--------- Most gracious and almighty God our father, we come once again before your presence, grateful for the opportunity to serve this city. We ask now Lord you lead, guide and direct us as we partake of the business of this city that you help us oh God to be good stewards of oh God of the resources you're giving us.
Bless all those in the chamber tonight in Jesus name we pray. Amen. I pledge allegiance to the flag of the United States of America and to the republic for which it stands. One nation under God indivisible with liberty and
justice for all. All right. Welcome to the public meeting of the city council of the city of Apopka. Please turn off all cell phones or set them to silent. The city council permits and encourages input and comments by members of the public on all matters that may come before the council for
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direct your comments to the city council and not to individual commissioners, staff, or members of the public. The council and the city staff encourages constructive criticism. However, personal attacks are prohibited. Please observe general rules of decorum and civility. Speakers and members of the audience shall refrain from rooted
derogatory remarks, shouting, disruptions, reflections as to integrity, slander, abusive comments, profanity, vulgarities, and statements as to personalities. Any violations of these provisions may result in the issuance of a ver verbal warning, including warning for trespass. If
violations persist after such warnings, violators may be removed from the council chamber. And with that, Chief Sanchez, get us started. All right, Mr. Chairman, if you can direct us right to where in this the new book where the
page 16 through 50 is what we're going to cover tonight. 16 through 50. Yeah. The first task. Thank you. Good afternoon, May Commissioners. Will Sanchez, fire chief. I come before you to present our fiscal year 26 budget requests.
I'll start with a department overview. Our professionally trained personnel provide fire protection, emergency medical services, technical rescue, fire prevention and inspections, and community risk reduction to a service area of nearly 66,000 residents in approximately 36 square miles. Our
service area expands outside of our city limits to include a section of unincorporated Orange County where we're contracted to provide fire and EMS services. 911 responses are provided from six fire rescue stations throughout the service area. The department's budget request consists of fire
administration, fire suppression, EMS, fire prevention, training with three major divisions, and approximately an approximate request of 29,587,63. Budget request for fiscal year 26. Division 2110, fire chief's office, is
3,297,835, which represents 11% of our budget. Division 2120, fire suppression is 12,201,523, which represents 41%. Division 2130, emergency medical services, is 14,87,75,
which represents 48%. Our class one team is made up of 152 total members. 138 firefighters, EMTs, paramedics operate across three shifts, each rotating every 24 hours. Our administrative team supports and
supports operations and functions of all shifts while integrating fire and life safety inspections and community risk reduction during regular business hours. This year's budget request consists of 2,85,000 in capital expenses representing 7%
5,267,199 operating expenses representing 18% and 22,234,864 for personnel expenses representing 75% of our budget. Key changes and highlights to division 2120 fire suppression. In these lines,
you've noticed an increase above our normal operations. Line 4600, repair and maintenance. We had an increased cost associated with thirdparty compliance testing. That's certifications of our aerial compressors, pumps, hoses, and ladders. That's something that's required yearly. That was an increase of
45,000. Line 4650, vehicle maintenance. We want to enhance as far as our fleet services so that we can meet all the necessary compliance requirements and temporarily utilize a third-party outsourcing service. This was an increase of 545,000.
Line 6400 machinery and equipment. There's an increased cost of replacing the fire trucks and specialized equipment for the new tower truck. That line increased by 627,000. As you all remember in our pushin of engine number two at fire
station two, that truck required for just under a million dollars. A new fire truck in this budget's at $1.4 million. Key changes and highlights to division 2130 EMS. In these lines, you'll notice an increase above normal on lines 4650,
vehicle maintenance. This is something that we want to move forward with as we introduce a new ambulance into our service or any new truck. We want to make sure that we have the funds allocated that we could refurbish our previous existing trucks. Those trucks that were front runs
because of their lifespan, we could utilize them as backup trucks, but we need to get them up to par. We need to make sure that we allocate funds that we could refurbish them. So, it doesn't matter if it's a front run truck, a backup truck, they're equal service trucks that are coming to your needs. line 4950 which is EMS billing. You're
going to see an increase as far as to our billing services there for 61,800. And this is a good problem. When we're increasing as far as the need there, it's because we're actually collecting more money in from our EMS billing. Line 5200 EMS operating supplies. There's
rising cost in pharmaceuticals. I think anybody that follows the news, you saw yesterday as far as there might be a possible tariff of 200% on pharmaceuticals. the compounds where they come from. I'll give you a quick example medication that we use for a diabetic. If we can't get an IV, it's a
single shot interuscular injection. We were paying $150 for a single vial onetime use. Today, we're paying over $250 for that same medication. So, we're seeing a substantial increase. And in that line, we went up $112,300. our major new initiatives and programs.
We'd like to add the personnel needed to operate the new fire uh the new tower truck that's coming to station 5. That tower truck itself, we like to add nine additional personnel to it. That would be a three lieutenants, three engineers, and three firefighters. We're also requesting an additional three
firefighters, one for each individual shift. That's going to be a positive impact and it should reflect in our overtime rates. We also want to add a second EMS captain to the city's north side. Operationally, we've broken down the city into two different districts.
District one, district two. They're both equal. Three stations, same amount of personnel, same amount of services. The one thing that we are lacking in the north side is the tower truck, which thanks to you, we're able to provide now. And the personnel, if this is approved, we'll be able to put that
truck into service. The other component that is missing that is out of its span of control is utilizing a second captain. Our captain currently right now responds to all six stations. Adding a second captain, we can minimize as far as their span of control to those three
stations. So, they're not responding from Kelly Park all the way down to McCormack Road. our budget. You did notice an increase with our budget increase. We were very conservative in what we were trying to bring to the table. We
wanted to make sure that we could provide the services. We wanted to make sure that we had everything appropriately allocated to who needs what. And you will see and you saw in our budget as you review it that there are some changes in lines. There's some things that were allocated in EMS that truly
benefit the entire fire department that might have shifted into 2120. So if you're doing a line by line comparison, there are some increases due to that. We did shift some items. For example, uniforms are all out of 2120. That's why you're seeing a substantial increase in
division 2120. At this time, if you have any questions, any questions for the chief? I appreciate your presentation. This one's actually for Miss Sherman. I had requested a spreadsheet this morning of what kind of our entire budget's based off of of what these are all built out
of to give me all the years and that was never what I gave you gave you 24 25 and 26 requests. Well, this is the PDF that you sent. I was asking for the spreadsheet that this was built off of. Yeah. Give me some time to get that together for you because I compiled this
and printed out and PDFed it. So, but it's from one spreadsheet. No, it's not. Well, from which spreadsheet? How many spreadsheets? Several. It's several spreadsheets. So, I'll pull it together. Okay. So, that it makes it difficult similar to what I've stated in previous
nights is that I can't track and see trends and things of that nature. Nobody can. Uh, just two years. We need to see what this looks like. So, if you want more years, that's something that I need to compile. Isn't that in the spreadsheet that you have already? No. What is in the spreadsheet? That is
what you got. I would need to compile and add on the other. Where are those other Where's the other information? We have to download it out of our systems either Edmonds or or Open Gov. We'll make sure it's correct. Mother spreadsheets. How many years you've been here? How many years you've been employed with the city? Um since December of 2022.
Okay. So, you have you don't have any knowledge of any spreadsheets prior to that? Now, you because you I don't know if they had spreadsheets open Gov then. Well, we still use Open Gov, but I don't have access to that. You don't have access to open Gov? All of our budgets are out there online
under open gov. The c this budget is online right now. Yeah, they that what PDF that I provided you, you asked me to put it out there for the public. It's where it under supporting documents documentation. It's out there. The newest one,
the one that I gave you yesterday. It is there under supporting documentations under the section where the workshops are. I still don't understand why we're not using open gov for this year either though. We are using open gov. Well, why isn't it published in the same way that it was previous years? And that's what I explained to you
yesterday. Because the data sets are not correct when they pull the data for those links. It's not pulling in the data correctly. Is it our data that's bad? Are we putting in data that doesn't data set that is bad? It's a programming thing
and it takes time to reconcile that. So trying to do that, we can stop and do that and reconcile that for 30 days and that that is going to take staff away from compiling this budget. It takes time to do that. It shouldn't take that much time, but it does. And we do work with the open gov staff. They couldn't
even get it last year. Well, it is posted on our website though. No, no, no. At this particular point in time, when we finalize the budget book, I'm looking at two or three months that we take to finalize that budget book itself. But this information that you're talking about that comes from those
links, the information is not correct. That's why I don't feel comfortable sharing that information. It is not tying back to our numbers. Well, and that's where I don't understand how and I guess maybe you guys understand that either. You're welcome to come by and I'd be happy to show you. Yeah. I mean, again, it just helps us to
understand the trajectory of each department and where we're going with that. So, we've in previous years, maybe not last year, year before, but we've specific to um trucks, fire trucks, ambulances, things of that nature, we've been paying cash recently for them. Um,
correct. Are we bonding or getting debt on those? We're not going in debt on the firet truck, but I think they have That's what I just You're giving me a a unique face there. No, I'm trying to understand what you're saying. We're not going in debt on and that's okay. I haven't finished my statement. Okay. Your face was a little confused there
for a second. So in previous years though before you got here there was strategic de debt that we went into to help if it was a low interest rate or we can pull these together instead of all coming out of funds in that capacity. Again strategic debt isn't a terrible thing and it can help us get further with more projects and things of that
nature. So have we looked into that at all when we're purchasing some of these bigger ticket seven figure items? Yes, we have looked into that but in this regard we have adequate funds that we set aside for capital in our reserves. you know, they assign capital and I was able to set aside adequate
reserves in capital that can support purchases like this. In the past, they didn't have that. Okay. We were still building and it wouldn't would it be helpful to move that to those same funds to um station upgrades and things of that nature?
We're spending like half a million on each oneish 400. All of that up to the four million it qualifies. And that 1.4 for you looking for in as a firetruck is a part of that 4 million. The vehicles that we have for um police is a part of that. Any of those major
capital um improvements that are under the general fund. Okay. But in the past you you recall they were building up to that 25% reserve level, right?
Yeah. For the policy. Yeah. That's in place. I understand that. Okay. And so we're and I guess we we can hit that then further on I won't belabor that point right now. Um so chief what's the and again because I don't have that right in front of me.
What's the total increase in your budget between all three um so we're approximately about 15% 3,860,000 between all three budgets. Okay.
versus last year and that's an add so it's and it's total 13 new uh positions 15 15 sir okay now do we have space at the
stations for those additional members that is something that we're working on we will if this is funded and we can move forward with it we're actually going to reappropriate and move personnel around and with the opening of station six we're shifting as far as our captain there, moving as far as our district to a different station and then allocating for that staff to be at
station five for the tower. Gotcha. Okay. And then do we have any plans in this specific budget to start uh planning for or working towards a station 7? Yes, sir. So station 7, it's more towards the impact. We're waiting for that meeting and get more of the information there. But in this current
budget we did put in for the station surveys. That way a strategic company as far as they use the GIS mapping, all of our data, they put it all together to utilize as far as and find the best location for that station or where we need to shift and it would be a comprehensive view of the entire fire
service for all of our six stations. Okay. And do you feel that's something that station 7 really needs to be kind of in the works to where we're getting that going now? Yes, sir. Okay. Okay. Understood. And then so then we'll need for station 7, we'll need how many additional members of the
department to staff that properly. Well, there's a couple key things there as far as when we actually build station 7. I think one of the key things we need to look at is the future and the growth of it as far as not only just the trucks that are going to be allocated, we'd be doing a shift for it, but right now
we're looking about an additional 21 members for that station 7 at a minimum. Gotcha. Wow. Okay. And then there's we we have two men on a truck right now. Correct. We have three on the fire truck and two on an ambulance. And the way we
positioned as far as our lined up for PTO personnel, we have four on days that we don't hit that threshold where x amount of personnel are off for the day. So we have 46 members per shift. Understood. Okay. And are we looking to increase that in any capacity per truck?
Yes sir. And this is one of the first steps as far as we want to make sure that we have the allocated personnel so our members can have time off and then with that increase of a PTO person as we continue to grow this will fill in that fourth person where we can strategically grow into it instead of all at once.
Okay. And then the and you and I have discussed this uh years past and previously specific to overtime. Um I'm just trying to get to the page where that's I just want to make sure
I've been asking every department that I want to just see that we're we are seeing a proper increase and note of that. Um would that be in 2110? Uh for overtime it'll be in 2120 and 2130. And we did see a significant increase this year. I think it's
actually proportioned correctly. I know in years past it was budgeted about just under $200,000 and it's been in addition to each individual year, but this year is we feel very comfortable with those numbers. Can you point me to or Miss Sherman, can you point me to where that's notated?
Yes. 19. I see it. Okay. So, for so about $70,000 more. We had a little over half a million budgeted 24. Yes, sir. And then there's million24 and 2130.
Let let me share the history of the the 150, mayor, if you don't mind. Sure. That was a number that the previous chief was comfortable with because of his plan and that was discussed with him because of what he was going to do with his new staff or how he was going to handle it. So that's
why the 150 is there. Do you are you able to give me the number like what what do we actually use? So 2024 we budgeted 585 2025 we budgeted 150. No 2024 was what we actually incurred.
That's actual. Yes. That's So that wasn't budgeted. Okay. Right. And then 150 was budgeted in 2025. Wow. We're budgeting. Yes. 226 right now. And again, that is down because again, staff, he's getting additional staff that's supposed to help reduce that
overtime. Okay. Okay. And I see a really healthy increase in 2130. Yes. From 191,000 to a little over a million dollars. Yes, sir. which is something that again that we were discussing I've been discussing months coming up to this is let's properly allocate correct to
the that overtime. So um and and that aligns with the 2024 actuals as well. So that's um that's very good to see that we adjusted appropriately for that. Again, you had a different chief with a different plan. You said it uh
sorry to hear about um the ambulance got an accident this morning as well from the email and all that. Everyone's in a good position now. Yes, sir. I've spoken with both members as far as they've been releasing from the hospital. Uh we've also made contact with the parties and everybody that was involved in the
accident and everybody's in stable conditions. They all sought medical care. Okay, that is good to hear. Always praying for them and their families because what you guys do is is not easy. So, it's always appreciated. Thank you so much. That's my questions for now. Commissioner Smith. Um yes. Um these uh new positions are we
promoting from within first before we Yes, sir. So historically as far as in the fire service for that engineer step that would be a promotion from within. That lieutenant will be a promotion from within. The new firefighter we have to get from the outside as far as but we'll be bringing on an additional 15 new
firefighters as we continue that trend moving forward. And do we have them already in school someplace or? No sir. Uh we just did a hiring which hopefully everybody received my invitation as far as graduation on Friday night. So, we are graduating 12 individuals as far as they've been
through a 10-week orientation phase, and this would be preparing into the next budget year that we'd be seeking these new individuals. All right. Um, and I I heard your response in reference to station seven. Uh, and my question is going to be, uh,
are we looking forward to a station eight? Station eight. We are always looking and we are always wanting it. In the fire service, we definitely we we love the growth. We love the opportunity as far as to commit to the citizens and provide our service. So that's something
that you'll never see from us as far as from the fire service push back on that. Okay. And I guess I need to just maybe uh qualify that a little bit more. And and and the reason why I asked because I heard you say that we have a company that's doing a study as to where these
should be stationed. And when we annex uh the unincorporated part of of a southside uh we looking at station 8. So, I didn't know if we needed to go ahead now and include that in the survey so we know where that station would need to be positioned. We could actually add that as one of the
determinations as far as that we like for them to point out where would that be best suited and we provide them with that coverage area and their data. All right, sounds good. Commissioner Velasquez. Okay. Well, thank you for the presentation. Um, I just there's just some things I
just want to kind of understand. uh training 204,000 says firefighter shift personnel training reimbursement. Correct. So that was part of the collection bargaining agreement as far as where we have $1,200 for each individual member to seek further
education and training. Okay. Outside of what's provided within our walls. Okay. Do all the fire fighters get to participate within a budget year to all this training?
