The most pressing topic revolved around the duration of restrictive covenants tied to county-funded projects. The committee members expressed varying opinions on whether to uphold the current standard of 20-year covenants for all projects or return to the tiered structure that included 30 and 40-year covenants based on project type. The original system, set in place when the ECHO program began in 2000, specified different covenant lengths: 20 years for restoration projects, 30 years for expansions or improvements, and 40 years for new constructions. This tiered approach aimed to align the covenant duration with the nature and scope of the project.

A key point of contention was the retroactive application of the 20-year covenants to existing projects, a motion that had been previously discussed. Concerns were raised that this change could jeopardize older projects like the Lilian Place and Hotchkas Mather historic home, which initially received county funding under the expectation of a 40-year covenant. One member expressed confusion about this retroactive application, emphasizing that the original intention was to apply the shorter duration only to new projects.

The debate extended to the practical implications of covenant lengths, with some committee members arguing that maintaining the original 40-year covenant for existing projects would protect taxpayer investments. They feared that reducing the duration could lead to properties being sold off without adequate reimbursement to the county, thereby risking the funding allocation for future projects. Public comments echoed these concerns, stressing the importance of preserving the legacy aspect of ECHO-funded projects, which were meant to endure well beyond 20 years.

The discussion also touched on the challenges faced by smaller organizations in meeting the financial obligations imposed by lengthy covenants. A representative from the African-American Museum of Arts in DeLand shared their struggles with securing loans due to a 40-year restrictive covenant on their amphitheater project. The rigidity of such covenants, they argued, limited their financial flexibility and hindered project expansion efforts. This sentiment was echoed by other committee members who suggested that a 20-year covenant might be more reasonable and less burdensome for smaller entities.

Despite these discussions, no final decision was reached regarding covenant durations. The committee considered a motion to revert to the original tiered covenant structure and to appeal to the county council to vote against the proposed changes. However, the motion was not finalized, and the intention was to present the committee’s recommendations to the county council for consideration in an upcoming meeting.

In addition to the covenant debate, the meeting covered updates on direct county expenditure projects and recent developments within the ECHO program. The committee discussed the introduction of a new transparency dashboard, designed to enhance public engagement by providing detailed information about various projects. This dashboard, referred to as “dashboard 2.0,” aims to offer users an interactive experience, allowing them to filter project information based on specific criteria such as grant year and project type.

Feedback from committee members on the dashboard was generally positive, although concerns were raised about its mobile compatibility. Suggestions were made to improve the interface for easier navigation, particularly on mobile devices. The staff acknowledged these points and emphasized ongoing efforts to enhance the dashboard’s functionality.

The committee also addressed marketing and community engagement strategies, particularly the potential installation of interactive kiosks in high-traffic areas such as the Ocean Center and airport. These kiosks would provide an interactive experience for the public, allowing individuals to explore nearby projects through a transparency dashboard. The anticipated cost for such kiosks was noted to be between several thousand dollars and upwards of $10,000, depending on the desired level of interactivity.

As the meeting progressed, discussions included the need for a strategic plan to guide future ECHO initiatives. A consultant has been tasked with compiling recommendations based on surveys and interviews conducted throughout the year. The final draft of this plan is still in progress, but the committee members were encouraged to provide feedback on proposed goals related to marketing, application processes, and advisory committee structure.