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Home My WebLink About2025-05-28 25-186 OrderCITY COUNCIL ACTION Council Meeting Date: Item No: Responsible Dept: Requested Action: Summary Committee Action Meeting Date: For: Against: City Manager City Solicitor Finance Director Map/Lot: Introduced for: Order Committee: Action: Staff Comments & Approvals Date: Item No: Assigned to Councilor: Bangor Center Development District Municipal Development Program and Financial Plan Fiscal Year 2026 The purpose of this document is to provide a comprehensive yet succinct look at the programs and projects the Downtown Bangor Partnership (OBP)undertook inFY2O25and tuoutline the plans and proposed budget for FY2026 so that the City Council may consider the DBP's contributions and essential functions in the Downtown District and look favorably on continuing its support. The DBPcontinues \ofocus onits mission hnpromote and market activities that enhance the distinctive identity ufDowntown Bangor, encouraging retention and growth ofcommercial, residential, and cultural life within the downtown district. We continue to focus our efforts on marketing to those outside of downtown Bangor, connectivity between stakeholders within downtown Bangor, promotion and creation of events happening in downtown Bangor, adding amenities to enhance the look and feel of downtown Bangor, and gathering consensus on and advocating for issues like safety and sanitation that affect downtown Bangor stakeholders. We commend the City Council's continuing initiatives to promote downtown's economic vitality and cultural excellence, and we hope you agree that the DBP has made a positive contribution to downtown development over the past year. We are pleased to be involved with the transformation of Downtown Bangor to a more vibrant and engaged economic center and we are focused on maintaining this momentum. Last year the DBP raised $72.000. in private oponaonshipo. Qrento, digital income generation and events to underwrite much ofour programming and projects. This year we are requesting a $.07 increase to the current special assessment of $.63 on every $1,000 of va|uaUon, bringing the special assessment to $.70 on every $1.800 with an overlay of $.02 which will contribute an additional $26,556 to our budget. We will be using the bulk of the increased income to expand our marketing services. As safety and security remain the top concerns for downtown stakeholders at present, the DBP is requesting $230,000 from the downtown TIF, to provide supplementary 24/7 services to the downtown During the first part ofFiscal Year 2O2Swmcontinued 10see unincremental shift invisitation todowntown Bangor and the many amenities located within the district. Attendance at venues like Penobscot Theatre and the Zillman Art Museum continues to eek upwards although our arts venues, shops and restaurants have not returned 10pre pandemic levels. The impact of the unsheltered and substance use disorder population, and the perception of safety continue to plague the reputation of downtown and hinder growth, though the downtown community at large recognizes that the public narrative is vastly different from the reality of the state of downtown. We also saw new investment and development in downtown frorn private investors, Renovations of existing properties led to a $2,484,900 increase in the assessed value of the district. Engaged property owners are continuing to activate vacant and Underutilized spaces continuing the "spread" of active buildings within downtown's constrained footprint and contributing to downtown hosting the most valuable real estate in the City and contributing more dollars per square foot to the City. During the months of March - May 2025, there are currently twelve businesses slated to open and/or move to Downtown Bangor, Downtown Bangor annexed parts of Main Street, Harlow Street and Park Street hill as of July 1, 2024. During our first fiscal year we fostered relationships with many of the new stakeholders creating collaborations and installing small winter and summer activations. We will continue to foster and expand our relationships as we plan for branding and amenities that give each zone its specific identity. Downtown Bangor continues to advocate for a five year parking plan that addresses the immediate need in downtown development and a ten year plan that addresses a fully occupied downtown and reduces redundant private surface parking in favor of high -usage public parking. There is