Yes, every member each individual year. This is something that we have that agreement over the next three year or until that contract ends the sunsets and a new contract will come forward. But that is something that they fought very hard for. You know what? Give me a little bit of
education about the fire hydrants. How are we now? Because I'm seeing different colors and the new developments that are coming in. Are we putting in the I guess we are putting the fire hydrants in before they even start working. How many
fire hydrants are we putting in each of these developments? So there's that was the question asked of me by a resident. Yes, there's two different approaches as far as on the fire hydrants. One key thing that you're seeing now that there's a change we outsource as far as our hydrant testing. So there's a
thirdparty company, Hydroax, that goes around to each individual hydrant. They flow test them. They give us as far as the proper ratings based off those ratings. The color tops itself will change. There is a NFPA standard where anything over 1500 gallons a minute, it's going to be a blue top, then a
green top in the increments of 500. That way our firefighters when they arrive to the scene, depending on what hydrant they're connecting into, they have an approximate guest as far as how many gallons per minute they could get out of that actual hydrant. Now, that's what's going on within the community and why you're seeing these changes, the
maintenance and updates to those. Now, there's also the new developments that are putting in their hydrants. Those go through the same standard. They're regulated to the same set. And then we request depending on what it is, if it's commercial property, if it's a residential, every 500t that we do have a hydrant. So, there's a lot of things
and what lines they tap into. They go through that with DRC, Chief Holderfield, our fire marshal. That's something that he's on there at every single job site just making sure validating that these are put in correctly. So how many fire hydrants like per um uh houses? So if
it's not going to be per houses, it's going to be with 250 and or if you have the multi-dwellings which are in the thousands, how do you determine how many fire hydrants are kind of put in that community? So each individual building itself, even
if it's a townhouse, if it's a residential structure, there's a rate of fire flow. if it's a commercial structure and then based off the distance to the water line, distance from the previous hydrant is how they're determining as far as how many they're putting in. So you can't just say, hey, we got 100 homes, we're going to have x amount of hydrants going in. It also
depends on how far as far as the nearest hydrant is and where they have to connect to. Are we being are we able to meet that that demand? Yes, ma'am. That was something that was actually being that was part of that audit process through ISO where they validated not only our hydrants or
hydrant flows where they're positioned. So when when with DRC as we we continue to see uh developments coming in beyond Kelly Park like Northridge FE
way out in the north do we have the sufficient pressure for the water to go out there? That's a collaborative effort between the water department as far as they tell us as far as what they could actually provide and that is the part of DRC is making sure that all the players at the table are aware of hey what
developments going in what are the requirements what are the needed fire flows for it and can we actually meet that standard and with the multi-dwelling apartments our apparatus
when they get you know if you have a a uh a fire in a in a high apartment like let's say I think we're up to what five floors now that we're building. The most current ones have been all four stories. Yeah. What's the the the uh highest apartment
that we're building? How many uh floors? Jeremy, you got any more than four? Four. Four. Is it four? Yes, ma'am. Okay. We're not We haven't gone beyond four floors. No, ma'am. So, our apparatuses can reach a fourth floor apartment. Correct. And that's the purpose behind that tower truck for that north side as
you're all aware as far as all those departments going there. We need to be able to have an apparatus to one of those locations if they're in fire within nine and a half minutes. And there's no way we could get that tower from station one all the way up there to Kelly Park in that amount of time. And I saw the bunker gear replacement
for 25 firefighters expired and replacement of damage gear for all firefighters. What's the time? How long do they last of the care for each firefighter? They're supposed to be good for 10 years. We are in a
pivotal point in the fire service right now. There is a lot of talk. There is a bill that just was signed by the governor, a safety and health bill, and it relates specifically to fire gear. One of the main pushes behind it is that
it's PA fast free gear and those are those forever chemicals as far as cancer-causing agents in them. The gear that we are purchasing in 2021 was PASF free outer liner inner liner but not the moisture barrier. In 2024 it was brought
to the attention that the moisture barrier does carry PAS in it. And that's something as an industry that we are pushing forward replacing our aging and existing gear. There's new manufacturers out there that we're actually looking at. We're looking at also just the replacement of that inner moisture
barrier. That's something that they're offering to us. But this is something that is at the forefront that we're tackling as an estate pretty much right now. But those aging ones, those are every five years. We're on a set schedule to replace the gear. Every And what do we do with the old gear?
In the past, we used to utilize that old gear for our explorers. We will no longer be doing that with this initiative and this movement forward with this PAS free rig gear. We're going to decommission all of that old gear beyond utilization or for PR events for
the explorers. That's going to go away. Okay, that was that was interesting just to um so that what was this was also 100,000 for vehicles due to obsolete replacement
parts. What what happens when a part becomes obsolete and you have and you still have the apparatus in service? So that's that's specific to our brush truck. Our brush truck was a 1990 truck that we can't get any parts for and at
this point it's time to the shelf life of that truck has passed and gone and we should have replaced it years ago, but we're moving forward and we're on a step cycle where we replaced one last year, we're replacing another one this year. I mean, if we can't get parts for it, we can't service it. We can't keep it in service. That's why we need to pivot and
change and put a new truck on there. So, do we take it out of service? Yes, ma'am. Unless you can't find a part, you take it out of service. Yeah. If we can't operate that and it's not fully certified to go back into service, it will no longer That one was actually the replacement for the next truck. We just sold one through the
actual auction itself. It just went to I was going to ask you, does it go to auction right away? Yes, ma'am. Okay. That's pretty much it. going through all of this and um I I appreciate everything. Thank you, Commissioner Anderson.
Great presentation. Um just have a few questions. So, looking at this budget from a services community impact um perspective, can you kind of explain how would this budget improve or maintain the current emergency response time? I know with um
hiring the new what was it the so the captain itself that would increase that where they have that span of control as far as over their members there they can make sure as far as that they're staying on top of them their responses but the biggest thing that you're going to see in the direct impact is that tower truck and the personnel
for it I gave that example earlier today if there's a fire on the north side of town the only aerial apparatus that we have in service is that tower here at station one so if it has to get to Kelly Park there's no way can make it in that appropriate time of 9 and a half minutes. We want that to be there faster. We want it to provide its
services. So this is a direct impact as far as this increase into this budget and the personnel to provide a higher level of service. Okay. And another uh question are there any um where in the budget I was trying to look I can't see where there is any
type of investments are being made to to the prevention in community education. There is. So our we've actually this is something that I think the majority of my staff is very fond of at one point or another. We've all in the fire service come through public relations either
from being on shift or in the office. And this is something that we want to revamp our programs. We want to make sure that we have further outreach into the community the kids programs and all that. So there is allocation of funds for 63,000 for public relations in 2120.
Okay. And that's just like a community outreach event. Yes ma'am. Events. Okay. I know like in the newsletter we have that's part of your is rating is that we do so we do an outreach as far as through the newsletter as far as for those that do read it on our website social media
but these are going to be boots on the ground at events having as far as not only in the PR publications that we need out there but more of the engagements and able to create as far as more of an organized approach of people coming into the fire service seeing what it's about. It's
also a tool for recruitment. Okay. Well, you do a good job. You're at almost every community event. I do and you engage, believe it or not, when you engage with the kids, the parents come over so they get the education. Okay. So, and in regards to are there any
underserved areas um or communities that this budget aims to support um that you can kind of highlight that you can say that this is an underserved area and we are able to with this budget serve that area? I would directly correlate it to the north part of the city itself. Not
having a tower truck or not having that adequate response to it. That's definitely been something that's been underserved on the north side and now providing the new truck that you guys provided us and the manpower for it personnel that we could equip it. It will definitely raise us to that standard that needs to be at.
Okay. Is there anything that's that is needed that's not in this budget that you can say that this is the one thing that we need that we did not put in the budget? No, I can honestly say if you approve this, this would help us drastically as far as improve our
services, everything that we're asking for the personnel. I mean, this will help with the overtime. This will allocate the appropriate personnel, the span of control, it's what we're looking for and it's what we need. Okay. Thank you. Thank you. Just one more question. And I know
you've mentioned the station house number seven. Where are we looking for station house number seven? There is some possibilities as far as on the north side looking towards Effie road. There's a possible partnership with Orlando Health. There's a couple key things, but that's what that survey aims to determine as far as making sure
that when we're putting this station, it's in the appropriate area that could service that full response to it. So, that's a survey that's being conducted right now with the funding of this. Yes, we'd be moving forward with that survey. Okay. Any last questions? I I two more real quick. Sorry. the and
Mr. Chairman, are you able to point to or the I assume we're still sponsoring new recruits to go through? No. So, our sponsoring the fire service has been unique. We're at a point where we're looking at a couple different opportunities as far as even doing a
non-certified program, but we're fortunate enough where we have members that are going to fire standards. They're looking for a home. And we have engagements through the schools. We have instructors at Valencia, at seminal state, um, and we're engaged with all the other private institutions as well
where this is something where has not been an issue for us as far as recruiting candidates or getting candidates to apply to it. I know there's some other departments that have sponsored as far as putting individuals through school. And we have other resources where if they did need some sponsorship, we've helped out members in
our community, members that have come through the explorer program or members are in need and want to go through. We've worked in partnership with Workforce Central Florida at the time, Career Source, and getting them the funds to actually go through school that way as well. Okay. So, you feel there's an adequate
amount of new recruits that will be coming to fill the positions we need without spend having sponsorship dollars being sent out. Correct. Yes, sir. Because we for this year, I mean, we got to take it year by year. As far as I know, there's a lot of changes right now in the fire
service in Florida. There's a lot of recruitment programs going on. There's some agencies that are moving to different shift variations and that's going to drain on that pool. So, we might need to pivot next year and say, "Hey, we need to do a sponsored program and I'll be coming for you if we need to do that for next year." But for this current year,
this year, correct or no? No, we have not done that yet. We haven't done any sponsorships. No, sir. Okay. I thought we did for some reason. I guess we did in partnerships as far as like through Workforce Central Florida. We've done it through the Explorer program, through some private um entities that have provided as far as
that sponsorship, the 2650. We've done through them on the bore house where they've sponsored individuals to go through and it's that direct affiliation with the Papa Fire Department, but not that we've actually paid for anybody to go through school. It's cool to have the community kind of come together and really create Yes, sir. an incredible department like that. So,
do you think that the the union contract that we have in place, has that helped with bringing new recruits on and things of that? Are we more attractive to as compared to other departments? Yes, that in place. But I just want to emphasize it is a moving target. Sure. Every I mean I feel like it's every week
you see a new advertisement, new recruitment and everybody's pushing as far as moving that gauge a little bit further along, but it did help us out. Yes, sir. And then when does that that current contract expire? 2026. Okay. So, we'll be doing negotiations the next year.
Correct. And then that'll be updated on next year's budget then by 27. Okay. And then last one and thank you for your time. The you had mentioned in here conx boxes for the training center. We need more of those is what I was reading I think. Not budgeted this year
though. Correct. So we're actually we have a prop already. The conx boxes are props. This is a way that we could shift walls inside of it makeshift. That's why you see as far as the puns that we could put up walls, construction material that's needed and that's something on a training standard that
they're changing. They're constantly changing if we need to bail out out of it. And this is something where we're going to be providing as far as further contact boxes onto it. We want to go ahead and get it painted. We have the safety railings up. We have everything that's needed to operate within them. And this is a collaboration effort with other agencies that we've put together
down at the training center. Okay. So, you're good with where it's at right now? Yes, sir. We're moving forward on that. Okay. Awesome. Well, thank you. Appreciate your time. I have I have one more. Yes, ma'am. Can you kind of just a little bit explain uh with EMS billing
and I know we respond uh I know that the department responds a lot to different residential homes and I know a lot of the insurance that gets involved, but now with Medicaid being cut completely by some that that that's all they have. Um can you tell me how we're handling
that? So, we're currently awaiting as far as from our billing company. This is something that they're still working through. I know the hospitals are taking the first step as far as securing that Medicaid patients do have some type of coverage and how those funds are going to be allocated. In the past, it used to
be that they qualified as far as based off the poverty level or their disability for a automatically gauged them into that where there is a need for that person. This is something that's ongoing currently and they still have not caught up, but we're monitoring that. Yeah. because like you said that the
what you have in medications with diabetes that's a big thing sometimes when you're responding to more senior uh residents that that's all they have Medicaid and maybe at that time you have to administer some of the uh medications that you're paying for. I'm just
wondering how are we um you know billing because you can bill them if they don't have any insurance but you still have to respond take them to the emergency room and if you have to administer some medical care in their residence you know
how are we handling that EMS and truly the blessing that we have is that we have our own EMS service we're not a private entity as far as a for-profit for this when we render care the last thing on our mind is billing. We are offering the same level of care
to any individual regardless if they have insurance and don't have insurance. That's something that we deal with on the administrative side on the back end afterwards. So, it's not going to affect a direct care nor would we ever allow that to affect it. We would find any other resources, anything that we need to do
as far as on our aspect from administration to find other dollars available to supplement for that. But the care level will be always the same. our local hospitals helping in that the because they're not they're not uh they're forprofit hospitals. Do they
have programs there that um I know they're engaged currently as far as at the federal level and at the state level seeking that but like I said as far as we kind of stay too or what we can actually control and it's rendering that life-saving aid that somebody needs without worrying about the care or the
financial means for it. Have the calls increased? Yes ma'am. So, we've seen about a 5% increase in call volume year-over-year. Um, I can honestly tell you there was a time where we thought 5,000 calls were a lot. We're running over 12,000 calls. And the key thing is not really looking
at the number that a call is generated from. It's actually looking at how many units are responded. How many times we're turning the wheels at a station. When you actually do that math, we're over 20,000 unit responses a year. So, that's an increase as far as in the call volume. That's an increase in the
services that are needed and an increase as far as in the personnel out there. Okay. Thank you. That just wanted to touch on that. Uh last question for you, sir. If you get this budget that we you presented, are you going to keep the lightning strikes from happening in a
I cannot control. That is truly an act of God there. Thank you, Chief. Yes, sir. Thank you. Next up, come on up. Yes. Rod Olsson, 3156 Rolling Hills Lane. Uh
Chief, I know that one of the line items had to do with the aspect of maintenance for vehicles, the vehicle maintenance and said temporary. So is that a reason we can't provide enough through our fleet management or is that some specialized training? So right now that's a temporary basis in
the sense of our fleet maintenance and what they presented to you is phenomenal. They are in dire need as far as a new building out there, the equipment that they're requesting. We are in full support of our shop and what they're needing. They're phenomenal. Those individuals down there, it doesn't matter if it's
rain or shine outside, inside, they're providing the services that they need to our trucks. And they do have a step plan. I won't speak for Josh, but they are working as far as making sure all their personnel are certified as EBT tax, all the personnel and the needs that they need to provide the service. They are going to get there. It's just a
matter of how long is that going to take. Some of those processes are timeconuming and while they get there, this is an avenue for us to not delay the needed certifications, reertification of our trucks and the equipment that we need and this will provide that service for it. It's a different avenue. Okay. Thank you, sir. Yes, sir.
