Campaign Phone
7275607373
Professional Experience
Entrepreneur, Real Estate Broker
Public Service
Advocate and Champion for Neighborhoods, Congressional and Local Award Recipient
Over the past 6 years, revenue to the City of St. Petersburg has increased by roughly 48%. This far outpaces population growth and inflation. Cuts to the excessive spending will start with creating efficiencies within the bloated staff, starting at the top. The city has wasted millions on useless studies. The focus will be on needs vs wants. When the current mayor uses scare tactics to oppose the homestead exemption measure, ask where he “discovered” tens of millions of dollars to fix Tropicana Field after drastically reducing insurance coverage for stadium!
The city’s response to storms has been reactive and poorly managed by the mayor and his senior staff. I would overhaul the entire process with an emphasis on preparation for before, during and after a disaster. A couple of my ideas were implemented - 3 high rise rescue and fire vehicles to fight fires in flooded areas and rescue stranded folks and 4 new crews to clear the drainage system. I would create partnerships with other municipalities to provide resources, including personnel. Placing mobile permitting stations in the hardest hit areas will expedite the process. Debris pickup will be managed locally by the sanitation department. We’ll recruit haulers with professional equipment and dumpsters. FEMA rules will not be used as an excuse!
Ultimately, the market will dictate the price. The property was recently appraised (2026) for $390 million. I believe if we allow the market to dictate what is developed, it could generate nearly $1.2 billion. The location warrants downtown style construction, not low price come housing. The development should be leveraged to offset the cost of infrastructure repairs citywide. Well paying jobs is top priority. Projects should be designed and shovel ready - no speculation. My Smart Development” plan will be in place, which means projects will be required to pay an impact fee that matches the actual impact a project has on the infrastructure.
The welcoming culture in each of the unique and interesting communities throughout St. Pete is strong enough to withstand nonsense.
If the CRA (or TIF) agreement allows funds to be used for that purpose, then a referendum is not required. Voters have a say by electing a mayor and city council. We should probably look at the downtown and south side CRAs to determine the actual benefits.
No! But the city has already approved (wasted) $590,000 for a study. Based on how the water utility is operating, I have no confidence that the city could properly manage a power utility. The city should negotiate a short term (3-5 years) extension to Duke’s contract. Then start a competitive bid process.
Education
Florida State University, B.S., 1978. Cumberland School of Law, Samford University, J.D., 1981. Attended Wake Forest University before transferring.
Professional Experience
General Counsel, Minor League Baseball (Baseball Commissioner's Office); St. Petersburg Attorney, private practice; Attorney, Wood and Crist law firm; Attorney, Morgan & Morgan, Tampa; Distinguished Professorial Lecturer, Stetson University College of Law; Author, The Party's Over
Public Service
Former state legislator, Education Commissioner, Attorney General, Governor and U.S. Representative.
St. Petersburg families feel the squeeze, and relief is worth fighting for. But this amendment cuts local revenue with no plan to replace it. Here, property taxes help fund police, fire rescue, and the storm resilience our neighborhoods count on after back-to-back hurricanes.
As mayor, I will not cut public safety or storm recovery to cover Tallahassee's decision. I will protect core services, demand efficiency in every department, and press the state to fund the relief it promised instead of shifting the burden onto working families through new fees.
Relief should not come at the cost of safe streets and a city ready to recover.
Resilience starts before the storm. I will harden our stormwater and wastewater systems, expand elevation and floodproofing grants, and strengthen emergency operations so response is faster and debris clears sooner. I'll have contracts for storm recovery signed before a storm hits.
Recovery has to move at the speed of people's lives. I will staff up a dedicated storm-recovery permit team, restore fee waivers, and give every homeowner a real point of contact instead of a runaround.
On the 49% rule, I will fight for fair pre-storm valuations, a clear appeals path, and mitigation dollars so families can rebuild safely. I will press Tallahassee and FEMA to add flexibility while protecting the flood insurance discount every resident depends on.