currently no night and weekend parking management and those remain some of the highest use times for downtown. Parking for night events often relies on visitors ignoring private parking signage to attend the theater or a concert. The addition of high density Municipal solutions will allow for the continued economic growth and development ofdowntown byfreeing empty parking lots for development. The downtown commercial office space market continued to improve with upgrades to several office buildings, and workers have increasingly returned to workspaces in downtown. Data on commercial vacancy rates show commercial vacancy rates in downtown as below 5%. The "functional vacancy rate", meaning space available for use iacloser to2.496. The DBPserves aau communication liaison connecting interested businesses with landlords and property management companies through maintenance of an available space inventory. One of the largest growth inhibitors that downtown faces in fostering commercial growth, especially in customer facing, street level businesses is the lack of available, ready -to -use spaces. The DBP has identified the infill of underUtilized surface parking with high density residential and commercial construction eaatop growth point for the future, along with solicitation ofmnadditional hotel added within the district to foster the expansion of the Cross Insurance Center's ability to host conferences and to meet the desire Of Our expanding cultural and recreational tourism capacity within the Page 2 of 9 EVENTS Last year the Events Committee continued to work on prograrns and events that drive traffic into existing downtown businesses through its umbrella events and to support the efforts of others hosting events in Downtown Bangor. The 2024 Summer Sidewalk Art Festival demonstrated considerable growth, featuring 129 vendors (up from 75), four performances and thousands of visitors, Vendors reported sales as a top single day event, The 2024 ARTober Sidewalk Art Festival, which coincides with the City's ARTober celebrations, also grew 3896to68vendors. Our umbrella events, like the Cinco de Mayo Margarita Competition, and collaborative shopping events like Plaid Friday and Small Business Saturday brought locals and tourists alike to downtown to support our local economy. VVealso launched oomalow-lift events like "Weird \Na|Wn'VVednoodoyo and "Yoga inPierce Park" ho encourage people to use more places and spaces in Downtown and revitalize the whimsey and quirk that help identify downtown. Our Community Events Calendar unthe downtownbangor.comwebsitecontinues tobathe most visited page onthe wmbeikaand isthe top information source for Out oftown visitors planning their trip k»Bangor. BEAUTIFICATION The pride of the Downtown Bangor community continues to be exemplified by the DBP's Beautification Committee and its volunteer -fueled base which focuses its efforts in three areas: gardening, lighting and art. i. Gardena o. Beautification Committee met with University of Maine Cooperative Extension to identify and tag for removal invasive species and replace with native species, b. We purchased liners for 56 flower boxes along the Kenduskeag Stream and had them professionally planted byWindswept Gardens. o. 50 existing large flower planters have been planted by Windswept Gardens and are set to bedelivered inMay 2O25. d. Downtown Bangor Partnership replaced 4 wooden planters last year and plans to replace the remaining 20 planters this year as many have been in rotation since 1907 and are in substandard condition. a. Volunteers will plant umbrella shaped planters set to be installed on Cross Street as pad ofthe umbrella sky installation. f. Adopt -A -Garden sign ups are underway and 75% of the 150 plots are adopted. UAhdnA u. Public Works replaced aging bistro lights we provided in Hamlin Park and we updated the color scheme hocoordinate with holidays and civic initiatives. h. Downtown Ambassadors are working to replace street lamp lights that are broken. o. Downtown Bangor is working on a plan to add lighting under the Union Street overpass onBroad Street. Art &P|aoemaking a. With the help of Northern Light Health, a three-year international md installation, Umbrella Sky, imslated for one more year. b. DBPpartnered with olocal artist for osummer art box installation project. o. In collaboration with Louie Morrison and Renewal by Anderson, Downtown Bangor is creating emini golf experience inPocket Park onCentral Street, Downtown Ambassadors will manage