49:11The selection of the Sabatini Law Firm was a focal point, with the commission evaluating the firm’s unique qualifications and background. Anthony Sabatini, an attorney representing the firm, emphasized their dynamic, growth-oriented approach and highlighted his military background and legislative experience as assets.

41:31The financial implications of hiring a new law firm were thoroughly examined. The commission compared the proposed fee structures of the three contenders: one firm offered a flat fee of $375 per month, another proposed an hourly rate of $325, and the third, Sabatini’s firm, was expected to bill slightly under the previous attorney’s fees. This financial analysis highlighted the potential for increased legal costs, with one firm’s projected expenses reaching as high as $462,000 annually, compared to the previous attorney’s $36,000 billing over the past year. Despite these considerations, the commission prioritized the candidate’s qualifications and ability to meet the city’s legal needs over simply choosing the lowest bidder.

The commission’s discussion revealed a shift in sentiment toward Sabatini, driven by his impressive qualifications and ability to connect with the city’s specific needs. His military service and legislative experience were seen as valuable assets for the city’s future development. One commission member noted this change of perspective, stating that they had entered the evaluation process with one mindset but left with a completely different one, due to Sabatini’s presentation.

54:33Following the decision to hire Sabatini’s firm, the commission swiftly moved through the formalities, unanimously approving the motion with no public comments. This decision underscored the commission’s confidence in Sabatini’s ability to serve the city’s interests effectively.

59:36Simultaneously, the commission faced the pressing task of selecting an interim city manager. Discussions focused on the desired qualities for the role, emphasizing the need for candidates with both a commitment to the community and relevant coastal management experience. The commission expressed a preference for candidates who might be interested in a longer-term role rather than a temporary position. They debated whether to restrict the search to Florida-based candidates or consider other coastal states, with some members advocating for a broader search to find the right fit.

The commission acknowledged the complexities of hiring a city manager, particularly in a coastal area prone to hurricanes, where understanding local issues is crucial. They debated the potential benefits of requiring the city manager to reside in Treasure Island, considering the impact of proximity on engagement with community issues. While housing affordability posed challenges, past experiences suggested that local residency could lead to more committed leadership.

56:12To navigate the tight timeline for hiring an interim city manager, the commission considered reviewing candidates submitted by the International City/County Management Association (ICMA) once the application period closed. They also discussed the possibility of extending the current city manager Chuck Coward’s administrative leave to allow for a more measured decision-making process. Extending Coward’s leave would provide the commission with additional time to ensure the right candidate is selected, avoiding the pitfalls of previous hiring processes.

01:24:39Toward the end of the meeting, the commission briefly addressed a previous motion regarding fee waivers for raising homes and new permits. They clarified the scope of the waivers, confirming their retroactive application to single-family homes from September 25. This decision aligned with the commission’s previous resolutions and concluded the meeting on a note of administrative clarity.