When the Rays deal collapsed, it immediately delayed development needed to fulfill promises to residents and businesses displaced when the Trop was first built. And it created a rush to fill the void. Rushing is a mistake. The current City Council was right to demand a site study, and as Mayor I would ensure a people-first approach to determine how to best meet the needs of all residents, not just a select few. At a minimum, the site should provide opportunities for new affordable housing; living- and high-wage jobs, like the ones Moffitt would’ve brought; public amenities; and cultural attractions. We can accomplish all this and more by carefully weighing options and ensuring taxpayers aren’t on the hook for pet projects.
No state law can stop a mayor from leading with respect. Welcoming every resident is not a program. It is the job.
I will make sure every neighborhood gets the same quality of city services, the same access to storm recovery, and the same voice at City Hall, no matter who lives there.
I will keep government open. That means real listening sessions across every community, language and disability access, and a City Hall that answers to all of us.
St. Petersburg is stronger because we are diverse. I will celebrate that openly and protect every resident's civil rights under the law. In this city, everyone belongs, and everyone will be heard.
Tax increment financing is a legitimate tool, and it should lift up our neighborhoods, not just marquee projects. For routine redevelopment, the answer is transparency and real public input, not a new hurdle on every dollar.
City Hall was ready to steer roughly $440 million toward a stadium district with no property tax increase. Now the same City Hall wants to raise your property taxes for the basic infrastructure our neighborhoods needed all along.
For commitments that large, residents deserve a genuine voice. The deeper problem is priorities. I will put neighborhoods first, tell you where every dollar goes, and answer to you for it.
As our state’s Attorney General, I was Florida’s top consumer advocate, working tirelessly to block rate hikes from Duke’s predecessor, Florida Power & Light, and the Public Service Commission. At times, I did so in direct defiance of my own party, because it was the right thing to do. As Mayor, I will consider the results of the prescribed feasibility study and apply a lens that asks the only question that needs to be asked: What’s best for St. Pete consumers? I hear more about out of control water bills than I do about electric bills, and I will work to address that issue as Mayor.
Campaign Phone
727-200-2076
Education
Connersville High School, Connersville, Indiana / Graduated 1994 -Attended Indiana State University, Terre Haute, Indiana / 1994-1996, 1998-1999, Major / Musical Theater, Minor/ Humanities (Japanese)- Bob Hogue School of Real Estate - 2005 / 2009
Professional Experience
Managing Broker, Suncoast Realty Solutions, LLC
Public Service
Saint Petersburg City Councilmember, District 2
As a real estate broker, I favor tax relief, but this measure is the wrong way to drive affordability. It forces a revenue cliff that threatens public safety & quality of life. Drawing on my experience over nine budget cycles, I will work with the city council and staff to navigate these painful trade-offs. Having a trusted source of fiscal knowledge in the mayor’s seat will be essential. We will focus on internal operational efficiency and on finding alternative revenue streams to avoid having to choose between neighborhood safety and vital community programs. If state leaders truly want to help, they must fix the property insurance crisis, better regulate utilities, and invest in education that prepares our workforce for high-paying jobs.
Since the 2024 storms, my office has worked to help residents navigate the costly rebuilding process. As Mayor, I will begin working on day one to create a fast-tracked permitting process that eliminates red tape while maintaining safety, so our neighbors can build back stronger and faster. We will prioritize upgrading aging infrastructure citywide, focusing on projects that protect homes and businesses from flooding. Finally, we will coordinate a resident-led neighborhood coalition to map crisis response resources year-round, ensuring that vetted community support and municipal aid reach every home the moment a storm passes. Resiliency is my priority; I will bring my proven expertise so that together, we can build a truly resilient city.
