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he [Music] e e okay if everyone will take your seats we'll get started it's
1:00 welcome to the second budget workshop for the board of County Commissioners uh I'll call the meeting to order commissioner Goodson will you lead us on the pledge sure every please R I pledge alance to the flag of the
United States of America the for it stands one nation under God indivisible with liy and justice for all all right I think uh I'll defer to the staff but I think we're ready for Commander bernth to resume okay we're
going to get right into it we're going to Mr Berna continue from where he left off and he's been practicing to speak a little bit quicker we'll see how good he did I only added an extra 15 slides that's joking all right so you know just
to quickly refresh where we left off uh we were about 10 slides in on the Road and Bridge which is our largest program um physically and uh also by slide content uh but you know we finished Transportation construction management Revenue generating report and after that
we have traffic operations and Facilities uh briefly covered uh Road and Bridge budget funding sources commodity increases maintained assets growth vers personnel and a number of other miles of uh roads that we maintain
so uh we do 1,232 center lane miles and then one Commission Office suggested that I open with a joke that I could stop right now if uh you just approve everything in the rest of my but in my brief so I figured I'd throw that out there
yeah so this is where we were um so slide 36 um so this is uh Road inventory growth um new roads are added to our inventory each year due to residual uh residential and Commercial
growth and over the last six years on average we've had 4 and a half miles per Road uh of Road per year um added uh through the release of performance uh or maintenance bonds as part of development so over the last uh 10 years we've
experienced uh 12% increase uh of our paved inventory making it second only to acola which saw 177% growth in their pavement it's also important to note that Oola's increase is largely due to their aggressive program for Paving dirt
roads which we'll get into a little bit uh later towards the end of the road and Bridge section and uh as far as uh when I say four and a half miles of New Roads per year it's not just the the roads it's sidewalks it's drainage it's curban gutter Road uh parking Ada improvements
as well all which uh if you recall back um during my last presentation uh we have roughly the same amount of uh mstu and funding uh that that falls on so getting into the road program itself it's one of the biggest uh
programs that uh we have not only in public works but obviously in the county um we do a strategic uh rolling Five-Year Plan each year and it's based on accomplishments it's uh changes it's revisions uh from the board or uh other
past direction from the preceding year um this slide also looks back because uh that's important to understand where we were and uh where we're headed uh specifically for this program uh but uh in 2018 uh we had pervasive uh countywide
Road failure potholes and it should serve really as a cautionary tale um to what could happen if we take our foot off the gas so prior to 2018 there was no formalized program and funding was based on effectively what could be
scraped together uh year to year uh the board only formalized a 5-year program starting in 2018 and it ex it was extended and continues today since 2015 we have spent $15.5 million on our roads mostly uh
climbing out of a very steep hole um post 2018 funding for our road program is comprised mostly of from the general fund but is also supplemented by mstu and gas taxes to date we have completed 598
miles of resurfacing 73 mies of reconstruction 254 miles of preservation for a total of 9 26 miles again we have 1,232 Center Line miles so the blue on this chart is uh resurfacing the red is
reconstruction the green is Preservation techniques which I'll get into in a few slides later fewer red Miles because they're four times as costly as we be shown in the next slide this also shows current levels of funding that we can afford to preserve more uh miles of Road over the
next uh 5 years and we also intend to out almost all uh reconstruction with some potential challenges that I'll get into later in the brief this allows us to refocus some of that limited funding on capacity on safety projects as well
as needs uh other needs uh but it's fairly small uh we only spend $4.7 million on reconstruction compared to 11.7 million on resurfacing and preservation and as we reduce reconstruction resurfacing and preservation is still needed in
perpetuity um and Peg to inflation so that we don't regress so this um shows a uh some really good visuals I think pictures are always worth a thousand words and in this case the pavement um begins to deteriorate from day one so on the left
hand side under good you see fresh new pavement um and on the opposite side you see what failed pavement looks like so many factors affect deterioration rates such as traffic loads climatic condition sun exposure temperature age material
durability water intrusion um with uh from poor drainage construction their factors cause deterioration rate uh which may be different in each uh pavement section depending on all those factors and so to effectively manage our
network of pave roads we begin uh with a pavement management plan the Strategic document um outlines our systematic approach to maintaining and repairing our paved roadways um the plan includes a central decision-making tools such as
a pavement condition assessment this assessment generates a rating which is known as a pavement condition index score and the PCI provides a numerical evaluation of the condition of the each Road segment where zero represents the worst possible condition and 100
represents the the best and so in the first photo you could see new pavement with a PCI score of 100 which goes all the way down to 86 the pavement has no distresses and should only require routine maintenance and our pavement management plan calls for applications
of a surface seal typically we apply reclamite in year 2 and year seven I'm not going to go through each one of these because as you can imagine we're going to be here long enough but I can answer questions if you have it in the fifth uh photo all the way to the right you know that shows various patching
various types of distress cracking uh and wheel ruding and it has a PCI which has failed uh between 0 and 25 and so you could see throughout the uh the different pictures uh they have progressively deteriorated and I think
this will be helpful as we go through the next few slides Mark oh question all that things said how do you classify a road that's built with so cement that cracks and people call up and say my Road's
deteriorating so well let let me start with what we do so we have the pavement condition assessment uh and uh I'm going to actually get into it in a little bit but we do the pavement condition assessment every uh three to five years generally it's been about every four uh
at least since 2019 um back in 2019 we did a both a seci as well as PCI but in uh in the last one we most most most focused on PCI that's for all of our roads in
addition to that uh we have teams uh from our field teams that go out every single year ride every road because the data is only one uh Factor so the data may not pick up all of the challenges and also PCI doesn't actually address
rideability of a road it's really the Integrity of the road so we drive it um and recommendations are made by the field supervisors of which roads are falling in or at the risk of falling into the next category that list then
gets sent up here to Viera where we're looking at it with our in-house construction team and our pavement management coordinator and they do another pass looking at the roads and all that to be said we then um come up
with what our initial list is and then we get with utilities and the the other municipalities particularly those that are doing water lines and you know like the city of Coco and city of Melbourne and we try to deconflict what they have possibly going on so that we're not
having um you know pavement cut right after we you know after we my question is totally different how do you qualify a so cement Road that's falling apart yeah when the homeowners say my Road's falling apart due to cracks and if you know anything about so cement you could
put a foot of asphalt on the crack come right back yeah and soil cement you know you can have you you know um you know excessive cracking and that doesn't necessarily mean bad Road bad road so um but what I'm trying to describe is the process we go through so when someone
calls we'll go out and look at it maybe we missed something maybe there's something new but we don't just um you know automatically go and pave we I I don't know very little soul seem at being done in the County due to
environmental reasons okay now pug mix yes from the SNL mines so is there a lot of pug mix being done which cracks also like so Ste no actually I think you know we do a fairly uh decent amount of soil cement um pug mix I'm not aware of other
than there is you know one road we've talked about in your District um that I know definitely has it um Susan you have anything the Pug mix mainly if we do a pipe Crossing as a temper U as a temporary patch prior to the uh
resurfacing so but we don't put pug mix um down as a as a base um mixture but you're right in District 2 we do have a couple of roads that were dirt roads where they put pug Mi but we use it only for um pipe Crossings at this over
roadways and U you also use the concrete fill uh for pipe Crossings too right concrete fill like talking about P mix to me is but you're talking about concrete mix
yes sir um we bring in just again temporary until we can get in and Mill and pave you find that to be good the Pug mix the concrete sand mix for for the purpose of you know
stabilization um yes but again we would never use that for a a base for a road base um and the the cracking from the um soil cement um marks right we we let the let them know that hey this this is a
base it's not it's not the road's not deteriorating if we put a if we put a a micro on that any any cracks that are more than a quarter of an inch we seal them before we we put any type of treatment on it and we're trying to get
away from so much soil cement we're also looking more at the the the mixture um sometimes that mixture can have a little too much the design mix can have a little too much asphalt or concrete in it so we've been looking at that as well
well in the past contractor put more in it to make sure yes sir very question go ahead let me say something real quick we need to speak into the mic because I I don't think the video is
going to pick you up okay okay commissioner delini thank you um I just had a question about this does the deterior ation um have anything to do with the quality of the material it it it could
but a lot of times it's really oxidation it's sunlight hitting it it's water intrusion it's it's a number of factors but most of the time um it's you know combination the material we really uh you know we go out to bid uh every uh
couple years but there's really historically been uh two different asphalt plants that have serviced the county they have you know pretty good quality control we're out there inspecting what they're putting down so that is typically not the issue and if
we see it we have them rip it up and and replace it and what about um best practices during construction like uh their processes of doing what they do does that make a difference if say somebody's you
know are there different practices that people could go through to lay the road so if we're talking new uh roads you know there's obviously you know a whole host of uh industry standards and and best practices what we're really talking about here is the
existing Road system and going through a process by which we either try to extend the life or when we need to uh repair or replace it so that is you know pretty pretty straightforward um you know it's just a matter of selecting which was the
right uh application so there's no difference in quality as far as like different companies go or materials that they use or practices that they do to to like you said um do the
um so Rehabilitation of the roads yeah so um pavement has um actual categorization in Florida so like we use an SP 9 and a half or an SP 12 and a half and so they have to meet those standards and we heavily rely on fdot
specifications so that we're not our own independent Testing Lab don't we don't have an independent testing lab so they have to meet those quality control Gates depending on uh you know whether we're putting a friction course down or a structural course so there's certain
roads that need one or the other but you know if you get an SP 9 and a half that's fairly standard okay thank you okay just to add to that every phase of that road building from the FI dirt to
the stabilization to the base to the asphalt is checked by usually an independent testing laboratory to verify its construction standard to you right yes okay thank you e even for our own projects we have you know independent
testing okay all right so uh Road uh pavement condition so this slide shows the results of countywide pavement assessment back in 2019 uh versus 2023 um as a mentioned uh in answering commissioner Goodson's question And So
It ranges from good to serious as you can see left to right uh it's an industry standard to reassess pavement as I mentioned um you know every 3 to five years and uh 88% of our roads right now are in a good to satisfactory
condition and our overall report card uh is an 86 PCI which is a good overall um so we have more good and satisfactory roads which is on the left side so the uh kind of the brighter color is the is the more recent and 2019 is the dollar
color on the right side um in 2019 um so as we were first starting to get our program ramped up we had a 79 PCI so we've grown from 79 to 86 but back in 2011 we had a 63 which was
pretty uh it's in the fair category but fairly poor um and because of our investment we've seen a 76% decrease in request for permanent pothole repairs since 2020 so our work is is definitely helping um history has shown that
deferred road maintenance results in more uh roads needing major Rehabilitation and reconstruction which cost more as shown on the slide so if you see in the chart the typical cost for preserving a road is every everywhere from 14,000 to 880,000 per
Center uh line of Mile but upwards of 865,000 per Center Lan mile for full reconstruction op so the more you invest it's kind of like having a car while you're doing preventative maintenance you're doing that oil change you know every 3,000 or 5,000 miles so by doing
that preservation we are extending our roads and we're going to get into that a little bit more but not allowing them to fail where they're very costly to uh repair so um at this point pavement uh needing reconstruction is not going to
get worse however what we're watching out for is uh a waterfall effect where if you look at good or satisfactory where basically it gets bad enough that it falls into that next category and so we had to start there to um in 2018 to
kind of really uh stop roads from faing we've got a pretty good handle on that but as you can see we still have roads that are in serious condition and very poor and we continue to work on those as well um so um what we want to avoid is
them quick deteriorating into a poor condition and becoming at risk roads so our Focus through fy21 was to prevent roads from getting worse as they can degrade by an average of 1 to two PCI points per year um but that means that
if we eliminate it or even cut back funding for resurfacing which I mentioned we need in perpetuity in five years if you look at one to two PCI points per year we could actually be worse than we were at in 2018 it requires continual investment is the
bottom line there and by letting off the gas um you know that would be another 115 million plus inflation all over again so um in fy22 we reached an equilibrium of sorts where we were able to start devoting some of the limited resurfacing money to preservation and
I'll get to that um over the next couple slids so this is a uh symbolic um chart showing best management practices and paid preservation pavement preservation has been around for over 30 years it's been tested by do both us do and fdot
even the US Air Force on runways it has been used throughout the state as well as the C uh the country just not here in um in Bard County U so we began in 2022 piloting this because it was a great departure from what we previously had
done which was running our roads to failure I mentioned before that's not a good thing because it costs a lot more and then needing to significantly reinvest so we are currently only performing pavement preservation on local roads as we continue to ramp up as we learn ourselves as uh you know we're
trying to be very selective so that we have successes and we can build off of those and so we do that as a out of an abundance of caution the key benefit of pavement preservation is cost effective early intervention through treatments instead of uh a pavment gradually um
declining over 20 years and then needing to re be rehabbed or reconstructed as symbolically shown by the uh black line and then the dotted line uh and then needing that rehab um that if you could see that curve you
start out at 100 it then declines and over 20 years um over the course of that you get into if you recall you know a couple slides back those distresses and the pavement gradually gets worse until you know at year 20 or possibly longer
you are riding on a really bad road until we reinvest that is not the best way to manage pavement so um by doing pavement preservation it preserves the service life it delays the need for major uh repairs and studies as well as
actual um work throughout the country has shown you could extend pavement life 20 to as much as 40 years it really depends on a lot of other factors that I mentioned earlier and so it keeps the roads in better condition longer which is depicted by the green and blue you
could see in the green area this is symbolic but you could see that it drops off a little bit but then we reinvest with that cheaper $14,000 per Centerline mile investment and bring it back up and then we get we continue to keep it up
