 35 out of 47 areas, and that includes significantly higher in 28 of those areas. And this is based on a national survey that ETC Institute conducts every 12 to 18 months with randomly selected residents all across the country. And then Hollandale Beach also rates above the Florida average in 36 of those 47 areas, significantly higher in 23 of them. So for this chart, the dark blue are Hollanda Beach residents who were either very satisfied or satisfied. The light blue are the satisfaction ratings for residents all throughout the state of Florida. And then the gray bar are the satisfaction ratings for residents from all across the US. So the Blue Arrows are places where Holmdel Beach rates significantly higher than the Florida and U.S. average. And you can see that includes most areas of major categories of city services. That includes all aspects of public safety, sanitation, customer service from city employees is among the areas that rates the farthest above the U.S. average. Holmdel Beach also rates much higher when it comes to recreation programs, water and sewer utilities, and communication with the public. The only two areas that rate lower are stormwater drainage and traffic flow, which is typical for a coastal city, and especially one that's just densely populated, like Hollandale Beach.

So just to compare those, we increased our number two years ago, but relative to... Florida and the U.S. were significantly lower.

Exactly right, exactly right. Significantly lower for those bottom two, stormwater drainage and traffic flow, but they have both improved since the 2024 survey. So we're improving as a city. Exactly right, exactly.

Where do you see that number?

That was in a previous slide.

Oh, sorry. Can you go back on the previous slide? Sorry. Sure. There's so many things.

Yeah, so this is, yeah, there's a lot of different information.

It is, it's hard to keep track.

So this is the one that compares 2026 to 2024. Blue bar are the satisfaction ratings for 26. Oh wait, we haven't gone back here yet. Oh, sorry, I'm looking at that. Yeah, you've gone back on yours. Looking at my own.

There you go, that's it. There we go.

So the bottom two rows, the dark blue are residents who were either very satisfied or satisfied this year. Gray bar is satisfaction for 24.

So we had significant increases over a low base, but still better.

I'd like to recognize also city manager, the quality of the customer service that's gone up. So I want to thank you for that because it hasn't gone unnoticed that that has improved. And I know that we had a big, a lot of complaints with that. So I don't know if that's because of your training that you did or some of the new things that you've implemented, but I did recognize that. So thank you.

Go ahead.

Before you move forward, just on this, there's a, so the appearance of streets, medians, buildings, and facilities shows flat over the last two years. There's another slide that I saw that showed a 6% increase in the, maybe it's the slide before this. Well, I'm trying to figure out why this shows flat. Is that beautification?

No, so go back.

You said before this? Let me go back. I have it right here. Yeah, let's... We can continue on, I just, oh yeah, so there's overall image of the appearance of the city, so it's the next slide. So on one slide, we're saying appearance of streets, medians, buildings, facilities is flat, and the overall image appearance of the city is up six points.

Yeah, this one kind of combines a couple things. Appearance of the city, and then just overall image impression of the city, I think can include more than just physical appearance type things. So I think this is more broad, I think, than the other one.

People feel better about the city in general. They think it's a great city. Right, yeah, that's how I would interpret this one. Thank you.