The Historic Gas Plant site is our most valuable public asset; we must slow down and get it right. I oppose an outright sale to a single master developer until a community-led planning exercise is completed. This will answer whether we should sell the land or maintain city control to maximize community benefit. Selling without these answers risks our long-term fiscal health. True stewardship means exploring alternative models, like long-term ground leases or dividing the site into manageable parcels under a city-directed master plan. Retaining ownership ensures St. Petersburg dictates the terms and uses fair-market appraisals in all decisions. To realize true economic opportunity, we must place our residents in the driver's seat.
While we will always comply with state law, I am unafraid to push back against Tallahassee’s overreach and use every legal avenue possible to fight this blatant imposition on home rule. True advocacy is not about acronyms; it is about standing with our neighbors to craft concrete policies ensuring every resident feels safe, valued, and heard. Programs labeled as “DEI” by the state have real economic and community impacts on our residents. As Mayor, my focus will be on delivering practical results that protect our quality of life through accessible housing, strong neighborhood partnerships, and direct collaboration with nonprofits, building a city where everyone feels seen and protected.
With the stadium no longer part of the potential Gas Plant redevelopment, this expenditure will no longer be earmarked. City Council continues to discuss how TIF funding should be utilized for this site, including rolling back the TIF extension to its original sunset date. I support ending the extension to ensure future development benefits more than just downtown, especially when other revenues are in jeopardy. Per state statute, voters do not approve the creation of TIF districts or their expenditures; they elect representatives to make those complex budget decisions. These dollars fund many projects throughout the district. If voters are unhappy with how funds are spent, the best recourse is through the election of their representatives.
As the “Dump Duke” certified candidate, I support exploring every alternative to Duke Energy. Our 30-year franchise agreement expires this summer, giving us a historic opportunity to look at a municipal utility to lower costs and protect residents from rising state-approved rate hikes. I voted to authorize a feasibility study because knowledge is power; we must negotiate from facts to understand the exact costs, infrastructure needs, and grid reliability. While transitioning to a public utility requires deep financial analysis, exploring energy independence is vital. We must do the hard work now to ensure our energy future prioritizes affordability, transparency, and public accountability over corporate profit.
Campaign Phone
7274208904
Education
As, BA, and a MBA
Professional Experience
18 years executive level leadership position in City of St Petersburg administration
Public Service
Entire career in Public Service. 50 years
The city budget needs a thorough review to find and eliminate the unnecessary spending as there is wasteful spending. With a tax cut the city cannot continue to fund nice to do’s, special interests or political agendas. It would be premature to speculate on cuts without calculating the true impact of cuts against the possible savings. There is a bit of political speech around this issue that is creating fear and speculation. I believe that core services could be maintained.
Proper prioritization and utilization of resources. Daily communication and status updates. Removal of all Helene damaged and sewage-soaked debris before starting on Milton debris. Work with Florida’s major cities to create a mutual aid plan for resources including permitting staff. Permitting Department needs an immediate overhaul. Leadership and accountability are needed.
This is an extremely valuable and desirable 86 acres. The city, in theory, should retain ownership and capitalize on the long-term value. The installation of basic infrastructure would change the per acre appraisal. That said, the city does not have the expertise to oversee such a long-term development plan. Add to the issue is the fact that the door is not totally closed on the Rays. A patient, smart and well Informed approach is called for. This needs to benefit the city as a whole while addressing the historic significance.
The city is here to provide basic core services equally to all residents. The city should not engage in any political causes or movements. For example the streets we drive on do not care if you are a D or an R, gay or straight, black or white. All city services should be provided fairly and consistently to all citizens. I have always had and will maintain an open door policy for all community voices. I will comply with the laws while ensuring local government neutrality.
I do feel that there needs to be a hard review of the TIF as well as the CRA. If the city was going to invest in a new stadium the citizens need to have a say. I have no problem with a referendum. We must look at the successes and failures in the TIF. Has the original intent been met? How much money is on hand? What projects are already earmarked.? Answers and transparency are needed.
