I got a thumbs up. Is that what you say? Huh? I see 601. Oh, thought I was going nuts. All right, good evening everyone. Let's call to order our first budget workshop for our budget season. Um, Madame Clerk,
could you do the roll call for us, please? Okay, we'll skip the roll call. Thank you, Madam Clerk. Um, all right. So, we'll open our workshop this evening uh with public comment. I know we have a few folks here. Does anyone like to give
public comment in Oh, it's workshop. Um, any public comment? No. No. Any on Zoom? Do we have anyone on Zoom? No. Okay. No public comment. We'll close public comment at this time. We'll go straight to our presentation. So, um
before we get to the presentations, I know we have two set for this evening for two sections of our budget, the police and the code sections. Um Al, I just wanted to ask very quickly, you know, traditionally or historically, I guess, the way that we normally do it is we kind of split these two workshops into two different sections of the
budget. Is that is that still the plan for this evening? >> Uh yes, Mr. Mayor. So, if I once you're ready to to uh turn them uh start the meeting, I'll do a brief introduction. I'll turn turn it over to Paul. Paul has some brief uh announcements also.
>> Right. >> Uh with with respect to the to the budget. We have two presentations tonight this evening. Uh Paul will go over some of the other information on the budget. Uh and then we have um the remaining departments will be at the
next uh budget workshop which will be on the Tuesday August 17th 18th. >> 18th. 18th. Yep. Okay. >> At 6 PM. >> Okay. Um All right. Well, then uh if there's nothing from anyone else, I guess Al, I'll turn it over to you to get us started.
>> Okay. Uh good evening, Mr. Mayor and members of the village commission. As you know that tonight is the first workshop of our two of our two scheduled budget workshops. Uh tonight's presentations will be from the U police
department and the second one will be from the code compliance department. Uh if you take a good look at the budget that's being presented for both these departments, the budgets are very lean. Um and uh each director has spent uh a
lot of time reviewing the budget, make sure that the we're only requesting the items that we nec need to continue to operate at the level that we're operating presently. And I think you'll you'll agree that it's both departments are lean and the other departments that
were pres presented uh to you are also lean budgets. Uh with that, I'll turn it over to our um finance director Paul Winkl John who has a few comments about the over budget overall. >> Thanks Alan.
>> Test. >> It's working nice and hot. [clears throat] >> Uh good evening everyone. Thank you for the opportunity to say hello and welcome you to the second budget workshop. As the the village manager uh indicated, uh
we're only going to cover two departments tonight, but I thought I'd give a quick 30,000 50,000 foot level of the village financially and how the the details you're going to see with the departments fit together in the big picture. Uh this year we've proposed the
maximum millage rate to match last year, which is the 9.3 millage rate. 9.3 milit rate would generate uh $4.5 million in revenue uh which is a 9% increase over last year. Uh that 400.5 million is
actually about $4.75 million because due to uh conservative budgeting strategies throughout the state of Florida, most municipalities never uh budget on 100% of that given revenue. And likewise, uh, with the exception of one year, we've always done
that. Uh, this year at the 95% it is $4.5 million. Uh, the department heads and the and the manager went through each budget and generated their changes through the year. I would characterize those changes as as very conservative,
no material or programmatic changes. And in the famous words of all uh city finance directors and village managers, uh no reduction in services. And that's that's the magic phrase that we all get to say over and over and over again through the budget process. And
that's a good thing to the residents. Two years from now, we may not be saying that, but we shall see. Uh so that revenue decision uh is to be determined but right now that would generate uh at the after the department head's budget
details you'll get over the next two workshops is projected to be about $650,000 of new money. Uh and that's a very very healthy hit the bottom line type of money that will grow your uh reserve
your emergency reserve and your capital improvement buckets which is how we do things. Uh when you adopt your budget that projection would be would bring you up over $5.5 million. $5.5 million is is a particularly valuable benchmark for you all which uh
you know I have to applaud this commission and this this village uh since we took over almost 10 years ago our uh we were in a negative fund balance believe it or not at one point and no reserves we were using reserves
to bail out hurricane costs etc etc. Uh so here you are with more than an entire year of operating projected to be in your uh reserves and your balance sheet and that's ideal uh and that's a very
healthy state. That's the standard uh statewide if you were in a budget uh analysis position. That's that would be the standard. So congratulations for that. And I don't have too much to say other than the highlights of the budget like I said are very conservative, very
carefully done by the department heads. You're seeing a lot of efficiencies in the departments now that that again I have that background uh of five, six, eight years ago that didn't it didn't exist that way. So you're very healthy in terms of use of funds, understanding
of the funds is triple what it used to be. It's fantastic and and uh you know I I don't advocate people making my job harder and my stress level higher. So, thank you very much for all of that. Uh at this time uh Mr. Mr. Manager, I don't have anything else unless there's
questions. >> No, thank thank you very much. Any qu questions from the mayor and commission? >> Just very quickly uh remind me we set our cap at 93, correct? >> Yes. >> 93. But we can lower it. We're thinking but we would like to lower it to 92 and we'll be working with the finance
director. So he beat me he beat me with my question because I know in years past during this exercise it was during this exercise we've asked ourselves in theory if we so choose to try to lower the millillage what do we have to cut out of this in order to get down to 92 >> a little over 80,000
>> 80k okay >> bring you right to it >> just wanted to know what the benchmark was yes and I forgot in the revenue summary we're very conservative so if you choose nine 92. There's a lot of ways we could
we can balance it. >> Not saying I'm advocating for it, just was curious as to the the mechanism by which we would get there if >> Yeah. No, you're you're in in good shape to be able to accomplish that. >> Okay. >> Well, thank you. >> Thank you.