And then let's see, we were on... Yeah, so these are perceptions of the city. So now we're back to comparing Hollandale Beach to the Florida national average. You can see Hollandale Beach rates much higher than the Florida and US average when it comes to the overall feeling of safety, overall quality of city services. and the overall image and appearance of the city. The overall quality of city services is one of the most important questions on the survey because here we're asking residents to take into account all of the services that you're providing and really give kind of an overall satisfaction rating for how well you're doing. So those three areas are much higher than the regional and national average. Public education, value received for city taxes and fees, and planning growth are really kind of on par with other communities. although you saw there was a big increase this year on satisfaction with public safety and value received for taxes and fees. So now we'll look at top priorities. Earlier we saw how satisfied residents are with major categories of city services. Here we ask which services should receive the most emphasis over the next two years. So you can see the top priorities are traffic flow, stormwater drainage, appearance of streets, meetings, buildings and facilities, and then several areas after that are rated closely together, police services, water and sewer utilities. This is something we call the important satisfaction rating. This analysis is based on two different types of data. First we ask residents how satisfied they are with services. Then we ask which services are the most important for the city to emphasize. And the idea behind this is those areas that have a combination of low satisfaction but at the same time a rate as the most important are the areas identified as the top priorities. So the top overall priorities, really the two that especially stand out are traffic flow, stormwater drainage, and then third is the appearance of streets, medians, buildings, and facilities. These are the top priorities specifically focused on maintenance services. You can see the top priority is maintaining neighborhood streets, with the next highest priorities being maintaining major city streets, and then just the overall cleanliness of city streets and public areas. And these are the top priorities specifically for public safety services. You can see the top priorities, the visibility and frequency of police in neighborhoods. Now we saw there was a big increase in satisfaction in that area, but the reason it rates as a top priority is because it's still an area residents say is the most important to focus on. And then the next highest priorities are just overall efforts to prevent crime, enforcing traffic laws, and then public safety education programs. And then here are the top priorities for parks and recreation services. The number one priority is the availability of walking and biking paths. Next highest priorities are the variety of amenities that are offered in city parks, the variety of recreation programs that are offered, adult athletic programs, and then the overall quality of beaches.

I think Mike might have been paying some of these people off. Yeah.

This is great. Yeah.

He's playing right into his wheelhouse.

Yeah, we love it. All right. We've got just a few other survey findings. Here we ask respondents, what are your primary sources of information about city issues, services, and events? So you can see the top source of information is the city newsletter, followed by the city's website, social media, and word of mouth. The good thing here is that the two top sources of information come directly from the city. Sometimes when we ask this question, word of mouth is a top priority or social media. So this is always good when information directly from the city is at the top.

We control or influence the top three. Social media, we have our own social media. So, I mean, it's important to see that because clearly they're not getting it from their condos. Yep.

And then we ask, why did you originally decide to live in or why do you continue to live in Hollandale Beach? So the top reason is the location, followed by the weather, housing, and then sense of security. And then here we ask, what are the most important reasons in deciding whether or not you want to retire in Hollandale Beach? So dark blue means that's a very important reason. Light blue is somewhat important. Gray, not sure. Pink, not important. So you can see the most important reasons are evident feeling of safety and security, access to quality shopping, location, and affordable housing. So just a quick recap, we saw that Hollandale Beach is moving in the right direction with increases in satisfaction 62 out of 85 areas, including 27 areas with significant increases in satisfaction. We saw that satisfaction with city services is higher in Hollandale Beach and other communities. And then the top overall priorities, traffic flow, stormwater drainage, and the appearance of city streets, meetings, and facilities. So with that, if anyone has any other questions, I'd be happy to answer them.

I have a few questions.

So thank you, great presentation. So my first question, how many responders did we have in the survey two years ago? I'll have to double check, but I think it was just a little above 400. The goal's always been 400, and we're typically just a little above that. So 1% is a good number of the population, around 1% normally?

It is a good number, but the population doesn't have a huge impact on that. A sample of 400 surveys has a margin of error of plus or minus 4.9%, which is just kind of a standard margin of error for a survey.

So a couple of my impressions as I went through this survey, and by the way, thank you for adjusting your schedule to come back. I know that we had to change our meeting last time. I'm sure that you... made yourself available for our last meeting, so thank you for coming back for this one. So my questions might be a little bit, I may not remember what I was writing when I wrote these down, because it's been a while. So the first thing is, so the appearance of our streets hasn't changed in two years. I want to make sure that I'm clear about that, because that is one of the most important things that you said that the residents are interested in is, that we address how the streets look. And so that's different from the overall image of the city. And I just wanna make sure we distinguish those two things, that how our streets look is one of the top three things. And really by a large number, the numbers that I saw was, It was 50, 39, 32, and then the next one was 19%. So a big difference between one, traffic flow, stormwater, and appearance. Is that square with what you see in the numbers?