At this time, I do not. With the proposed reduction in property tax revenues, a budget shortfall, and a poor history running the water utility I think it’s a poor decision to spend almost 600k on a study. The acquisition costs, regulatory compliance and most importantly storm recovery capabilities raise real concerns for me. Duke has one job and they do it well. My water bill is more than my electric bill. Is that who we want running our electric. I am in favor of smaller government and not expanding it.
Campaign Phone
727-798-5361
Education
Bachelor of Science Degree in Criminology-FSU; Master's Degree in Public Administration-Grand Canyon University; Certified Public Manager--FSU
Professional Experience
40+ years in the public sector: Currently jail administrator at Orange County Corrections. Previously certified in 3 law enforcement academies: Basic Police Recruit, Florida Beverage Agent, Florida Department of Law Enforcement Special Agent: Former Director Hope VI (Supportive Services). Former Director Childs Park Youth Initiative Council.
Public Service
Founder & CEO Phyllis Wheatley Rise to Read Campaign; Former President St. Petersburg Branch NAACP, Chairperson Happy Worker's Learning Center Board,
St. Petersburg will face significant revenue losses that directly affect police, fire, parks, sanitation, and infrastructure. I will not allow essential services to be cut. Instead, the city must immediately reassess spending, pause non-essential capital projects, and evaluate our resilience and redevelopment plans to eliminate duplication and waste.
I also don’t believe elected officials should be insulated from the economic realities facing residents. With or without the referendum, I will conduct a full review of the mayor’s cabinet to ensure job functions align with actual areas of responsibility. Lastly, I will also request Council engage an independent vendor to benchmark and assess the mayor’s and cabinet’s salaries.
Hurricanes Helene and Milton exposed gaps in St. Petersburg’s storm response capacity. I will strengthen our resilience by upgrading drainage and power infrastructure, improving emergency coordination, and ensuring faster debris removal. To help residents recover, the City must streamline permitting, expand staffing during disaster periods, and create a clear, public process for navigating FEMA’s 49/50% rule. I will launch neighborhood-based recovery centers and require a full review of our current resilience and permitting systems to eliminate delays, duplication, and inequities.
The success of the Historic Gas Plant is personal to me. My family’s roots are there. Second Bethel Baptist Church—where my uncle, the late Reverend Enoch Davis, pastored and where my family worshipped for more than 50 years—was a cornerstone of that community. He became the patriarch of our family after my grandfather died at an early age. If elected mayor, I would reboot the redevelopment process and launch a comprehensive public planning effort that creates opportunities for multiple developers to participate. Relying on a single developer reduces the City’s leverage, limits adaptability, concentrates risk, and makes it less likely that the full promise of this historic site will be realized.
SB 1134 prohibits municipalities from violating federal or state law, and I will fully comply. The Equal Protection Clause of the 14th Amendment requires the city to treat every resident fairly. St. Petersburg already recognizes cultural holidays such as Christmas, Thanksgiving, and the Fourth of July. Under SB 1134, the city cannot lawfully elevate one cultural event above another. My commitment is to ensure all residents feel respected through transparent engagement, equal access to City services, and policies that uphold the dignity of every community.
I believe voters should have a meaningful opportunity to shape the design and future of a stadium through community design charrettes that explore multiple options. Voters should then be able to decide whether they support a stadium at all. However, the technical funding mechanisms should remain the responsibility of elected officials. In a representative form of government, voters choose leaders to evaluate complex financing decisions. Most residents do not have the time or specialized expertise to assess bond structures, tax increment financing, or long-term revenue models. But they are fully capable of deciding whether they want public dollars used to support a stadium.
With electricity costs expected to rise, I support exploring a public utility, but only through a transparent, data driven process that protects residents. A municipal utility could give St. Petersburg more control over rates, reliability, and storm hardening investments, but it also carries significant financial and operational responsibilities. Before moving forward, the City must conduct a full feasibility study, compare long term costs to remaining with private providers, and engage residents in every step. My priority is ensuring affordable, reliable power—not rushing into a decision without facts.