the space over the course ofthe summer. Page 3 of 9 4. Caretaking a. DBPorganized avolunteer clean upfor Fall 2824and Spring 2825.Spring clean is slated &otake place May 3nd. h. Downtown Ambassadors regularly clean public and private spaces downtown, removing debris and litter. bfflsu�� Downtown Bangor isrich inassets that benefit residents and tourists alike including historic architecture, parks, public art, a professional theater, concert venues, a casino and SO Much more. The closure of the Greater Bangor Convention and Visitors Bureau created a vacuum for the prornotion of tourism and there is a need to coordinate and share information with visitors. OBP, along with City staff and numerous invested organizations, is a member of the steering committee for Recreation Economy of Rural Communities (RERC), a federal grant designed to help communities identify and cultivate recreation assets. Goal one ofthe group iamarketing and branding the region. Over the course of the year we worked with the other members of the steering committee to secure both a branding grant and a wayfinding and signage grant. By the end of FY 25 we will have three digital kiosks, a regional brand and a set of assets to collectively use to prornote the region. Downtown Bangor Partnership will be responsible for programming the digital kiosks across three participating communities. As the district with the highest concentration of assets, it has always been the DBP's priority to create and circulate marketing materials. We have provided tangible support tothis with the Marketing Committee's production and circulation Of 15,000 Copies Of Our updated brochure and 12,000 copies of ou1jl�51t( ��Lbl�.daaignedanoundthothraepiUomofDovvn1ovxnBonyocehoppinQ.dining.artamndouliuna.VVanon out of booklets in early March and will have the new, updated asset in hand in May to distribute. The Marketing Committee has widened its focus from concentrating on cultivating the local market, to appeal to tourists. Our Downtown Bangor videos run in the Hampden North Rest Area and our brochures are distributed at all MTA Rest Areas along the highway and included in every outgoing mailing from the Maine Highlands. We launched micro digital and social campaigns in direct flight paths to Bangor, namely New York City, Boston, Washington DC and Chicago with spectacular results, The top three cities of NEW visitation to ourwebaitaare (in nrdar):Boston (i3.U88).Bangor (13.0UU)and New York City (7.0U8).VVehave already seen some return on investment from these campaigns and as the tail on tourism is approximately two years, vveexpect the RO|toincrease over time. The Marketing Committee has also secured content in two state-wide publications (Maine Invites You and ine) that will feature Downtown Bangor as the shopping, dining and arts and culture capital of Central and Nudhern Maine and is combined with co-op advertising to ensure a four -page spread designed tobring people tuBangor. Maine Office of Tourism reported that the only county to county increase in tourism traffic within the state was Cumberland County to Penobscot County. Using this data, Downtown Bangor Partnered with the City of Bangor Community and Economic Development Department on two campaigns with Portland Magazine. anor. Downtown Bangor created aprint advertisement with highlights and adedicated that could host more events oathey emerged. The Marketing Committee had great success with outreach to American Cruise Lines (ACL) passengers disembarking in8angocVVaconnected vviththe Excursions Director ofthe ship and created ededicated 16pngeVisitor's featuring the assets of Bangor including history, arts, dining, shopping and the Commission on tuna| Dava|opmeot'e "Culture ofPlaces" tour aowell as links to City trails. The booklet continues to run out within 8 months of release and many locations report that it is the most selected publication for Bangor. Page 4ofD Additionally DBP and City of Bangor met with ACL executives and staff and Cruise Maine to create additional collaborations and cultivate the relationship, We were able to identify that Bangor's page on the Cruise Maine website was woefully out of date and DBP staff created all entire new set of assets to update the website and ensure that Bangor put its best foot forward in growing the presence of its cruise capacity. Cruise Maine iacurrently building onew page for City ofBangor. DBP wrapped up its grant with Maine Office of Tourism with solid results in promoting Bangor as an arts