>> So, Mr. Mayor, if I could be as you're um before I bring up the chief, I just want he's going to present his budget. if we could if you could just go if you have this print out of his budget and the financial overview that shows the actuals for each year of the police
department and what uh being proposed this year. But the actuals for uh 2022 were 2 million $1,200. The actuals for 2023 were 2,395 $84.
uh 2024 were 2,827 391. I repeat that 2,827,391 and then 2025 we're 2,154 uh 862. So being what's being proposed for 2027
is 2 million 272 931 which is actually uh lower than the the than the 2023 uh budget the actual budget. So we're
operating at 2023 uh budget levels or in 2027. I think that it's a excellent reflection on our directors and the management of the police department and his senior staff and all the officers and getting
getting us to a 2023 level that we're operating on. So it overall it shows a 7% increase from last year but we're still operating at 2023 levels. Right. With that, sir, uh bring up our Carlos
Avala is our our police chief to present his budget. Good [clears throat] evening, Mr. Mayor and Commissioner, Mr. Manager. Uh so this is the report from Biscane Park Police Department budget presentation 2026 2027.
Next page. So Biscane Park Police Department budget proposal for uh FY2026 2027 police function. The primary function of the Biscane Park Police Department is the prevent preservation of life, protection of property, prevention and detection of
crime, maintenance or public order and the delivery of professional law enforcement services that enhance the quality of life of all residents, businesses and visitors. These responsibilities are accomplished through proactive policing, community partnerships, strategic planning, and a
steadfast commitment to accountability, transparency, and fiscal responsibility. Our mission is to provide the exceptional police uh safety services through crime prevention, traffic safety, community engagement, and effective problem solving while maintaining the highest standards of professionalism, integrity, and ethical
conduct. The department remains committed to fostering a strong relationships with our residents through open communication, accessibility, and collaborative partnerships that strengthen public trust and improve the overall quality of life throughout the village. During the past fiscal year,
the department continued to strengthen its operational capabilities by expanding community oriented policing initiatives, investing in modern technology, improving officer safety through enhanced equipment and training, and implementing innovative solutions that increase operational efficiency
while reducing costs. Though responsible finan through responsible financial management, the department secured uh and has applied for grants, reimbursements, inter agency partnerships, and cooperative purchasing opportunities that maximized available
resources while reducing financial burden on the village. As we move forward into fiscal year 2026 27, the Biscane Park Police Department will continue building upon these accomplishments and by enhancing public safety, strengthening community partnerships, pursuing additional
funding opportunities, modernizing equipment and technology, and maintaining sound fiscal stewardship of the taxpayers's resources. Through strategic planning, innovation, and unwavering commitment to service, the department remains focused on providing the highest level of professional law enforcement while preserving the
exceptional quality of the of life that defines the village of Biscane Park. Next page. So in this graph it shows uh you know what we did in the in the three past years. The amount of uh traffic
citations, traffic warnings, arrests, watch orders, and calls for service. I will remind you that this graph for this year that I've made, it's only for half a year. So when you're looking at 2026, it's only January through June.
The next page. Yeah. So the the next page is a graph that shows the trends uh between 2024 and 2026 of uh actual
citations, traffic warnings, arrest, watch orders, and calls for service. 2026 enforcement trends year-to- date summary. Based on the activity from January through June 2026, the village of Biscane Park Police Department continues to demonstrate a strong commitment to proactive policing,
traffic safety, and community engagement. Although the current statistics represent only the first six months of the calendar year, enforcement activity remains on pace with prior years in several key categories. Key highlights, uniform traffic citations
remain a primary focus of the department. 1,663 citations issued through June of 2026. At the current pace, the department is projected to exceed 3,300 citations by year and significantly significantly surpassing
uh the 2,667 citations issued during all of 2025. Traffic warnings continue to support the department's emphasis on voluntary compliance public education with 786 warnings issued during the first six months of 2026. This places the
department on pace to exceed 1,139 warnings issued through 2025. Arrest totaled eight uh through June of 2026. While below pace established during the previous two years, the department continues to prioritize proactive enforcement, officer
discretion, and community oriented policing strategies focused on crime prevention and public safety. Watch orders remain a significant component of the proactive patrol operations with 8,67 watch orders completed during the first half of the year. This reflects the department's continued commitment to
directed patrols, neighborhood visibility, and addressing community concerns through proactive enforcement. Calls for service totaled 428 through June 2026. While lower than the annual totals recorded in 2024 and 2025, call
volume remains consistent with the department's pro policing philosophy and continued emphasis on crime prevention, visible patrol, and community engagement. The summary, next page. The first six months of 2026 reflects a Biscane Park
Police Department's continued focus on proactive law enforcement, traffic safety, and community oriented policing. The traffic enforcement activity remains exceptionally strong and is on pace to exceed previous years. While others continue to maintain a highly visible uh presence through proactive patrols
and neighborhood watch orders, the department remains committed to enhancing the public safety, reducing opportunities for crime, and delivering professional responsive and fiscally responsible police service for the residents of Biscane Park. Next page is a uh
is our graph of how the department is uh set up. The next page is a graph uh that shows the compensation based on the proposal, what they were in 2526 and what their
proposed 26 and 27. Obviously, we are in the middle of collective bargaining and I guess you know there's there's some things that I can't speak about because we're in the middle of collective bargaining and the attorney can answer that but we
obviously are calculating that that uh the boys are going to get a raise but and the girls because we're about to hire a girl but yeah uh in the final overview like the manager said,
uh, you know, 2023 was an interesting year here and 2024 even more, 2,827,391. So, yes, our budget went up a little bit. It went up by 7%. Most of the
most of what it went up is compulsory uh issues that that we really can't control. FICA um salaries CBA I already spoke to you about uh F FRS workers comp you know
utilities a lot of these things are compulsory that we we just have no control over. Uh we did we did manage to lower a lot of the expenses uh uh almost uh like
if you go to the next page you'll see that in seven categories uh we were able to lower uh what we budgeted last year uh to what we budgeted this here. Um,
next, next page. So, the uh highlights of the overall budget, the FY202627 proposed police department budget totals 2,272,981, an increase of 141,432,7% over the 2526 adopted budget. The
increase primarily reflects personal investments, personnel investments while maintaining conservative spending across the operational accounts. Line items 1 1200, 2100, 2200, and 2300. Personnel costs, personnel related
expenditures increase primarily due to salary adjustments, the budget budgeting or filled positions at current salary levels, contractual wages increases, and corresponding increases in FICA retirement contributions and employee health insurance, retirement
contributions increased by 23%. Reflecting Florida retirement system mandated employer contribution rates and payroll growth. Line item 13.0. 00 part-time salaries increased slightly by 2% to maintain
operational flexibility, allowing the department to continue utilizing part-time officers to supplement staffing during vacancy, special events, and operational needs while minim minimizing the overtime cost. Line item 14.00 overtime reduced by 6%.