I had the opportunity this year. I happened to be behind a vehicle that was impaired. Called in 911, followed it and unfortunately led into an accident. I was first in the scene. I rendered first aid initially, but to see the teamwork your people and how that firefighter got
in the backseat of that little sedan to help stabilize that person was was amazing. And the coordination obviously with the police department as well was amazing to see. And I know that you and the police department have more dots and eyes to cross than anyone else, but I have to ask this question because I've
asked the regular department head. Does the budget, this budget represent everything that you need in your department, staff needs in the way of people, supplies, materials, equipment to allow your staff to be successful in meeting the needs of the citizens of Apakka? Yes, sir. Thank you. And is every piece of equipment your department in a
preventive maintenance plan? Yes, sir. And uh is the plan followed, adhere to? Yes, sir. And uh do you personally spot check for compliance? Yes, sir. Thank you very much. Anybody else? Jeff Ty of Hopka, Florida. I'm always up
here. Um I just wanted to acknowledge the fire department and the police department that night that they had the four structure fires and that they were busy. I was actually one of the fires was in my neighborhood in Rock Springs Ridge and I went over there to it and just the um the work that both the
agencies did together to bring that under control so quickly was amazing and we can't leave out Orange County Fire Rescue also. They were there mutual aid to that fire with an aerial truck and just like the chief was talking about that shows the importance of us needing that aerial truck in that north end of
the city especially with everything going up in the up in the sky. and uh hopefully he gets the funding uh tonight or later to um staff that fire truck. Uh so I just wanted to acknowledge everybody's work there. I had one
question uh also about the public safety complex and I don't know who to direct it to. I'm not supposed to I guess I'm supposed to direct counsel, but the public safety building downtown. I know we have a design engineer that's involved with it now and a construction
manager risk person. Um, as far as that goes, I understand that's going to go out for a bond. Is that going to be a bonding issue to pay for this facility being that it's 120 million and north of that? And does that have to go out to a
public referendum? It does not have to go out to public referendum. So, there's no chance that the public could turn it down and then we would have to go to plan B, whatever that would be to fund that building. No referendum. So, no referendum for the
bond. Okay. Um, the last thing is someone touched on it about um contracts and uh pay wages. I was just looking through stuff today. Winter Park Fire Department starting today. They had an advertisement for $75,000 as their starting pay right now. So, keep that in
mind when contract negotiations come back around. If we want to bring the best of the best here, we have to com compete and they have a way smaller population than we do. Thank you. I'm interested that shows up. I want to say that the the fire
department has uh done a marvelous job this year and I want to congratulate them for them. they they have worked really hard and I have contact with them on a regular basis. Um I I think that one thing um all departments need to do
is not just be punitive but to be helpful with working with um the commercial people and the residents as far as they're giving out fire alarm uh fire um detectors, smoke detectors um
and uh ra uh radon detectors uh carbon monoxide detectors and um finding grants uh finding lists of grants, giving out lists of grants for um nonprofits or churches or whatever, especially like
the CRA grant um is available and and passing that list out when they find places that don't have them. And making that available um is very important for the community to um get in compliance and I think that
that's going to be very helpful. Um, another thing that happened a few years ago is the vendors um that were doing our um easement mowing were forgetting the letting it grow out and get around
the fire exting uh fire hydrants. And I know that the guys went out there and started counting the hydrants because they had just disappeared in the grass because the vendors were mowing, mowing, mowing less and less and less and less.
And I happen to notice just the top of one dele hydrant out there and the grass was 4 ft in front of it. So um the they're trying to catch up with these things and they can't be out there every day checking every hydrant but um the
departments have to work together and it wasn't you know the um the mowing department's fault if the vendors weren't doing it. So, um I think that that compliance and help is is strong and the guys are very cooperative
and friendly with and and getting along with the community well and I think that that's very important. Anybody else? All right, Chief McKinnon. Glad to see we saved the best for the last.
Wow. I'm going to try to rush through this so I can be done by 8:00 so you can vote on the millage rate. Now, good evening, mayor, commissioners, city administrator, Mr. Williams. As with previous budget cycles, the Apoaka Police Department has approached this year's planning process with a focus on
how to best serve our community while remaining physically responsible. We continue to explore and implement technology that enhances our services and strengthens our community policing efforts. Our goal remains to build meaningful partnerships within the community while delivering effective and efficient law enforcement services. This
year, we've taken steps to reconstruct, restructure, I'm sorry, certain positions to increase operational efficiency, align with future needs, and support our succession planning efforts. The budget we've submitted reflects the organizational changes we've made and is guided by the performance metrics we use
to monitor our effectiveness. We believe this process, this proposal supports our ability to maintain our current level of service while preparing for the demands of the future. During this presentation, we'll highlight our accomplishments, address ongoing challenges, and share our priorities and concerns as we plan
ahead. Please feel please feel free to stop me at any point if you have questions. I'll be happy to address them as we go along. When looking at an overview of the department, we must start by considering the role of public safety in our community. It is essential to
remember that public safety involves more than just law enforcement. It encompasses the well-being and security of all members of our community. As a city continues to rapidly grow, ensuring the safety of our community remains a top priority. Investing in public safety builds trust, strengthens residents
sense of security, fosters civic engagement, and contributes to the economic vitality. Communities with lower crime rates are viewed as more desirable, attracting visitors, businesses, new residents, and a wider talent pool. When people feel safe, they
are more inclined to invest in their community by supporting local businesses, dining establishments, and entertainment venues. Public safety is a key driver in attracting new residents and encouraging companies to invest in the community. Our
accomplishments successfully completed our uh portion of the countywide license plate reader initiative through funding from the urban area security initiative. Implemented a 12-hour shift schedule for swarm personnel which has been wellreceived and has resulted in increased patrol coverage. Secured
approximately $142,000 in grant funding to support department operations and initiatives. continued investment in advanced training for personnel, including active active shooter response, right training, deescalation techniques, and fair and impartial policing. These programs ensure our team
remains equipped to meet the evolving demands of modern policing. Lieutenant Jason Wartman successfully graduated from the prestigious FBI National Academy in Quantico, Virginia. Made a substantial progress in recruiting qualified candidates for police officer and communication technician positions,
resulting in the successful filling of several vacancies. We had another outstanding year of engagement with our community. Once again, we are we're proud to sponsor over 130 children during our annual Shop with a Cop event made possible through the generous support of Walmart and our
community partners. Our monthly cookies and milk with a cop program continued successfully thanks to the ongoing support of McDonald's. We hosted a variety of community focused events and programs including national night out youth summer camps, excuse me, woman self-defense classes, the citizens
police academy, and several other initiatives aimed at building strong community relationships. This year we expanded our outreach by introducing cops and cones and burgers and badges to our lineup of events. We should all be proud of how hard the sworn civilian and volunteer members of
the Apaka Police Department work to serve our community. For me, it remains both an honor and a privilege to serve alongside each and every one of you. A growing population increases the demand for public safety. Aka continues to experience rapid population growth.
In 2015, the city's estimated population was 46,571 residents with an average of 2.63 persons per household. According to the community development department, by April of 2024, the estimated population had risen approximately 61,820
residents with an average of 3.02 persons per household, an increase of 15,249 residents, or approximately a 32.7% increase over the 10-year period. This equates to an average annual residence growth of approximately 1525 new
residents. It is important to note that these figures reflect only residential population growth growth and do not include commercial or industrial development during the same time frame. This slide highlights the city of Ampa's population growth over time. The 2025
population is based on a 10-year average annual increase of approximately 1525 residents. Currently, there are approximately 13,471 dwelling units planned or under construction in the city of Apka. This is up from 7,418 dwelling units planned
or under construction last year. This increase is primar primarily the result of Wild Oaks and Paluchi acres planned developments. Based on the city's community development unit in April of 2024, the average household had an average of 3.02 persons per household. This residential growth will add an
estimated 40,682 new residents to the city of PMPA to the city of Aapka over the next several years. As these new homes are completed, the projected population growth will necessitate approximately 94 additional police officers to effectively serve our
growing community. This slide illustrates the growth of the police department over the past 15 years. For many years, our staffing levels remained relatively flat. However, over the last five years, we've seen a significant growth thanks in large part to the continued support of
this commission. The additional new positions has played a crucial role in helping us improve our per capita staffing ratio and b serve our growing community. While we've made important progress, continued increases in staffing will be essential to keep pace with the city's rapid growth and
evolving public safety needs. As illustrated in this slide, our current staffing level equates to 2.23 officers per 10,00 residents based on authorized positions and current population estimates without any additional personnel. In the coming year, we are requesting six new sworn
positions. With their addition, our per capita ratio would increase to 2.32 officers per 10,00 residents. For comparison, the average per capita among surrounding agencies is approximately 2.31 officers per 10,000 residents. The 2023 statewide average for Florida
police departments, according to the Florida Department of Law Enforcement, was approximately 2.52 officers per 10,00 residents. While we remain below the state average, we have now reached the local average. We believe this level of staffing will allow us to maintain a high standard of service and continue
meeting the needs of our growing community. When evaluating the need for additional swarm positions, we consider more than just a single metric like per capita staffing. It's equally important to assess the geographic area the department is responsible for and the level of coverage required to provide
effective public services. The city of Apka spans just over 36 square miles. The chart displayed compares the service area of Aapka to several neighboring cities. The average size of the cities listed is 21.73 square miles. As shown, APK is the third largest service area
among the agencies listed, trailing only Orlando and Daytona Beach. This graphic demand, this geographic demand, I'm sorry, further supports the need for additional sworn personnel. This slide illustrates the number of officers per square mile of service area
for each of the listed cities. Currently, we average 3.92 officers per square mile. With the addition of six new officers in the upcoming physical year, that number would increase to 4.08 08 officers per square mile. While this is still below the listed agency's average of 5.45 officers per square
mile, it represents meaningful progress toward improving our operational capacity and meeting the demands of our growing community. Our unifor uniform crime report for part one crime shows the violent crime in 2024 decreased by 1%. That's following a
20% decrease in 2023, a continued positive trend. Non-violent crime, primarily consisting of property related offenses, decreased by 12% in 2024. Overall, part one crimes, which include both violent and
nonviolent offenses declined by 10.7% in 2024. As of the date of this presentation, we are pleased to report that the overall crime is down 24% year-to- date in 2025, continuing a strong downward trend.
In 2024, calls for service decreased by 9% reflecting a trend the trend consistent with overall reduction in crime. The next sections of our presentation will cover a review of our previous budgets, swarm personnel salaries, personnel request, equipment request,
and capital improvements. This slide outlines the police department's proposed FY2526 budget, including the percentage allocated for each division. As in previous years, the largest share of our operating budget, 56% is allocated to field services, which includes our
patrol operations. Support services, which includes criminal investigations and strategic investigations, amounts for the second largest share at 15%. By division, the FY2526 over FY2425 changes and operating costs are as
follows. The chief off chief's office is down 23.5%. Field services is up 5.9%. Support services is down 10.7%. Administrative services is up 36.6% and communications is down 15%. For
FY2526, total operating costs are projected to increase by $180,000 compared to FY2425. Overall, personnel costs represent 82% of the total budget with operating expenses at 12% and capital outlay at
6%. As in prior years, salary adjustments remain the primary driver of budget growth, reflecting the need to remain competitive in the regional market. Additional adjustments effective October 1st are align included to align
with our area compensation trends. As noted in last year's presentation, maintaining competitive law enforcement salaries continues to be a significant challenge. This slide clearly shows that our staffing wages have fallen out of market and the gap may widen as other agencies prepare to implement salary
adjustments. The salaries listed for the Orange County Sheriff's Office reflect proposals made during currently under union negotiation. Based on the past trends, we anticipate the Orlando Police Department will follow suit with these salaries. Additionally, the Sanford
Police Department recently increased its salary starting salary, now surpassing that of the Apka Police Department. As a result, these changes, Apka PD has dropped from third to seventh in starting pay among the agencies shown. Looking ahead, the Orange County
Sheriff's Office plans to implement further increases with projected starting salaries reaching over $68,000 in FY27 and over $69,000 in FY28, an increase of approximately $1,000 each of
those years. Given these developments, it is it will be essential for us to review and adjust our salary structure over the next three years to remain competitive and continue attracting and retaining personnel needed to serve our growing community.
This year, we requested and it is included in our proposed budget a 5% acrosstheboard wage increase to remain competitive with surrounding agencies. With this adjustment, the Apaka Police Department will move back up to third place in starting salary among the listed agencies. That's for now. Um, why
is it important to remain competitive? In the coming years, we must continue to recruit and retain qualified officers to meet the needs of our rapidly growing community. We currently have a very young agency. 49% of our officers have less than 5 years of experience.
An additional 28% have less than 10 years of experience. This means that 77% of our sworn staff are early in their careers and not yet vested in the retirement system, making them more likely to leave for higher paying opportunities elsewhere if we do not offer competitive wages. The wage
increase is a critical step in helping us attract highly qualified applicants and retain the promising young officers already serving our community. We are currently authorized 141 sworn positions. However, in order to improve our per capita and officer per square
mile ratios, bringing them more in line with the state average and surrounding agencies and to prepare for continued population growth, we must continue to add personnel. For FY226, we are requesting six additional authorized positions. While we are currently 13 we
while we currently have 13 vacancies, we continue to receive a strong volume of applications and are confident in our ability to fill those openings. These additional positions will support our efforts to meet target staffing levels and keep pace with the city's residential and commercial expansion.
I'd like to take just a brief moment to address the current vacancies within the agency. Although the slide states we have 13 swarm vacancies. Unfortunately, due to the retirement of Sergeant Harmon, we have 14. Uh in addition to the 14 swarm vacancies, we currently have six vacancies within our communication center.
I'd like to explain why. Earlier this year, you saw us swear in significant numbers of recruits as a direct result of our of our enhanced recruiting efforts. We also saw a significant increase in hiring communications personnel during the same time period. However, we were required to temporarily
pause hiring of both swarm personnel and communications personnel due to all of our field training officers and communication training officers being assigned recruits. Without available FTO's and CTO's, we had no choice but to delay bringing on additional personnel. Had it not been for this temporary pause
in recruitment and hiring, we are confident that the majority of our vacant positions would have been filled during this fiscal year. Administrative personnel request. We're requesting one crime analyst. As a PopKus population and geographic area continue to grow, so does the volume of
comp and complexity of crime data. Currently, one investigative analyst supports the entire agency by analyzing crime patterns to guide strategic deployment, providing actionable intelligence to investigate and command staff and command staff managing internal and external requests for crime
data. This single analyst is now stretched beyond the capacity due to increasing demand from both operations and administration. Adding a second crime analyst will improve turnaround time for intelligence and reporting. Support proactive crime forecasting and hotspot analysis. Strengthen real-time
response to emerging trends. This is not just a staffing request. It's a critical investment in data-driven policing that supports public safety, operational effectiveness, and smart decision- making. Vehicle and equipment request for fund 2220 field services. We're requesting
the purchase of 19 patrol vehicles. These will replace aging units in our current fleet and provide vehicles for the six new sworn positions proposed in this budget cycle. Fund 2230 support services. We are also requesting the replacement of five aging unmarked vehicles with newer models. The specific
makes and models will be determined at a later time. These vehicle requests are critical to maintaining operational efficiency, approving officer safety, and ensuring our continued ability to respond effectively to calls for service. An update on the public safety building
and police training facility. Uh currently all departments involved in the public safety building project are working with the architectural firm ADG to update their current space and operational needs. Once this planning phase is complete, ADG will begin developing and building design and
developing the building design and architectural plans. the police training facility. We're currently preparing a request for qualifications with finance to conduct a comprehensive needs assessment which we hope to launch very soon. Completing this assessment remains a priority for us, especially with plans
now underway to build a subdivision directly to the south of our current outdoor range. This presentation has outlined the budget requests made by the Apakka Police Department for FY2526. These requests are essential to maintaining our current level of service while preparing to meet the growing
needs of our community. On behalf of the men and women of the Apaka Police Department, we extend our sincere appreciation to the mayor, commissioner, city administrator, and our community for your continued support. In closing, I'd like to affirm that all departmental equipment is maintained through a
preventative maintenance schedule, which is regularly followed and spot checked by assigned personnel within each division. The proposed FY2526 budget was developed by Deputy Chief Quinn Henry, Miss Amanda Merrill, the real boss of the police department, and me with
valuable input from staff across the department. With its approval, we are confident that the Apopka Police Department will be well positioned to meet our current personnel, supply, and equipment needs while also ensuring we are prepared to support the
continued growth and evolving public safety demands in the years to come. With that, I'll answer any questions that you have. Any questions for Chief? Appreciate your presentation as always, and it's something we said yesterday. Usually I write down my questions and as you go through your present like all
right that's answered that's answered that's answered. So a lot of these are are more so just clarification requests more than uh anything new really. So I'll start at the top one just try to write down we have budgeted college reimbursement and we've spoken about that uh in other meetings and other arenas. So has any of
our officers taking advantage of that in it is increasing. I actually took the time this year. We did our first an um block training because of our 12-h hour shifts where they were in 40 hours of training. I went the first day of each one of the block trainings. And I stressed to the officer how important it
was to look at where they want to be in their career and whether or not they need a college degree to be where they want to be. Uh because, you know, no matter what agency you're going to be with, if you want to be a police chief someday in life, you're going to need a bachelor's degree at minimum and some kind of advanced training. Uh, so I did
take the time and with that we've seen an increase in the people that are using it. It's not where I'd like it to be. Uh, but I'm not done pushing and making sure that they understand because you know in your career it's about resume building and you have to build the resume for what you want to do in your career and if you don't build that
resume, you're not going to accomplish what you want to in your career. One thing that helps our officers, it's another resource and asset to them. Um, so I love that the We were talking about this last year and I think the year before that as well. Off duty fees that we charge, we recently increased that in January.
