A significant portion of the meeting was dedicated to the grant proposal for a composting and food waste reduction pilot project, spearheaded by the sustainability program manager. The initiative aims to address food waste through a three-phase approach: relaunching the backyard compost program, introducing a municipal food waste collection program, and eventually implementing a residential curbside pickup system. The program seeks nearly $138,000 in federal funding, with a city match of approximately $34,500, including in-kind staff time and product donations from local company Biobag. The sustainability manager emphasized the alignment of this project with city plans focused on environmental sustainability.

Commissioners sought clarification on the logistics and long-term sustainability of the program. The sustainability manager reassured that the pilot was an information-gathering initiative with no commitment to a city-wide rollout unless future funding opportunities arose. The selection of participants would involve a brief educational course to ensure genuine interest and commitment to successful composting practices. The program aims to foster greater community interest in composting through education and awareness.

Another major topic was the budget and staffing needs for the city. Detailed discussions highlighted the financial implications of various budget items and the necessity of new positions across departments. The City Commission reviewed recommendations for reclassifying existing positions and creating new roles, including a grant program coordinator, six firefighter paramedics, and a database coordinator. The rationale behind these proposals was to better align with departmental needs and leverage available grants effectively.

Concerns were raised about the long-term vision of the city’s staffing strategy, particularly regarding the efficiency studies being conducted. The city manager emphasized the importance of program-based budgeting. Debates ensued around the necessity and timing of these staffing changes, with discussions about the cumulative impact on the general fund and the potential for future budget amendments.

The commission also discussed the financial outlook, with the finance director presenting updates on the general and water wastewater funds, risk and health fund updates, and a pay plan overview for fiscal year 2025. Key revisions included an increase in fiscal year 2025 interest earnings by $300,000, a $100,000 increase in electric franchise fee revenue, and a $100,000 increase in U half C sales tax revenue. The proposed budget also included significant allocations for capital projects and infrastructure improvements, such as the Harbor Master repairs and a fishing pier project.

Attention was given to the rising costs of property and liability insurance, with a notable 42% increase in property insurance rates over the past two years. The director of Human Resources and Risk Management explained that these adjustments were necessary to ensure accurate asset appraisals. The health fund saw a slight decrease in expenses and revenue, attributed to lower expected medical claims and reinsurance amounts.

The meeting also focused on employee compensation and benefits, including proposed one-time lump-sum bonuses based on years of service, paid parental leave, and a sick leave conversion program. The proposed bonuses aimed to retain staff amidst rising inflation and cost of living. However, concerns were raised about the long-term viability of bonuses versus permanent salary raises. The commission expressed unanimous support for the paid parental leave initiative, reflecting its importance for both male and female employees.

Community initiatives and funding requests were another focal point, with various local organizations presenting their needs and the impact of their initiatives on the community. The proposed budget for 2025 included allocations for the Dunedin Fine Arts Center, Dunedin Historical Museum, and Dunedin Cares, among others. The commission expressed support for these proposals while acknowledging budget constraints and the need to assist as many organizations as possible.