reflecting continued efforts to efficiently manage scheduling, staffing, and special event assignments while maintaining adequate police services and public safety coverage. Line item 15.0000 other pays reduced by 12% through careful budgeting and educational incentives and court related
compensation based on historical expenditures and anticipated operational needs. Line item 3100 or 31.00 00 professional services increased by 15% to support essential
technology, cyber security, cloud backup services, access control, software licensing, and investigative resources that enhance departmental efficiency, security, and operational effectiveness. Some of the items in this line item 3100
were being paid out of other line items before and I asked the finance director to assist me with putting everything that was technology together into the same same category and and he graciously did so. It just it's less confusing for
us. Line item 40.0000 travel and pdeium reduced by 25% through continued [clears throat] emphasis on cost effective training opportunities. V virtual meetings and prioritizing of only essential out of area travel while maintaining professional development
opportunities for department personnel. Line item 41.0000 communications increased by 9% to support ongoing communications needs including mobile data connectivity department hotspots, internet services, and other communication reimbursements
that ensure uninterrupted field operations and connectivity. Line item 44.0. 0000 rentals and leases reduced by 2% due to the exploration of several vehicles, lease agreements and continued fleet management strategies
that maximize the useful life of department vehicles while controlling long-term lease costs. Line item 46.00 repairs and maintenance reduced by 5% as the department continues emphasizing preventive maintenance, careful equipment management, and planned fleet
replacement to reduce unexpected repair expenses. Line item 55 52.0000 operating supplies reduced by 9% through continued inventory management purchasing efficiencies strategy procurement practices while maintaining
sufficient operational supplies for daily operations. Blind item 55.0000 00 education and training reduced by 55%. Through increase utilization of regional training opportunities, online learning
platforms, in-house instruction, and no cost law enforcement training partnerships while continuing to meet all mandatory state certification and training requirements. Line item 58.00ccreditation 00 accredititation increased slightly by 6% to ensure
continued funding for maintaining the department's accredititation program power DMS police management and compliance with professional law enforcement standards line item 64.00 000 capital outlay remains unchanged, reflecting the
department's continued practice of utilizing grants, donations, assets, asset forfeite funds, and strategic long-term capital planning whenever possible to reduce the impact on general fund while maintaining a critical public safety
while maintaining critical public safety equipment. Budget summary. The 2026 27 police department budget reflects a balanced approach that prioritizes personnel retention, officer safety, technology, and operational readiness
while continuing to identify opportunities for cost savings throughout nonpersonnel expenditures despite a 7% overall budget increase. The department has reduced or maintained funding, numerous operational categories, including overtime, travel, vehicle maintenance, operating supplies,
education, and training, and vehicle leases, demonstrating its continued commitment to fiscal responsibility and efficient stewardship of village resources. Next page. Leadership and organizational accomplishments. Successful successfully
completed the department's transition into a period of organizational stability under my leadership while continuing to strengthen accountability, professionalism, and operational efficiency throughout the organization. expand staffing through the hiring and swearing in of full-time, part-time, and
reserve officers while promoting qualified personnel into leadership positions to better serve the village. Operational enforcement achievements earned first place in the Florida Department of Transportation Traffic Safety Challenge for agencies of comparable size. That just happened this
weekend. Expanded ProA and I want a trailer. That's even more important. >> Even better. >> Yeah, a speed trailer. expand proactive traffic enforcement and community oriented policing initiatives to improve roadway safety and quality of life throughout the village. implemented
a departmentwide electronic reporting and 100% electronic uniform traffic citations known as UTC's reducing paper sorry paper use while improving reporting accuracy efficiency and transparency community engagement and
partnerships expanded the neighborhood resource officer program through direct resident outreach problem solving initiatives and increased community engagement partner with Miami date tax collector to host multiple Tconnect events providing convenient driver license and motor vehicle services to
the village to village residents. Next week successfully supported village events including Halloween, Winterfest, Spring Hunt, Spring Egg Hunt, Jazz in the Park Memorial Day, and Independence Day
community walks throughout walks without significant incidents. continued autism awareness outreach, specialized officer training, and participated in regional community initiatives, financial stewardship, and cost savings. Received $46,34
reimbursement from the Florida Division of Emergency Management for Hurricane Milton deployment expenses. Generated $15,819 in revenue through the public auction of surplus vehicles and equipment. received the first Department of Justice asset forfeite DAG reimbursement in
several years totaling 22905 that happened this month also after restoring compliance with federal auditing requirements finan financial reporting procedures and DOJ portal administration removed the aging vehicles and equipment that were no longer cost-effective to maintain
reducing future maintenance expenses expanded the use of Florida Sheriff's Association cooperative purchasing program to reduce future fleet acquisition costs secured two newer police motorcycles through an inter agency donation, reducing replacement and maintenance
costs while improving officer safety. Initiated a comprehensive review of department's uniform vendor vendors to improve service quality and identify long-term cost savings and opportunities. Secured a new body armor vendor, offering improved pricing and better overall value while maintaining
high officer safety standards. successfully renegotiated power DMS uh agreement by aligning licenses with actual staffing levels while expanding uh available features and reducing unnecessary costs. technology and
innovation. Expanded electronic reporting capabilities, continued implementation of technology that improves transparency, accountability, and operational efficiency. Continued investments in tracks, CAD integration, and other reporting technology supporting data driven policing. Officer
safety and accountability executed a new service agreement with Axon, Taser, if you will, equipping every full-time and part-time sworn officer with a taser. conducted uh conducted energy device to enhance less than lethal response
capabilities and officer safety. Successfully implemented the offduty employment search charge program establishing accountability measures that ensure compliance, transparency, and additional revenue collection for the village. The finance director can tell you how
much we've collected this year. continued the the comprehensive review and modernization of all departmental orders to ensure legal compliance, operational effectiveness, and future accredititation readiness training and professional development. Completed mandatory firearms qualification,
specializing specialized training through regional partnerships, participated in WEBOC, emergency management training, and numerous uh no cost leadership and professional development programs. continued emphasizing specialized training opportunities that improve while
minimizing budget impacts, grants and external funding. Continue pursuing Firehouse Subs public safety foundation grant opportunities to to obtain uh automated external defibrillator ads and emergency response equipment at no cost to the village.