Yeah, that's correct. So appearance of streets, medians, and buildings was really a clear third priority. And then the satisfaction of that, as you can see, is the same. now as it was in 2024. I do interpret that a little differently than overall image slash appearance of the city. This is just more specific.

Do you have any opinion on the largest things that cause those numbers to improve over time? Do you have any, from all the surveys that you've done, have you ever, boy, when this city did X, they had the biggest change, positive change?

Yeah, I'm not sure about that. I'd have to go back and research that a little bit. Okay. Yeah, I'm not sure offhand. I mean, there's so many possibilities, and each city's so different. I imagine it's a very different answer from different places.

And the reason it's important is I know that we've spent a lot of money and time and effort trying to address that, right? We're trying to make that a change, so we've. We're repaving our streets, we talked about that earlier, you were here for that budget presentation talking about streets. We've invested heavily in our code compliance. And the intent there, is to make the city look better. But there's obviously a gap between the activity and then what we see in the outcomes, right? So I'm glad that we have the survey that shows that what we've done over the last two years hasn't really had the kind of result that we're looking for. So the other thing I thought, and this is I think where the Vice Mayor was making the comment about the walking and biking paths. So what I see here is the availability of walking and biking paths is so important to our residents. And I know we have that as one of our primary goals is to actually create one for our residents in the city. What was interesting, what jumped out to me is that Not only is the availability of walking and biking paths very important to our residents, no one feels safe traveling by bicycle in the city. That was another thing in the survey that jumped out at me, that this is really important to us, and yeah, no wonder why, because you don't feel safe, right? So I thought that was an interesting, like, Juxtaposition, yeah, it's actually, I didn't, I don't know, is it shown in here?

It's in the full report, but it's not one of these slides.

When I was going through it, I noticed that that jumped out at me that I thought it was interesting that we've been very, we felt like it's important for our residents to have this. I know that it's part of our agenda for the city to accomplish this year, and it's interesting to see that the availability and then the fact that nobody feels safe kind of, to me, goes together. The other thing I noticed that was interesting, 56% of the people live here because of the proximity to work and highways, which I think goes back to our traffic concerns. People want to get to work, so driving through Allendale is important to them. And then the last point that I wanted to ask you about, so when I was looking at neighborhoods where we have the largest gap, so the happiest people that I could tell from the city in terms of city services were in the northwest section of the city. They were happy with our parks, they were happy with the city appearance, they were happy with code compliance, everything, it seemed like, I'm so thrilled because that I think is one of the outcomes that we've, tried to change is to is to invest in in the CRA which that part that area of the city includes what was disappointing was to see that residents in the southwest corner of the city along I-95 are not happy with the city of parents they're not happy with our streets they're not happy with code compliance they were the least happy from what I could tell just looking at the way that your graphs kind of... And I don't think you actually do any summary like that. It was just kind of seeing how every single time it seemed like that particular part of the city was not happy.

Right, for those shaded maps here. Yeah, that's a separate appendix of the report. And there isn't any written analysis of that, just the maps that show the results. Yeah, exactly like that. That shows you... if there are differences in different parts of the city when it comes to satisfaction.

Are there more granular results that people from that area could that we can pull from the report that we can use to go and maybe specifically target things that people mentioned so that we can try to address? It's interesting to me that that part of the city is unhappy.

Yeah, it's broken out by census block group, so it's pretty granular already. We could try to look a little closer, like neighborhood maybe, but then of course we have to have a large enough sample to have results that are meaningful if you get that granular. So we could take a look at it, but it's already broken down to a fairly granular level.

Okay. Yeah, I just, thank you, it was really great information. I really appreciate that Dr. Earle has initiated this because it gives us some incredibly valuable information from my perspective, and I appreciate you coming in and presenting it to us, so thank you very much.