there longer and therefore we stretch out the needed time and so uh it is you know much more cost effective and it gives our um our citizens better roads uh theoretically for the entire life of that road system I have a
question if you don't mind yes um so I've um I think it's called reclamite is that right okay so the uh one of the main roads in my community just got done with the reclamite and we were having U I got a lot of complaints when that was
done because the stuff got on the people's cars and everything and they were really um not happy about that and so I was wondering is there another way to get it on the road um or if not is there a way that we
could shift like the time that we're putting it on the road so it has time to settle versus in the middle of the hustle and bustle of the day MH so I mean generally in the middle of the day is when most people are out to work but something on reclamite it fully washes
off uh I want to say it's vegetable based three to four weeks on a driveway or it'll it can be removed because even like it's been probably it's been weeks now and the the
um uh reflective paint like is still orange you know and so um so but on on driveways sidewalks cars It generally washes off over time and if there are concerns um you know the citizens can get directly in touch with our uh
contractor who will you know take a look at it um we you know when we've had issues even with paving companies you know they're responsible to you know fix those damages so like they'll pay for a car wash or what's what's the Practical that I don't
want to you know say definitively but you know I think you know generally it washes away and so it's actually a pretty good product soon as it is applied to the road generally um it could be driven on within 30 minutes and
so uh it's a very quick application and we try to do it during the day like I said to avoid most of the people that are generally at work there really probably no other good time uh to do it but as far as application something I could certainly bring it back and ask if
that's a if that's an option but I think you still have the same issues cars on the driveway driveway it it wasn't really cars on the driveway like people were saying that it was getting up into the undercarriage of their vehicles it was like getting stuck on the bottom parts of their vehic and things like
that and so I obviously I see the value in it you know and I'm I'm not objecting to that I just um didn't know if there's maybe a different process that would work we'll take a look at it okay thanks um so um you know trying to finish out
this slide as the saying goes uh good roads cost less and on the bottom left and right respectively it shows a comparison of preserving a two-lane road uh and that what it would cost over 40 years by uh diligent ently milling and Paving every 13 years avoiding the uh
cost layer two to four time rehab or reconstruction uh if we waited for failure versus what it would cost to do uh you know those pavement treatments that we just mentioned and as you can see on the leand side uh you have a 40-year cost for two-lane road which is
roughly $200,000 cheaper but the bigger point isn't not just we're saving money we're keeping the road in better shape longer and so that has significant value for sure so switching to uh Road backlog this is showing the road backlog by uh
District um so we're always going to have some level of backlog um these are roads that are under 66 PCI um of course unless we want to you know even spend more money but I think the monies that we've uh been able to have uh afforded
To Us by the board we have shown that we're good stewards and we you know have definitely through our grade of our PCI have continued to show uh Improvement and why it works but uh considering our level of funding there will be always be
some level of uh backlog so you know the fact is roads continue to age I mentioned you know in answering commissioner Delaney why some of those you know factors happen but with a continued funded prevented maintenance plan we can control the backlog and ensure that we don't fall in into at
risk categories in the future so we are still battling with um you know roads that are in that that's that uh Brown um and red uh areas which you could see you know are you know compared to the total number of miles we have which is
1,232 uh miles it's actually fairly uh small but they're also the most costly things to fix and so we have to spread that over time um so right now what this shows in the right hand side in 2017 versus today we only have 74 miles of
backlog as compared to 734 miles of backlog before we had the implemented program in 2018 um and so you could see that District 5 has the most amount of roads that still need to be reconstructed and while this has
significantly decreased uh over time it also started out as the worst District um needing the most costly reconstruction um back in 2018 so we've continued to work down each of the districts trying to spread the money where is best needed
and most needed district one has the most roads overall in the county uh and District Two has been challenging because it has the most amount of utility sewer plan Sor projects among other issues like FEC and fdot projects um water line projects and like many
areas around the county the area is booming and so that presents challenges to schedule and also may present uh a challenge if you recall couple slides ago where I said we'll all but finish our reconstruction over the next 5 years those things are out of our control but
the worst thing that can happen is we go in there and we pave and we know that utilities is going to come in right behind us so we're trying to coordinate those things and so that could extend that 2030 time frame but that is the best projection based on the things that we know
today so switching uh away from uh roads to uh Bridges so this is a 5-year um this is our fiveyear strategic plan for Bridges so we maintain 48 uh County Bridges as part of this strategic plan
this shows a rolling 5year Bridge plan that is also updated annually and it shows the number of bridges that will be rehabbed and replaced uh um as we look ahead uh as well as the projected cost so the budget graph shows what we have funded vers what is
unfunded and as you can see over this 5year period we're showing an 8.5 million Delta of things that we believe need major rehab or replacement versus the funding that we have today we don't have a uh funding mechanism other than
taking it out of you know existing projects um so the district mstu budgets contribute approximately 500,000 a year towards minor Bridge repairs and you could see that that's the in the bottom chart all the uh that the number is in
the box but it's the green boxes um and the rest is largely made up by gas taxes so in 2023 and 2024 we completed Bridge projects in districts one two and three that included moo Bridge uh the rehabilitation of the
James Clark pedestrian bridge and the syes Creek Parkway uh Bridge Rehabilitation we're now focused on required Rehabilitation and Replacements in District 2 and four to stay ahead of deterioration so we're currently on Cay Bridge which is under construction and
fully funded the West Central Avenue Bridge also in D2 is in design we're nearing completion of design and construction is not fully funded although we sought State Appropriations in the upcoming legislative session and if not our backup plan is to uh look at
a combination of impact fees as well as uh gas taxes so that we can try to bridge that Gap uh and that will be a continuing theme as we go year to year unless we find you know additional funding a quick question technical uh on
that Mark um is that in f. trust fund um your appropriation or is it is it a member appropriation so right now this is that legislative process through the legislative delegation process we've asked it's on the short list for consideration we don't know yet whether
or not it will be picked up okay thank you um so Mathers Bridge D4 U major components such as span motor Replacements were completed in 23 and 24 some of you might recall we had a number of Bridge closings uh you know in that
time frame due to very costly uh large components that are only um made in Germany um we currently have a generator that's going in now for backup power um and now we're mostly Focus focused on preventative M uh measures which also
includes upgrading security systems such as camera and lighting and also replacement of troop cables which in the past was also an issue because as the Bridge moves those cables get crunched over time and then it doesn't provide the electricity to the things that you make it
move uh and then finally on Mathers Bridge we're also starting to look at Corrosion Protection we have that's in the planning process we have a lot of concerns uh with corrosion on that bridge um North banana Riv drive both the North Bridge and the South Bridge as
well as the Gerard replacement are all in District 2 currently all unfunded and we as we get further along with uh some of the others we'll start looking at um designing and how we fund those uh impact fees are not enough to cover all
these as you could see you know just based on the shortfall but we'll continue to look for opportunities potentially through uh future legislative uh requests uh it's important to note that out of the bridges on North merid Island um the central Bridge the two North banana
Bridges and Gerard only Gerard actually meets the minimum standard um to be on the National Bridge inventory which means that it's at least 20 ft longer or longer and therefore um none of the other Bridges qualify for federal grants so we're looking at alternatives for
those of how we fund them internally or potentially with the state's help uh we also have the Tucker and rockage Creek Bridge replacement D4 which is unfunded all of those are part of uh this 5-year program um showing you what funding we have and what funding we don't have so
we have 38 bridges on the National Bridge inventory out of the 48 and fdot by uh statue is required to um assess them and they do that on a rolling two-year basis we get reports and then we make adjustments so right now the
maintenance and the re major rehabilitations is based on what we know today tomorrow we may get a bridge report and we may have to adjust things and and that's why we have a rolling uh 5-year plan um for the 10 non- NBI Bridges we're currently working uh to
line up a consultant to do our own inspections we've done that on average every four to five years those are smaller Bridges a lot of pedestrian Bridges uh but we don't have the in-house technical staff competent to look at a bridge and determine um you know what needs to be done so we have a
professional similar to the way fdot does it gives us the report and similarly um you know we'll triage those things and add it um to this list as needed switching to uh drainage maintenance program another big program
for the county so before 2017 the Road and Bridge program only had one dedicated countywide drainage crew this resulted in significant backlog of outfall and collector ditches on a cleaning cycle that exceeded 10 to 12 years um moreover past recordkeeping was not as
good as uh today where we have everything in GIS we've also discovered ditches that um have not been maintained in 20 to 30 years as we review old documents and or issues come up and we add those to our inventory additionally
uh there was no formal swell rehabilitation program in place in 2018 the board decided to fund additional an additional countywide drainage crew and in 2020 we expanded to a total of three crews one serving the north one serving
Central and one serving South Bard uh that is in addition to the regular five maintenance teams this helped reduce the cleaning Cycles down to 3 to 5 years reducing flooding in flood prone areas tackling the backlog and improving Drainage
Systems in each district with the help of one-time covid funding and midyear supplements over the years we now have a total of three long boom track hos and and four Kaiser walking uh excavators which replaced uh aging equipment and
also added to our efforts to be able to clean out some of these large and wide ditches and then with the assistance of perard Career Source uh they uh routinely have got training and hurricane damage grants we've been able to uh rely on them for dedicated focus
on specific ditch cleaning to augment us and also it serves as valuable training uh opportunities and then also for us to potentially capture people as they finish the training program to then uh start uh with the county so this has been a beneficial win-win and we've seen
various drainage improvements prove beneficial particularly during Hurricane Ian Nicole and even recently during Milton um so this chart looks backwards um to the addition of the added Cruise as well as serves as a rolling five-year strategic plan so the dark green is what
is completed the light is proposed uh with the number of ditch miles at the top per year and so with current resources the number of miles achieved has reached a high Watermark as it is labor and time intensive requires skilled heavy equipment operators and specialized
equipment as the forementioned improvements have been made Community expectations indicate an ever increasing and higher demand for service so to meet uh you know those requests we would require additional funding and labor for
uh and equipment from the board just to staff up another countywide crew we would need uh four staff members grade all dump truck pickup that would be a $1.6 million initial investment and a recurring $400,000 investment unless we
are satisfied with the level of service we're providing today so while not on this slide um but also critical to improving drainage uh we're also proactively cleaning covers and structures using uh a vcon uh equipment that we have replacing old metal coverts
under County Roads uh with concrete as they approach the end of their life expectancy or in some cases already failed and currently have more than 40 drainage projects in our engineering shop for design um or in our under our construction countywide Cruise uh where
they're going to be replacing them so we also recently imp implemented a policy change last year to clarify code which ensures private resident coverts are put into proper alignment with the design drainage system when replaced as it remains is one of the most critical
drainage challenges we face so when they come in historically um if you knew how to put a pipe in you could just put it in yourself you didn't require a survey you didn't have to be a contractor now we at least require you have a survey so
if the drainage system is going this way or going this way yours isn't going the opposite way uh because that is again one of our biggest challenges to drainage is um it may be in the right away but it's the private resident
um responsibility by uh code to maintain and repair their driveway covert and uh we didn't have an effective program until recently can I make a quick comment and then I'll ask a question sir uh first of all for the other Commissioners if you haven't seen one of
the walking excavator Kaisers in in action next time it's in your District you ought to you to make a point to go out there and um stay out of the way of the mud but um take take a look at it it's it's a fascinating machine uh Mark if you were just to estimate how many
collapsed driveway culverts do you think there are in unincorporated Bard County that we have a problem with and I I won't hold you to it just just curious i' I'd be guessing but I think thousands I any i' guess
about at least 30% of our inventory um countywide it it it's a problem for us so at a minimum 30% of our overall but you were talking driveway driveway just residential driveway CS I mean okay I mean I've been out to
neighborhoods and I've seen it uh firsthand it's it's it's not our fault or anything but you know obviously explain to people that right it's there and they that's why we're out there trying to clean out swes and everything and but it it doesn't do any good if there's a collapse cover under a driveway and so typically what happens
is you know when we're ready to go into a specific neighborhood we'll start by inspecting them we'll issue failed covert letters some of you may know because you've got complaints from your you know uh residents that hey why am I being held accountable uh and so we work
through those and then uh we try to do that as we're going into um you know upgrade the system to send out letters you know we don't have a staff that is just going and um you know driving around looking for them which is why you know kind of venturing a guess but most
systems we go into there are major problems and so as we can work on them over the next year or two we go in with the fail culford letter and and commissioner Goodson's got a question before before he does it just real quick what uh what kind of money do you think typically a homeowner is looking at uh for a collaps
cver cver repair it really depends money yeah it depends on the size because some are just really small double wide Drive I two car car WID Drive could be you know 3 to 5,000 it could be 15 to 20,000 or more just depending on how big the ditch or Canal is that it's it's
spanning yeah go ahead uh commissioner thank you chair does a homeowner have to be uh licensed to put a pipe in so um they don't need to be licensed but they now thank you thank I have a
question thank you thank I have a question commissioner delini thank you will you just repeat for me the um what you said about the money the 1 point something million and the 400,000 oh yeah go back to that note so what I was
uh talking about is right now we have three countywide crews right um we have five different districts so those three are split to go you know where the greatest needs are but in order to create one more crew we would need a $1.6 million initial investment plus
400,000 recurring um that would provide us one more to float either between several districts or you know if the board felt like it was needed we could do two and have one station in each district so you're saying that that would get you one more crew that amount
of money right that amount of money would get you one more Crew That's Crew That's equipment um mostly heavy equipment is the biggest initial cost thank you yep all right so uh this is just a continuation of the last so funding for
pipe Replacements mostly comes out of our mstu we talked about funding sources you know a couple weeks back um but this slide specifically shows the storm pipes that have been replaced only using the mstu funding the dark green is actual the light green is projected uh in the