pursued additional grants, reimbursements, and inter agency funding opportunity to opportunities to reduce operational cost and maximize available resources. Fleet and equipment improvements purchased and equip new patrol vehicles through cooperative purchasing. Continued replacing aging
fleet assets with more reliable and cost-effective equipment. Streng strengthen long-term fleet management planning to reduce maintenance cost and improve officer safety. Objectives for 2627. Continue expanding community policing and resident engagement
initiatives. Maintain recognition as one of Florida's safest small police departments through proactive enforcement and safety traffic safety initiatives. Continue replacing aging fleet vehicles using cooperative purchasing programs. Pursue additional
grants, reimbursements, and partnerships to reduce operational cost. Expand technology records management and reporting capabilities. Continue professional development opportunities for all personnel. Advance long-term accredititation readiness and continuous policy improvement. Maintain fiscally
responsible budgeting while delivering exceptional public safety services. In conclusion, the Biscane Park Police Department remains committed to providing professional, transparent, and fiscally responsible law enforcement services
while maintaining the highest standards of integrity, accountability, and public trust. Throughout fiscal year 2627, the department demonstrated its commitment to responsible stewardship of taxpayer resources by identifying cost savings opportunities, securing grants and reimbursements, strengthening inter
agency partnerships, modernizing technology, and investing in the safety and professional development of its personnel. As the department continues to build upon these accomplishments, our focus will remain on enhancing public safety, improving operational efficiency, expanding community engagement, and pursuing innovative
solutions that maximize available resources without compromising the quality of service provided to our residents. Through strategic planning, sound financial management, and a com uh commitment to continuous improvement, the Biscane Park Police Department is well positioned to meet the challenge
and the future while continuing to provide exceptional police services and preserving the outstanding quality of life enjoyed by the residents of the village of Biscane Park. That is my report, >> Chief. Thank you very much.
>> Any questions? >> I'm going to take a look. Go ahead, Commissioner. Go ahead. uh thing that's the most important thing to me is residents safety and police officer safety. You say that in your budget you have accomplished that and if
not is there anything in the budget that you need to be added or do you think that you have >> That's a trick question. >> That's a trick question. >> That's a trick question. I always want more. But no, no, we can handle it with what we got. >> That's the key. I mean, you could always
have somebody that's a trick question, but if you have somebody that's responsible, that's not a trick question. >> Yes. No, I wouldn't cut anything there that puts my officers uh in in jeopardy >> or the residents for that matter. >> We'll go over the budget tonight, but I just wanted to find out. Okay. Thank
you. >> Thanks very much, Chief. So, I think uh you know what we'll do is we'll kind of comb through the the line items um section 12 through 64 and see if there's any questions on them. So, if you would just hang tight with us for just a moment.
>> Go ahead. >> What? >> Oh, no. We went ahead and readjusted this. Yeah, it did happen under this fiscal year. So, >> thank you. >> Certainly. Congratulations are in order again, chief and captain and the whole
department for for the award and and the excellent service you provided to Biscane Park as reflected in the awards that you've been receiving. So, thank you very much. I'm sure we'll be talking about it again next Tuesday. Um, so, you know, I I just Is there
anything else before we uh launch into the discussion, Al? No. Okay. Um, so, uh, just kind of at the outset, you know, I note obviously that there's, you know, we're talking about a 7% increase for the department, but what I'd note is just in running the numbers, 95% of that
increase comes from essentially areas that there isn't much choice. The the the increase in the pay um, representing a 9% variance in in increase from last year. I mean, that's coming from step up from collective bing bargaining, which may change. uh a few
of the other items that the larger ones you know FICA Medicare retirement contributions which which are statutory health insurance workers comp um you know that's that right there that's 95% of the increase so there's not as we've already heard um these are pretty this
department is showing us or reflective of how lean of a budget we're being presented with um so you know chief to you and your department thank you for the hard work in presenting presenting us with a a modest increase. Uh and Al
and Paul, you both as well. Um really the only other area of of and significant I say that only because it's really the only other area that increased really at all is just that um the professional services area. Um but I
really don't have that many questions. A lot of these changes are are required increases. So, there's not a whole lot of wiggle room that the department has in making changes. Are there any specific areas that um that either of you would like to look at uh to discuss
with the chief or with the manager while we're here? Because outside of those, I I don't think I have too much. >> I reviewed it and I didn't find anything uh that I really needed to bring up here. >> Here. There you go. Say again. >> Same same here. >> Okay.