Yes, sir. We What was that increase to? $55. That's $50 to the officer and $5 equipment fee charge to for the city of Ampa. Okay. So 50 and 55 and 50. Uh the
is that comparable to other municipalities that do offduty as well to agencies our size? Yes. To the Orlando Police Department? No. So Orlando's just like out of business. There's some of the clubs in the Orlando Police Department, they're paying $100 an hour to fill fill positions and so forth. But our officers do have the
opportunity to work in the city of Orlando. I'm sure if you've attended events down there through our mutual aid agreement, they do work off duty there and they do make the comparable rate of all the officers working that. understand that $55 an hour is the minimum. It doesn't mean that uh an employer can't pay them more. Uh we
don't want to price oursel out of the market, especially for our community up in Apopka, but when they do, they work the UCF football game. I think it is $65 an hour um for them to work that. Um and they work the sporting events and other events down in the city of Orlando, like
I said. Uh but we do ensure that they are paid the same matching rate as the officers working that same event with them. Understood. Okay. And we're switching. Is it the entire department that is switching from 45 caliber to 9 millimeter? Yeah, our firearms platforms 10 years
old. We're starting to see some wear and tear in some of the older guns. Um, ballistically a 9 and I don't want to get too far into handgun education here, but uh 9 millimeter now performed ballistically the same as a 45. um based on improvements to the 9 millimeter.
We're going to go to the 9 millimeter platform based on a committee that was formed of officers, varying officers of size. The 9 millimeter platform is more easily and readily handled by someone with small hands, for example, myself.
Um and so I think it's going to be a better platform. Our sights on our current firearms are outdated. Most of law enforcement has gone to the red dots uh which is a more accurate and easier to use uh sight platform. So Glock actually just came out with a 9
millimeter that has a builtin uh red dot platform to it. It's locked in on the slide. So it's not one that you're adding to the slide like we'd have to do at our current platforms. It's a very nice platform. Um it's just going to be a matter of how soon in the next fiscal year we can get it because everybody
wants them. Um but I assume it's cheaper ammo too and a little more accessible ammo you get. Um ammo's become accessible again both in the 45 and nine unlike what it was in during COVID. Um but you know we have over this past year anticipating we're going to do this. We have significantly
reduced our 45 ammo. We still will have some officers that may carry a 45 off duty and we'll have uh duty ammo for them because there is a difference between duty ammo that we carry and most of the ammo that you know is available in other places. Um so you know we'll have a small stock of that and we are um
starting to work towards 9 millimeter with some of our funding from this year. Well that and I mean I would assume it would save some weight as well uh on the belt. I mean to some Yeah it's it it's on a gumb belt but as you know um I don't know how many years ago four years ago or now we went to the exterior vest cover and the purpose of
the exterior vest cover is to shift some of the weight off of the um hips and onto the shoulders. So, we have equipment that they can put on their exterior vest cover through the Molly system, but also gear that they have to maintain on their gun belt. Gotcha. Two more quick questions, and I
appreciate your time. Are I seeing here a lot of vehicle requests, which I'm happy that we're upgrading. We always um are at the top of line with those. We're switching from Ford Explorers to Taho now for K9 and for our watch commanders. Um just a little bit more room for the dog.
um you know they're a little cramped inside that um Explorer and we're switching to our watch commanders because we are turning their back of their car into a mobile command post. It currently contains command boards, computers and we're going to put some monitors in the back of them and everything else. So if we have a
critical incident, the watch commander can run that critical incident out of the back of this car until such time may occur that we need a regular command post. uh but it will be available for them as a command post to work uh specific critical incidents within the city. Okay, understood. Last one is so for
over time and the calculations of that it's and it kind of confuses me. It's a unique formula that you guys use and I feel like fire department used to use this possibly but just switched over to a different scheduling of how overtime is calc. I I didn't cover it, but um
through discussions with the mayor and Miss uh Sherman, we are switching to the 86-hour rule also instead of the 28 day, 28 day, 22 day, 20 I've been here 10 years and I don't understand either. So, you know, so it'll match what fire department. It will match what the fire department
does. Uh we currently work an 84-hour schedule because we're in 12-h hour shifts. Everybody is. So, it only leaves two hours to um take into consideration before they hit time and a half. Uh but our time and a half will go after 86 hours during a two-eek pay period just like uh the fire department is doing.
And with regards I know you've asked several questions about overtime. We did assess our last five averages of overtime and came up with a number presented at the U finance and our overtime has increased over what that five-year average was in every one of our divisions. Excellent. And we're probably budging
for that. I would assume switching to this 86 hour uh also I would saves some manh hours to calculating what overtime is I would assume it's a little clunky to do that overall. Uh again it's all about how you set it up in the system. So again it'll calculate overtime at the appropriate
time. It's all in the payroll system. You have to set it up. It's a customization but we already have it because we're doing for the fire department. We'll just apply it to this personnel. Right. So just streamline it helps to build efficiencies and then I think it it will help to uh benefit the officers as well when they're doing overtime too. So
perfect. Those are my questions. Thank you so much. Thank you, Mr. Smith. All right, Chief. Um I notic you only asked for six new officers and so I'm going to assume uh that's all you need in order to continue to patrol our city. I I let the deputy chief drive that because she has to live with this
budget, not me. I'm presenting it so that she sees how I present the budget. Uh but we are both in agreement that uh six officers um you know I I said in my presentation hang on because it's coming. Um when you're talking 94 officers, you know, obviously we want to be physically responsible. We feel that
six puts us in a position to serve this community um at a little bit higher level than what we is and prepare us for the growth that's coming over the next year. But when you're talking an additional 40,000 residents coming probably in the next 8 to 10 years, um you're going to be looking at 10 to 15
officers a year for the next long time. All right. Uh and are we going to be able to fill those positions in communication? Yes. Yes. Yeah. We have, you know, I'm 100%
confident we would probably full right now if I didn't have to stop hiring. uh because my you know we we took a position and created a full-time uh recruiter who does nothing but the paperwork to free up uh the lieutenant that was doing the recruiting. He does a
lot of administrative work now, but he also does all the recruiting uh events around the state that he travels to. Uh and we were on a big role. You saw we were swearing in seven, eight people at a time. Uh but we ran out of field training officers and you know as police officers we're used to being in our car
by ourselves. Having somebody next to us for an extended length of time starts to drive us crazy. So you know we're working getting some of these people off the field training program. We're going to give them a break of three or four weeks just to decompress a little bit.
And we're already cranking that we have people ready to go into the academy and we're planning on some of themies at the end of this year to start filling some of these positions. But we would be I think we'd be in a great position right now if we didn't have to slow down. Um you can only have so many field training
officers and you know because you have it's not just select somebody. They have to go to a course and be certified. So all right. Good. Commissioner Vasquez. Well, I will say coming from New York City, we always work with a partner. So
it's not that crazy. Not not in the state of Florida. Yeah, I know. They they're all single here. We like being by ourselves. Yeah. My 21 years was always with a partner. Um my concern is the 911 dispatches. How
are we doing with that? That's what we just talked about. Is that what communication? We currently have six maybe seven vacancies. Uh I think we have seven now because one just um resigned to go to flight school. Um God bless him. I think that's a great choice for him. He's a
young young man. He did an excellent job for us. we're going to miss him. Uh but uh he chose to go to flight school and and and do that and move off into the aviation world. Um so but we're getting applicants there, too. But again, we ran out of communications training officers. And you you've seen our communication
center. You can't shove a lot of people in there. There's not a lot of room right now until we get a new one built out. But again, no matter how many we hire, we have to have the training officers. We can't just have them sitting around doing nothing um without being trained. So, um I mean we we're constantly
talking about how many residents are in the city, but during the day we also have all our businesses, warehouses, um and we just have all the retail on an average. What What do you think our city the population is besides?
I don't know. I I I've I've asked that question. I haven't got the answer yet. I just recently asked it what our daytime population might be because of um you know the community growing not only in residential growth but you know our calls for service aren't really you know especially industrial and big
commercial we don't have a lot of calls for service there as you probably know um some of the res you know smaller businesses restaurants we do get uh some calls there occasionally but most of our calls for service are driven by our residential areas so they driven I I didn't hear but you just say
most of our calls for service are driven by our residential areas. Okay. It is driven. That that was my question. Um because during the day we of course we kind of double our population. I mean we do deal with um a significant amount unfortunately of retail theft. Um
and you know that's just the nature of the beast everywhere. So it is um I know that the concern is the public safety building and of course the fire range. So, as we bring in more uh police officers and you have to train,
how are we dealing with because I know your range is not that large. Um, so how how are the shifts going for training for the firearms? Well, one of the things when we went to 12-hour shifts, we went to 40-hour block training. So now you have a set number of officers that are training for a
40-hour period so that sergeants can adjust their manpower and make sure we have minimum staffing on the road as some of the officers on each one of the squads. So in the past it used to be the whole squad used to go to training. Now it's specific officers are scheduled for a specific date to go to training. So
the squads are sort of mixed and matched in in training. But um we're capable of meeting the needs. You know, obviously it's not an ideal situation. Uh I'm you're probably not gonna like this comment, but I'm gonna say it anyways.
Um I'm really hoping that we can get this needs assessment for the training facility done and that we can because of the delays in the public safety building, try to run these things too concurrently. Now, uh if we're going to have to bond them both anyways, um you know, because that training center
becoming extremely important when you have this new development going to the east and now a new development going to the south of it. Um and again, it's just the complaints that are going to be generated uh from the noise. I know the developers on both um of those developments have agreed to let the
homeowners know that they're building next to a range, but if that's on page 265 of the contract or where it's at, I have no earthly idea. What's the rotating um for qualification for each police officer? Um like I used to have to go every six months
by state statute and FDLE guidelines. It's every two years. We qualify every year, but within that year, we also do specialized training uh that our range staff, our training staff puts together where they go out and they shoot specific, not necessarily the
statemandated courses. We also have our own in-housemandated course. And then they also have the opportunity and schedule to go out and do shooting in between that. Do they get unit training um where um you kind of sit before they go out on
patrol where you kind of highlight where there's some uh the crime uh patterns that are going on in the city? Yeah. Everybody our I'll put my crime analyst up against anybody in the state of Florida and probably the United States. She is absolutely fantastic. She
presents us with an intelligence document every Monday, no later than Tuesday morning, of where our crime trends and patterns are are occurring, who's been arrested, who might be looked at for a particular crime based on the pattern of the crime that's occurring in a certain area. So, we're not out there
driving aimlessly. We're using Holly's data to do directed patrol in the areas that we know crime is currently occurring. That's why we've requested a a second one. Um, you're more than welcome to come see uh Holly's built her own little live crime center. uh she has her own little kingdom and her own
little office there. It's absolutely amazing what she does with all the cameras and data that she can bring up. Uh she did an excellent job monitoring the uh protest we had uh a month ago or whenever it was uh over the immigration issues. Uh she was in her office on that Saturday and monitoring everything,
monitoring social media uh keeping us fully aware of what was going on or any threats or things that she saw from social media or trends or patterns or people in the crowd or whatever. Um, what we want to do is take that and apply that crime analyst to our evening shift. She works during the day right
now. Obviously, she can only work so much. So, with this second analyst, we want to get them trained. And hopefully, if I could just get them threequarters as sharp as Holly is, we'll be in great shape. But, u, I'm sure Holly will get them up to the same abilities that she
has. And then we will put them on and make sure that Evening Shift has some of the capabilities of a live crime center, which is what we're going to build in the new building uh is a live crime center. And that will give Evening Shift the ability to have that intelligence information right then if something's
occurring. Holly has a radio. She comes on the radio if she sees something. If you know we have a crime that occurred and it hits off of one of our uh license plate readers, she's on the radio letting us know where that car is. How's the what is it the license plate
reader? Yes. Is that has been a good tool for the police department? It's been an absolutely wonderful tool. I can't tell. Uh she gives me a running count. I I don't remember what it is of crimes we're solving, but we're solving numerous crimes every week uh from those uh stolen cars that go through uh the
license plate reader give us an opportunity to know where they're at. Um matter of fact, we just uh located a car yesterday that was involved in a shooting in South Aka. uh based on the license plate readers and tracking it. You know, it it's the license plate readers are not just in Apopka. They're
a culmination of the UASI region, which is Orange County, Simol County, Oyola County, Brevard, and Lake County. So, it's, you know, it's done a tremendous job. It's it's assisted with um law enforcement officers who've been shot. We've located vehicles with with them
coming into South Aka a couple years ago. Uh so, it's just a it's a great tool. Um that is a great benefit for our community. Okay, that's for me. And uh basically what you're presenting is everything you
feel can ask is everything that you based I I answered that so he didn't have to come up here and ask me information. I didn't want him to have to wear himself out tonight, so I made sure I answered all of his questions in my last statement. Well, thank you very much. Thank you for providing some of the information.