bottom with the costs at the top of the chart additional pipes that cross the road are replaced during resurfacing or reconstruction and they're not reflected in this they come out of our maintenance operations budget as part of our road program program um the pipes being
replaced uh are typically old metal coverts in some cases they could be um you know for they could have been there many years it could be old um Grove pipes um that but basically they have reached their end of service life
when we go back in we put in uh reinforced concrete pipes so that we can you know not undermine the road in the future and have a much longer uh service life so aging drainage pipes and failing uh pipes are being seen at an increased
uh rate which poses a a threat to safety as well as contributes to flooding um our drainage infrastructure inventory also continues to grow through the new development uh engineer drainage Improvement projects and discovery of structures as I previously
mentioned switching to another major Focus line of focus uh for Road and Bridge is sidewalk repairs and replacement so lifting of sidewalks usually at the seam or expansion joint is a major issue for us on public side uh walks and streets usually caused by trees and
often uh Live Oaks the lifting can extend 15 fet or more from the trunk as root length uh can easily extend two to five times the canopy size uh where possible we try to limit removing trees or cutting Roots as it leads to a loss
of tree stability or can affect the tree Health once the slab is over 1 qu in um that is a serious public uh liability as well as safety issue it presents a trip Hazard a fall Hazard and doesn't meet the American with Disabilities Act so uh
which we're going to get into a little bit more in the next slide for this reason we don't allow trees to be planted near sidewalks under current code however we have an abundance of these issues throughout the county often residents contend that they don't want
uh a tree removed on quote unquote their property but if we're involved it's typically because it's in the public right away not private property and the county is the one that will be ultimately sued so the chart at the bottom reflects the number of official sidewalk claims that County Risk
received and the payouts each year from the county uh risk manager Julie Jones it's important to properly interpret this data as it can falsely lead one to think that we don't have uh much exposure however depending on litigated or uh non-litigated claims it can take
between 1 and A2 to 5 years to uh materialize and see a payout as such you can see a high number of claims in 21 and 22 than in Prior years which tends to foreshadow that cost May far exceed the 2018 peak of nearly
$700,000 which obviously could be better spent fixing the issues than uh paying uh litigation costs additionally every single case in involves countless hours of limited field and office staff assembling info sitting in depositions which also can be uh better to make the
condition safe so continuing on our sidewalk theme for moment sorry Mark commissioner Goodson question on your sidewalk repair if you do just Trim the Tree of the tree roots and you repour a sidewalk how long
is it before you have to come back and do the same thing again typically every to 5 years and I'm about to get into that so why wouldn't you kill the tree so that is something that we try to um ensure that we're looking at Public Safety and um work with the uh
appropriate Commissioners sometimes we have uh vocal residents and if it is an absolute safety issue we're going to do the right thing but we also don't want to be accused of needlessly um you know destroying trees and so it's a very uh
it's an emotional thing for our residents and we try to balance that as best we can of course if you know anything about lawsuits and you have sidewalk repair Milling going on Milling of asphalt against right there against the same sidewalk repair you have U Inlet
repair going on at the same time so you have a multitude of lawsuits you can have everybody it' be a joint lawsuit everybody gets sued right and so you know if the board wanted to change that direction to only cut we we could do that but we really do have the Public's best interest in mind
and try to weigh those issues but if you cut the roots position you can only do that so many times before the roots continue to push up the sidewalk and there's no sidewalk to grind over 2 Ines usually require sidewalk panel replacement and at that point it is not prudent uh as I was mentioning to put a
new panel over a tree route uh tree blocks other methods have not been proven successful over time the roots just find their way around it they're attracted to water um so and as I mentioned every 3 to 5 years there's a recurring public cost but again we are
trying to not only look out for our Public Safety interest but balance those uh you know citizen concerns so going back to the last slide where I discussed a quarter inch being an issue it is not only a safety issue that we need to address but also an ADA issue the public
RightWay accessibility guidelines or proag was issued by the us access board and implemented in January of this year but it's been in development since 20 1 and was first issued uh as a final rule in 2013 usdot adopted it in December
2024 there is no requirement to retrofit existing facilities that are un that are not undergoing alteration but it does require uh us to create an ADA transition plan which will be in the works this year um which is going to lay out how we would approach things not
necessarily approaching it and I'll get into more of why in the next slide so it not only affects sidewalks but detectable warning surfaces transition pedestrian routes crosswalks Transit stops passenger loading zones Etc if I could just throw something out there
real quick um I appreciate what you're saying about this and appreciate what you're saying about the the trees and the sidewalks and whatnot um never did I expect myself to be a
person who talks about trees so much in my life but my district is extremely concerned about what their about their lifestyle their quality of life all of that stuff and if
Public Safety was truly the thing that everybody's concerned about I would think that we wouldn't have let our fire department get to the state that it's in because I think that we have a lot more liability when it comes to that than we do somebody tripping on a
sidewalk thank you thank you okay moving on to the next slide um so the sidewalk repair and replacement program so an anticipation of the proag and growing calls to enhance our Public Safety along padways and sidewalks as well as address trip
hazards we briefed the prior board and laid out this sidewalk repair and replacement program and so this m much like the others is a rolling fiveyear strategic plan the reason why unlike the others where I don't show a long history is because we just briefed it last year
and we're just now implementing it so we are diverting $4.8 million of the funds we've already discussed our gas taxes our general fund allotment our mstu over the next 5 years to address sidewalks um
and um you know it is much needed but it's only making a modest Dent towards a much larger issue so the county has 734 miles of sidewalk and we roughly estimated at least 30% need repair or replacement at a cost of $35
million so uh each year the board accepts new sidewalks it also accepts uh new risk as our inventory continues to fall into disrepair but we needed to start somewhere and that was what could we live with within our existing budget um to make some sort of modest
Improvement um but if the board wanted us to expand this we would need an additional funding source um um so we recommend uh you know an additional recurring annual amount to be funded at $2.1 million of dedicated funding so
that over the next 20 years we can actually close the gap and if you recall during my last brief we you know I provided a number of different funding options that could help towards this it wasn't just capacity it was also for maintenance and safety uh projects which
I'm not going to you know go back into um so the funding uh notionally would be distributed countywide based on the sidewalks in each district but it's important important to note that districts two and four have the most sidewalks they Encompass 70% of the sidewalks in the entire
County so um shifting uh to service requests received um so we currently um for service requests our goal is within 72 hours we go out there and we investigate the issue if we can actually
triage it and resolve it we resolve it if not we then schedule work that is occurring 84% of the time the total calls for 2024 um were 4,845 to date though in in the last three months we're at uh
1,41 calls which means that if you just extrapolate we're currently exceeding 16% over our calls last year um with the existing staff and existing funding so while we actively perform metrics on investiga service requests much like we
do in many of the other areas um within Public Works we're also working on improving our sop for followon work to improve scheduling both in and Outsource work as well as communicating using process Improvement techniques uh such as lan6 Sigma we actually have two
projects going on right now so each district receives a different number of service requests uh and for different types of issues due to the uh different geography uh Geographics infrastructure and we're going to get into that real
briefly on the next slide so on this slide most of the complaints as you can see we have a number of different categories and these are the just the most prominent categories not all of them but if you look at ditch maintenance if you look at uh drainage if you look at flooding
those are all drainage related and so clearly you know you know we're the Road and Bridge uh program within the public works department you know sometimes I think it should be the road and drainage department because we spend more time on drainage than probably any other issue um so as you can see we have um you know
quite a bit of uh you know just on this data over uh just over a year period quite a bit of drainage issues that we've responded to the other one that we're going to get into later on just to make a quick point is dirt roads and our challenges there and I won't spend any more time
now um when we look at our equipment we have large uh heavy equipment costly equipment U and so this slide represents our heavy equipment Fleet managers 5e equipment plan based on the type usage hours and taking into account industry
standards he uh along with uh Susan and myself review uh this each year based on funding emerging needs we make adjustments based on funding availability always looking to meet uh or exceed our critical needs the different colors represent the types of
equipment where the total on the top is what is needed to meet the plan the gray is the projected funding available the average heavy equipment can cost 500,000 to $800,000 per piece of equipment so balancing our needs is essential um and
over the last three years you could see that the funding line is lower than the total stack bars meaning um that you know we've continued to invest about 1.85 86 million per year in equipment but that is insufficient and over the
next five years we would need an additional $4 a. half million doar to uh meet all of the needs that are equipment plan says so um when funding isn't available what that means is that we just need to make the equipment last longer and so due to harsh environments
um based on road work saltwater brackish ditches um keeping uh a lot of our equipment outside pays a toll and uh over the last three years we've averaged 6 $67,000 in equipment repairs because we weren't able to get a new piece of
equipment this number continues to increase based on inflation uh and at an increase of Outsourcing repairs due to high vacancy rates and limited uh heavy equipment mechanics I have a question yes um
so I it's mostly about the pickups um I understand that you need different size trucks for different um Towing Capac capacities and whatnot um but say like the F-150s or or the Chevy
1500s um those are they being used for towing or are they being used for um just getting around throwing stuff in the back of the bed that kind of stuff so I couldn't tell you specifically but you know our
heavy equipment uh manager looks at what the need is looks at what we have uh if we can replace an aging vehicle we look to do that not necessarily grow our Fleet and then looks at the uses and tries to appropriately select which one but I I could certainly get back to you
but I couldn't stand here and tell you I guess the question that I'm asking is is that are there are are there necessarily needs for that size of a truck or could you guys do some cost savings and go with like a Colorado if you just needed the bed space versus for towing right so
I believe we're already doing that but certainly we can take that back and and ask the question and see if that's something um to consider thank you I I think sometimes they just pick up a road sign I mean there's some things like that you don't necessarily I
mean I I Noti you know sometimes in the parking lot cuz I'm I'm I just I look for screws and things like that so I always um are looking at you know if you don't have a if you don't have a hitch that you're riding around with pretty much full-time you're you're probably
not pulling a trailer that often but they do they do have some smaller trailers out there that they certainly um could tow um so I'm I think there's quite a mixture even when you go out to Road and Bridge um you don't see lot of
pickup trucks that that I think they're pulling stuff I mean I've seen them with dump trucks pulling a good side trailer um so they're usually usually heavier trucks I think for that kind of thing question do do you um
are you mandated to buy under the state contract which the state contract might identify certain categories of trucks so I I don't believe it's mandated we have a county policy that we look to Chevy so that this way we um we can you know
limit the numbers of uh training and equipment and parts on hand and the county has a uh contract I believe it is leveraging the state contract and um looking to is it Frank yeah I don't have that information
right off the top of my head could you get it for the board sure thank you and the reason why I ask about the towing stuff is because I know that in recent years a lot of the trucks have gotten pretty expansive with their to towing capacity so that's the only
reason why I bring it up like a 250 now is doing the job of the 3 and 450 you know 5 10 years ago okay you know so that's that's the only reason why I was wondering look at it thanks okay you have you have a almost a NAPA store in
the Road and Bridge uh shop right that's basically your vendor so we do for heavy equipment but you're talking Central Fleet yeah uh which is under Central Services they handle all the white uh equipment so as a department we budget and um you know responsible for it but
ultimately they're the ones maintaining it and there's a cost allocation plan for their service I mean there's a point where it makes a lot of I've certainly talked to uh you know fire quite a lot about trying to keep the same drivetrain um in in their
vehicles and it's it's getting harder as as one manufacturer doesn't doesn't exist anymore and uh but it makes a lot of sense it's the same drivetrain all the time so um and I know that's the situation uh with with our Fleet too
thank you okay Switching um so uh Emergency Management within public works so um this by no way is um you know not taking anything away from the firefighters and their plight but I did want to make a
larger Point here about our own Blue Collar Workforce um so we start um workers at $16 an hour um that's you know coming from the outside that is working 8 to 10 hours a day in the hot Florida Sun um many times
and uh quite frankly they could work at McDonald's or Walmart for uh roughly the same amount and not have those uh same stresses um we have a high vacancy rate particularly in our Blue Collar Workforce Road and Bridge facilities and
traffic uh because of this and also uh what we're told as I mentioned last time from folks that pass on us is because of the pay and in some cases it could be 25% to 50% under what uh contractors and other municipalities are paying but specific to Emergency
Management um I wanted to just highlight some of the things that we do in this category um so let me start out by saying back in 2003 president uh Bush issued a presidential policy directive um and policy directive 8 officially recognizing public works as First
Responders so just um now three weeks ago um the our state legislature uh linking back to the 2003 Presidential Directive in the Florida house under house bill 341 sought to create ID cards for Public Works identifying them as
First Responders and each year in May we celebrate public works as a larger not just our department but Public Works to include um utilities Solid Waste natural resource management and mosquito control departments so this picture on the
screen is all hurricane related uh to underscore some of our greatest documented work but uh is just one of many um CU we respond uh nightly and weekends to power outages to leaks to drainage issues to significant
rainstorms and wind and even traffic accidents along with our firefighters and our uh police often considered the silent arm of Public Safety and usually without Fanfare we monitor uh water elevations year round or organized around continuity of operation plans we
prep and maintain drainage conveyance systems pumps and Roads for during and after storms respond to hurricanes and other disasters remove trees to restore power uh clear paths for police firefighters and FPL and in years past
our Road and Bridge uh Team even maintained the line when brush fires encircled our County so um we're often first to respond but almost always last to leave after a major event uh for our facilities Road and traffic which could
take days and sometimes weeks to restore so um you know humbly asking that our staff our Blue Collar Workforce our junior staff also be considered when we're looking at um you know increases to the fire department if I could I'm sorry um one