>> A lot of it is we don't have a >> Yeah. So, uh, I did have one question about, and this is just based on, uh, maybe my own inability to recall, chief, about the, um, about the accreditation section. Just jam on down to that. >> Yes,
>> that's section line item 58, and that includes that the, uh, that software, the >> our DMS. >> Thank you. Yeah. Um, since I know when you first came aboard with us, we kind of put accreditation on the back burner for the time being, but
this was a this was an element, I guess, that lives in this section of the budget that we continue to use for the benefit of the department. Correct. >> Yes. And at at the request of our finance director, he asked me to leave it there. I was going to go ahead and put it into the professional services,
which is what I want to answer because you spoke about that. >> Yeah. A lot of things have been paid out of that uh uh object code that should not have. They should have been paid through sub account numbers and in in other areas of
the budget. >> Right. >> So when we did our research in conjunction with the finance department who assisted us with that, we were able to see where certain things were getting paid. That's going to be fixed in this budget. Now all the tech techn technology
and software and all the that stuff that we use is now going to go into professional services and it'll have a sub account number. And what was happening is under the under the old uh or the the one that we're present on,
they were being put in there anyways. And it it showed that we blew the budget there when in fact we didn't. we were just paying from we should have been paying from other uh sub accounts. So that's where we're at right now. Um I am
presently uh trying to get with the [clears throat] this company Lockxio. We're supposed to have a sit down and um try to figure out some things that I'm not happy with and see what uh what the prices may change. So
>> understood. But >> is that separate? Was that separate from or is that in conjunction with um the part of the report where you provided us where we're adjusting licenses to reflect the actual number of folks that are using them? >> Yes, that power DMS. Yeah, that that's
the one that we had the sit down with last year. Uh so this year we're going to be doing the same thing with Lockxia and they're going to have to show me exactly what it is we're getting for our money here. >> So all those providers are on notice that you're coming for? >> Yeah, they know. They know they they
know and uh um power DMS is a is a necessity. We actually use it for training purposes to keep our records and like an RMS system. >> Uh and obviously if we ever do go into accreditation it's an absolute
necessity. Uh you can't get accredited unless you have it. So >> that was sorry I apologize. I don't mean to interrupt you. That was actually a second part of the question is do you foresee us even being able to approach that again? Not in not in the near future. No. >> Okay. >> No, we're not we're not there yet. I
mean, we've we've >> we're we're leaps and bounds ahead of the game, but not there yet. >> You know better than me. So, >> yeah, >> that's the authority on the position. Um, and then I do I did have one other question for you, Chief. Um, not really
questioning amounts, but just kind of um a general question about the line items in the full-time salaries in section 12. Um the the comment that you you made earlier about hiring a new officer, is that the open position there that we see? >> Well, the open position is a part-time
position that we're holding open right now. >> Okay. >> Uh because of some legal ease that are going on that I'm I'm not at liberty to speak about. >> That's fine. I >> reference to a terminated employee. So that all depends of what what happens uh
with that arbitration. And we did hire one officer the previous the previous year. So >> great. Well, it's really covers everything that I had chief because as I mentioned already that a lot the of the
vast vast majority of the increase which is pretty nominal to begin with is coming from required areas. You know we >> they're compulsory. There's nothing that I can do about them there as as finance director let me know. >> You know, actually that uh brings to
mind one more question. Sorry, I promise I'll let you go. But the um the I saw that the insurance the insurance for the autos didn't increase. Was that before or was that after we had brought the two new motorcycles aboard? >> No, we had motorcycles before. >> We did have the new ones. Yeah. Just
didn't even swap outs. >> They didn't go up that as far as I know. They didn't go up. >> All good. >> Oh, >> excellent. Okay, >> Chief. Thanks so much. >> You're welcome, sir. >> So, are there any other questions from the rest of the commission on the the police budget?
>> Hearing none. >> No. >> No. Okay. All right. Just moving on now. >> Yes. So, Mr. Mayor, our next presentation will be from the co-compliance department. Dorene Grant as our co- compliance director. And before I call her up, I just wanted to
point out too, as I pointed out with the police department, so the actuals for the code compliance department in 2021 was $114,000. 2022 was 112. 2023 was $149.
In 2024, it jumped up to 519,000. 2025 was 463,000 was their actual budget, what they actually spent. uh for this year for 2026 what's projected is $215,000
and what is proposed for 2027 is $234,000. So the code compliance is actually operating half of what the actual budget spent for
for 2024 was of 519,000. So they're it's and it from last year it's only it's going down 1% approximately 3,19,000. So uh once again a congratulations to to
the department director and the entire department on their outstanding u uh commitment to keeping our budget low and operating within um within their levels of of their needs. So Dorene, will you
please come up and present your budget? Frank, can I ask real before you start, can I ask Paul real quick a question about 2024 because if I remember vaguely uh the reason that it jumped to that half a million dollars was because there were
people being built to that department >> generally. Yes, that was the issue there. There was an overlap between the creation of the building fund and a consultant relationship started in the building fund that was different and the staffing levels were different. So you
had a little bit of overlap uh but you also had a a management decision at the time to solve problems by throwing people at it if you may remember and that's why I got to that in my humble opinion.
>> Good evening everyone Mr. Mayor commissioners Mr. manager, legal attorney, and staff and residents. Dorian Grant, co-director for the code department, here to present the 2027
budget proposal. The primary goal of the code department is to maintain and increase the safety, health, and quality of life to which all village residents are entitled. The department enforces village and county
code sections of the Florida building code and applicable state statutes. Non-compliant cases are presented before a quasi judicial board for hearings. The department also provides public records on code violations for lean searches on
properties located in the village. The code compliance department is responsible for reviewing and recommending changes to the village code of ordinances. We are open five days a week, Monday to Friday, from 9:00 a.m. to 5:00 p.m. We also conduct special and
targeted inspections on Saturdays. Our co-mpliance activity report has um tremendously changed this year in comparison to the last fiscal year. Um this has been due to successfully
planning and implementing our outreach program. Uh we send letters of intent uh before we get out um to do our inspections. Now we give our residents time um and enough notice um to look at their violations before we get out
there. So, as a result, um I'm happy to report that the total projected um inspections for 2026 uh will be down by 1,00 um 17.