Mr. Anderson, just two quick questions. So, in regards to community outreach, I see here there's $18,000 that's in the budget for community police outreach program. Is there any type of measurable impact that this will actually have on like building
public trust and with uh with your agency and well, it does all of our our programs, our our shop with a cop, our shop with the cop. So, this is part of $18,000. Well, we're a little unique. Um, that's why we don't ask for um the dollar amount necessarily at the fire
department. And I'm saying not saying that in a negative manner. I love our brothers. Um, we do outreach to our community and our businesses really support the shop with a cop program and we raise enough money every year from our community and our
business partners in our community to support the shop with a cop. We went to $125 two years ago instead of hundred because as everybody knows $100 really doesn't even buy you a box of candy anymore. Uh so the shopping carts were a little thin. So we went to $125 and even with
that increase you know of over $15,000 we're spending on Shop with a COP was supported by our community. Uh sometimes we raise a little bit more than that. It gives us an opportunity to do some of the other events. You know, we had a great partnership with um Dairy Queen uh this year with Cops and Cones uh and
then McDonald's followed up on that with Burgers and Badges. So, we're increasing that a lot through our community support and our relationships with the businesses in Apakka. Uh so that $18,000 helps us sometimes if we like National Night Out, um we'll do food for that and
and provide some of the resources for that event, some of the other events that we uh put on throughout the uh community. So it it helps us with that, but we get a tremendous amount of support from our business community also. So, in regards to the National Night Out initiative, um, one of the
complaints and one of the feedback was that it was some of the events was actually on the north side of Apapa, not so much on the south side of Apaka where that was the I just want you to address it on record. Um, that was some of the things that the No, we we move it around. Obviously, we
have to have the air a neighborhood. We tried it outside of a neighborhood and it was dismal, unfortunately. We would really like to move it to Kitland Nestle Park and have everybody in a popa show up and and have a great night, but once people get home, the trend seems to be you want to stay home. You might walk to
your community park and participate in National Night Out, but you don't really want to get back in your car and drive to Kitland Nelson Park or Alonzo Williams Park or Jason Dwelly Park or Fields of Fame to go back out. So, we need a subdivision that has a pretty big
area because we do try to take a lot of assets down there to show and display what the Apaka Police Department's capabilities are, have that relationship, have K9 there, our command post, uh, our SWAT vehicle, our armored vehicle, and everything else to try to put on a good display. But, uh, we did
the subdivision, I don't know the name of it, off of Keen Road right there at 417. Silver Oak. Uh, no, it might be Silver Oaks, I don't remember. Uh, they have a great big park area. We uh had a great turnout there one year. Uh we did um Emerson Park.
Yeah. Um one year we've done I think it's Oakill Reserve um up off of uh way up north off Plymouth Seno. Um so we we move it around. So, um, outside of National Night Out and Shot with the
Cop, are there any new programs that can help build more trust with the community and law enforcement that you can that you can, you know, we still have our, you know, we do try to target our youth because those are the ones that we need we need to target. They're probably the most impressionable. Some adults were
probably not going to change their mindset u on what their opinion on law enforcement is. Uh so again our our cops and cones it was fantastic a great success a good turnout. Um it's my understanding burgers and badges was well attended. I was on vacation at the
time so I did not get to attend the first one unfortunately. Um but uh we are always expanding. So our decree are looking for different things to do all the time. Uh we're very fortunate in our businesses. You know Dairy Queen is the one that reached out to us and said hey we'd like to do something you know give the kids a um ice cream cone to come to
Dairy Queen. we'll give it to them for free and meet our local police department. Um and then Mark or somebody came up with, you know, cops and cones idea. Um so we're always looking for things to do and trying to make sure that we are um interacting with our community. You don't do something by your church
because I remember showing up to your church. Yes. And that's I was going to say that the we have national night out at our church and our papa police department is always there. They bring uh uh stickers of that nature. and with the backpack giveaway and doing
our food distribution. We've had officers that have come and assisted us uh in giving out food during our food distribution. So, and for National Night Out, we do have communities that will reach out to us and want us to participate and we may not take the whole big event there, but we will send officers to their event to
make sure that we have some kind of interaction with them at their request. So, you know, it's not it may not be the full-blown event, but if they want us to be there, we're going to do everything we can to get somebody there to be uh part of their event and engage in the community. We understand how important
uh community relations is and you know, making sure that we are engaged in our community. Uh when Sergeant Wiggins took over uh community policing and now it's continuing through uh Sergeant Kaser, uh our community policing over the last 5 years has gone up over 350%.
in events that we do. Okay. All right. I just have two quick followup questions. The the 5% increase, is that just for base pay or is that across the board? Everybody's getting a 5% shift. We requested and as far as I know, it's
been put in the budget for across the board and we requested across the board because um we don't want to create compression issues and we want to keep those that have been here a year or two up to up to seven years on board. So we ran that across the board for everybody
uh just because of compression issues and ensuring that we were able to retain those that we've already trained already sent to the academy and you know we don't want to lose those those are the most vulnerable ones especially at the two-year mark if you're not you know feel like you're being compensated appropriately the Orlando Police
Department or the Orange County Sheriff's Office raising their salaries might start looking a lot attractive. Absolutely. All right. I just wanted to make sure it was across board not just for u starting pay. The second one was, do we for the training facility, do we have a location identified yet for that? And I do.
And where's that at? I've been pretty consistent about it for about three years now. Uh, actually, what I would like to see is work with the fire department and create a public safety training facility down at the Gillum Training Center. They can they can take over, which they pretty much
have, Gillum Training Center. And next to it, behind that dry pond that's over there to the east of the Gillum behind it to the north is I think it's 10 acres. Uh that would be ideal. Uh we can make a different entrance. According to community um public works, we can build
a road through that dry pond, just put some culverts through it or something and have an entrance so that we don't disturb their training. But at the same time, if they needed one of our training rooms or we needed one of their training war rooms, we'll continue to work together to make sure that we meet each other's training needs, we are going to
build a driving law enforcement driving pad on there, which will be used by them also for their driving training that they would like to do. Right now, it's very hard to find space on any of them that are available in the surround not only in Orange County, but in the surrounding counties. Okay, understood. Thank you.
And you did agree that you didn't need the whole 10 acres, right? I did not say that. By the time by the time we get done with the driving pad that will benefit both the fire department and the police department, you know, we're we're we're making sure to leave room for station. We're making sure we uh include them in
this. U I I honestly can't tell you how many acres it's going to take, but uh in my little mind right now, I'm ear marking the 10. If it only takes five, you can have the other five. Right. All right. Public. Anybody? I answered your questions, Mr. Olsson.
He's got some and and I know we've had the discussions before, but when I look at the square miles, I'm still concerned with the number of officers we have and when I rough calculations, I thought maybe two to four more would help bring us up to
that square mileage number. And that's that was one comment. Comment and I trust you. No, I'm just that's just a com it's a comment. I would think that I think that you have to look at we don't want to look at one or two factors here. You know, I I demonstrated that
right now crime is going down. Um our calls for service are going down. So, that's one of the factors we look at and where do we need to go, but we also have to look at, you know, what our per capita is and how we're serving our community. Um I've said this for 10 years. My goal from the time I got here
to the time I leave on October 31st has been to maintain the same level of service to this community that we were providing back then. And I think we've been able to do that over the last 10 years. I think we've improved our service to the community, our community policing to the community. And these six officers will help us continue in that
growth. Uh it doesn't mean that once some of these subdivisions, especially like Wild Oaks, gets going that you might not see a request for 15 to 20 people one year because that's going to sign significantly act impacted. But based on the numbers that I'm seeing and the growth I'm seeing, that's why I
looked at the last 10 years of growth at 1525 on average. You add that and this puts us in the ratio of where we need to be. Thanks, Steve. The other thing is you mentioned the aspect of with officers in order to advance education. Do we have
adequate funds in education to support officers that want to get that bachelor's degree to want to get the master's degrees? Yeah, that's what uh Commissioner Netor was asking about. I think we're budgeted $28,000 if I'm not mistaken. Each officer can get $1,200 a year. Is it
going to pay for your college degree in four years? No, it's not. But, you know, when you're working, you have kids, it's hard to go to college full-time, so a lot of them are part-time, and it does at least help offset some of that cost. But per our policy right now, they're entitled to up to $1,200 a year per
officer. Um, you know, as things continue to increase, we may have to look at whether or not we up that $1,500 and increase that budget line in the future. Uh, but for right now, because, you know, they're not taking full advantage of it, I don't think I can come up here and ask for more money at this time. Okay. Thank you, Chief. My other
question I already got, but a couple other things uh with regard that accident I was talking about seeing the work of the fire department. I got boxed in because of all the vehicles that came in. So I was there for a better part of two hours. You'll see how the officer handled the situation. They did get the
perpetrator that was involved with the with with the accident and to see the teamwork and working together was awesome. uh related to uh commissioner uh commissioner Anderson the aspect of the the cops and cops and cones was outstanding. I was at that event uh the
number of people the positive feedback was awesome. Also through the citizens police academy were in the process of providing balls and other instruments for the police vehicles so they can have in there they can toss a football around that type of thing to further engage. Uh and and I'd like to point out too with
both the police and fire department that in my career 47 years I was worried about coming home twice and one had to do with an aircraft issue, the other had to do with a vehicle issue. Police officers and fire officers when they said goodbye to their loved ones that they might not be coming back home. So
please keep that in mind in your budgeting. Thank you. I'm sorry. He he brings up a good point though and I want to bring it up as Dr. Olmstead comes forward. Um, we have 84 volunteers as a result of our Civilian Police Academy and our Civilian Police
Academy alumni association. So, you know, the dollar amount of work that they do for us in this city is unmatched by anywhere I've seen. Uh, but to have 84 access to 84 uh volunteers to help us with some of our events and other things that we need is just tremendous. So, I
wanted to give a shout out to them. You're not much taller than me. I had to raise it. Well, you're going down to the ground. I want to thank the police department for what they do every day out there and and risking their lives just like the
fire department does. Um I'm got my question is is um about cross trainining or cross availability. I I know that one when you have a one small section depart uh division um and that
person a person there suddenly retires or um transfers or leaves you or goes on an extended vacation or goes to long conferences that they're they're missing and that their work is not getting done
uh because other people are doing other areas and I noticed that with a span of time that work wasn't able to be done because this department was so small.
Um, is there any cross training? Will there be any cross trainining so someone could go pick up the job and do it? And because some things are real obvious out in the city that need to be done and
when they're really obvious, um, I can't address it if you don't tell me what's obvious. Well, any department would be things that would be like code enforcement, you know, picking up signs and stuff like that. um when it goes weeks and weeks
and weeks with not being done and if you only have three people in the department and one whole half of the city is not being picked up then but that could be because they're working on I mean you have to prioritize what you're
I I understand prioritizing enforcement issues that are public safety are going to take priority over picking up yards. No, what I'm saying is like if you have your volunteers go out there and pick them up or if you have um someone from another department come in
and help or ask for u and that crossraining is what I'm talking about or having volunteers come and help your uh civilian people um because that that's really obvious and it started getting worse and worse and worse and
then you have all that and and I know that CEO has to do things about dangerous code enforcement. And so when there's a lapse in that time and let's say one of these one of these three men
have to suddenly retire due to a health problem or worse. Um getting that filled in and them replaced is going to be hard to do. But if you have someone crosstrained, they can step in there and make up for that.
And that that's my point is is suddenly, you know, and and you've had them recently leave or be replaced. Uh need to be replaced. So that that's my point. Okay. Thank you. Yeah. I'm not cutting you loose yet,
Chief. Um, I think right now with this public safety bond that we're talking about for the building, I think it, like the chief was saying, it's time to expand it into that training facility. And with the growth of the population of the city,
both these divisions are growing rapidly. And it's not only going to be police, but fire also. So, I think it's an opportunity right now to move quickly on that public safety bond and include everything in it. and um get
ahead of the game. Thanks. Thank you. Anybody else from the public? All right, we will Thank you. Well, let me ask No, I was I was The city administrator told me I needed to be done. No, I'm just kidding. Go ahead. My My question was that I meant to ask
earlier, do we still have a person uh in the department that uh when there's a call in reference to mental health that's there to assist the officers in those situations? Um, two things. Um, first off, I'm I'm proud to say that every one of our officers, it's
mandatory, it's been mand mandated for four or five years now, goes to crisis intervention training, which teaches them through Aspire Health to deal with uh people experiencing a mental health crisis. Uh, it also provides them with the resources within our communities
that they can help with the families to do that. Uh we are in um discussions with the Orange County Sheriff's Office to um provide them with an officer to be part of their behavioral health unit that they have created at the Orange County Sheriff's Office. That will provide us with an officer that's
trained that can uh work with a DERO employee to respond and follow up on some of our reoccurring mental health issues that we have with families and and other things to make sure that we can try to provide them with the resources that we have. But, you know, to me, the most important thing is every one of our officers when they come off
their field training program is sent to crisis intervention training, which helps them know how to identify and deal with people in crisis. All right. Thank you. We'll be back at 7 o'clock to do the trim notice. So see
you back Part: 2
We'll call the special council meeting uh to order. It's the approval and set the proposed millage rate for 2025 2026. Thank you, Mayor. Good afternoon, mayor, commissioners, Glenn Sherman, finance director. In accordance with the truth
and millage compliance requirements set forth in chapter 200 of the Florida statutes, the city must set the proposed millage rate and advise the property appraiser of the proposed millage rate roll back rate and time in place of the
tenative budget hearing. The tenative budget hearing is scheduled for Wednesday, September 3rd, 2025 at 5:15 in the council chambers. The statutes require separate motions. The operating millage rate in preparation of the budget draft of 4.6876
is 618% higher than the roll back rate of 4.1 4.4146. To give you an overview is where we stand in regards to the proposed preliminary budget. This is an overview by fund that we discussed that
kind of it supports that budget book that I provided to you that was by fund. Let me go back this QR code here and anyone on YouTube and anyone here if you just scan this code that gives you a link to all of our budgets and it should
include that um document that I provided to the commissioners and mayor PDF. So, what happened to that QR code? You want to scan it? Yeah. I just wanted to There it is. Okay. She's at under the workshop area. Kelly
is there. Go to the workshops. Okay. Okay. Yeah. Hold on. It's under the workshops of that QR code. That's where though this QR code will take you there, but the information for that. So, supporting documentation for
the workshops, that's where she's adding that document. So the view agenda and documents it should be I'm not looking at it but that's where it should be. That's what we talked about. Okay. Okay. Okay. I got it. You got it. Excellent. Thank you. You're
welcome. Okay. Again, this is a summary of the preliminary budget by fund. um information we um each department shared with you overall view of general fund um proposed budgeted revenue at 103 million
expenses 104 plus the new positions take that to 108 million and we're using about 5.6 in reserves the street fund you see a balanced budget 8.4 8.4 Four. Again, we did increase that transfer
this year by 972,000 over last year's amount. Transportation impact fees 15.4 15.4 based on projected revenues for FY26. In regards to the law enforcement trust fund, all of the law enforcement funds
and the police discretionary fund. I know I'm skipping over recreation impact fees. Those are pretty standard. And anytime they want to purchase things that are over and above the revenue that they anticipate um generating, they use the reserves to offset that. Recreation
impact fees 2.8 um in regards to projected revenues 4.4 in regards to expenses. So utilizing about 1.5 in in reserves. Fire impact fee
2 million on each side. Again associated with the U public safety building. the same for police impact fees. Storm water 2.6 based on that 20% increase is factored in that into that and we do have I think
this was the one where we have a contingency of about 372,000 to help build the reserves 401 for 43.8 um proposed expenses outside of the new positions 43.6 Six, adding the new
positions and balanced budget. Again, this includes a 15.5% increase. Sanitation 9.5 proposed expenses without new positions 9.4 with the new positions 9.5. This factors a 15% increase in the rates
there. Utility impact fees 22.4 million. In regards to proposed revenue projections, ex planned expenditures 31.1 use of reserves 8.8.
Is this slide uploaded? Like it's on the it's online. No, these are things that I've added as a result of the conversations. I will send this out to you, but you should have that here. It's not this I've added information as a result of the workshop to provide
clarity. So, okay. But I will send it to each commissioner and mayor. So some of the key revenues in the general fund, abalorum taxes increasing about 4.5 million, building permits due to the
continued growth about 2.4. Other taxes 1.2 ambulance fees to EMS that um our fire chief discussed tonight. We are showing an increase in that revenue stream about 1.1 code enforcement fines 200,000 and of course interest income about 900,000.