Campaign Phone
239-404-1214
Education
He graduated from Lakewood High School. He earned a Bachelor of Arts in Accounting from University of South Florida. He later earned a Master of Business Administration (MBA) from Florida A&M University.
Professional Experience
Accountant, Florida Power Corporation/ Technology Manager, Family Accounting Firm
Public Service
Pinellas County Commissioner (2002–2022)/ Mayor of St. Petersburg (2022–present)
Property taxes fund essential services residents rely on daily, including police, fire, parks, sanitation, and storm recovery. In St. Petersburg, these revenues support a $1.2 billion budget delivering critical services to residents and businesses. Eliminating or reducing property taxes without a replacement revenue source would force difficult choices impacting public safety, neighborhood services, and resilience investments. We should pursue targeted relief for homeowners, particularly seniors and working families, while ensuring local governments keep providing essential services. Statewide changes should include sustainable revenue replacement and preserve local decision-making so cities keep delivering what residents deserve.
Since taking office in 2022, we began overhauling permitting before Hurricanes Helene and Milton, improvements that proved critical during recovery. After the storms, we issued more than 14,500 permits and waived nearly $2.9 million in fees. We're modernizing permitting through the Tyler platform, installing digital water meters citywide, and advancing my St. Pete Agile Resilience (SPAR) initiative and GO Bond proposal to accelerate infrastructure improvements. Our $159.8 million Sunrise St. Pete award is helping residents and businesses recover, and I've advocated for FEMA 50% Rule reforms through the U.S. Conference of Mayors FEMA Task Force.
I recently selected The Burg Bid, led by hometown developer Thompson Whitney Blake, for 58 acres of the Historic Gas Plant District, alongside the Pinellas County Housing Authority for affordable senior housing on the Western 3rd Ave South parcel, with priority for Gas Plant descendants to return home. This was guided by our JHOP framework — Jobs, Housing, Economic Opportunity, Honoring the Promises made when this land was acquired. As a Gas Plant descendant, this began for me in high school, 45 years ago. The promise was never to sell at the highest price, but to build jobs, housing and opportunity for all — that's the balance I've sought. We now negotiate binding terms before ground breaks, turning this land into progress for our city.
St. Petersburg's strength has always been our diversity, and every resident deserves to feel welcomed, respected, and heard. Regardless of changes in state law, my administration will continue focusing on equitable access to city services, neighborhood investment, workforce opportunities, and public engagement. We have invested in affordable housing, expanded youth programs, launched initiatives like the Future Ready Academy, and supported neighborhood programs citywide. We will continue celebrating our history and culture, supporting community events, and ensuring every resident has a voice in local government. Inclusion is not about political labels; it is about making sure every resident knows they belong in St. Petersburg.
The previously approved TIF funding allocated in 2024 for stadium infrastructure is being reallocated to other infrastructure needs. I have met with the County Commissioners (with the exception of one Commissioner) and county administration regarding this reallocation, and the process should be completed by the fall. While Florida law does not currently require a referendum for TIF expenditures, robust public engagement, clear reporting on CRA redevelopment plans and public discussion are integral to the process.
I support the rigorous, data-driven work needed to determine whether municipalization serves St. Pete ratepayers — which is why I submitted, and Council approved, a feasibility study on municipal electric utility (MEU) operation. Residents deserve reliable, independent data on costs and benefits before any decision is made, not speculation. My immediate infrastructure priorities remain the stormwater work our city urgently needs — advancing the St. Pete Agile Resilience (SPAR) program and our GO Bond initiatives to protect neighborhoods from flooding and strengthen infrastructure for the storms ahead. I will continue evaluating the MEU question on the merits of the data, with affordability and reliability front and center.