Um we'll still have 240 cases um because we scheduled the same number of cases. So, we'll still have 240 cases heard by the board at the end of this year. Um however the cases that we've opened are less by 461.
We opened 980 cases in the f fiscal year 2025. Um to date we have only opened 365 cases. We hope to open another 154. So our numbers will be about 519 this year. So we are opening less cases because we
are able to preempt our residents uh cases in compliance. We will be able to close a few more cases than we did the last year. Uh we will file a total of 31 leans this year which is less uh 10 leans less than the past year.
So our outreach program is great and working. Our personnel has not changed. We have a co- director, a code compliance officer, and an administrative assistant who is also our code board. Look, um the
numbers for 2025 and 2026 are identical and 2027 are identical. No changes there. Compensation for our staff has changed slightly. We are 8 We
have a variance of $8,000 and594. for $8,594. And this is because in 2025 um we 2025 2026 two members of staff left. We our code supervisor and the
planning and design review um board clerk who was under our department at the time um left. So as a result our number proposed this year for 2027 is 147,649. We have an 8,000 variance
for professional services. Um the numbers have not changed for the year 2026. The adopted was $79,000. The for the year 2027 the proposed is also $79,000. And I would just like to remind the
commission that um $79,000 is half of the professional services um in which comes out of the budget. The other half comes out of the building fund. Another $79,000. So the financial overview
we just gave the staff salaries. I'll jump to communication. Um the only thing to point out in communication is the $992 which is our projected for this year. We still proposed $2,000. Um just in case
we need the money. However, the director's phone is paid for cap government. I'd like to mention that we have two iPads and a cell phone used by a code officer. We have minimized our technology this year. And the last
um we don't have any rentals and leases. Um our property and liability insurance remains the same this year as we proposed last year. Maintenance is minimum because we have two brand new vehicles in the code department. Our
operating supplies um are going to be less this coming year and this is because last year the director bought uh was supplied with a brand new uh computer desktop, right? Um membership fees don't change. We have
one member that um we pay the membership fees for to the Florida um Association of Code Enforcement. Uh that's just for the code officer. The director is uh covered by the by CAP government. uh
education and training. We have left $2,250 in there so the code officer can attend the conference again this year. We have no capital outlay. Our total proposed amount for this year is 234,886
which is which gives us a variance of 3,19. Our adopted budget for 2026 was 237,996. However, I would like to mention that our total projected will be 215 which is
2 $22,000 less 215,000 as I promised Commissioner Gonzalez. 234 is what we adopted >> the actual for 2026 is 215
>> right so the adopters was 237 the actual is 215 variance there is 22,000 so I'm saving um money as I promised commissioner Gonzalez yes when I
So the the next page is just the highlights of uh what what we just mentioned. Um line items 12 the regular salaries went up by 3% which is just the regular inflation rate. They always get
the raise for 3%. Uh 31 um professional services has not changed. It's a 5050 uh budget and 50 from the building fund. I would like to talk about our accomplishments for 2025 2026
properties with approved variances conditions for storage of recreational vehicles and trailers. Uh we have reviewed and updated all current registrations for water v vessels um and trailers and we continue to receive updated uh registrations.
uh codes of ordinances enacted section 16.13 for exterior paint. The legal department and the manager's office helped us to um put these ordinances together and we successfully enacted this one uh section 14 as well for um to
delegate [clears throat] authority to the code compliance board to settle recorded leans. Uh the new ordinance for to guide installation of and maintenance of artificial turf was also enacted
during this fiscal year. Department policies and procedures. All standard operating procedures and policies for the code department have been reviewed, revised and updated to ensure consistency and max maximum
efficiency. We also reviewed the the um SOPs for the planning and design review board for support staff and um those have been updated as well. LIN registry. We continue to maintain a LIN registry of all recorded leans. The registry is
now on the share folder for the village uh network. So anyone can has access staff have access to them to the leans. Um, we have been sending out demand letters through the legal department. Um, and we are bringing 15 cases uh to
the board this month to get orders to authorize foreclosure on these properties. At the moment, we have over 2 million in outstanding and running leans. $2 million outstanding and running acrewing.
Uh we have sent out letters of demand and we are now bringing those cases to the cold compliance board to get orders uh to authorize foreclosure on these properties. We won't foreclose on properties that have homestead exemption. It will just be the
the other ones with no exemption. The the ones that are not homesteaded. Property maintenance continued enforcement efforts by increasing our SWIPS for major property maintenance violation such as dirty roofs, driveways, and
exterior paint. Uh home occupational licenses. We have suspended one license. Um and there has been proposals in the coming year for occupational licenses uh the ordinance for occupational licenses
to be reviewed and and we are looking to add um enhanced um sections in there to accommodate um some of what commissioner Samaria has proposed. You want to go ahead?
