The conversation around the waterfront highlighted a shared enthusiasm for transforming the area into a community hub, with ideas ranging from extending dock facilities to accommodate seaplanes to creating a continuous waterfront promenade. There was consensus on the need for a comprehensive waterfront development plan that considers environmental, engineering, and property ownership challenges. Participants emphasized the necessity of “thinking big,” envisioning the waterfront as a central feature that could drive tourism and economic growth.

The meeting also addressed the potential relocation of the community swimming pool, which currently occupies valuable waterfront property. Relocating the pool was proposed as a strategy to open up the land for economically beneficial projects, with the aim of attracting more visitors and boosting local business activity. The idea was met with both support and caution, as participants recognized the need for careful planning and community engagement to ensure that existing community values are maintained.

In conjunction with the waterfront discussions, the commission explored the potential for developing a network of local and regional trails to improve accessibility and connectivity between neighborhoods and downtown Eustis. This initiative aimed to encourage residents to visit downtown by utilizing trails for biking and walking, aligning with the city’s vision of creating a pedestrian-friendly environment. The feasibility and timeline for these trails were deliberated, with a distinction made between more easily achievable local trails and the complex regional trails that require extensive planning.

The meeting also delved into the importance of setting clear economic development priorities, particularly concerning quality housing and tourism. The old hospital site was identified as an opportunity for economic development, with discussions on potential uses including affordable housing and hotel projects that could enhance tourism. The commission acknowledged the need for long-term thinking and strategic investments in public amenities to attract private investment and boost the city’s appeal.

Additionally, the commission grappled with challenges related to fiscal planning and project management. Concerns were raised about the need to streamline budgeting processes and improve decision-making to prevent delays in executing projects. A proposal for a midyear review of capital assets was met with agreement.

The commission also faced the impending need to appoint a new city manager, following news of an upcoming departure. The conversation stressed the importance of a thorough and deliberate search process, with suggestions to engage a consultant to assist in identifying and hiring a suitable candidate. The urgency of maintaining operational continuity through an interim solution was recognized, with the potential for promoting from within the city staff considered as a viable option.