of the things that I'd be interested in us talking about and seeing how we could look through is maybe some incentives for people who do these jobs um because like Mark said you know they're I believe they're part of our Public
Safety team as well for sure you can join me in sponsoring their next Public Works annual picnic I did that last year and um I was very happy to do that I greatly respect um our Public Works folks who go out
there and I stood there and I told them that I appreciate that uh the work you do keeps our County moving every day so you're welcome to join me in that will it be in the lake spring it'll be in May are you talking to me I'm talking to
everybody okay just just um I was going to ask each of you to help me do that sometime later but since you're bringing that up I'll take the opportunity and uh we had it at Wickham Park it was a nice day I don't think
it's enough but it was nice uh to be to be a part of and for them to get together uh for a lunch anyways I I share your view and and I respect um public works very very much all right uh so moving on this is
just a continuation of Emergency Management uh but one of the items that I mentioned in the last slide is yearr round monitoring so you may be surprised to know that our Road and Bridge employees uh take hours to drive um around the county sometimes one to two
times a day especially during Hurricane Season um taking them off other critical task to manually read 53 staff gauges strategically placed around the county as well as localized rain gauges and pumps uh stations at leay and Coco Deer
Run in Palm Bay Hall Road and Pine Island on merid island in addition to numerous private pumps critical to Bringing Down water levels during large rain events this info this info um of water levels flow Direction velocity rain amounts and wind
direction are vital not only only to our operation of how best to respond and where to Surge assets but countywide decision-making such as whether to start sandbag operations in advance of an approaching storm and where there is widespread flooding as decisions to reopen are made using onetime covid
funding PW and cooperation with natural resources recently awarded a $750,000 contract to place remote Telemetry stations at approximately 20 of the total 53 uh locations so this is a start for PW and natural resources as
we want to continue to build this network to eventually build it out to replace all these manual stations but also to eventually add remote operators to our pumps as currently there's a gap in our ability to respond once the wind let's say in a hurricane reaches 40 m
hour um that could last 24 more hours we're you know behind uh doors at that point and we may need to increase our pump capacity we may need to turn it on or off and we we can't do any of that we have to wait until the storm subsides to
go back out there and see the aftermath and so having remote Telemetry as well as remote operators will be a tremendous Boon for our County so recognizing its criticality and importance even as we move forward mosquito control has recognized that for their impoundments
obviously Hall Road is one of the major locations where we have pump stations and an empowerment and they have to looked towards the future So based on current negotiations which is still early on I'm thinking we need another three to four million to
actually foresee this vision and without it we'll just continue to peace meal as we can obviously the covid injection uh significantly helped us get a start that's a onetime thing or a recurring thing so that is a one time to put the equipment but there will be a
maintenance charge we're talking technical equipment that's going to need to be serviced uh we're going to have to pay for access to dashboards but we'll be able to sit in the EOC and know exactly where things are flooding we now we got to go out and wait for someone to drive the whole County what do you think
the reoccurring would be a estimate because I know you probably didn't get that together 10% Susan that's yeah that's about right for the software and the um and the hardware maintenance thank
you is that is that anything that sorl could help out with I guess maybe that's a question for Morris or possibly for Frank when we talk about infrastructure and and our waterways is that is there
any intersection there that we have to look into it okay okay um facility upgrade so um this is specifically talking facility upgrades to our Road and Bridge uh Fleet so uh as you could see in the pictures they're aged and in some cases failing
like many other areas in the county PW is proud and have historically worked with you know what we have and even fabricating the cocoa facility ourselves uh with scrap metal several years ago um these facilities exemplify where funding has not kept pace with costs required to
maintain and operate the buildings and overall site to an acceptable standard instead focusing every limited Dollar on the mission of serving our public leveraging one-time covid funding that all changed approximately a year and a half ago with the county manager and prior uh board support so in the
pictures on the right you'll see age facilities and various districts all of which are undergoing a master plan to ad uh advise what we need now and in the the future and whether the current locations can even sustain them uh these studies are fully funded but nothing
else um in District One um in Titusville metal buildings leak support beam structures are rusted and corroded some storage barns have missing roofs and rusted uh corroded beams the roof uh leaks into the main office building in District 1 and two at the Coco shop roof
and structural beams are corroded with rust I could go into each one of them but they're all failing so I will skip ahead um the furthest along uh with funding both a combination of onetime covid funding and general funding is at our Wickam shop um the
first two or four phases um is funded um with 20 $2.3 million um and that is to not only address our needs but also Central Fleet so the Wickham shop you for those that have you know traversed Wickham Road
over the years you might remember the purple isore that was out in front we demoed that about a year and a half ago um maybe two years ago and our mechanics work outside now because we don't have a facility they're working under um the uh
leanos that we have um but that's what we've had to do in order to get rid of that isore one of the things that we wanted to do was build a state-of-art facility for them to work inside but also our Central Fleet and collocate those together so
combined with Central Fleet um we have not only done a a full master plan but we have finished the design and that is currently out on the street and we are looking to start uh later this summer with rad and Bridge uh to help defr some of the costs
already starting to clear the site if you've been past there but then um later this spring uh they'll actually be digging some of the Retention Ponds just to uh help get that project a little bit cheaper and further along so first to uh
be replaced will be the heavy equipment building that we displaced a number of years ago um and then our maintenance and construction Crews uh it'll also address long-standing concerns from encroaching Neighbors currently uh unfunded are phases three
and four which is another $18.1 million which would be to replace our failing pole barns and to protect the millions of dollars of heavy equipment which sits outside uh as well as the current office trailer which is um still in decent shape but to have a plan for the future
and I bring up those costs just to uh be able to uh bookend that you know with all of our facilities they may not be as uh great as uh of cost as Wickham it's one of our larger shops but we're talking significant investment needs to be done
and we have not planned uh for that in the past only in the recent past uh we also have some issues at uh the Valaria pit but we're planning those are small enough that we're going to handle internally with our current budget um if I could I'm sorry um the
any of the funding sources that you had mentioned at the last uh um Workshop those could go towards some of these costs as well yeah they they they can um again we've just in the past have historically focused every last dollar on the mission and the public which is
Noble but now we're at a state where we have you know facilities that are in desperate need of repair absolutely right thank you let me let me add we did check and there's a potential for utilization of some soil funding but it's got to be in the right Watershed
right the Indian M Lagoon wed can't be in the St John's wed so moving forward as they Revis an update plans every year if that's what the board's interested in then uh natural resources can uh you
know look at that and discuss it with the citizens oversight committee and all there there may be also a St John's Grant out there obviously we could we could seek uh as as well yes sir okay
okay the the last Road and Bridge slide um we still have traffic and Facilities to go so don't get too happy um but dirt road dirt road paving uh so finishing out uh this section I just wanted to quickly address this as I mentioned uh
number of slides back it presents us a real problem it's one of the areas besides drainage that we receive uh a lot of calls on so a well-maintained dirt road features smooth uh uh graded Crown surface off uh with grass shoulders that slap away from the road
and provide effective drainage uh the County's dirt roads typically are 18 to 20 ft consists of two lane roll roads a lot of them are old Grove roads that we inherited um to keep these roads in optimal condition the Road and Bridge maintenance team must frequently grade
typically every 3 weeks by best management practices and repair them as necessary as I previously showed calls are frequent and no one ever seems to be happy with our results um and so we uh don't have the resources
to increase by Personnel or equipment Andor more frequently uh maintain the road and there's also a negative consequence of maintaining it because the more you work the the soil you break down the structure of it it becomes less
stable which is susceptible to we more susceptible to weather more susceptible to traffic it effective effectively becomes a powder you get ripples ruts and potholes in addition to routine grading um we also rehabilitate a certain number of Roads each year um and
if we were to grade more frequently we would have to rehabilitate more however I wanted to point out that work comes exclusively out of our mstu maintenance budget uh and I also showed you last time how that has pretty much been flat
uh for many years some roads last much longer based on traffic um you know less traffic and potentially other uh issues um and so again grading would just drive up those costs looking at D1 alone
because um that's where our greatest number of dirt roads are if you recall at the beginning uh and it's here as well I mentioned uh that there's 68 miles of dirt roads for D1 out of 82 miles total and you could see on the top
of this slide uh the breakout um if we were to just adhere to every fiveyear rotation of rehabilitating we would spend over half of the yearly mstu budget just to do that maintenance which is obviously not achievable considering all the drainage and other challenges
that I mentioned so I understand that people bought on a dirt road and that is where they pay taxes as well as there arguments out there that some residents even want dirt roads because that's why they moved out there there's lots of you know reasons uh both Pro and for and
that's not the focus of what I want to talk about out it's that uh it costs a lot more to maintain and if we were to consider Paving there's a high initial cost but it's actually proven to be cheaper over the cost of the road's
lifetime um than actually continuing to invest the heavy equipment the personnel and also um you know the high volume of calls so it would take many years likely exceed $100 million um but you know again financially and objectively
it's something that the board should consider um Oola has dove into this with both feet and uh to lower their long-term burden by Paving um and so other counties are doing it alternatively i' leave you with one uh
final thought on this note is we should consider alternatives such as divestment of those dirt roads to HOAs or maybe even increase mstu for those that want to stay on a dirt road because it costs us more to maintain than it does uh cost us to maintain a pave Road that's one of
the things that I was just about to ask was some of these people that want their dirt roads what would be the process what would that look like for us if say we gave the road back to this to the residents with the understand lot of
cases commissioner you know there isn't not necessarily an HOA maybe there could be one established right um you know we couldn't just give it to Joe citizen because they'd have to have um you know the right liability we would need access easements over it so that the public can still drive it so there are a lot of
considerations but I'm just trying to throw out that we think Beyond um you know where we've been because otherwise my successor in 30 years will be talking about all the dirt road challenges that we still have yeah it's definitely a conversation that I would like to before
we make any kind of plan board um this really affects my district a lot and there's a lot of people who really love their dirt roads and um where I understand where Mark's coming from that it's expensive to maintain maybe there's
still a yes in there somewhere where we can talk about um giving those residents an opportunity to take over the maintenance and whatnot of those roads if that's what they so choose is uh just technical question on that is there is there a way through a
special mstu or something like that for do you have a question sir I do um I've often wondered have they ever done an assessment of the environmental impacts of non-paved Roads it seems like runoff and sedimentation and silk would be
greater with the dirt roads yeah so we haven't done a full assessment of that but I believe that you're you know accurate in your assessment we have however uh a couple years ago we did a dirt road uh assessment it never really
was completed because we had some challenges with the consultant but there's a lot of benefit to Paving a road we got that much out of the report and only pay paid for what we got out of it my ask would be um before we made any
kind of decisions as a board that we do extensive citizen input to this because this will turn my district upside down if we make a decision without them okay and you know obviously you have the Lion Share but we do have the same
challenges in the other districts just not as uh as pervasive except for District 4 all right switching to traffic so uh we have a fairly small traffic operation staff consisting of 30 employees we have traffic signal
maintenance and compensation agreements in place with fdot and many of the Cities uh within our County um so to name a few of the items maintained we have over 65,000 traffic uh control signal or signs and signals um and uh
provide road safety and guidance for that uh we also managed 700 intelligent uh transportation system devices and many more that are listed on this slide so I'm going to move on um to the next slide let's let's take a five minute
break okay 1 1:30 can we be back here at 1:30 everybody please thank you 23 230 oh that was from a distance uh didn't have my glasses on and there's a glare glare there's a glare on the clock okay
so 2:30 thank you
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Commander just for the the sake of things uh today how much how much longer do you think your present we're just trying to do a little math here we had uh about 22 more slides um so we're going to do traffic and then uh
facilities which I know have U Been a concern of several of you are we in like the half hour range you think or are we like in the 40 minute range less than half hour okay all right sir you got until 3
o' I think is what I'm hearing from okay okay go ahead sir my night's free I'm just saying okay so uh not going to spend any time on this slide uh not going to spend uh much time here uh for the sake of time this is just for your situation
situational awareness of what uh projects we have in the traffic realm um did want to quickly talk about its make sure you're aware of what it is and uh why it's important so this is the its infrastructure uh m master plan uh and
it was deployed a number of years ago um we're continuing to uh work on it and refine it uh back in the 2000s uh mid-2000s fdot installed the fiber optic uh Network and that really launched what
we know today why is it important because it helps uh mitigate some of our traffic congestion and capacity challenges so um we currently have a uh we're in the process of developing a 5-year plan and if you look real close
you could see um there's different colors um that's not fully built out that is kind of a snapshot of what the plan uh would look like I have a quick question none of these cameras record correct they don't thank
you I am 100% against a surveillance State yes I think that's an issue for this the state quite candidly that um the amount of storage as the problem I think I understood that when I worked up there
sound right to you commissioner rman well it does and that's a very common question you get in the state and I've actually been to a lot of the state and local government it storage and also getting caught up in fights and lawsuits and drama there's a lot of it would open
a Pandora's Box if that day it was available although there are times it should be available like in 911 they actually had some of the terce on the tapes I think in Daytona so I don't know how long they keep it but from a law enforcement point of view there's
definite benefit well I can tell you the state attorney is going to come talk to us about his need to um continue to to retain video and um body cam footage and such and it's a pretty significant
amount of money just to keep that stuff right so you just to give you a number to fully build this out it would uh we would need about a $5 million investment um we have continued to work in partnership with fdot and also we have limited funding each year that goes
to that in the realm of 200,000 so that will take many years to build out uh but I wanted to throw a number out there so you understood what the vision was and what it would cost to fully Implement um on the next