and culture tourism destination. We gathered stakeholders from the community to create a branding initiative and increase the visibility of arts and culture both locally and outside our region. The website associated with the Bangor Culture and Arts Collective (BCAC) launched July 2024 and was supported through print and digital campaigns. During the six month promotional period, the website received 14.O88visitors from outside the region who clicked through toexplore the arts and culture assets located within Bangor. VVealso created aninteractive arts and culture map which had over 4.UD0visitors during the promotional period and saw visitors from our target markets. more than 7596 of interactive map users were from outside the Bangor region, demonstrating the asset and investment inmarketing 8angor'aassets, yields tangible results. SAFETY AND SECURITY Downtown Bangor launched the Safety and Hospitality Ambassador program in mid October 2024. Though the goal of 5.6 employees providing 24 hour per day, seven days per week coverage has not been met, the program has consistently employed four full time ambassadors who patrol 125 hours of the 168 hours in a week. Priority is given to night and weekend hours when the Downtown Officer, Downtown Cua(odianondBC/Q-avanoionpatroi j9nz��n��mv�� U � l�rp,opm�Uow'�,�wavxc�*o,u�o' cw��oy�^nrunyu�,z�*ew�x0�xo8 nweo,o,,oA Cvk "f,Vemo")we�p, Ambassadors work with Bangor Police Department and local service organizations tomaintain community standards in Downtown Bangor. Over the course o(their work they have removed nearly 10Ubags oflitter and trash from both public and private property including over 10O0needles, removed individuals from camping overnight inpublic parks and private alcoves, connected with businesses and residents touphold community standards both inside and Outside businesses and provide eooiatanou in directing people available oamiuoa. Fiscal year 2O25saw the realization ofmany of DBP'astrategic plan initiatives including increased collaboration with City departments, increasing DBP staffing, increased marketing, enhanced placemaking assets, and an update of the boundaries of downtown to include adjacent areas. We also added a full time Marketing and Events Director which has increased our marketing and events capacity and allowed us to better evaluate what mm do, how we do it, and to maximize impact with our limited resources. Page 5 of 9 1111iF111111111 lip As major shifts begin to settle, the Downtown Bangor Partnership is focused on connecting with the new stakeholders brought in through the district expansion to develop assets and infrastructure that support the look, feel, goals and scale of the additional zones and create unique identities for the distinct areas of FY2026 will see sustained investment in tourism marketing. Our marketing capital focuses on positioning downtown Bangor as the shopping, dining and arts and culture destination for Central and Northern Maine. As part of this effort, the DBP will continue to update and maintain assets like the website and interactive map created with the Maine Office of Tourism Arts And Culture Grant which provided funding for a unified, city-wide effort in promoting arts and culture. We will continue our multi -year video project that captures downtown in all four seasons and promotes each area of our marketing matrix- i.e. shopping, dining, arts and Culture, and with the expansion of the district, have added assets dedicated to the hotels in the district. Videos continue to be produced, updated and reproduced aswemove through each season building out our asset library. We use these videos in our digital and social campaigns, especially in major metropolitan areas with direct flight paths to Bangor and credit much of our success in drawing website visitors with the use of the assets and our placement. In FY 26 we plan to increase our advertising budget it) these areas and will be circulating RFPafor digital, OTT Premion. streaming and video leader advertising, DBP'oweboitegenerated 2.483.Q42impressions last year with Q4.00Oactive NEW users. These users have come to us largely through organic content creation and our goal is to explode these metrics during FY2Gwith targeted dollars spent across digital, social, and print campaigns. We plan to continue to cultivate the community events page which is the most popular page onour website. We relaunched our community events page with our new website and it is the mostvisited page on our website