>> Yes. for occupation license. I was we were going to I actually I spoke to Nicole about updating the ordinance because I think as an example I have a pest control company >> and you know we get inspected by the state right >> and I think that should be a requirement
in in um what do you call in in part of the when we get an occupation license. >> Absolutely. And we'll be proposing to increase the inspection fees as well because this does change the scope of work that we do as officers. So the revenue in the code compliance
department, we have been able to bring close to $100,000 each year from 2023, 2024, 2025. Um the average has been $99,447. This is in licensing fees uh and
codeboard um fees uh that have been assessed and CA cases that have been settled uh for outstanding leans. Uh for 2026 January to date, we have collected 58,959. We collected 118,214
in 2023, 84,757 in 2024, and 95,343 in 2025. Our objectives for the upcoming year, signs, construction signs will now be posted on
sites informing workers of the parking and permitted days and hours of construction. We've also uh created a flyer to articulate sign requirements for permitted signs. There's an issue in the village where we contractors are back
doing the big signs on on their properties. So, we are doing a flyer to ensure that they are informed of the correct measurements or the the permitted signs. Uh ordinances, we continue to review ordinances with the village manager and recommend amendments
and or changes. We will be recommending and proposing the following for review. The short-term vacation rental ordinance needs corrections and updating to the current code. Uh filming permitted days and hours. Special events. We don't have
um an ordinance right now that we use to enforce uh special events. So, we need to codify and ensure that residents have something that guides them on how they can do their special events. uh painting board boarded windows and
doors. Um the unsafe structures and and properties that have been um vacant and abandoned are covered in boards, but those boards do not match the color of the walls. We would like uh to have an ordinance enacted that allows for um residents to paint the same color of the
house with the uh covers of the uh whatever they use, the material they use to cover the windows. So, it's identical. With that, I will invite your questions. >> Durian, thank you. Um, do we have any questions for Durian or the code budget? >> Just one. I I think I got the answer
already from the city manager, but I I always like to have it publicly. I see the unsafe structures. I see three addresses. I know one is the bean place. The 830 Northeast 120th property has been demolished. Did we do that or was it done by the property owner? And if
done by us, what are we doing with that property? >> It was done by the property owner. We issued him with violations. Uh he resisted for a while, but we insisted, brought him to the board. He had fines running and in the end, he demolished the property. 515 has also been
demolished. I don't believe I added it to this list. 519 Northeast 118 has been demolished by the property owner. And we have we collected the fees that were owed to us when they demolish it? >> Yes. So those cases go back to the board when
they have fees running, they have leans running, we go back to the board to collect them or you know they apply for reduction which they allow to >> thank you. I have a just a question for Paul.
>> Oh, the budget that's before us doesn't include the contribution from the building department, right? >> It does. It >> It's in here. >> It's already separated out. So, what you'll see under the professional services there, there's a notation that that's a 50% of the total cost. the
other 50% resides in the building department. So that's where >> already >> it's already built in. Yeah, they're they're balanced with each other correctly. Now there there are a few code uh cost expenses like signs and things like that that would normally be in this budget, but because of the
relationship with the building department, it's appropriate for them to be funded there. >> The other question I have is going up a little bit, but is going down. How does It's formulaic. I'm I can't tell you
exactly. I'll take a look at it to make sure. >> Right. >> The these numbers fall out of the actual salary schedule and they they can be a little bumpy sometimes, but I'll check it. >> Yeah, that's really the only savings
that we're getting here is that and also the health insurance is going down. Why is that? Uh there it went down a little bit uh for some of the positions because of who elects what type of insurance. There's been a little of that
>> a reduction. >> Yeah. And you had two staff members leave so your costs went to zero for some period of time. >> Thank on that last point. Um thanks Paul. Um, having had those two folks that
departed, which now we see the reduction in those line items for for that person no longer being there. Does that impact your department to the point now where you're seeing a decrease in in your operational uh like day-to-day, you know, are you going to are you going to be
experiencing any difficulty by losing that the services of those folks? >> Um, yes and no. [laughter] We have experienced some difficulties. Yes, in areas where we need special sweeps, uh we need to do special
details, we manpower is the two of us. So instead of me focusing on operations, I have to do get in the field and do the practical uh field work which I don't mind doing but sometimes it's not very
practical for me. uh budget-wise it has we have been able to balance the budget and we keep going down with it uh which I think is also very important um to the manager and to the village uh to ensure that we have fiscal responsibility.
I agree. But my my I guess my concern uh lies with this, you know, continuing the budget where you're at. And I'm not trying to throw rent monkey wrenches in any in all the hard work that you and the manager have done. Um, but if you're
if what you're saying is that because I know in the past we've talked a little bit about um having the equipment with you out in the field so you can better manage and not have to run back and and do that which that seems to be still sufficient.
>> It is sufficient. Yes, I have to say. I've also been involved um more involved in the building aspect of um of code um meaning the unsafe structures uh zoning
violations and more complex um projects. I do get intricately involved in those and those may require me to work with the building official, do inspections with the building official or they may require me to do a lot of research on properties and sometimes work with
developers one- on-one and this now requires me to sit in the office. Um I do get creative. Um I've stated we do weekends now. We have added um a weekend schedule. So I come on
Saturdays. Um, Raphael and I change, you know, every other Saturday. So, I come in Saturdays and I catch up on my work. I do get out and do inspections on Saturdays more than I do every other day because it's quieter in the village and I'm able to do one-on-
ones with residents, meet with them, talk to them. Um, and then I'm able to sit in the office without any interruptions and do what I need to do. So, that has worked out well for us. And then Raphael does it the next weekend. Understood. So that was kind of the second part of the question I was going
to ask you was >> having lost some personnel. >> Yeah. >> And kind of stretching a little bit further to be able to kind of cover that and now adding a weekend. Yeah. >> Seems to be a little an opposite. >> Yeah. It it is um it it does get a little difficult but we find ways um we
have if if you notice we have cut our inspections this fiscal year by a thousand inspections. meaning sending out letters has helped us to not be out there doing the kind of inspections we would have been doing. The other thing that has helped us a lot is the change
in the ordinance for landlord permits. Those were over 300 inspections we had to get out and do. We don't have to do those inspections now. So that has made a difference for us. >> Have you seen and I'm just kind of just