slide so um we have a traffic management Center that's uh theoretically fully funded it's out on the street now uh it's $17.8 million $8.1 million in Grants but it's going to serve as the brain of the it system and if you look
at the picture in the right that's kind of what it will be but a more expanded version um and this is actually showing um a SpaceX launch both on site FR through our cameras as well as what we get to monitor uh in the traffic
Operation Center currently and so um this allows us to flush traffic through uh during major events but also when we have other issues um and so um once we get the traffic Management Center built
uh our plan is to request additional staff we currently get $300,000 in fdot Grants which help support our its network with three positions and we'll look to uh leverage that to get even more people right now if you're not aware we only monitor this on an needed
basis so there's an accident or a actual space launch we go and look at it we don't have Staffing that's monitoring this and that's only during uh daytime hours if there's a launch our people our people come in after hours as we continue to grow there is going to be a need we're not there yet but there's
going to be a need to be able to look at that 247 um real briefly on the traffic uh congestion management plan so um you know traditional Road widening mentality was uh if we're near in capacity if we're over capacity we need
to widen the road we went into um you know what those costs are in my last brief and that right now at least under current funding is you know not attainable so we've looked in a different direction and that is looking at specific issues and where could we
better manage congestion optimize infrastructure um it's not a as well as improve safety Mobility Etc it's not a Panacea it's a mitigation there's still those same issues but we could potentially um continue to push out
further on some of those bigger costs and so right now uh we have been working on this over a year uh we're expecting later this spring to have the results the map itself um kind of shows all of the arterial and collector roads that
were evaluated and then um the consultant is going to come up with a series of recommended projects that we could do um we of course don't have additional capacity funding if you recall back to my last briefing uh we have a very small discretionary pot but
at least these are hopefully going to be smaller bite siiz and maybe something that our impact fees could fund um this is just a a continuation of that uh in the interest of time I won't go into all the details here other than to say that the dots and the red lines
are indicative of where we believe the biggest bang for the buck will be based on the initial results uh from what we've got from the consultant there's still work to be done we're still going to get um a uh bunch of um cost
estimates and concept plans and that as I mentioned will be sometime later this spring um Traffic Safety is also a uh issue um Bard County uh fatalities are not trending down uh in fact they're going the other way um so we applied for
a safe streets for all Grant um last year we were rewarded it for $320,000 it's a safety planning Grant uh unfortunately right now we're on hold pending the federal government's um you know
um hold on on um you know pursuing grants as you you might know there's several EOS out there executive orders that uh freeze those funds so we're caught up in that um we're hopeful this is a pretty uh straightforward bread and
butter infrastructure project that once it dust settles that this you know will get funded and we'll be able to move forward but a lot of goodness can come out of this in order to apply for future federal funds you need a study like this and it will provide us a lot of uh
recommendations that we could potentially bite off on is 46 part of this umad County Roads only okay thank you all right so that was traffic um going to go into facilities now um so this is overall summary of
facilities uh we're going to get into some of the details uh as we move forward uh we currently have 50 employees that directly support 76 uh buildings which is 1.8 million square ft um that's the government centers the county service complexes the cour houses Public
Safety facilities uh and the Detention Center um we have two vacancies one which will be filled next week and the other is actively being advertised but just to you know point out we had a high water mark back in 2008 when this facilities program was a full Department
of having 23 more staff than we do today uh and while we have shrank um even since 2008 before it became a full-fledged Program 2014 we also have seven times the amount of work orders than they had back then with the same
approximate total Topline staff which means that we're supplementing a lot with Contracting to get the same work done at a higher cost and based on industry standards we'd need uh at least 10 more shop Personnel just for our direct support facilities it's important
to note that fire Library parks and many other departments even some of the buildings under my control such as Road and Bridge fall outside of what we're talking about here today directly uh other than um the support that we provide them so they are budgeted under
those programs or those departments rather they're managed by themselves and then they come to us as a service provider uh when they need something so that that is 154 buildings at 2.6 million square feet uh again leveraging
uh same staff and contractors um to help them um support is in accordance with board policy which um specifically for facility construction mandates that uh Renovations and constructions go through our Construction Division although
that's not always um being done and then we also have um centralized service contracts which I'll get into in a moment ask a quick question here Mark um is it just just your opinion um for the
future um is it better to rent a facility for the county to rent a facility that already exist or um to build and you know purchase a property and build and so traditionally it is
better to own a facility invest and um you know you can manage the cost on the flip side leasing a facility you could have a fixed cost but you're always paying that in uity so over time you got to look at the cost benefit but at some point you're going to outpace it you
potentially would have newer facilities but we could also um you know maintain our facilities better but traditionally it's better to own it um but there are a lot of reasons for not doing it I know that debate's been around for a while and uh it it exists even here in
the county um I mean I think in Meritt Island right the tax collector doesn't own that building that's that's in merid Island right that's a lease so I was just curious for the future if things like that are are a better deal I had a quick question for the um
support the other departments do pay you guys right for yeah so there's certain percentages that uh we get and they reimburse our labor when our U maintenance teams go in and then there's a certain percentage depending on the size of the construction project that we get to help defer some of the
construction staff that we have it's not a lot but it it helps you know pay some of that um back from the those other funds that are using us awesome thank you all right so um much like the others on this not going to get into a lot of details because obviously we're running
out of time um you could see their biggest area is Capital Improvements which I'm going to get into in a moment so uh you know it's important to note um that we have continued to invest in our facilities um especially
uh you know in in the last U 8 to 10 years and so under uh Frank's leadership uh with prior board support um we have continued if you look at this graph continuing to invest more year-over-year than we had in the preceding uh decade
uh and then since becoming the director in 2020 uh again with Frank support and the board support you could see the trajectory has went up even more as we've realized that we need to get more aggressive on arresting uh failing or failed vital components as part of our
infrastructure the total in fy2 is 23.2 million in new funding um that's general fund it doesn't include balance forward which I'll get into in a moment so on the next slide uh this is very important uh because while we've
continued to invest it also shows that our balance forward on multi-year projects has continued to increase you could see the light green is the uh new funding the darker green is the balance forward and so um I wanted to address
that and what we're doing about it and then obviously if there's you know board direction or guidance we could uh change but you know currently we manage um 127 projects valued at $100 million that is not what is reflected here what is
reflected here is just the general fund portion that Public Works is given but there is uh you know every Department uh the constitutionals that also contribute to using the staff uh that I mentioned primarily in the construction side um
over the last five years we've doubled the construction staff to 10 including adding two construction coordinators a planner and a project manager just over the last two years um but we're only going to reach that realization and be fully staffed next week because as uh
we've had turnover and we continue to um you know it's a challenging position to to recruit for but we will be fully staffed uh next week uh I mentioned the staff has doubled but if you could uh look at the graph you could quickly see just the
dollars for the general fund projects alone not withstanding all the other projects uh they have tripled in dollars um while we've doubled in staff additionally the construction staff is handling larger and more many more complex maintenance projects and aging as a aging infrastructure
continues to accelerate that increases our workload and stretches their capacity so today uh our construction coordinators are serving both as inspectors and project managers and by industry standard uh we're still at roughly half of what we need to have on
board uh to manage the workload we have um although we've made great gains uh additionally as part of our strategy to tackle the increased workload um it better to plan and then uh we've been shifting over time under my direction to
a concept of three to four year uh programming uh in the past we would um look at a a issue we would plan uh the planning the design and the construction all in the first year we might spread it out over uh on the CIP plan but we were
tying up a lot of uh funding uh and a lot of times we got to the end and between inflation um issues that uh maybe got worse better understanding the project we needed to add to it anyway so what we're focusing on is uh at least for the bigger
projects planning in year zero designing in year one maybe year two and then constructing in year three or four that way we can focus on what can we get done with the money quicker that needs to get done not tie up uh funds but that that's
a um you know kind of like turning a um you know large ship you know we we're working on that we've had as I mentioned a lot of Staff turnover we're closer to that today than we were in the past because we now have a planner we now have a project manager and so we're
focus on focusing on those things almost equally as important over the last two years is Shifting away from bidding every project um to uh other flexible contract Solutions and I know that there's been some uh concerns on that so
I wanted to just quickly talk about uh why uh that's important and then on the flip side if we didn't um you know there are other uh costs just to bidding and I wanted to make sure that if the board were to consider changing uh
direction that you understood that so you know the old adage of expect what you inspect is very true in the construction world where uh our contractors you know can cut Corners this is not an indictment of everyone but it is certainly uh pervasive in the construction uh world so so I feel like
I need to make this point you know we could save money on one project maybe several projects but uh by bidding uh but not necessarily for all of them with the workload that we have and the Staffing that we have uh and it I think misses a larger Point um and so I wanted
to address that so you know again we'll work with whatever Direction uh we're given um but uh there's a lot of different things there so um right now we have to um consult especially when we have major
equipment or there's a need for design but in order to bid uh we would need to be more reliant on Consulting as one option uh because we would need to come up with our specifications and our plans so that bidding can be done equally when you have continuing contracts when you
have CM at risk you're able to go in you don't need full plans and you can get a cost that is very hard in a bidding Community climate to make sure that you're getting Apples to Apples and so uh that's one and traditionally it costs 8 to 10% of the
project to have a consultant Staffing uh can be you know boost Staffing can be U another alternative and after a lot of deliberation over the last couple weeks with staff you know we think that um we would need um an additional 10 people if
we were to only bid at $1.1 million and that's important to know it's not just construction folks it's project managers it's CAD teexs it's specification writers and contract teexs because a lot of times when we're leveraging contracts like SE risk and our continuing we're
leveraging their expertise we're not having to uh put out specifications we would need uh that type of staff to help with design drawings with contract specifications and with technical specifications um and so um that one
concern another concern um I also mentioned uh um you know bidding versus CM at risk just a quick uh example um if we took a million dollar project and we plann for it in fy20 but it took us uh till 2024 to complete as you could see
the balance forward kind of indicates that it is taking us that long that same $1 million project now costs us 50% more due to inflation at 1.5 million so having a having tools that we can uh expedite contracts actually saves money
even if they cost more in in the now um and so with few exceptions I also wanted to note that on our uh Transportation side we do a lot more B bidding than we do see at risk um but we also have some distinct differences we
have fdot specs to back stop it we have Professional Engineers that manage our projects uh and uh there are still times where we use see them at risk but even on the uh large projects that we do every single one of them has a construction engineering inspection
contract uh and also additional quality assurance testing as the commissioner mentioned earlier and that's 15 to 20% on the back end so you could save money because the traditional CMT risk fee is 10 to 20% but you either you accept greater risk
or we need to figure out other ways to ensure that we're getting what we're paying for and so what I'm you really just trying to lay out is that we look at that and we try to make sure we use the right tools um so um another point at risk um so contracts go out for
competitive solicitation uh they're required to get three quotes for every major item of work and we only pay uh the actual expenses and they provide in return for that fee which is dependent on the project size uh a pro comprehensive project
management where our Representatives can rely on them because they're an extension of our team and so uh for all those reasons that needs to be considered when we're looking at Contracting tools and if it also uh by the way allows us to do Owner Direct purchasing which saves us tax dollars
because we can have them do all the up and down lifting say it's a major piece of equipment might be a air handling unit a generator they figure out where what the best one is to buy they hand it to us our purchasing buys it now we don't pay taxes so we have a lot of
flexibility with that contract vehicle for low bid we become the general or we become the project manager and they're just the general contractor so um there's a lot of goodness in it and again the reason why I'm bringing it up is because our plan is to drive that
balance forward down and deliver these critical needs these are all needs that are three and four years old and we need to you know explore ways to try to deliver quicker so uh switching our Focus uh to
uh just a quick facilities overview I mentioned some of this already so I'm not going to Deep dive here uh but you know we um have HVAC as our number one issue we have a lot of Aging infrastructure um so our average
facility was built in 1971 which places that at 74 years old our roofs average 24 years old where the typical life cycle is 20 years hbac average is 17 and A2 years uh old although we've made significant investment here and I've
driven this number down substantially uh the typical life cycle is 20 years and then for elevators which we'll get into as far as a breakout in a moment 22 of 31 need to be modernized due to obsolete parts so we have a $ 71.8 million unfunded need to address all of these
facility backlog issues um similar to the other slides that look like this I'm not going to get into the details and the interest of time these are just some uh big projects in in each district um I've alluded to this uh throughout my brief but uh cost
escalation continues to be a real thing here we show construction square foot uh cost over the um you know the last number of years from 2017 to 20 um there was only a 9% increase however since 20
uh 20120 we've seen a nearly 50% increase in our uh facility costs excuse me service contracts are at the bottom and you can see uh each of those are substantially more than the 3% cap that is on our budget year which just
squeezes what we can achieve each year this is just a listing of the service contracts again not going to go into a lot of details it lists some of the uh things that we do specific for the uh maintain facilities and then also um for the facilities that we help
oversee we do a lot of the direct contracts um such as fire and other life safety we also uh even have a contract at the Veterans Memorial Cemetery so major issues uh and uh Focus
elevators um so mentioned 22 of 31 are beyond their lifespan uh we estimated um that we need $5.9 million of additional funding over the next eight years that includes a 3% annual increase to meet code changes um this is not to make the