with organic searches for"What to do in Bangor" leading visitors to the page. We have eight times the website traffic of other area organizations promoting tourism with a regional, not Bangor specific focus and one thousand times the traffic of a local business promoting regional events. With four million social media views last year and areach of80UO0O the Downtown Bangor social media platforms continue toreach new viewers and convert new people into Bangor lovers. The OBPcrossed into new territory this year when we hit a new benchmark in social media content and reach when our Facebook and Instagram pages began earning income from our top social media posts. Because of the success of our Visit Downtown Bangor guide, we continue to investinenhancing the booklet images and content. FY2026 will focus time and money on deploying materials to create a maximum draw toBangor. VVewill continue our collaboration with Waterfront Concerts, and Bangor International Airport. A new partnership for 2026 is a relationship with Mix Maine Media and their host of radio stations and media outlets to create a storefront studio and numerous collaborations including promotion ufthe downtown events calendar and businesses. DBP has increased our income from and expenses for coop marketing opportunities where we purchase entire pages of advertising in key publications and offer space to downtown stakeholders at reduced rates bolstering the collective visibility of downtown and highlighting individual businesses and events. VWththoohanAingoconomyendnmwtnyma|paMomoom*rging.thomarkuUngoommitt*ehaodacidodto shift funding away from Canadian Maritimes and towards large urban centers with direct flights to Bangor. Our success with organic traffic last year provides ample evidence that we will experience increasing success inthese markets. Page 6 of 9 The addition of new staff time will allow the Networking & Outreach Committee to better conduct outreach efforts to build cohesion with the new district and connections with Underserved stakeholders in the service sector, property owners, and residents, creating ties that will help the DBP better understand and meet their needs. The DBP will continue to host the property owner lunch and listening session to meet and advocate for this sector. The Networking & Outreach Committee will reboot its quarterly retail meetings, creating more B2B opportunities within those meetings to help business owners connect and continue to support each other. The Networking & Outreach Committee will host meetings and public forums to engage stakeholders including an annual social and town hall event to promote both formal and informal channels of networking and cummunioahun. Connecting with residents remains a top priority though capturing the attention of a significant number has remained elusive. We hear from residents frequently, but would like to engage with them on a more consistent basis. Recently, Executive Director Betsy Lundy attended awmrkshnp on increasing residential engagement in downtowns and will begin deploying strategies gleaned from the session over the course rfthe next year, Safety and security remain utop concern in the last four years. Addressing the issue isecombination of improvements to safety and shifting the perception of safety via our marketing initiatives. DBP plans to propose ordinances that will help improve the look and feel of Downtown Bangor and make it a more welcoming community. EVENTS The Events Committee will bring back the successful Sidewo|kArtsFeutivo|forafifthyemr,enhanciny downtown's image as an arts and nu|tunal center for Central and Northern Maine. Bangor Savings Bank is returning as the Presenting Sponsor for the event and will be providing staff volunteers to help with the event as well, We are providing space for and collaborating with numerous area nonprofits. The Events Committee discontinued First Fridays because we lacked the capacity to coordinate artists and venues on a rnonthly basis, As a result, a group of dedicated individuals have picked up the mantle of coordination and partnered with OBPfor marketing and execution support. The Events Committee will continue toseek out and Support the many events already happening within the district, like assisting in promotion of high density "umbrella" opportunities like Valentine's Day, Halloween and New Year's Eve. Additional staffing has allowed us to successfully promote the increased number of events brought to us through the addition of new