Loading...
HomeMy WebLinkAbout2.17.2026 - City Council Minutes City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17,2026 CALL TO ORDER The City Council met in a workshop session on Tuesday, February 17,2026, in the Clermont City Center.Mayor Murry called the workshop to order at 9:01 am with the following Council Members present: Council Members Strange, Bain, Myers and Petersen. Other City officials present were City Manager Van Wagner, Deputy City Manager Matthys, City Attorney Waugh and Deputy City Clerk Wisniewski. AGENDA ITEMS Item No. 1 —Water Rates Public Services Director Brunson introduced Murry Hamilton of Raftelis to present the utility revenue sufficiency study update, covering water, wastewater, stormwater, and sanitation funds. Mr. Hamilton explained the study evaluates revenue sufficiency, operating and capital needs, reserves, regulatory compliance, and bond obligations,noting that each utility must be financially self-supporting. He provided historical context, including deferred maintenance and unchanged water rates from 2002-2017, and outlined factors leading to wastewater plant expansion, with project costs rising from$23 million to$48 million, funded through$28 million in bonds and over $20 million in impact fees. Mr. Hamilton highlighted that the study provides a 10-year financial outlook to support long-terns planning and recommended regular rate studies every two to three years. Council discussion addressed capital planning, growth, infrastructure capacity, impact fee limits, and transparency. Statutory restrictions on impact fee adjustments were provided by City Attorney Waugh, and preliminary results are expected in April, followed by a Council workshop in May and a public hearing before any rate changes. Mayor Murry opened for public comment. There were no comments. Mayor Murry closed public comment. Council Member Strange asked whether current utility rates fund the new wastewater plant. Public Services Director Brunson along with Mr. Hamilton confirmed that monthly service rates are the primary source for debt repayment,while impact fees have funded roughly half of the plant's costs, reducing debt and limiting rate increases. Council discussed the allocation of utility revenues between operations,capital costs,debt service, and administrative transfers,noting that fixed costs are embedded in rates and not itemized on individual bills. Council emphasized the importance of transparency and educating residents about the ways their utility payments support both daily operations and long-term infrastructure. By consensus, staff were directed to explore cost-effective ways to communicate this information to the public, potentially through graphics or summaries in the budget process or monthly utility bills, so residents can understand the use of funds and participate in planning for future capital needs. 1 City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17, 2026 Mayor Murry turned the meeting over to Mayor Pro Tern Myers and left the meeting at 10:25 am. Mayor Pro Tern Myers recessed the workshop at 10:26 am. Mayor Pro Tern Myers reconvened the workshop at 10:33 am. Item No. 2—Procurement Process Procurement Director Suarez provided an overview of the city's procurement processes,roles, and safeguards. He explained that procurement ensures public dollars are spent fairly and transparently while maintaining accountability and integrity. He outlined the procurement life cycle from identifying needs to contract management, including the roles of the department, procurement staff, evaluation committees, city manager, and city council. He explained methods for solicitations, informal purchases, quotes, bids, Request for Proposals (RFPs), and Request for Qualifications (RFQs), and emphasized key principles of uniformity, fairness, best value, transparency, and integrity. The presentation also covered evaluation procedures, safeguards to ensure fairness and compliance with Florida Statutes and Sunshine Laws, authorized exceptions, sole source, single source, piggyback, emergency purchases, and the ongoing management of contracts. Procurement Director Suarez concluded with a summary of the department's responsibilities, including purchase card management, contract review, and staff assistance. Council Member Bain asked whether it is legally or procedurally improper for a Council Member not assigned to an evaluation committee to influence a procurement outcome. City Attorney Waugh stated that such involvement would be both statutorily and procedurally improper. City Attorney Waugh further explained that formal bids are typically awarded to the lowest responsive and responsible bidder meeting specifications, while for RFPs and RFQs, evaluation committees provide rankings and recommendations,but Council retains authority to modify those recommendations based on the submitted record and its home rule powers. City Attorney Waugh advised that Council Members may not vote on contracts resulting in a special financial benefit to themselves, and the city may not contract with a Council Member's own business. Statutory disclosures apply to direct financial conflicts of interest; personal relationships alone do not require disclosure. Any conflict within an evaluation committee results in removal of the member from scoring. City Attorney Waugh advised that procurement presents significant liability exposure and emphasized the importance of strictly following adopted procedures and prioritizing competitive bidding to protect taxpayer funds. He explained that courts generally uphold Council decisions if they are reasonable and supported by the record,including the rejection and rebidding of proposals