elevators look pretty this is just the control boards the door operating mechanisms which are Obsolete and per uh recent code Cod must be changed out um and so the only place that we have done interior um cars is at the six story we
did three of them um several years ago um so we have quite a bit to do our plan is to um attack seven elevators or nearly $1 million a year dedicated to elevator uh modernization over the next uh several years and then in the final
year uh do eight to finish out the total number we need to do um is it true there is no fourth elevator in the sixth story um I believe there's three there only three did you know that what there's no
fourth elevator the little Bard County fact toy for you in a building that was uh built what in the 50s probably 60s somewhere in there anyways so you know one uh last thing on
this is that because of the new code regulations um I mentioned that we're largely upgrading control boards door operators uh in 2024 alone four we had four boards uh fail under the previous
code we were able to make customizations and then get those in service if they fail based on the new code We cannot put them in service we need to actually make the replacement so this is going to be pretty sticky over the next several years I mentioned the plan of a million
dollars a year and taking six years we may need to accelerate certain elevators um if we find ourselves maybe you know not just at six-story but other locations where we have less than three elevators um so HVAC is uh our number
one challenge as I mentioned um and we've made significant uh gains in this area but still have a lot to do as I mentioned a couple slides back um our location uh because of the heat because of uh you know being uh near the water
decreases their lifespan um considerably and right now we have $7.9 million budgeted uh and those projects are in various States you could see here we've completed a number of them in 24 we have a number in 2025 however we have $8.3
million of known unfunded issues on our un unfunded structure list just on HVAC today um so we have two chillers that are past life expectancy we have seven more that will be needed in the next 5 years we have 13 cooling towers
averaging 11 years six of them are past their life expectancy um we are in the process of soliciting for maintenance management system and uh the connection there is to better track and manage uh not just the services but also uh when we do it how
often and also our assets um and here at Vieira we are in the process of replacing 89 air handling units that were 14 years past their life expectancy another major Focus area is the Detention
Facility um so obviously located in District 1 in 2006 was their newest facility which was the tents which have a 25e lifespan uh our Maintenance Shop uh plus uh of six plus dedicated um construction coordinator for theera uh
is there near fulltime our team is on call response to issues in the jail 247 they're locked in during emergencies such as hurricanes the Detention Facility currently comprises 49.4% of our entire facility CIP budget
because of so much deferred maintenance in years past uh the current jail CIP is 14.8 million many of the projects which began in 2022 but as I alluded to before in my contract discussion um they were budgeted at 8.4
million and so you could see just T we've lost time value of money those issues have got worse and so now they're $4.8 million um so we are continuing to look for ways to be more efficient and to deliver quicker the renovation team uh we uh
have focused on Parks uh that was the reason for um deciding to build a renov in-house renovation team last uh fiscal year and so we've quickly expanded to also include contractors as we've quickly recognized that even the team
that we built uh could not get as many parks done and now as we've seen more recently uh we have worked on a number of office Renovations and if you've seen if you've been on the second floor of this building uh we actually started a
restroom renovation back on February 10th um because that has been a growing concern that um we'll get into in in a little bit um so right now because we're working on other stuff we don't believe
the fy20 list at the bottom will fully get done but we are working to try to ramp up our contract base to help uh supplement our in-house staff and try to meet that goal um but our contractors uh
have been uh much harder to to um nail down they've cost us an average of 38.4 5% more and they've taken double the time that our in-house staff has done so we're continuing to also look at opportunities to build up that inhouse
renovation staff especially as we look um if we're going to continue to renovate our other facilities within um within the county um the other thing that's important to note besides just those the park restrooms by right now would be finished
if we complete our plan by fy3 but by then because of the high traffic uh the vandalism wear and tear we'd be cycling all over again and so there is really a need to continue having um you know such a team um so restrooms I mentioned um that
we started that we you know started here uh on the second deck uh on February 10th uh that was allow us to work out some of the Kinks the second deck is uh floor is not used as much as the first and third floor it allowed us to get in there
without causing as much dupt uh disruption kind of figure things out right now we're estimating about $100,000 per pair of um restrooms for us to do it inhouse and that goes up substantially if we uh were to contract
it it also would disrupt our um our staff during work hours so we've been able to flex our in-house team after hours coming in early um at a much easier way um to get that work done without you know hearing lots of
chipping and hammering where if we had contracts we'd have to write that explicitly that they have to work around us and that would even drive up the cost more uh the other thing that we've tried to do really learning from the um Park restrooms that we have done is standardizing materials uh we mentioned
it earlier on heavy equipment and regular equipment but having that um in bulk keep keeps cost down it saves on procurement time it provides adequate attic stock so in case repairs are needed and uh also what we have uh
looked at and we've installed is tested and proven Vandal resistant um uh dividers and other things so that this way we can hopefully get more time out of our uh our investment and we're also looking at doing um building a uh right
after this but we do have a $900,000 un unfunded investment if the board so chooses for us to do all the restrooms just in the Viera complex buildings A B and C only um and as I mentioned um to accelerate that that would require
Contracting support um and so depending on what level of investment we could pull that in or that could take uh longer uh but to do a major renovation like that is a very time consuming another thing that has been brought up uh by uh some of our
residents a number of times it's just how our buildings look um so we looked at uh for present uh presenting at the you know at this meeting you know what would it take if we replaced all the flooring in our primary um walking areas
um only looking at buildings ab and C um right now our Uh current flooring is 19 P years past its uh life expectancy the glue is breaking down there's stains all over the place even after we uh bring in professionals to try to clean it which
is obviously still un sanitary a lot of the other um Charter officers and other um agencies have moved to uh luxury vinyl planking um such as the clerk's office the public defender MJC we've done that in a number of the areas it
has a higher initial cost but it's visually cleaner um longer it's more durable for high traffic easier to sanitize and Main main uh if we were to have another um Co outbreak or other you know um disease related issue and it's
also resistant to stains so again carpet is cheaper but uh we would recommend uh with lvp if we were going to do this um to keep the cost down we would be primarily looking at the main corridors and all of our buildings um and then we
could also do uh kind of raceways inside our office spaces but leave the cubicles and in place with the existing carpet for another time because that would even make this even more costly if we had to move everyone and replace carpet this would be um a multi-year process um to
do and there's a $2.6 million unfunded to do that if the board so chose and I just wanted to just real quickly because I know I'm I'm jumping quicker because you know we wanted to get this done one of the things I don't think I really nailed down on one one of my previous
slides it's not that we didn't know that some of these things needed to be done it's that we have been focusing on critical infrastructure that has been failing such as hvvc and other components the uh envelope of buildings roofs and so it would be my
recommendation professionally that we would not do this in lie of all that this would need to be additional funding that the board would find if we were directed to do so we will but again you know we have failing buildings and we're trying to catch up on that
ask a quick question the 2.6 um million is that with or without the moving of the cubicles and stuff without moving um of the cubicles we would basically if you think of like our space and many of the other um departments um you know
there's kind of a walkway around everything we would just do those walkways call them a Raceway but leave those Center aisles for a future date generally those carpets have been walked on less because they were under uh you know as part of a cubicle it's really the main raceways that are you know in
bad condition um so facility conditions and space concerns um so we have seen a 23% increase in work requests uh this past year and right now in fy2 we've already
seen a 550 um 1% increase just in the first quarter based on where we were the previous year that's because even though we are aggressively attacking uh those failed and failing components we're still having issues uh and uh while
we're making um now what I would say is a reasonable investment if we didn't have such a large deferred maintenance program we're still catching up and so that's going to take some time before we could see that level out um so one of the notes just circling back
to I made a mention that we're doing a cmms computerized maintenance management system right now we're only tracking 25% of the workload effectively and so that system is going to really help us better track and then we'll be able to also manage and measure our efficiency much
better than what we do today and be able to have a greater idea of staffing needs or uh if we have the right uh combination um so current staff is not able to keep up uh with work uh which is why we are relying more on contractors
to perform that um and then just a quick note on facility conditions so we have not uh performed a uh General facility condition assessment in our buildings what this is is looking
at if we uh simply look at um the uh deferred maintenance that we have identified uh over the uh plant replacement value we believe that we're at a fair uh facility condition assessment you could see in the middle
of the page it you know that's kind of a a nomenclature in the facility World it shows you where you would score out and it's probably fairly reflective of where we're at um you know we do have some buildings worse than others and some much better um but that was to just
really see kind of where we were at um but again unlike uh like with pavement condition we don't have a proactive Plan and there's a reason for that we have been spending every last dollar trying to fix the critical infrastructure that we already know about but again like I
talked about last time that those are known issues or issues that fail and then we address we don't have that plan to see what are we not what do we not know about and then uh this is the final slide um so you know we mentioned um
throughout the presentation Hing infrastructure um there's growing backlog constrain resources uh we have uh aging and failing um buildings Bridges sidewalks that are growing concerns drainage and you know we need
to continue to invest in that to try to stay ahead we have capacity shortfalls which I talked about um in the last brief the community continues to grow but we have not necessarily remained uh commensurate with that growth employee
attraction and attention I mentioned um you know several times that is a continued challenge um but we have not just um sat there we have um put in place specifically for Public Works a focused recruiter um and
we'd be far off today had we not had her uh but we're also it's a challenge uh based on uh current pay uh we've worked on Career ladders we've worked on succession planning we've had internships with both uh the school
board as well as fit uh and looking at other train Partnerships such as perard Career Source as I mentioned cost escalation continues to be an issue mentioned a number of times in different areas that uh you know we continue to outpace the 3% cap um the
construction industry continues to boom and that's a challenge it just means that we're getting less work done I mentioned also our consultant and contractor base um not all but many are slow or unresponsive requires heavy government quality assurance to make sure we're getting what we pay P for
goes back to the adage I mentioned about measure or expecting and measuring um and it's typically four to six times the inhouse cost um continued commercial and residential development I talked about how you know it's not just roadways 4 and a half miles a year its sidewalks
its gutters its uh drainage Etc and um you know the staffing has not necessarily kept pace with that right now some of that is new but in 5 years or 10 years there's a significant amount of infrastructure that we're going to uh you know we haven't necessarily kept
pace with um financially as well as resources to address that and then uh my last Point cities continue to take tax base through t uh through annexations we don't have a way to stop that that would require uh State legislation but they
leave the roads to us especially you know County roads they take right up to it and that is a continuing challenge not just in maintaining our roads uh but also so um you know they're heavily traveled in many cases and we're not collecting anything for it so that is it
short of uh any questions I will be before we before we go there with questions now I I know you had something in here about R Revenue generating options are do we want to discuss that here real real quick before uh we get
the questions or so is that for another day so I if you recall I spent uh a number of slides and the last brief on them uh happy to revisit that right now if the if we've already been through that okay I okay are there fin different
sir tax and discretionary tax okay I I think I remember that um are there final questions for Mark I have a question about what you were just talking about if um I I didn't know when or what or how is the process
for us as a board to talk about if any of these things are things that we would like to talk about and if you could tell me that process I I I would think that maybe at the end of the um budget Workshop process um because I I'd
imagine that would probably be a big theme so it won't be just in uh related to infrastructure just the needs in general so I that's my two cents on that thank you commissioner
ainson just one question what is the percent of vacancies that you have in your department so right now we have 18.5% uh which is down substantially from where uh when we started um I think we are doing the best we can uh you know
considering the challenges there it's it's not just pay there's you know obviously many other issues but that's a continued theme from people that we uh interview and pass on us I have in my notes here um when we
talked about this that you had a 26% vacancy rate no I I probably was talking specific uh I think to rad and bridge at that point but overall overall yeah so rad and Bridge specifically our Blue Collar Workforce is our worst we have
others that you know are either uh without vacancies and so overall we're at 18 and a half per. okay I think commissioner Alman sir a question just a little um maybe a little discussion I'm fascinated with the fair facility condition assessment as a result of the
uh formula that you presented for the facility condition calculating the facility condition index I had a question so we have a um unfunded infrastructure list uh totaling SE over
71 million and then you divide that by current cost replacement which is 1.1 billion explain that a little bit how that formula works and right the meth ology behind that right
so first it's a standard formula that's used in industry so we're you know looking to others that have already you know figured this out um the top number is the known issues that we have it is the same number that I had shared during
my last brief specifically for the facilities unfunded the bottom number we looked at um if you recall I mentioned uh what the dollar per square foot was currently uh for new construction ction so that is the best approach in looking
at what the current replacement value is what would it take to replace a building so we looked at the total square footage of our 1.8 million square fet we multiplied it by that number and that's how we got to that number so I guess to make it simple let's say you had a home
was valued at um 500,000 and you had unfunded needs that was 100,000 that would be 20% that'd be you'd be in bad shape right this is 00
6% of the total value so although 71 million sounds like a big number and it is but compared to 1.1 billion is we're not in quite as bad a shape right as we and and that's why uh you know we we we
went just by the math it shows uh Fair which is not as bad as poor uh but we certainly have some of those facilities as well so a question I have we're not waiting those some problems are bigger than others right if
you have stains in the carpet you might be able to live with that but if you have mold in certain buildings you can't live with that right so when we know about mold we will do an indoor air quality test with a consultant um and
then we'll make the necessary repairs um but but this formula doesn't wait Things based on the severity of a problem it's strictly a linear numeric value like if you have an air condition is about to break or roof that's leaking that's going to be worse than some of the