So those are the key revenue increases for our general fund. Again, this is a summary by division of all of the departments that you um that had the opportunity to review their powerpoints and understand their budgets
in detail. This is a a summary of that um information. Okay. In regards to overtime, because this is one of the items that has been discussed in in question for some time, I wanted to share with you the analysis that we
did for overtime for this FY26 budget. We looked at an annual projection. We compared that annual projection with the 25 budget and we also looked at the 24 actuals. So basically what we budgeted
is the FY26 proposed 4% over the higher of the projected FY25 or the actuals for FY24. So whichever one was higher, we added 4% to that.
So, the ones that you see highlighted for fire suppression, as I said earlier, when the fire chief came up, we did offset some of that overtime with adding up some of his positions because of the new positions that we're going to reduce that overtime level.
And as far as utility operations, we made some adjustments over time, too, because of the reorg that they're going through. They're not anticipating the need in those two areas. Do I have that here? What I'm looking at? No, you don't have it there.
Okay. Because I I can't see it. You can't see it on the screen. I If you can just expand it a little bit. I don't know. I thought the whole point of the way that you presented it was so that we could see it. I don't know if I could make this bigger.
Let me see. Go back. I can't even see those lines. Yeah. want to make. Yes, I keep doing. Yeah, make it big. Much better. Can't show the whole thing. Better. Okay, I go up and down. I'll go up and down. Can you see it
better now? Yes, I can. Okay. Which one do you have a question about? Before because before I just saw a little Yeah, these are the same numbers in the budget other than where I have highlighted where we made those adjustments. The reduced numbers in the
budget. Same thing you've already seen. Up meaning not me. Okay. Let me this way. Yes. Okay. Okay. So since water maintenance and wastewater maintenance is highlighted
means you adjusted those as well. Yes, about 75,000 each. Um due to again like the reorg that they're undergoing in this fiscal year, they're projecting that they won't need as much over time. What? Walk me through the columns again. I can't see the headers.
Okay, let me go back up. That's the budget positions. All right. Legal and risk that is nothing really. That that's the So you got a description. You got the annual projection. That means for the FY25, you
follow me? You where I'm at on the annual projection column, right? Uh start with facility maintenance. You see that amount 25,000, right? So you're expecting that at the end of the fiscal year to be less than what we budgeted based on
is what this is telling you. Yeah. Based this projection. Yeah. That was done. Yeah. As of April 30th. And then budget actual for 24 and then the far right is what is budgeted for this for 26. Correct. So the actuals for 24 was
29,000. So the proposed for 26 is 4% over that 29,000. Okay. And you did that 4% increase with the highest number across the board. The highest number compared to the 24 actuals and the 25 projection. Whichever
number is higher, I added 4%. And uh I guess walk me through why why only those specific ones did we do? You're highlighting the certain ones. Remind me of why we you highlighted those ones. I highlighted the certain ones because the amount here for fire suppression is
not the 608. It is less like 385,000 that the fire chief presented to you because we reduced that overtime because of the new positions that he had. So he was he was able to reduce that overtime. So the number that he presented that you
saw in that detailed budget is less than 385. But I wanted to share that information because if I did it before you wouldn't understand the projection or the calculation. So So the 15 new hires is what helps to reduce the overtime?
Yes, it does. So I guess point direct me in the budget itself to that overtime. Go to 2120. 2120 and it's probably it's if you go to the front it's somewhere between page 16
started at page 16 somewhere in there 1400. Start with page 16 and go down. Look for 2120 and look for the overtime. So we have 220 $226,75 on this what's been provided budget.
Yes. So then what am I seeing? This 608 was reduced because he got the additional staff. This is going to be like last night again. I'm sure it's just not clicking for me. Be patient, please. That's okay. I'm seeing 608 here.
Yes, that's more than the 226 that's here, right? So, it's not a reduction. No, I'm talking about the number that's I'm sharing with you has changed from the 608 to that 226 because we reduced it because of the additional position.
So, these numbers are not accurate. The ones you're showing us right now, this is accurate. Yes, that that that this number does not include the final amount, but I'm sharing this number with you because it speaks to the basis of this calculation.
Okay. But after we did this calculation, there were some decisions made about the overtime amount and the fire chief agreed that yes, I can reduce that amount by adding these new positions. So, originally he had 608. Correct. New positions came in correctly. What
we're feeling is 226 is correct an accurate description. Yes, it is. But to make this calculation meaningful so you can see it and understand it, um the 585 is what he came in in FY24 compared to what he's projecting for
FY25 and this 608 represents 4% over that 585. So in this I'm seeing the adopted budget per 25 being 150,000. And the the what you're showing us, you're showing 425.
This is the revised budget. That's the current budget. Be patient with me, please. No, I'm just saying that's the current budget, but it's the adopted budget for 25. So those numbers should be the same then, not if we do transfers. And remember, do it throughout the year. I mentioned to
you that the $2 million that we had set aside for the union negotiations when we when we when we um transferred that money to the fire department based on what actually occurred, we were able to increase the overtime budget as a result of that.
So I guess why wasn't that reflected in here? I guess because that's adopted adopted compared to adopted. Okay. Terminology is is adopted. Okay.
Okay. So that's that's the basis of this calculation. You requested information about how we looked at overtime and that's that's how we looked at it. Any more go to the bottom of that please. I sure will. Just one moment.
Oh man, it does not like me. I think so. Even with those adjustments of the highlighted ones. Well, no. So, this still won't be accurate. I was going to say, so we have an increase
you out of that 767. Mhm. You can back out. Let's say 4 550. I'm just rounding up. Yeah. No, I understand. Okay. It's tough. Just hopefully you understand. It's tough to make decisions
when the numbers that I'm seeing it's they change. Well, so it's either this number or that number. But if you're looking at this, it's this number. But if you're looking at this one, then it's a different number. just add them up in your head and just remember it. Again, this is basically speaking to the overtime analysis.
I understand that you you know you questioned. So, I'm sharing with you how we looked at overtime. But after we completed looking at overtime and we went through the budget, we made some adjustments. If I make that change now, this right here for those three columns
that are highlighted would not make sense. So, I left them and highlighted them so I can explain why they do not agree to what you seeing in the book. See, but we're not using these numbers. We're using all of these numbers except
for the ones that are highlighted. Yes. Those are not the accurate ones that we're using. Yeah. Well, no, they're different. They're This is Yeah, that's that's the final one. But the rest of these that are not highlighted will match. Yes, they do. They they match identically. Okay.
Okay. But I wanted to explain how we looked at overtime. Okay. Commissioner Blesque, is you good? Yes. Now, I I realize you're highlighting the numbers that have changed.
Yes, ma'am. The numbers that were adjusted because of the new positions or the reorg. Yes, ma'am. But every other number ties back. Okay. Okay. I got to make this smaller here.
Which one is this? Okay, thank you. Assigned and unassigned. Okay. Okay. Now, I'm giving you an overview of the general fund reserves. If you recall earlier today, I told you about how we have the assigned reserves, the
unassigned reserves. We do assign funds for capital reserves. We have some committed funds um non-spendable non-spendable and restricted funds as well. In regards to the committed that includes the tree bank funds we took
500k out in FY25 and we're taking 500k out of FY26. So you can see commissioner as of um 2024 that balance was about 2.7 million but use of it in FY25 and plan use of it in FY26
estimating that that balance would be 1.8 Eight. In regards to the assigned, we have culture and recreation of 555 809. Capital projects is the one that I usually use for the reserves. I create
that, you know, add funds to that for capital coming in upcoming budget years. We had about 12 million. You can call that was like 16 million in the past. We've already assigned some of that and used some of that. In FY25, we we used about 4.1
with the budget amendments coming out of that. That's another 4.2 and the other 4 million that I mentioned that's available for FY26. So we did four. So it was 8 million 8.2 little over that for 25 capital
projects. So that total of 8.2 total of capital projects. The 4.1 plus well plus 4.1. Is that total? That's not Yes, I would say that. Okay. So, that's but the amendments are coming from the
previous years. Okay. Like 24 that rolled over into 25. Remember when I They just weren't expended. Exactly. Finally got expended. Exactly. Okay. So, we've exhausted that, but again, we we probably, you know, have it
excess at the end of the fiscal year so I can add additional funds to that assessment. And that's part of general fund. All of this, everything I'm talking about is general fun. general fund. Yes, sir. So, the Duke settlement, I wanted to try to point that out um this year to show it is in our reserves. It used to be
group with another one, but we have about out of all those funds about 250,000 remaining right now. So, that's what's left of the Duke. Yeah. That we have not, you know, earmarked or put in the budget and that we're utilizing. Correct.
And we also set aside um funds for insurance purposes. So non-spendable and restricted is like um inventory. This is a a financial audit thing or gap thing that we have to set aside funds that we don't spend. So down to the honest sign
which is where basically our excess um usually lies. Um started out at the end of 2024 at 42 point 42 million. Um we used about 2.5 in the budget for FY25 and with the amendments another 6.4. And
in this budget, we're looking at using another 1.1, leaving a balance of 32 million. And we're still in excess of our 25% policy requirement of 27.2 million. This is the same slide that I shared
with you previously and that student that you had me share with last year. Does unassigned include the the projects the the big projects that we still have not determine
um what's going to cost gold and gem? No, this is this is general fund. This is not the utility operations. So, no ma'am. This is all general fund. Okay. Any questions on this slide?
Just if we can pause for two seconds just to let me. So we're in our general fund reserves. We have over 4.8 million more than our policy states. Correct. At this point. So what are we doing with those funds?
Typically, we try to leave some funds, you know, above that threshold, you know, to cover the unexpected coming up in the next year. But we can use those funds just like we're I'm applying them here with that million to support items in the budget. So, anything that we do
that is that we add to the budget will utilize more of those funds like some of the pending items that I'm going to go over with you shortly. I mean, so I mean, realistically, you're you're keeping about $4.84 million
similar to the budget amendments we made this year. It pays for all of those amendments is basically is that the goal? It could. It could. Yes. I mean, alternatively, but we can't it doesn't prevent us from
using some of those because keep in mind, we've already factored those numbers. Everything is already factored as of 24. You already got your plan used right here based on the 25 budget. You got your amendments now that came from 24 rolled over to 25. So now we're going
into 26. So am I. So we don't have it's not 32, it's 36. It's 37 million. No, that's just the total of all of those. The 37 that's the total of the unassigned, the assigned and the committed. Gotcha. Okay. Okay. I see.
So the 32 is the unassigned and that's what we per policy that's what we compare to that 25%. So, I feel comfortable with maybe a $2 million cushion over the 25% one to two million and then we'll have the excess that we can, you know, use to add
additional things to this particular budget or things. Well, why don't we help to apply to like rate increases and things of that nature that directly impact our residents? Well, this is not the this is the general fund. I know, but can't we transfer that into a we've done it before. We borrow didn't
last year we took I think like we didn't take any money from general fund to fund any enterprise. No, we increased the rate to we made cuts and we increased the rate from 40% to 23.75 and so there's no way to save on the
rate increases if we make additional cuts. I mean, keep in mind with the rate increases, we're trying to build reserves in those funds. It's got to happen. It's got to happen. We cannot continue to operate in, you know, the way that we
are. Okay. And again, I I talked with the rate analyst. They're um available. So, we're going to proceed with scheduling the workshop for the 17th at 5:00. and they can give you the details behind that.
But I provided a list here based on the discussions that we had throughout the budget workshop of some other items that uh we can consider in the tenative budget in September and that's once it's provided the in cost in-house cost
benefit analysis for the city attorney. um the BTR program that is being proposed to sunset as of um September 30 to October 1st. Um the commissioner's travel that is currently 9,000 and training that is
currently 5,792. The discussions pertain to moving that to 2020 or a new cost center and also increasing that amount and adding additional travel and training requested from by the commissioners. But we need
that list so we can know what those items are. Another item that was discussed with the commissioner salary adjustment. Again, researching that information. I will get with the city attorney and the um city administrator regarding um the basis of
that salary adjustment. I did find um was provided an ordinance and I would get with Cliff to discuss that to see what we can do. And you would felt that that was that we were overpaying based on the information that I received
from the previous city administrator who looked at it last year at the request of commissioner Blesque. That's what I recall. And that was an ordinance that was from 1995 that I believe. Yeah, if I can recall correctly, I think it's a very old ordinance. I think the date was 1993. So
this is from 1993. So it's based off of that calculation. Okay. No, I don't know if it's based off that. That's just the ordinance. But do we have anything showing what it's based off of? Now that's what I'm trying to find. Did we find anything? Right. So how they determine if you were overpaid if they don't have an ordinance that they're comparing it to?
Well, I'm researching. I mean, it's unfortunate that, you know, Mr. Bass is no longer with his great, but you know, he did all of that. And so who had who had asking her question? Who who had determined that they had to look at something that was that was Jacob and I don't know what I
don't know. No, you don't know. Jacob is I don't know. I don't know. He didn't share that information. So I'll see what I can find. We between Ratley and I we'll find some. Okay. Okay. And we'll get with the city attorney. Also brought up during the U workshops
was the neighborhood restoration program for 25,000. you mentioned to put it on hold pending additional information from Orange County's program to see you know does it have an impact um discussions pertaining to the Tiger Bay membership for the mayor that's pending
verification of eligibility and benefit to the city so we'll be providing that information um also additional 25,000 for park holiday decorations for Alonzo WS Park
and for the spring orchestra concert about 30,000 is what I recall and in regards to the community events and partner events you wanted to break out by event. Am I understanding correctly? I don't know if it was a necessar I
think it was kind of our core events that we want to continue I guess but I don't corre correct and then it was kind of open to if there's new events that people bring I don't want to pigeon hole us into one nope it's got to be these six events it's if there's new cultural events or whatever it may be then they can I
thought that was the understanding maybe I got this wrong but correct that's what I understood from it was to look at our traditional historic events break those out separate and then have a grant program for the community and cultural events Okay. So, camp wew total cost related to the
grant requirements is something you requested Commissioner Neesa and you want to revenue and cost comparison and consider performing a marketing plan on CAP one. Um, additional parking at Alonzo Williams Park was discussed as well. I
don't really have a cost for that. Um, additional lighting in the chamber parking lot was brought up by Commissioner Velasquez as well. An upgrade to the council chambers. I got some of this. It's about 70,000 with
um for the additional speakers and mics and also I need to incorporate the public service reorg. Any questions on the list? On the public services side, there's not a not necessarily a financial change to
that. It's right. It's moving money kind of around, but it's not it's moving people, right? So, so it's so we're going to be moving that cost to Yeah, it it's moving people. They may be going I don't know how the people have moved and some of the positions have changed, but it's a net net neutral effectively.
It might just impact some of those percentage increases you'll see in those cost centers. Sure. Yeah. But it's I mean it's you'll see decreases in others. Yeah. Okay. And that'll balance out what we're already spending. Okay. We'll see. Okay. Other requests, federal lobbyist report from
Greg Robinson. I think the mayor's going to provide that. I think we've already he already emailed it. Yeah, I did send that the latest one out and we have received that. Did you send it out? I received Yeah, I sent it out earlier in the week and I did have you all added to that monthly uh distribution list as well.
Good. Send that out. Oh, and commissioner's discretionary spending policy. That's something you want us to work on. And I apologize. Does it look like I have campaign twice? Wonder. So,
next steps. Um, today we're here to set the proposed roll back rate and millage rate. Um, a budget workshop u will be scheduled for the 17th for the proposed rate increases. I need to submit the trim information by August 1st. I need to provide the
notifications of any rate increases to the customers by August 1. and we want to schedule or set the first budget hearing for September 3rd tonight with everything provided. And this simply only pertains to the general
fund. Everything provided, we're not requesting an increase in our millage rate. We want to keep it the same at the 4.6876. And of course, the calculated road bike rate is the 4.4146.