when properly justified;however, the City may not materially alter a project after award,manipulate bid thresholds,negotiate outside RFP parameters, or deviate from its own policies. He cautioned against bid tampering under 2 City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17,2026 Florida law, noting criminal penalties for improperly influencing solicitations, and stressed that while Council may have policy preferences, they must defer to and trust the established procurement process to avoid legal and ethical violations. Council discussed the distinction between an RFP and Request for Bid (RFB), confirming that an RFB focuses primarily on lowest price, while an RFP seeks proposals based on defined criteria. City Attorney Waugh explained that RFPs must contain sufficiently specific guidelines to ensure fair competition and cannot be overly vague or materially changed after issuance without rebidding. He advised that general idea gathering for public property is not typically handled through an RFP unless specific parameters are established, and unsolicited proposals must still be competitively bid. It was further discussed that specifications are generally developed by knowledgeable staff, though outside experts may assist if needed. Council Member Strange expressed concern that for large, long-term vision projects, Council should help define the vision and standards before procurement is initiated, rather than addressing concerns after the process is underway. City Attorney Waugh acknowledged there can be a disconnect between Council's broader vision and procurement outcomes, noting staff works to interpret Council's direction while continuing city operations. He stated that most procurements proceed without issue and that clearer Council policy direction would help ensure future solicitations better align with Council's vision. Council Member Strange suggested adding a list of current and upcoming bids to the regular agenda packet to allow early identification of policy concerns and avoid cone of silence issues. The intent was to provide clearer direction upfront and prevent conflicts later in the procurement process. Discussion continued regarding early Council involvement in procurement and evaluation processes. Procurement Director Suarez confirmed that weekly reports are provided to City Manager Van Wagner listing draft, active, and completed solicitations, and that Council could request appointments of outside experts or Council Members to evaluation committees before a bid is issued. Council Members discussed determining when projects, particularly large, vision- related,or real estate matters, should trigger additional Council input or outside expertise to avoid later conflicts.Council Member Bain suggested that expectations and criteria for such involvement be addressed through strategic goals and direction to City Manager Van Wagner during the upcoming workshop, consistent with the City's manager form of government. Item No.3—Pre-Budget Priorities Deputy City Manager Matthys explained the pre-budget priorities process, explaining this was for gathering Council input. He outlined that Council and department directors would first identify city strengths and challenges, then hear departmental needs for the next five years. Council Members would then provide their top priorities or programs for inclusion in the five-year budget. All identified priorities will be documented, then Council will use a sticker exercise to rank them, with the results presented at the next meeting. 3 City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17, 2026 Council and staff identified the city's top strengths as its skilled and committed personnel,engaged and passionate council, strong community support, economic growth, prime location, natural assets, and small-town charm. Strategic partnerships and intergovernmental relationships were also noted,with an overarching theme that Claremont's greatest asset is its people and community, enabling the city to shape its long-term future. Council and staff identified Clermont's main challenges as managing rapid growth, including increased traffic, expansion of city services, and rising demands on staff. Other challenges include attracting and retaining qualified employees, updating outdated codes and comprehensive plans, adopting efficient processes, maintaining the city's small-town character amid development, and ensuring long-term economic resilience beyond real estate. Additional concerns include staying competitive with compensation, planning strategically for unknown future state impacts, and coordinating development on unique or sensitive properties. Overall, intentional planning, strategic staffing,and maintaining organizational culture were emphasized as critical to addressing these challenges. Mayor Pro Tern Myers recessed the workshop at 12:13 pm. Mayor Murry returned to the workshop. Mayor Pro Tern Myers reconvened the workshop at 12:45 pm. Deputy City Manager Matthys shifted to department heads sharing high-level,"big-ticket"projects or programs anticipated over the next five years. These items were listed to inform council as they identify priorities for the upcoming five-year budget,without going into detailed discussion at this time. Procurement, Human Resources, Development Services, Information Technology, and the City Clerk's Office reported that they have no upcoming projects to present at this time. Finance Director Borror identified updating or replacing the City's Enterprise Resource Planning (ERP) system as his top priority. Parks and Recreation Director Forman requested guidance from Council on two design options for the Art Walk portion of Meet