Cosmetics I wonder if there's any procedure by which you could rate the severity of the facility problems to determine your uh facility condition index so not just the facility condition
index from what I've seen but um in my former life as a Navy civil engineer car officer we did condition-based maintenance management and we looked at those things uh so there's techniques out there I think you know with our
staff we would need a consultant to help us but you're then looking at components you're trying to stay ahead of that curve and there's actually um you kind of divide a chart up of your you know most critical facilities uh by your least critical facilities and then your
urgent issues such as uh envelope uh your building envelope and you know other things and so to your point you may have a high critical facility but a low issue and so there are mechanisms out there to evaluate that this was really just meant to just be a quick
snapshot to see how are we how are we doing just based on you know the numbers that we had in house interesting that's very interesting thanks I I think can I say something um you know the the courthouse you know we're going to spend some money over
here at the ver Courthouse to get him a jury capable room another hearing room a larger jury assembly area and that came by way of some money from the legislature we put some money toward that too but I I was pretty forceful on
the idea that Melbourne needs Melbourne courthouse and while it's old it needs to be fully utilized and so uh they are doing juvenile down there and so so it is being used more but Mark could tell us maybe real quick to do that and to
kind of bring that up to full speed I we need to do some elevator work down there and also we replace the whole HVAC system right so might not have been something that was onip could probably tell us we've done significant
work we've completed significant work on the HX system at bumer Courthouse we've Ren ated the second floor and the elevator is now remodeled or or the mechanical components of it have been replaced as well so we have not fully renovated the first floor yet uh the
clerk has uh worked a lot in her areas but as far as the courtrooms they have not been renovated yet and they're dated as well as the whole outside and the building envelope not just appearance but insuring that we have watertight Integrity so that's an older
building but we're we're we're back to utiliz ing that um quite quite a bit more also the state attorney and the public defender um is is up there and and they basically had had left prior to juvenile so on the second floor of the
courthouse you did some buildout work there right to to get them yes the second floor we've uh when we did that we also set up a uh designated areas for the public defender for the state attorney and for the clerk and each space has different access controls to
keep everybody separate uh as they need so not the pretty things but you know all the mechanical um stuff they need uh I joke with the with the clerk cuz they said the clerk's area been kind of updated I always tell her I said I can tell where you've been cuz it looks like Pottery looks like a Pottery Barn ad uh
when I go in there so if you go in the Melbourne Courthouse you know her area and to add to that you know uh looking at longer term rather than shortterm we did extra things and different things things outside of the courthouse so that
what was done with the money that the state gave would let that facility last significantly longer in terms of its useful life and what we would need there and I believe you know I don't remember the exact number but it was over $2 million that we was it not that we added
between what we did up north and down south so that we could do what we have done at the courthouse I can get you the exact numbers uh but it was a very significant amount in that area yeah okay I just wanted to point that
out okay is Mark that's it thank you everybody thank you very very much I just I just wanted to say mark that I really appreciate everything that you do I know that you guys do so much with so little and I just that needed to be said
out loud so thank you and your whole team all right let's let's uh let's take a another five minute break before we bring up uh the The Man In The Pink
Suit okay all right very good [Music] [Music]
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what's uh let's get Mr Mr chair' uh commissioner Goodson yes I'd like to make a motion that we uh consider or if I don't get a second I hope I do at ending this at 5: and rescheduling what's left because staff has been here some of them since 7 and they have a
home life to go to and it ain't like we're going to make any world-renowned decisions tonight so do I have a second or not that I have a second okay thank you all in favor I I okay oh sounds like Alman you missed the
most important vote I'm sorry but I threw an eye in there for you so it was five to nothing the uh so if you can finish by five sir we will stay through your end that doesn't mean make it over five I think if we let end
get started you might be surprised happily sir thank you good afternoon um I am going to try and go quick so appreciate the opportunity to come here and talk to
you um a little bit of fast facts about the department um when you go through this this is especially that last bullet is really the significant one I want you to take away from this is the sheer number of people that we can actually count who use your Parks and Recreation
facilities throughout the county these are people who are registered in our internal programs and through our rec partners and instructors this does not count the two to three times this number that probably just drop into our parks to use the playground to use free time
at the gym those type of things so Parks and Rec is broken up into two functional areas Parks and Recreation and Eels we'll be going over each one of these uh as we go through the presentation again Department funding
budget of about 101 million this is give you an idea of where that funding is coming from about 16 and a half is general fund uh special Revenue funds we'll get into on the next slide um balance forward we'll have another slide
just for that uh and then charges for services fees that's things like facility rentals campgrounds those type of things so as you look at the funding sources in those special revenues those are mstu we've tried to break it up by
District area or by North Central South and Eels uh so eels you'll notice is mostly is just Bond and debt the others are a mixture of some debt some mstu and special wreck districts and again as we get into each of those areas we'll talk about this a
little more in depth [Music] so this is taking those special Revenue districts and showing you in the balance forward what that is you'll see that general fund in our balance forward is very small amount that is actually a mixture we use that for some uh CIP
projects in the North Area with a mixture of some special Revenue funds but debt out of that 49 million is a little over eight bonds are a little over 7 and a half mstu is about 5 and a half and then again those special recck
districts are about 12.3 miscellaneous is actually interest facility rentals some of those other things that I spoke to this is giving you an idea of what our expenses are as a department you'll see that our salaries and benefits is kind
of a mixed green because if you remember general fund was about 16.5 million salaries and benefits is about 22.2 and so it's a mixture of that General Revenue and some of those special Revenue sources uh we wanted to break out the
pink like operating expenses ically is all rolled together with contracted service utilities all that is rolled up we want to give you an idea of what some of those breakouts are and how expensive they actually can be for the Department uh repair of Maintenance 5.6 million
that is the normal um kind of things break down we try and fix them that aren't in our CIP to keep the operations running but it also includes when we have for example vandalism um we actually just had some an example of that in North area just
this past Monday at uh scotsmore Landing where somebody shot up the signs uh broke chains tore down wooden poles did a bonfire with the poles and then uh also drove ATVs through the grounds themselves and so that's where repair
and maintenance would come in we'd be going out and doing those repairs we get a hold of law enforcement we've talked to the sheriff in that instance and you know about increasing patrols but that is something that occurs at a lot of our parks CIP also is a large portion of our
balance forward and Mark spoke to that so I'm not going to here you get an idea of the department Staffing a total of 354 employees um 299 are full-time 55 or part-time you
have a breakdown between who are administrative who's Recreation and who is maintenance um since the question came up we run about a 22% vacancy rate um so we actually supplement under contractual Services uh through a temp
agency to fill in those holes uh as we try and look at that turnover and address it and to give you an idea just I think last week we had a electrician who was just hired hadn't been here for very long and left to go to the private sector making almost double what we
pay here is that same idea of Staffing Broken Out by each of those areas and if I didn't mention it Napo is North Area Parks operations Central Area Parks operations South area park operations and you'll
see that other than eels and for the most part North Area everything else is that mixture of general fund uh the exception in North Area is manate hammock Campground where they're kind of considered an Enterprise fund where they they they support themselves
and then eels which is supported by their bond so this gives you an idea of where we are on our debt service for those referendums that have happened over the years miscellaneous is typically interest the statutory reduction is
actually required by Statute uh if you're interested it's 129. one 1 C and that is required to be set aside on everything but balance forward and transfers slide 11 is giving you a a
kind of a visual of where that debt is based on area 12 a brief look at what our interlocal Agreements are with different agencies throughout the county we have one with the the school board that has an expiration of in 33 you also have a
breakdown of where those 10 facilities are by area Titusville is imp perpetuity and then City of Rock leg and city of Coco and I know I'm going fast but if you do have questions I'm happy to stop
and address them you're doing wonderful so 13 is a little bit busy we we're trying to give you an idea of where our CIP projects have been so you'll see in from 17 to 24 the number
based on a breakout of types of project and so we've also then broken It Out by those different areas and then how much was spent in each of those areas for those items so I will just because it stands out Athletic Field lighting North Area there were zero and zero
expenditures that really has to do with the fact that there was lighting put in place through the referendums and so they they focused on other priorities but they did have a small dollar amount that went towards uh improving the remote light control where staff
actually address it uh remotely through the internet I know that um I recently got an inquiry about holder Park and their lighting which holder Park holder it's up in North North yeah North the great North what was what was the inquiry area
it was about lighting okay I do know way further on we we do have some lighting projects in our 5year CIP for the north area but I don't know if holder was among it but we we'll make a note just a quick point on this uh Ian uh the the lighting
is uh usually paid for the the cost of the actual um lighting when when you go out there and have evening events by um these different groups that are Renning the facilities right that yes that's usually part of their their agreements yes okay just so everybody
knows are you speaking of here the night that they rent the facility they pay for the lights or you talking about the inst inst actual electricity used I'm sorry the actual what electricity that they use so for that night only not the installation of the lights yes I want to make sure
thanks okay any other questions I did have one more about the hurricane repair projects yes ma'am um this is a lot more than what we just uh again this is only through 24 oh okay gotcha okay yeah it's the last seven
years it it doesn't include I didn't think we included the did we yes so this is not reflective of Milton okay thank you so Mark talked about this a little bit I'm not going to harp on it but we are very grateful to facilities uh and
County Manager for this project moving forward because it's addressing things that we we just did not have the funding for to be able to do um so you know as you look at this Mark touched on it also again the use of contractors that it's 38% uh cheaper
to do it internally and takes half the time so we're very very happy with that that process here's where those projects have been so you'll see the areas that have been completed and the ones that are still underway we are also working to do with
facilities to do a beach shower that's supposed to say replacement project not pre-placement um so that um is you can see what's up there the ones that we have in place are rusting they are cracking the ones that have been chosen
actually will not have that and will have a longer lifespan uh again an idea of where those are going to be the different districts 17 or I'm sorry chart 18 this is just kind of giving you a visual of the North Area and what it encompasses
and the municipalities that and other areas that are a part of that we will as we go through the different areas talk about um their revenue their expenses their Staffing kind of what you've already seen at the department level we break it down for each area as well as
the referendums maybe some background on that uh and their C capital projects so again starting with fast facts this is just for the North Area this isn't everything that we are able to count this is just some things that I wanted to highlight for you that again
and these are the numbers that we can actually account that they register for a program it doesn't count like when they drop into the gym those type of things but is we we right now do not have a way to count that this again giving you a breakdown of the north area's funding and where it
comes from see at large again you'll see this kind of going throughout the different areas uh balance forward is a large section so we'll have a slide on balance forward right there and again miscellaneous for the North Area because everything's a little
bit different that was donations mainly from Parish going towards uh Blandon Park and harit T Moore Center intergovernmental uh was arpa funding or is arpa funding and again charges for services
are pretty much primarily Manatee hammock Campground here's where their expenses are broken out and again you can see that the the largest share of that general fund is all going to salaries and benefits you'll see that Reserve number
that's actually required as we're paying back the debt on the bonds that were put in place through the referendums and that will be going down as we pay off or being used to pay off those referendums in in those uh
bonds Staffing from North Area little breakdown North actually has 18 vacancies eight in Recreation 10 in maintenance so here we start to get an idea of some of the referendums that were voted into place the first was a
special wreck District uh it was actually voted in on 2000 and then 2006 there was another referendum to add additional money and as you can see the bonds will be paid off in 26 so like I said that those reserves will go away
after 26 2000 was when the uh mstu was actually put in place and approved as part of that referendum so here's some of the things that were done out of those referendum dollars Chain of Lakes was constructed
complete renovation of Marina Park Sandpoint and an EXA enhancing of existing this gives you an idea of what is actually being drawn through those two millages because there's a debt millage as well as the operations millage and it's kind of giving you idea
about what especially that operating one point8 is what was approved by the voters for up 2.8 we currently are at1 1657 so that leaves especially once the debt is retired because it's combined right now to get to closer to that 08
but once that debt is retired we really can't increase that operating millage because it's above the line without impacting the aggregate did I get that right Joe all right thank you Port St John had a separate mstu that was put in place through a
referendum this gives you an idea and I know the map's kind of small but the the specific area that's encompassed and they also put a mstu in place this one was paid off in 2016 however in
2015 an ordinance was put in place to continue that mstu for this area and again some of the things that were done with those those dollars again an idea of what the millage is because again there's no debt on this one because that was paid off so it's
just the mstu and again you get an idea of what it's at versus what it could be but again it's it's fairly hard to hit that Max without having to cut elsewhere so up North they actually had
another referendum that was rejected by the voters in 2006 and just an idea of what was going to be done with those dollars so there is also a district one Ms Rec mstu this includes the city of
Titusville and unincorporated and it's addressed through that interlocal agreement I discussed earlier get an idea a of what that mstu is generating that's the same thing yes all these mstu everything that you see go towards operating you're going to have
the same issue if you try to adjust them up because of the overall aggregate because they're above the line here's an idea we wanted to give you an idea of where they've been with their cap capit so this is going back to 2011 through this year you'll see that
most until we got to about 2017 2018 it was dollars that were from those North Area funding sources such as um the mstu the referendum up until 2015 and then really in 2018 you see the uh inclusion
of some general fund dollars uh and that was really because there was a refocus by the county manager to address some of those ongoing issues and concerns you've heard Mark talk about them but you we also have them in parks and we'll get into those a little bit too so we do five-year planning this is