businesses and institutions. Downtown Bangor has become a resource for organizations seeking to execute events in Downtown Bangor. DBP provides organizational and marketing support for individuals and organizations seeking to execute events in Downtown Bangor. This year Downtown Bangor stepped in to function as a fiscal agent for Pride Bangor as they work towards becoming their own organization and has Supported the Honey Bee festival in forming relationships and organizing a festival on the Waterfront. The goal of the Downtown Bangor Partnership is to make Bangor an easy and inviting place to host Page 7 of 9 The Beautification Committee will focus its energy on gardens, lighting, and placemaking in FY 26 with a specific focus onworking whhthenawlyannaxedaneaetodevaopdha|ookandfee|ofUhenewdistrict. Existing seasonal and year-round planters and flower boxes will continue to bring colorful blossoms to downtown. Last year DBP replaced 4 of the aging wooden box planters and plans to replace 20 more this Adopt-A-Gavden.which now has over 150gardens throughout downtown. Hundreds ofnew perennials and spring bulbs will be planted to make each year's growing season more beautiful than the last. The invasive species program will continue to ensure the vitality of City gardens in Downtown Bangor. Lighting during the holidays will continue to brighten the darkest part of the year with 110 lamp posts wrapped in lights. Our Downtown Ambassadors plan to assess and replace darnaged and non functioning lights. The color -changing Hamlin bistro lights will mark special holidays and occasions such as Pride Month and St. Patrick's Day to ensure downtown is a community center for shopping, gathering, and celebration. VV*plan toadd lighting \oadditional stmet|umpooethey are updated toallow for lighting, Downtown Bangor partnered with Wabanaki Public Health and Wellness and City of Bangor to apply for a Pailn-lrs, for Place arant that will address the area underneath and adjacent hothe Union Street Bridge overpass. If approved, the $150,000 grant will provide lighting enhancements to the underside of the bridge and create water filtering planters that clean the dirty water from the roadway above before it enters the Penobscot River. It will also create an interactive park -like setting with oversized topiary animals inthe form ofnative species selected byVVobanukiPublic Health. Our additional staff person will streamline the functions of Beautification by providing permitting, logistical, marketing and clerical support for the most critical projects, allowing volunteers and committee members tofocus nnproject execution. ORGANIZATION In addition to ongoing internal priorities such as increasing organizational capacity and monitoring and advocating onissues that affect stakeholders, the Board has made great headway implementing its strategic plan. Aathe footprint ofthe downtown grows, amdoour staff ingneeds. This year the Executive Director position will become a full time position. This will further buttress the organization and preserve institutional knowledge, ensuring strength and longevity. The DBPcontinues 10invest inprofessional izin0its staffing hysending both staff people tuthe International Downtown Association's (IDA) Fall Conference where they can learn best practices and new ideas for urban p|aoemekingthrough workshops, seminars and menhzmhip. This year the DBP staff has also engaged with Maine Development Foundation and Main Streets and plans to become a Main Street Affiliate. Staff has already attended several professional development opportunities and created connections with other downtowns inthe state. SAFETY AND SECURITY The DBP's number one priority for visitorsi residents, amd owners within Downtown Bangor is the enjoyment of our unique downtown for everyone without compromising the ability of one group to enjoy it versus another. The DBPhas supported initiatives hoexpand services for people experiencing Page 8 of 9 homelessness and for services at "points of service" for people experiencing substance use disorderand inneed ofmental health services. VVaagree and support the City cfBangor with investments made in these arenas. Simultaneously, the City has made considerable investments in providing assets to Bangor residents as well as in supporting tourism marketing via numerous organizations working in tandem to highlight the City as a recreation destination. The recreation economy in Bangor is strong with established parks and trails, public art and