Us in the Middle: a slight jog to the west or keeping the path straight and shifting park elements 18 feet east. Council expressed a preference to wait for input from DPZ and American Bicycle Association (ABA), as well as control over the DeHoya property, before making a final decision. Council members emphasized the importance of moving the project forward while maintaining flexibility for future expansion and acknowledged the potential for a third option from prior parking studies. The department will await council direction before proceeding. Parks and Recreation Director Forman outlined his key priorities,including Meet Us in the Middle, the Lincoln Park Community Center, the Bishop Field rebuild, converting the remaining field and 4 City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17,2026 court lighting to LED,development of a Fieldhouse, installation of artificial turf at the Lake Felter Park multi-purpose field, and the redesign of McKinney Park. Public Services Director Brunson requested consideration of funding for pavement preservation treatments and replacement of the City Hall air conditioning system and asked that the proposed 12th Street sanitation transfer station be brought back for discussion during the upcoming budget process. Economic Development Director Norris requested Council prioritize investment in expanding the City's shaded trail network to improve mobility, reduce traffic impacts, and enhance quality of life. City Manager Van Wagner informed Council about ongoing discussions regarding traffic improvements at key intersections, potential County funding, and exploration of an upgraded traffic signal system that could improve efficiency and emergency response times, though some city costs may be involved. Police Chief Graczyk outlined five-year priorities including west and east side substations, replacing the rescue vehicle, a real-time crime center, and a joint mobile command vehicle, with some items funded by impact fees. Fire Chief Ezell presented budget priorities focused on expanding the training center, constructing Fire Station 5,renovating existing stations such as Fire Station 3,exploring options for Fire Station 6, implementing transport services, and monitoring opportunities for the SAFER grant. Deputy City Manager Matthys shared the desired initiative to establish a 311-information center for customer service, potentially two to three years out, which would incorporate Al technology, an additional staff member, and development of the center. Deputy City Manager Matthys opened the floor to Council, inviting them to share their desired projects and programs for the next five years. He explained that staff would compile the items, have Council rank them by priority, and bring the results back for further discussion at the next meeting. Council Member Myers identified her priorities as establishing a library,implementing Emergency Medical Services (EMS) transport services, completing the Meet Us in the Middle project, and creating a financial literacy program with funding assistance to help young adults purchase their first home. Council Member Petersen stated his priorities for the next five years include implementing EMS transport services at all fire stations and expanding the city's golf cart ordinance. He emphasized developing infrastructure, such as golf cart paths, to support a multimodal transportation system that reduces reliance on vehicles. Mayor Murry presented his priorities as completing the Meet Us in the Middle project, reestablishing a library within the city, developing a centrally located community center in the 5 City of Clermont MINUTES CITY COUNCIL WORKSHOP February 17,2026 Lincoln Park area to enhance accessibility and walkability, and advancing improvements to East Lake, including restoration of the historic fountain. Council Member Strange outlined priorities including completing the Comprehensive Plan to ensure all residents have access to parks or nature, maintaining high water and sewer quality standards,achieving a six-minute emergency medical response time, and ranking among Florida's top ten safest cities. She also emphasized becoming more "antifragile" as a city by strengthening financial resilience, lowering millage, and reducing employee healthcare costs while improving the quality of care provided. Council Member Bain identified priorities including completing the City's sidewalk network to eliminate gaps, expanding and maintaining street lighting throughout all areas of the community, and enhancing communication and engagement strategies. He also emphasized increasing resident involvement through diverse outreach methods and expanding advisory boards and committees to encourage greater citizen participation in local government. Discussion focused on enhancing the city's sidewalk and streetlight infrastructure. Council Member Bain emphasized creating a formal,living five-year sidewalk plan that identifies deficient areas, prioritizes projects, sets timelines and costs, and engages neighborhoods for accountability, while ensuring new developments include sidewalks. Updates to the streetlight inventory were also highlighted, noting coordination with county and state responsibilities, addressing gaps for pedestrian safety, and maintaining current infrastructure to meet community needs. Deputy City Manager Matthys explained that Council members would use sticky notes to select their top five priorities from the documented list, which staff would compile and report back at the next meeting. ADJOURN: With no further comments, this workshop adjourned at 1:47 pm. APPROVED: Tim Murry, Ma r • 4l s, ATTEST: —Jk� Tracy Ackroyd Howe, MMC City Clerk 6