So usually in years past we've you've broken this down into multiple options not just current militant and roll back but you've broken out into increase when when discussions came up that you know we were potentially looking at an
increase yes I provided that but because we there's nothing to compare we're just doing the same military but in the past it was like if it was one/3 one half a full mill. It just helps for discussion sake.
Yeah, it would it would show us what the revenue would be or because if we set the rate the millage rate today, we could only go roll back. But if you set it, you can go down. You can go down.
That's right. So that's the point and I think that's what we did last year though is that we set it high and then came back down if I'm not mistaken. probably in the second meeting because there were discussions about increasing that um millage rate through at that time with the union
negotiations and then with additional funds to the street fund. So if you anticipate increasing that roll that rate then I would have to recalculate everything the whatever you you want to propose as well as the new
roll back rate. So, well, it would help to understand what additional revenue it would do and then where could we put those resources and assets? Does it go to streets? How much do you want to I don't know. There's nothing here to tell me how much. And commissioner,
may I ask my question? Yeah, just a reminder, a couple slides ago, Blanch had uh provided the the amount that we're above the the reserve policy. So, that is also something to consider as well. But, we need that. I mean, we we're making almost that same amount in budget
amendments every year. So, that difference is going to be needed in budget amendments. I I guess the question is what is it that we're proposing? Are we thinking that we're going to be going up or so she can do the calculation? I mean, what what other projects are we thinking that we need to consider
infrastructure? I mean, that's that's all that's all we hear is infrastructure. She's in these roads, you can see that. So it would increase in streets um increase in what our water and and um but we had the departments here do we discuss that with them so we have a
figure so we can give a figure because if not we're just throwing out numbers we're not throwing out anything right now but if but he there's nothing to have the discussion is my point what is it that you want to see increase in the budget how how much more revenue do you want to generate is what we asking
well it's I guess point me to how much we're spending on new streets this year. How much you spending on new streets this year? Eight or nine million new or you talking about in the streets funds or you talking about increasing infrastructure getting roads to the what they need to
be 2 million 2 million for roads and I think it was about 700 and some for sidewalks. Can you point me to that in this fund 101 which is after the general fund second tab? Yes, fund 101 is after the general fund.
Look at the second tab. Okay. Now go to after the revenue, go to the streets detail if that's where you are. I don't have my book up here at the podium. I think it's 2 million for um roadway improvements and about 700 and some
thousand for sidewalks. And then again, I'm talking off the top of my head. I don't have the book. Just behind me adding stuff to the The 2 million is on page five and the 767 760 is on page four for the sidewalks.
I'm trying to think because we've got it on a plan. I I know that I wish Michael were here, but we had a the plan was pretty much I don't 10 years or whatever the the kind of the
life expectancy of the roads with that the PCI you know um survey that we did. This was the number each year that we would keep the roads at whatever the PCI where you don't have to go and redo the whole, you
know, do the the uh uh rebuild of the base, the rebuild the complete road. So there's 617,000, but that's excl for specific to sidewalks. That's exclusively for Pedmont Lakes. Are you on page four of six?
Yes. Am I reading that correctly? It said the side with Pemont Lake subdivision estimated cost was 230. So one out of the four phases have been completed. So the FDOT sidewalk repairs
and all of that. That's just I think that was just related to the status of Pedmont Lakes. I guess I'm just trying to understand what what is the goal right now because we had the department heads present. The department heads identify what their needs were. So, are we going to go back and analyze what their need
in the past? Since you're asking, we've had the fire department provide a needs analysis and it wasn't truly what they needed and we had to force them to take more. So, that's my concern is that we're here again trying to not have a true budget. Yes, the department head said they have what they need, but do
they do do they have the tools to grow with our city and be successful in the services they're providing to our residents? So, we've had to do this all day. And we've asked the previous fire chief, "Is this everything you need? You don't need anything else?" He said, "Absolutely nope. I don't need a dime more." And I think that year, it was a
substantial budget increase that we gave without their ask, which we absolutely needed. I'm so happy we did that. There's I wasn't here that the year. So, are we looking to just blindly increase? I'm just trying to understand what we base it off of because we spoke with the department head. So, are we just going to just throw numbers out and just come? I'm just
No, build a buffer. So, we just going to randomly build a buffer? I don't put out numbers. I think we have a buffer. We have I'm just trying to understand that and that's what that's what we're we're sharing with you. The 4.8 give us a buffer for different budget amendments. I guess see we don't have a plan. So you guys
are saying a buffer that doesn't have a plan but when I bring that up that says I want to build a buffer without specific line items. We can't do that or it's not advised. I don't think what is it that you want to build? I guess what's the buffer? I want to listen to the residents and and that's the point is that I would like to
make sure that what they are expecting in our services are being provided. We need certain buildings need to be renovated properly that wasn't brought up here or being pushed down the road. We have a lot of new buildings coming up and who knows what the cost of this the um
the public services building the the public safety building, excuse me, and training facility. All of those things need to be done. So, are we making sure that all of this is being built properly for not only us and this board the way it sits now, but years down the road? It's trying to make sure that we're
keeping up versus trying to catch up with 15, 20, 30% increases. I know those are enterprise funds, but same thing with the military. Are we actually keeping up with what we need to? Because how does this how does this military compare to other municipalities? Again, I I don't have that information
handy, but I know it was shared last year. I think we still you know, a little higher compared shared last year because we were considering at that time to change that mill rate. Here there has been no discussion or appetite to change
the millage rate and because we're operating within the budget within a reasonable reserve level with excess reserves. Say for instance, if a hurricane comes again, that's how we use that excess to do that temporarily to cover things like that. In regards to
the other budgets that has already been factored the rollover that's factored I understand that once you increase the million so now with golden gem I know that we we we allocated 12.5 million that's in the utility operations fund
that's that's what we that's already included in that budget 2 million per year for the um trying to fund the repair of the right that's taken out of 401 right not this fund And we can't use any reserves to help
build other reserves and other funds. You I mean if that's the pleasure of the council if you want to do that if you want to transfer money to an enterprise fund that's not you know typical typical the enterprise funds fund because of well typically you have small increases over the years. We aren't typical and
haven't done that. So now we need to do some out of the typical ordinary way of doing things. Well, I think again you did have some small increases over the years, but they were not adequate. And of course, the cost has gone up over the years. Remember, you increase 3%, 6%. And so last year,
that was a major increase for the utility operating point to the three 23.75%. We're trying to support the capital improvement program that they want in the fund and 403. Well, that we need. It's not just one, it's a need. And there's so much more. That's even that
that 14.5 million between the two funds being spent on Golden Gym isn't nearly enough. So there's an opportunity here that if we increase our military, we could help fund some of these enterprise funds, the reserves, and help to keep rates low right now or lower. We're still going to
have to increase them. But you're just taking one tax and putting another tax on. You're not changing anything. All I'm doing is preparing for the future. So, what's the goal? I'm not saying get rid of completely the uh rate increase because we've needed that for years to properly do it, but it
helps to soften the the hit to our residents. Is it going up on taxes to to pay for a decrease in water rates? I don't understand. Increasing the make sense. I'm not saying trade one for the other, but it softens the trade.
So, that's fine. So you guys are okay with substantial increases on on the rates that everyone's experiencing? No, we're not at all. But you're saying transferring from transferring from one fund to other fund. That's that's correct. Because then it'll help soften over the years of what we're doing.
But you going up on the property tax rate to give them a utility rate decrease. That didn't make any sense. I mean, could you would still have they need to stand on their own. And we're getting there. That's the purpose of We're not getting there. We're negative 3.2 two in one fund, negative a million in another. We're not getting there.
So, commissioner, so what is it that you're asking the council to pledge the council? I've already said it. I want options to What does it look like to increase? You understand what options he's looking for? Not if I don't know what the amount that he needs, but I can tell him increase similar to last year. And that's I guess let give me a minute, please. Let me get
a calculator. I don't have one here. Well, I don't expect you to do it right now. Well, I'm trying to set it. We don't have to set it right now. It has to be done by September 1st. I know that Commissioner Smith is out the week of the 20 something
time next week. There's many more days in the month. My point is last year and and you're putting this on me that I didn't ask to have more information. I've been asking for a lot more information this entire week that I don't have. And now you're saying, "Well, you didn't ask for any.
You weren't even talking about rate increases, so I didn't give you the information." Commissioner, this presentation has been available how long? Less than a week. Okay. So, you had a week. This presentation was available on se um July. So, if you needed additional information prior to this meeting, it should have been requested.
Yeah, this information was in the original presentation back additional information. Got that yesterday about this millage rate here. The millage rate helps to understand the the budget. Well, you should have asked for this. They go hand in hand. So, I'm sure you've reviewed the only information I've added in this
presentation is information you requested. All I'm asking is for more information on that. We should ask more options of what we have. I'm not saying we're going to increase it, but what does that look like so that if other uh departments say, well, hey, maybe we could have a little bit more here, a little bit more
there, then at least we're there. And then at our final meeting, no, we're not going to increase it, no problem. But at least give the options and understand, give it to the residents to understand as well. So 2.7 as you can see the difference between the roll back rate and the um
uh current rate a difference between those two millig is about 2.7 maybe a little bit 2.73. So that means if we end up going back to the road bike rate we'll lose revenue in the amount of 2.1.
So just say that I make that three even and I know this is an estimate here. So every three make what three? Instead of the 2.7 I'm rounding up. Okay. So about a threepoint change we
would you know either increase if we go to 4.9876 we'll get another 2.1 million. And this is a estimate here. Understand? Okay. But keeping it the way that it is, if we don't roll back and just keep it weight, is it still a 14.1% increase?
Correct. Correct. Then that is driven by you see the change in the tax base. Correct. So, okay. Although we're maintaining it, it's still an increase either way. It's still an increase in taxes to our residents. Yeah. The tax base is increased.
No, tax base, not not the taxes. Tax base. Well, there's a higher tax amount. No, a dollar for dollar. You've also you've also got new construction that now is that's factored in there too. We just got our tax base has increased. The value of our tax base has but everyone's
taxes also go up if their homestead they go up 3%. Correct. Potentially if that value went up if that value went up. Yeah. Because the value went up. The value has to go down to decrease the tax base. Well, you would do a roll back rate.
Is that what you're proposing? I'm proposing I want all the information that's available so that we can make an education request meeting. Please don't interrupt me to make an educated decision for our residents and our residents can give feedback with that same information. Commissioner Nester, I think you're wasting the residents taxpayers money
right now and it's costing us because you knew prior to this meeting that whatever information that you needed, you should have asked prior to this meeting. So now you can't make an informed decision and you're wasting time. If you'd gave us the you said you want to look at a 25 you know basis point hydro increase we would have we built
the expectation last year of what we could have given it to you we' had she'd had it had the numbers had you asked the last hour like like last year we're now grappling with you know correct because you guys rushed this and you gave us weird information that I can't track
you had an entire week to view this information and it was so much different than what last year's presentation was you saw this so that's My point is that I didn't think that I would have to ask this because you'd present it in the same way that you've done years past and as I mentioned before that was
because the discussions okay included anticipating or requesting an increase in the millillage. This is the same slide that was presented in years past when there was
no increase in the millillage. I mean, last year we talked, you know, I want to get a a quarter mill increase. Commissioner Smith, as I recall, said, "I'd like to get some more money in for streets." Correct. And said, So, we came back and we said, "Okay, let's go up a half and then we'll
decide at the next meeting or at at the the actual rate hearing what we would do." And we we went to the half half mil rate increase. Correct. We had that the options were there. We knew what we were looking at and here we are today and we Nobody said the thing
until right now. And now all of a sudden we we're going I don't know. I I don't understand it. Well, what what I don't understand either is that I get full information, not even full information yesterday, 30 minutes before the meeting started. So I just over 24 hours to review the
update information, which isn't full information either, that we've had in previous years. You had information that was provided to you the day before. I think what was the night I gave you books at the meeting? Council meeting. Tuesday meeting. Tuesday night. July. July 9th.
At the meeting. Rebecca. That was two. So you were providing information then that gave you information. Correct. That gave you details of what was included in this budget. Not tracking back to understand where we've been going. So again, this was new information that I was using to base decisions off of. We all were.
Again, that what I'm saying to say that you didn't have information. We did give you information. You just limited information. And I'll agree with you. You wanted additional information. At the request of your additional information, we provided that additional information as soon as we possibly can. And you so you got another book.
But included in the information that went out, you had the presentations and the details that support those presentations included in that book in in in the details that went out with the agenda. The only reason why you don't see options here because nowhere in the
discussions of this workshop did anyone anyone make a suggestion that they wanted to add more that we need to increase the millage if because this the fire department did not get this the police department did not get that. Nowhere. When we went into last year's
budget, we went into last year's budget with the mayor's plan to do something to support the union, the firefighters, and then Commissioner Smith brought up during the workshops that he wanted to increase the mill additionally to support the streets funds. That's why
you saw the presentation that you saw this one here. There was no indication of that. And in the past, when there's no indication of that, this is how the millage is presented. And and what could have happened last year, we could have gotten in a real jam with with
calculating on the fly and if she misses about a hundth of a decimal point, we go back to the roll back rate. I mean, it it gets ugly really fast. Well, that's not what I'm asking either. I don't want to get us in that position either. Well, then this is a system generated. So, I guess what is it?
System generated with open go. No. God never. This is out of the trim system. Okay. For the Department of Revenue Property Appraisals. So, and here's my concern, too. We we passed a budget last year. Yes. First meeting in October, we had a
budget amendment. Oh, well, that was that thing that And we saw that coming that that was definitely foreseeable. So, I just want to get ahead of those things and hopefully hopefully we are, but you do need to understand that we can't predict everything in a budget. It's a
plan. So when you make decisions after October 1st like Emerson Park, there's no way I can have that in a budget. You haven't made the decision until the upcoming year. So you have to incorporate those things in accordance with state statute in your budget in order to proceed with spending in those
efforts. And so here here's the point with that is that when we ask we bring in the directors and and I want to thank Blanch and I thank Bradley and I mean and Blanch's team and all the directors that came in and I mean we we we multiple discussions got got the budgets
in place but we don't you know we I would rather them be tight on their budget and come back to you guys for a budget amendment than us having a slush fund within those accounts that that the chief could you know spend willy-nilly or anybody else, any other department.
This gives us this gives you full authority over additional spending that we haven't budgeted. If if you want to put it as as just wide open instead of we only need a million, put a million and a half in, have at it because then you got a half a million dollars that that every department can spend without
any any oversight from this this this body. So, if that's what you want to do, that's sure you're you're you're proud. Are you indicating that we have day-to-day discretion on what goes on to departments now? I that seems like what you're insinuating. No. Yeah. I don't have any discretion on
what goes in, what goes out. Things get spent. You have each each you have a line item. Each line item has has an amount in there. If the line item is So, let's just take we'll take the chief back there. Let's say we got a line item for for uniforms. And the line item is
$40,000. Well, you know what? I want some I want maybe 10 more blues, you know, for you know, really dressy ones and they're they're $3,000 a set. And he said, "Well, I got because I've got the slush fund above my what I need for my uniforms." He says, "Yeah, I'm going to
go do it." He has every right to do it. It's within his budget. It's what we've approved. he can spend it the way we've doing it now, which is we hold all our our our department heads accountable and if there's something above what what they've they've asked for, it has to
come back for approval. I don't I don't know how you could be any more transparent than that. The point is just proper budgeting. You're right. And we are. So, let me just ask. So we're over the
25% that we say that we want $4.8 million. Yes, ma'am. That's actually a cushion for us. Yeah. A what? Yeah. That's excess over the required reserve amount. And so if we come up with any, you know, anything in addition
to what we have adopted and budgeted for each department, because every, you're right, every department came up and said that everything they presented was enough for them for the new year. Keep in mind, every budget amendment that we have, it doesn't necessarily mean that they're using reserves.