various visual and performing arts venues of nearly every size. Downtown Bangor is horne to a casino, a race track, a world class art museum, and a top performing concert venue. There are few communibaa, certainly not ofthis aiza, with so many assets in play. The Park Ranger program, BCAT, and numerous other programs dedicated to helping those in need are all welcome and important factors in improving safety and the perception of safety in Bangor. Additionally, the DBP benefits from the presence of Officer Larby, our downtown walking officer and the downtown custodian from Public Works. Although the downtown foot patrol and custodian has atangible effect, and is appreciated by the downtown community, the hours are generally limited to 8:00 a.m. - 4:00 p.m., Monday through Friday and downtown has an active night and weekend scene, The Downtown Ambassadors will continue to fill gaps on nights and weekends ensuring Downtown remains safe and clean for visitors. Bangor Police Department has been helpful and collaborative in helping the Downtown Ambassadors navigate ordinances and community standards. With the closure of HEAL, HEART and more recently Camp Hope, and warming shelters, the last month has brought an inflUX of day and night time activity for Ambassadors to manage. Ambassadors will continue 10enforce shared community standards. Page 9 of 9 25-186 MAY 28. 2025 Downtown Bangor Partnership 2026 Budget 2025 Budget Revenue 4000 Levy -Special Assessment 231,721.00 Requested Assessment Increase 0.00 Requested Ambassador funding 230,000.00 4050 Interest 10.00 4100 Sponsorships 2,000.00 4110 Beautification 9,750.00 4120 Events 15,500.00 4130 Networking & Outreach 3,250.00 4140 Marketing 8,000.00 Total 4100 Sponsorships 38,500.00 4500 Event Revenue 4,000.00 4900 Other Income RERC Digital Kiosks Administration TIF Funding for ED Total Revenue Expenditures 5100 General & Administrative 5105 Accounting Fees 5106 Legal & Professional Fees 5107 Legal Advertising 5108 Other Contracted Services 5110 Insurance 5112 Workers Comp Insurance 5115 Memberships/Registration Fees 5120 Postage & Printing 5122 Supplies Equipment - New Computer 5124 Phone & Internet 5130 Bank & Credit Card Fees 5140 Rent 5142 Other Business Expenses 5150 Payroll 5152 Payroll Wage Expenses- ED 5153 Payroll Wage Expenses - Mktg/Event 5154 Payroll Tax Expenses 5156 Payroll Fees 2026 Budget 239,009.84 26,556.00 230,000.00 1,000.00 3,000.00 12,000.00 16,000.00 3,250.00 15,000.00 49,250.00 7,500.00 4,000.00 43,746.12 43,746.12 $547,977.12 $601,061.96 3,060.00 3,060.00 250.00 250.00 7,000.00 7,000.00 2,000.00 2,000.00 877.50 877.50 6,000.00 6,000.00 75.00 75.00 1,500.00 1,500.00 1,504.00 1,504.00 200.00 200.00 8,100.00 8,100.00 500.00 500.00 $49,028.00 $63,739.73 $50,505.00 $57,189.60 $8,211.55 $9,780.32 1,470.00 2,100.00 25-186 MAY 28. 2025 5158 Retirement Benefits Total 5150 Payroll Total 5100 General &Administrative 5200 Marketing 5210 General 5212 Printed Materials 6214 Website 5216 Television/video 5218 Digital Total 5210 General 5240 Holiday Promotion Total 5200 Marketing 5300 Beautification 5305 Flower Boxes 5310 Gardening 5315 Lighting 5320 Art Total 5300 Beautification Total 5400 Events Total 5500 Networking & Outreach Operational Reserve Street Plus/Service Provider 5600 Public Safety - StreetPlus Total 5600 - Public Safety Total Program Expenses Total Expenditures Net Revenue Total Payroll and Prograrnming 2151.51 111,366.06 142,432.56 13,000.00 2,000.00 10,000.00 5,000.00 30,000.00 8,000.00 38,000.00 6,500.00 5,250.00 10,000.00 8,000.00 29,760.00 $24,000.00 3,750.00 310,000.00 310,000.00 3627.82 136,437.47 167,503.97 34,000.00 2,000.00 7,000.00 7,000.00 50,000.00 8,000.00 58,000.00 7,500.00 5,250.00 10,000.00 10,000.00 32,750.00 $24,000.00 3,750.00 5,000.00 310,000.00 310,000.00 405,500.00 428,500.00 547,932.56 601,003.97 4.56 57.99 25-186 MAY 28. 2025 IN CITY COUNCIL MAY 28, 2025 CO-186 Motion made and seconded to Open Public Hearing Public Hearing Opened Hilari Simmons questioned what the funds for safety and security were for. Betsy Lundy indicated those funds are for the StreetPlus services. Ms. Simmons asked what the $88,000 and $43,000 was for. Ms. Lundy stated it was for salaries and overhead. Ms. Simmons asked what the size of staff was and Ms. Lundy indicated they currently have 1.66 which is growing to two. Motion made and seconded to Close Public Hearing Public Hearing Closed Motion made and seconded for Passage Passed ��:,w�,��° '" .�� °,„�,��"��,°��*°.�� CITY CLERK