thinking on the spot now. you seen or Al, you know, if you've seen it either, um any other opportunities for for for CAP or for building with that overlap that you have to kind of take maybe trade off in some of those in some of those duties or for them to continue help on. I don't know and we haven't been into the the building department
just yet. So, I don't know exactly where we're at dollar for them, but I'm I'm I I want to open a can of wine on you. >> I understand what you're saying. in the building department. We've had um say our building clerk uh went on maternity leave and then we had a new clerk come
in. Um she had to learn how to use the three systems that we have and um I had to intricately get involved because she has access to some systems doesn't have access to some. So I get intricately involved in doing permits or helping her
get information from one system into another. I've also done sitting one-on-one with developers. I just helped a developer go through a whole um it was a whole job because they they had permits in three different um uh systems
and I had to sit with this developer over a 12-week period go over the permits um help them organize the permits um coordinate a structured process and coordinated process so they are able to go through the multiple
disciplines um mechanical um electrical and everything and do their master permit. But we were able to successfully help them go through this process, coordinate meetings with the building official. Um they got the CEO last week and sold that
house yesterday for $4.5 million. I had to like literally get one-on-one with the developer for 12 weeks. Oh, well, I look, I'm I'm not trying to, like I said, I'm not I don't want to, you know, go down the rabbit hole with everyone on that issue, but I mean, I trust your
judgment. I trust Al's judgment on on the department. If if what you're telling us is the the budget that's being proposed at the reduction is is sufficient, then you can operate at this level without, you know, compromising what you do and what your department does, I'm satisfied with that. um you
know just numbers I think you know looking high level at the numbers same way with that I did when we were talking about the police department um you know you have a slight increase in salary uh and then as Al or as Art pointed out a smaller increase in in FICA but then you
know that's offset by the decrease in the retirement in the health so I mean those those are really your only only areas of real change right >> so the numbers the dollar to dollar isn't really all that concerning I'm just thinking more >> subjectively in the level of service as long as what you're telling telling us and what Al's telling us that that it
works then then that satisfies me. >> It's working. You know, if the manager wishes he can give us more staff, [laughter] do a little break, >> but we we doing just fine. Okay. I have to say. >> Okay. >> Sure. Go ahead.
>> One last question. Uh I see you cutting out the landlord inspections. Mhm. >> By cutting that out, it hasn't jeopardized where landlords are getting away with doing. See if I can explain it right. When we have landlord inspections, we check everything out,
right? Are landlords cooperating whenever because of >> landlords are cooperating, but the the tenants um are also privy to the Miami date county rental code. So when they have issues like something in the house is not working, they may report to us
and we may be able to get in there and issue a violation, but they are protected by the county rental code and if landlords are not doing what they're supposed to do, the the county comes down on them. So that takes a lot of burden off of us. >> Okay. No, as long as Okay.
>> I think that's it. Ding. Listen, thank you so much for the hard work um and everything to date and for the upcoming fiscal and your hard work in putting together a lean budget for us again this year. >> I appreciate your time. >> Thank you.
All right, so that covers uh our first I think those are the two only two presentations we had for today, right Al? >> Yeah, Mr. mayor, unless the um finance director has anything he wants to go over, any of the funds he wants to go over or any those are the two presentations for this even.
>> Well, uh looking at Paul's reaction, I think the answer is no. Um so was there were there were there any other departments um Al funds or anything you want to talk about this evening before the next workshop?
>> No, just overall Mr. Mayor, members of the commission, I think you see that our our departments are being effective and efficient with uh what is budgeted for them and that they're thinking outside the box. They're uh they're thinking of
new ways to uh use the resources that are assigned to them and uh to you know just like we were talking with with code that uh before they they never sent out the letters of intent and those have been a real uh key uh
strategy for the department and that uh the uh property owners are cleaning up the property before they even make an inspection. So they're they're that's why one of the reasons you see less inspections the properties are being cleaned up before uh that either that
initial inspection is taking place that people get the letters and say okay or are calling and saying give me some more time I my grass is overgrown or I need to pressure clean my roof. So they already know what the violation is before we even initiate a case. So it's
been been very effective. I think that's uh something that we've seen both in the police report and in the code report is this proactive and yeah proactive policing and code work has been very effective within the community and the numbers I think reflect that both numbers in the actions
of the department and the numbers in the budget of those departments. Um so uh Chief uh Dorene thank you both for the presentations for the lean budgets you presented. Thanks for working with Al and Al thanks very much for uh working with them to present that to us. Go ahead John. >> Mr. Mayor,
>> save you some time. Next the next next meeting. Budget legal is not changing. [laughter] >> We might as we might as well go ahead and attack what we can now. >> That's our presentation. The budget staying uh the same. >> You got to go through the whole report.
[laughter] Uh so then all right Al um our next workshop you know the the commission meeting in between notwithstanding the next workshop is set for the 18th. Um, can you give us just kind of an outline of what the plan is? To be quite um to be candid, I'm probably going to be on a
plane, so I might not be able to be here for that one. >> So, the vice mayor will handle it in your absence. >> Yep. >> And then we'll have presentations by the parks and recreation director, uh, Issa Dornell, will make a presentation.
>> Public works will be making a presentation. Um ad yeah the administration will be making a pres presentation. Uh the legal department will be waving their presentation. Everything will be the same and uh and then the uh finance
director will make a wrapup of the overall budget. >> Okay. Are we is are we slated to look at a CIP as well? Uh well the um myself or or the finance director will go over the CIP. Yes.
>> Okay. Okay. >> Anything else? >> Just I got to congratulate the city manager. Usually in on a budget we always have where we tear almost like tear apart the budget. It just seems like these first two fall off too easily. And I'm hoping I'm
worried about the I'm worried about the rest of the budgets because it's just we're going pretty good. And if that >> Yes, that's Yes. No, I I mean that's not a that's not a criticism. That's a compliment that >> Okay. Um All right. Well, then if
there's nothing else for this evening, we'll uh we'll attack what Al has outlined for us at the next workshop. Um and next week we'll have our regular commission meeting for August. So, if there's nothing else, I think we uh we're adjourned for this evening.
Thanks very much, everybody.