Okay? Sometimes they're additional revenue streams like some of the grants that we have. Okay? So, so let me give you let me give you another perfect example. We just had obviously we had the accident this morning and we just totaled out an ambulance. So we're going to get from the insurance company we're going to get a depreciated rate on the ambulance and we're going to
get 5075 maybe $100,000 for that ambulance. It's what $450 something what I think about 375 375. So we're going to have to come up with the difference between whatever they the insurance company pays us and the brand
new ambulance. So there's a perfect example of of you know if we can't find it in the budget we'll come back. We have to come back and and ask the commission you know the council do we want it to to buy the new replace the one that's been total. So,
so in addition to I mean we've had other areas and again I if as long as the departments are are happy and are serving our residents properly which I hope that they are and I mean we've had Golden Gem they basically just asked for it was Mr. Depot asked for 950,000 and
kind of was a let me do anything I need to do to stand out of my way is somewhat what he had said to get that project done. We all agreed to it budget it Mr. Sherman, you've come here and said, "I want to add additional 75,000 to kind of let me do what I need to do." No, on Emerson Park stuff that happened
on the Emerson Park so I can cover the anticipated cost. I wouldn't have to come back. Correct. But it wasn't we didn't know what that was for. So they say that we know every line item. It's that's not a it's a mischaracterization of some of the truths that have happened. Well, I also came back with a budget amendment where I
no to reverse it because we had got the proceeds from the loan and the funds from Em. We know exactly what the funds were. It was used for so wasn't blindly used, right? Yeah. We didn't use We used them to support that effort. Yes. And we do have details pertaining to that. We do
after the fact. Yes. And that's my point. I didn't we didn't know what front. That was the the questions I had asked and you said I'm just cushioning it with $75,000 only because of the sensitivity behind that timeline associated with that. Right. But we knew what project we was allocating. Yes. It was related to the Emerson Park. Yes. It was it covered. We had to we had
to meet the timeline and if we didn't have the money available when it needs to be paid then we're we we could lose the whole we had to pay for a survey. All of that stuff came up as a result of trying to get everything underway. So what are we trying to All right. Why don't we do this? Let's let's go to public comment then we'll
come back and Okay. Just so you know with this just an FYI I need a 2/3 which is four to five. Yeah. Yeah. Okay. Public comment. My trash can.
Rod Olsen, 3156 Rolling Hills Lane. We don't have enough money in streets and sidewalks. Resurfing uh resurfacing one lane road is 127 to $380,000. Two lane new 2 to3 million a mile. Four lane new 4 to10 million a mile. Sidewalk
750,000 per mile. Resurfacing sidewalks $10 a square foot. Uh I want to thank the department heads and staff for putting things together. The challenges that we have rely on the leadership. Clearly you must start earlier. The budget process is a marathon based upon
historical data. It is not a sprint with limited and everchanging facts. Every time you turn around, you got another book in front of you. A lot of smoke and mirrors, limited data available, and data keeps changing without timely, accurate, and a five-year retroactive
and year-to-ate numbers in front of you. You're making uninformed decisions. You're shooting in the dark. Based upon what I've witnessed over the last three days, Apakka's 2526 budget year falls somewhere between a wing and a prayer and swag. And if you're not familiar
with swag for the budgeting process, sophisticated wild ass guests staffing, you're down 88 positions May 14th report. It was reported by HR in the 7th of this month, just Monday. It's still
62. That's 12 to 18% of your staff short. That's why you're not getting the job done. That's why people are stressed. That's why you have turnover. We're operating with an ore out of the water. We must stop kicking the can down the road. You must confirm the preventive maintenance. Every one of the
departments has said they did. Yet the report I got in May from the city showed none. Over 2,000 pieces of equipment with no last date serviced. It's unbelievable that you continue to prove new development after one after another.
And finally, one question to ask way after the c cattle have left the corral. Oh, you know, we need some money for sidewalks. Kids are walking on the street. That has to be tapped in the budget process. It has to be h happened in the development process, not later. You must temporarily halt growth until
we have the infrastructure in place to operate properly. The developers should be providing the roadways, sidewalks, water, sewer, and needs to development to their developments, not fall on the taxpayers. Please take a good look in the mirror as you present this
information. Please mark in your calendar October October 8th because that's the first meeting after this new budget comes in place and the first time of 24 times you'll be changing the budget because it wasn't budgeted properly in the f first place. Uh we
deserve better than a wing and a prayer and a swag. Thank you. Anybody else? Okay, close the public hearing. Mayor, yeah, just um to share one additional thing. I know we talked during this um budget workshops about the U public safety
building. Yes. And um we mentioned the bonding. We're waiting on the design to get underway so we can get to a level of design so we can know get a better cost estimate. Now with that bond, if we do a go bond, that will require referendum. If we do a
general uh revenue bond, it will not. Either way, with that bond, if especially with the GO from previous discussions with our financial advisor, we will probably likely have to increase the millage rate at that time. Walk me through GO
general obligation bond. So, it it supported by probably some of the tax revenue. So, if we go after that 100 125 million, we probably increase the millage rate to support paying that debt back. Is it general obligation
versus what other kind of bond? General revenue bond. General revenue. Yes. And which one of requires a referendum? Obligation. Okay. Okay. So, but aren't we anticipating to get those bonds next year? Again, the process to do that will
include um potentially increasing the millage rate to support it. S since you brought that up, uh, are we able to include the training center in the same process and get them both done at the same time? Um, I have it definitely con being
considered. Yes. Okay. So, then we'll push the bond issuance till FY27. Well, right now we don't have any cost estimate. We got that rough cost estimate, right?
Nothing based on actual design. So, they're just starting the design. they're updating some of their needs and accommodations that changes the cost. So, typically when you're doing a major capital project similar to this, you get to a certain percentage of the design to
get a more There you go. And that's what we're that's what we're so timing everything according to that. So, with that information, yes, tell me if I'm wrong. I'm just repeating I think what you're saying, just rewarding it. Next year, we will definitely have to have a millage rate
increase to accompany depending on where we are with the design of the debt service. Yes. Depending on where we are with the design of that public safety building. Okay. Okay. And that's just for that's just anticipating the public safety building. So that's not if we get a new training center or firing range
that would actually increase the amount that was proposed, you know, when we looked at it a little bit earlier when we were moving a little faster. Sure. Yeah. It see so that just like with our what like the uh um lift station 17 it'll be some would come
out of 403 because it's it's e extra capacity. So like we've added you know um like station one how many new uh firefighters or or you know uh of your staff admin staff you've added
that could come out of 403. Same with police officers. We added, you know, six. You could um Well, we're doing impact fees, too, right? That's what I'm saying. Yes. 40. I mean, that's I didn't mean 403. Yes. Impact fees. I'm sorry. Impact fees. Yes. So, you can use impact fees to pay some of the debt service based on the
the growth from when So, the the building we've got now versus what the building will will actually end up, you know, being able to support. So, correct. some of that which is what we do even with you know uh we can do with the plant water plants and and wastewater plants
right how you split it based on that exactly based on this be shared between the general fund and the impact fee funds if you can recall when we had the um meeting and we gave the update on the impact fees I shared with each of you the information that came from the rate
consultant that indicated how much those in impact fees can basically support paying that debt back and how much it would I think around that time I think they and I hate doing this when I don't have numbers but was somewhere a little bit over 10 million a year and they said
impact fees can probably cover 2 million or something like that so we're sharing that it's going to be u the payback will be with the police and fire impact fees as well as the general fund but that general fund componented needs to be supported by potentially an increase in the military
well you're saying no matter regard it's when we get that bond we will definitely need an increase. Oh yeah. So I guess my my point similar to our rate increase is why not do something a small movement now. So next year the year after it's not a big one that everyone is saying my goodness. So
if you if you do it now it'll be used now. It doesn't have to. You're not using the revenue that I mean no we're using all the revenue. That's why we're using the excess reserves. Well Golden Gym Road I know we we said we're kind of
Hold on. Excuse me. If there's a GEO bond, there's no decision to make because it's voted debt millage. Once they voters prove it, you have no discretion. It goes into the budget. It has nothing to do with general fund. That's the way it works. But we have to pay to budget it to pay
for it. You but it be it becomes a part of your budget automatically if the bond is passed. You don't have any discretion once the voters say yes. Then that is now off the table as a discussion item. It's in the budget. Well, I would kind of consider like a an unfunded mandate. I still need to figure
out how to pay for it though, right? Yeah. We got to pay it back. And on the referendum, it's not going to say here's how this is going to get paid. No, it's going to be if it's a geo bond, it's paid from property tax. That's what geo bond is. That's my and that's what we're talking about, right? We're on a discretion. There's no
decision to be made. If you point If you have a referendum that says a half a mill, then that's what you're going to spend to pay back that bond because that's what the voters approve and then that's what you spend. And so if you're regular mill walk me through that again because that you're So the referendum is going to state not the cost of the
project but the increase in the mill or both. It's going to say both. It's going to say the cost of the project. Let's say it's 27 million at a rate to be of of maybe a quarter mill or a half a mill. And the voters are going to say yes or no. And if they say yes, what they said
yes to is automatically, unless you want to default from the get-go because the voters have told you what to do in the budget. So if the you have voted debt millage, that's what we're talking about now. And then you have what we're talking about in general about the general fund and all this other stuff. I didn't and we didn't discuss that and
well yesterday it was said we don't need a referendum or earlier today it was said we don't need a referendum and so that's where I'm just trying to get this new information. I think what the mayor was referring to, and I know that this was a discussion that I had with um um Edward before he passed, he was trying to look
at doing a general revenue bond, but basically I've met with the uh financial advisors and what they recommend is a go bond that does require a referendum. It does require increase in the millillage, which creates a debt millage. So, we're saying the same thing.
Well, I didn't realize a ref again. So, before you got here today, Sure. It was said we're you don't need a referendum. So this is new information that I'm just gaining. Now I'll give you a perfect example that's relatively recent. City of Mland brand new library millions of dollars. They sent it to the voters to
approve not only the amount to be spent on the project which supplemented in that case money that the city already had. They needed an additional I don't know 14 15 million or whatever and how much they would each agree to pay in property taxes i.e. a percentage of
millage, an extra quarter of a point, an extra half point, or whatever it was. When the voters say yes, the decision is made. That's it. There's nothing to discuss. That will be in the budget as what's called voted debt millage. Revenue bonds are different. Revenue bonds are essentially can be anything
from a loan you get at a bank and you have some fund to pay for it. Used to be a big one was communications tax. There can be various other sources of revenue in a government to pay for those things. and that's based on other income. But if you're talking about a geo bond, which is why I asked the question, that's a
non-discretionary item. The minute the voters approve it, you don't have to even discuss it, it will be that number. Okay. And thank you for again, this is new information because an hour ago it was we don't need referendum at all. So, and I guess there is still an option to go either way. So, I understand that. But you're saying we're going to go with
the Yeah, that's the discussions I've had with the financial advisor. what um um attorney um Shepherd is sharing with you is the process. Okay. Again, just new information that that it wasn't. Yeah. And so that's why I'm saying we we are anticipating if we proceed with the
public safety building, if we incorporate the training center that we will have to do a bond. We've been talking about a bond. Again, at one point, and this is a true statement, Mr. Bass was thinking about a revenue bond, but on my um interaction with the
financial advisor and the discussions, it we're looking at a geo bond that will require referendum and an increase in the millage rate. A geo bond probably the lower rate because it's it's yeah, it's considered the one of the safest investments you can make because
the taxpayers have voted to tax themselves the extra millage, whatever that may be. And that's why in the budget is separate. It's called when you do your resolution voted debt millage. So if you had any existing geo bonds, you wouldn't have to discuss that. You'll see it as an entry voted debt
millage an extra quarter of a point or whatever it is. That's totally apart from this other discussion. Okay. No, again new information and it it's very helpful. I I guess the risk on that is that if the public the residents vote it down, right? And then if you still want to do it then you have to find another revenue
force source or you have to voluntarily raise the property taxes voluntarily meaning amongst you all and then impose it on the residents to pay for whatever it is that you want to pay for. Okay. Thank you for that. Golden Gem Road I know it was kind of like pushed like we don't it's somewhat ambiguous right now.
That's in the transportation. Yeah. I mean shouldn't we be budging for that in some way since we were most likely taking that 5 million I think. But didn't I mean they were saying it was like 10 to 12 million uh 10 or 12 he said but with they had five million five each year. Well may I with the golden gem road and
with the impact fee fund what you have to remember is we have obligations under that pioneering agreement. Right. Okay. So we're trying to pace ourselves with that funding and he said that that project would not be done in one year. So if he has the five million this year,
if the funds are available, he may request the additional funds in the next year's budget. But we do need to pace ourselves because we do have obligations out there under this pioneering agreement. Uh like generally what amount for the pioneer agreement?
Right now off the top again I'm going to say about 14 right now. Yeah, that's what we have sitting mayor basically in the escrow account. So about 14 million, but any future impact fees that come in like in FY26 that is
tied to that paneer agreement, we still have to set those aside and that's all budgeted in this budget. Not the set aside, but upcoming impact fees. But I did pull out um you make sure we had excess reserves to cover the
obligations that I'm aware of today. So, we didn't budget for what we will have to set aside other than because I have no idea what that is going to be. No, I don't. Okay. But it will be factored in that. So, we'll
Okay. All right. Um, are we ready to finish this off? All right. Um, I need to read read this. Um on a motion to approve and set the roll back millage rate for the 2025 tax
year at as 4.4146. So here here's the com compliance. So in accordance with the truth and millillage compliance requirements as set forth in chapter 200 of Florida statutes, the city must set the proposed millage rate
and advise the property appraiser of the proposed millage rate roll back rate date, time, and place of the tenative budget hearing. The tenative budget hearing is scheduled for Wednesday, September 3rd, 2025 at 5:15 p.m. in the city council chambers. The statute
requires separate motions. The operating millage rate used in preparation of the budget draft of 4.6876 is 6.18% higher than the roll back rate of 4.4146.
A mill is the tax rate for each $1,000 of taxable property value. I'm looking for a motion to approve and set the proposed operating millage rate for the two. First, let's go with the the U roll back rate. We got to do that. Okay. Okay. I need a motion to approve
and set the roll back millage rate for the 2025 tax year at 4 4146. That's just setting it. That's not we're not changing it today. No, it's just you have to set acknowledge what it is because that's that's what's calculated
in the form that I do. Okay. Okay. Got a motion by Commissioner Anderson. Second. Second by Commissioner Smith. All those in favor? I. All oppose. Motion carries. Now I need a motion to approve and set the proposed operating millage rate for
the 2025 tax year at 4.6876 mills. Got a motion by Commissioner Vasquez. Second by Commissioner Anderson. All those in favor? I. All opposed? I. Motion carries with four to one with
Commissioner Nesa in opposition. Okay. I need a motion to set the date, time, and place for the public hearing on the tenative budget for budget for fiscal year 20256 as Wednesday, September 3rd, 2025 at
5:15 p.m. in city hall council chambers. So, got a motion by Commissioner Velasquez, second by Commissioner Smith. All those in favor. All opposed. Motion carries. Thank you very much. With that, thank you. Appreciate everybody's help on getting us to this
point. Thank you.