So if I might, I just would like to share that, I mean, I've brought up over the, last few years, at least the last few years that Southwest Hallandale, you know, I, you're very data driven. I'm very pragmatic. I'll have to just take a look and I, and I see, and Southwest Hallandale has deteriorated and, um, it's not, it's not up to par as the other quadrants of the other, even Northwest. So that feedback doesn't surprise me at all. So I don't know how we try to mitigate. I mean, of course, we have some great programs through the CRA, but unfortunately, not everyone's taking advantage of those programs, but Southwest Hallandale is not really a section I'm very, I don't feel very proud of the way that it looks. It doesn't surprise me, so I don't know. Thank you for asking for more granular, as you put it.

And the section specifically was right along I-95, that quarter south of Hallandale Beach Boulevard along I-95. That was where, I don't know, that could have been 10 people.

It's like rolling apartments back there.

Yeah, back in there. 11. Yeah, that area, which I always thought was a nice area of the city. So it was interesting for me to see that, and I appreciate you... kind of pointing that out to us through the survey work. Thank you, thank you very much. Did you have anything else?

No, no, I think that's, I don't need to.

No, I would just like to thank you very much, but I also want to thank the city manager. I mean, evidence, you know, is here that city is getting better and across the board, even though we're not 100% where we want to be, you certainly have moved the needle significantly, the chief. all of the departments. I mean, we're working on the stormwater, so the fact that it's not worse, it's gone up a little, it's gonna go up even more, I'm sure, by our next report, which is what we're doing every two years. Yeah, so I'm very happy with this for the most part. I don't have anything negative to say. What do you think, yeah?

I agree with you, and I'm glad you mentioned that, Vice Mayor, because it is a very positive survey response, so I didn't focus on the good stuff that we see out of it, so I appreciate that as well, because there is a lot of good stuff in here as well. Especially for the police department, right? There was one part where I was reading where people were saying that they don't see the police department enough, and I was laughing, and I'm like, well, maybe because all the cars are black and you can barely read the police department on it. I mean, all those new cars, right? It's hard to tell. But that was the only time that I saw something that I laughed about whether that is impacting that at all.

Well I guess because ultimately we used to say this all the time like you don't know where they are but ultimately if your services are better or you feel safe then that's really all that matters if you see them or you don't see them. I mean obviously there's a sense of security greater but the truth is that ultimately people felt safer as a whole than worried about whether or not they see the cars. Yeah. There was something else I wanted to say. All right, anyway, it's okay. I think we've been talking about this, about priorities, and there's only so much in a bucket list we can do, and this really kind of reiterates where we were already headed anyway with the beautification.

Is that the mayor? Yes. I'm sorry, guys. I'm gonna put myself on silent.

It's like two in the morning there, isn't it?

What time is it there? 1230.

Dude. Take a day off. Put yourself on mute, Madam Mayor. You think? I will.

Hello, put yourself on mute, Madam Mayor.

I'm on mute, I'm listening. You're not on mute.

Okay, anyway. She's had a long day in there. Ruined it. Ruined it. I was doing my brain only. Cancel it. Okay, that's it. Thank you very much. Anybody else? City manager? No? No. Thank you very much.

Yep, thanks everyone.

Mayor, are you here? Yeah, you told me to mute myself.

Wait, did you?

Yikes. Did you want to say anything about the survey before we move on?

No, no, I went through it thoroughly. And I think we kind of went through it. You know, the priority is that our last meeting. So thank you.

We're very glad you're here. We're sorry you have to be up so late, but we're glad you're joining us.

Thank you. Thank you.

How's it going up there over there?

Interesting. It's been quite interesting. We met with their...

Does everybody know the mayor is in Israel? Just so everyone knows. Representing.

We've seen a lot of destruction today.

Go ahead, Madam Mayor.

Very quiet. It's a little sad economy. They're encouraging people to come. Very hospitable. We spent the day with the deputy city manager of... Deputy mayor of... and it's where they had all the cluster missile attacks. So we were in their emergency operations center and then we were, of course, in Jerusalem today. So, but thanks for asking. Everybody's safe and sound here.

Okay, good. Thank you, Mayor. Okay, moving on. Yeah, let's take a 10-minute break and then we'll come back for presentations, okay?

Madam Vice Mayor, would you like to adjourn the workshop? Adjourning the meeting. Thank you.