just a sample of what we have in The Five-Year Plan for North Area um the actual total CIP for the area like for 2026 you only see about 525,000 but there's over $4 million
worth of items in that Year's CIP uh 2030 again you got about 180,000 but there's actually over $5 million in that Year's CIP plan and those fiveyear plans are kind of a rolling plan we adjust them every
year and as things get done we they fall off the plan as we find things that we need to prioritize they will move up potentially on that plan so at the same time we also have items that are unfunded these are kind of wish list items these are things that
come from the citizens these are things that come from as we're looking at the facilities themselves and so as we have funding available they might move off of this unfunded into the CIP itself but then we also like Mark talked about we look at some of our aging
infrastructure looking at even farther out than that Five-Year Plan to make sure that we keep an eye on one some of the things that we're going to we know are going to be coming up just because of their their lifespans so now we move into Central how am I doing on
time so again just a visual rep representation of the Central Area the numbers served through those programs this is again last fiscal year there fing sources they balance forward and again earlier I talked about
that 1.3 million of general fund in the balance forward as a department you see it reflected here and that's used mixed with other funds to address some CIP projects the expenses and I know it's hard to see but that salaries and benefits is that
mixture of green and pink because it's again that mixture of funding sources for the staff in the area Central Area Staffing they have 27 vacancies there's six in Recreation 21
in maintenance again just a visual of one of the referendums the area it encompasses and again this is an area where they had it come before them twice and both times the voters approved it where the first one in 2000 is where the
mil the mstu was established some of the things done with those referendum dollars there was another referendum that would have covered the central Mainland area that was rejected by the voters and so you'll see that the Central Area
actually their budget overall is less than the other two areas for Parks and Recreation so there is also like I said in 2000 that mstu was established here are the dollars that it brings in and again that mstu is for the Meritt Island
area and the only that referendum that was approved by the voters some of the things that have been done with those Recreation mstu dollars and again please tell me if I'm going too fast all
right then there's also something that was created not through the voters but this was created through through the legislature it's a it's called the County Special Recreation District 4 it used to include portions of
District 4 but when the commission districts were redrawn those parks that were in D4 at that time became part of D2 and D1 and because this was done by the legislature the redrawing by the of the commission
districts does not impact the boundaries of this recre ation District but even though it says District 4 it actually has none of District 4's facilities in it when I ran in 2006 all of rockled
proper was in District 4 now I don't think any any piece of actual rock what we you know city of rockl is in is in so this one is also unique because the way it was set up there is an advisory body that's made up of representation from the county the city of Coco and the City
of Rock and so the revenues from this area is actually generated from taxes over those two cities as well as unincorporated here's an idea of what that wreck District generates through its millage and again the same idea of
trying to give you an idea what was approved here's the actual facilities that are included in that wreck District and then we get into the same idea the same slide we did for North which is 2011 to current year again you're seeing
those other funding sources and how low it is and then you'll see the reflection of again that focus on the county manager putting additional dollars in um you'll see that 2023 I believe was some which hurricane
was that do you remember 23 yeah it was some additional funding that's why blue is so much bigger there yeah andco Ian and Nicole it's ironic yes Serendipity so one of the things that
you'll see and if you remember from the previous areas North Area slide when I talked about the 5year CIP same idea we do it but the dollar amounts that we project out into future years are not as high as those other two areas because
they're not bringing in as much through their their mstu so we only for the most part between 825,000 and 875,000 a year is what we build a CIP for the central
area for those five years some unfunded items and then again aging infrastructure and I will note that even though kuas Island Park was dedicated in ' 68 it did get a renovation in 2005 and then we jump into the South
area just a map again to give you that visual some fast facts for this area and the usage there funding again if you remember Central was about $1 18 million it's about 37 there's also less general fund that
goes to this area because more of it is covered through those special Revenue funds just to clarify though you have three County Commission districts inre the South area just correct and that millage is on probably a bigger tax base where their balance forward is
again you see a large portion of it going to debt we'll talk about how that's going to be going away too in 2026 except yeah we we'll talk about eel separately where their funds are going where funds are being expended their
employees and again 26 vacancies that's three in their administrative side and we include administrative uh superintendents supervisors uh area manager office staff um Recreation has six vacancies and
maintenance has 17 so here's the South Bard W District in the area it encompasses you'll see that carve out for uh the city of Malibar again there were two referendums that were
approved you'll also see that those referendum bond amounts were much higher than the other areas and so they were able to do a little bit more at the same time that was the District bond was set up an mstu was set
up for that special wck district and here is what that mstu is bringing in on the operations and the debt side give you an idea again because of the amount of funding that goes into the
South area you'll notice that there is no general fund that has gone to support their CIP over the years again some examples of things that are in their 5-year plan I will notate that like Vieira the turf replacement there are actually six
Fields so this is only two of the six um and that the turf itself usually has about a 10-year lifespan and again speaking to the amount of CIP per year 26 it's 5 and a half million all the way to 2029 where it's
2.5 and 2030 is 2.6 this actually gives you an idea this is actually from last fiscal year to just give you an idea of how because the South area has a bit more funding they're able to move some of their unfunded items and these have actually become part of the CIP and are being
addressed current year but it's a it's kind of a luxury that the other two areas don't have again idea of some aging infrastructure and then we get into eels first three slides are going to be easy eels is a countywide program but it is
still broken up into those same three North Central and South and these are just three maps of those different areas with the different amounts of acreage under their uh management as well as sites so you get the north the Central
and the South here you get some eels fast facts so one of the things that I don't know that a lot of people are aware of eels actually does its own controlled Burns for their properties uh they've also
actually uh been very nice and reached out to the parks and rec side and when we need it on that side they've come and helped us on that side too but in addition they create and maintain fire lines also throughout their properties which is something that would benefit
you know everyone who surrounds those properties uh some ideas of other things in Land Management for example there's 49 miles of access and mainten roll uh roads they control for exotic species that's not only plants but it's also
feral Hogs insects those type of things educational activities they also do special events for things like Earth Day um and programs and guided hikes and youth programming here you'll see their funding sources and you'll also see that there's no general
fund and here's the breakup of their balance forward vast majority of it is bonding of their yeah and there's no general fund sorry here's where their expenses are and they're Staffing and they
currently have six vacancies one in admin two in Recreation and three in maintenance voter approv referendums there have been three to date and I think it's not wrong to say that they've been overwhelmingly supported by the
voters um here are the dates and the amounts that have been approved for up to bonding and so for the 2022 and you'll probably hear about this moving forward either this year or in coming years of that 50 million 6.2 has been bonded so
there is still about another 43.8 million available to bond some of the things that have been done with those referendum Bond dollars is a lot of land acquisition which I think is the next slide uh equipment P
purchases to maintain it and then the construction of different sanctuaries such as Pine Island which has Sam's house enchanted forest and Barrier Island down south can I just point out something real quick I think the uh prior board uh before the three new
Commissioners got here uh didn't want to go up to the 50 million Bond it all out and spend it all before you got here there's nothing to say that you have to do that you know you know you can you can do this several times so so that's that's you know option that was left to
you and and you'll hear more about that that later but that's why and then just one last thing on this slide if you haven't been to Pine Island Sam's house itself is actually you know the oldest standing home in bevard dating back to 1875 so again talked a little about land
acquisition it's actually be been a combination of those County dollars as well as Partnerships with the state uh with uh St John's so of that 28,000 that's been acquired you can see the breakdown and then of that
28,000 more than 19,000 is actually under management by eels themselves again idea of their operating and bond mstu for those debt funds some of their CIP you'll see that they also do not
have any green but they do have some things that are other colors we made them kind of that special Revenue because those were primarily donations so for example in 2012 and then 14 through 17 there was an Air Force donation uh 2018 to 2020 was an
intergovernmental and 2025 that little tiny bit there is interest and then again just trying to look farther ahead at aging infrastructure a little bit about golf I don't know some of you may or may not know that the county used to run three
golf courses habitat spest Holland and savanas um they back in 2015 and prior to that is when we ran them 2017 they went to management company that kind of failed they went to
a second management company who did a little bit better and then it went out and we got a group called gol Bard golf Bard has been doing a fantastic job maintaining these courses here's a little just information about the course themselves um so they took over in 2018
it's been a very successful partnership when they took over there was about 490,000 in total given to them 390 was a a loan the other hundred was uh fees that we had from the golf courses that we we gave to them to
maintain and do that transition there are also required for the habitat to do a lease payment because the habitat is actually on land owned by valkaria airport and so you'll see and I think Frank mentioned it earlier about those increasers that are
on and so there's an increaser on that lease payment and you can see where they started back in 2018 to where they are currently and then again just based on feedback we've received they it appears that they're being maintained also from
our staff but I didn't want to go there but uh better than when we did it and then the last few slides was just kind of an update giving you of those hurricane Milton dollars that were identified by the board giveing you an idea of where those projects are and as you you'll see we've got several that
are in progress um and I can go into more detail about these individual ones if you'd like I do have that um we do have some when you get to the I believe it's the second to last slide that have been completed when you see the parentheses
underneath the number that's the actual cost it was to complete it versus what was actually estimated when we brought that agenda item to the board and that is my last slide Ian yes sir you're a miracle worker sir
uh anyways well done that's my opinion questions Commissioners I have just one um I couldn't write fast enough when you talked about the vacancies for eels you had one in admin and then what was the second yes
thing that you said two in wreck one admin two wreck and three in maintenance three maintenance okay thank you chair question uh on Merit Island
when they impose their own taxes for rec tax does that affect the budget that they get up and beyond that in other words you know would they since they're taxing themselves at 2.7 million I think it was do they get uh funding from the
county that increases their benefit so let me take the hit on that one the answer to that is we use the general fund monies in Parks and Recreation to fund what's most needed and so they they have
not been and I think if you look at these slides you will see that they are not equally distributed to the districts as a matter of fact the South District gets virtually none you would see there's no dollars even in the capital
programs because they did tax themselves and at a very high rate and their facilities for a number of years have been able to be better maintained because of the additional funding that was available there's general fund that
is used in all the districts but the um all the dollars like from the mstu and it's the same for rad and Bridge right uh rad and Bridge every district has its own mstu but you still get general fund dollars um it's not equally and has not
historically been equally so that's the true answer thank you any other questions for Ian Sor you did a fine job thank you um let's we're going to go ahead and roll into
nbz Troy you got a high bar sir but I noce you have less slides so yeah try to move the mic over to you a little bit something we've been dealing
with today thank uh my name is Troy post and I'm with the economic development zone or ineds we are a special dependent District that exists in the northern part of the county and as a dependent District we have accountability back to
the County Commission along with the city council and Titusville those two organizations political jurisdictions came together uh to form uh the Zone we function as an economic development organization so we do a lot of the activities an
economic development organization does uh trying to work with existing businesses in the area help them expand of course attract a new investment to come into the area but our primary reason for coming into existence was to provide Financial inducements Financial
grants that could help Drive capital investment in the North End of the county and the reason we were created was because in 2011 of course it was a pretty dire economic State at that point here for the county Not only was the Great Recession
affecting the country but we had of course the losses due to the ending of the shuttle program so the political leadership at the time uh thought that we needed a tool that could again provide grants that would induce businesses to expand and in so doing to create jobs uh but there was a longer
term Mission as well and that was to try to make the area a little more economically diverse because the North End is still pretty heavily wetted to Aerospace and to Aviation related Industries and on this slide you'll see some of the distress criteria just to remind you how things were high
unemployment in fact it was double digit for the city of Titusville that's an annual unemployment rate uh High foreclosure rates and The milkan Institute which is a uh think tank that monitors the top 200 Metro areas at the
time we were ranked 177th out of 200 so not very good the good news is things have improved in the last few years we've been in the the top 10 in that ranking but we still have a lot to do to make the area more economically diverse so as a special district we had to define the area in which we would be
using the resources allocated to us and again this will be pink money discussion so we have to use that money for specific purposes within the district and you'll see there it's mostly district one commission seat it is a little section of commission District 2
over on Meritt Island it includes basically everything west of the Lagoon from the beach line and Coco City Limits North to the Valia County Line and it does include the Kennedy Space Center North that area just outside of Kennedy is expiration Park which is the space uh
Florida initiative where they're trying to develop it as a business partk in terms of governance uh we have a District board uh we have our County attorney that attends those meetings of the District board we meet once a month uh part of being a special district
means that the commission and the council have a role and appointing the members of that District board uh they meet U once a month and they serve for fouryear terms and they can be reappointed but they do so they do serve without any compensation uh the Zone
board also has another role that it plays for the commission back in 2013 uh the commission decided to give the Zone board the responsibility of being the governing body for the Spaceport Commerce Park this is a development that the county uh created
back in in the early 1980s acquiring about 300 acres of land and developing it into an industrial park uh since 2013 our responsibility is to negotiate projects and bring real estate contracts to the commission to actually vote up or down and we actually have one of those
on the agenda for next Tuesday that you'll consider so to fund the agency what the city and the county did was to create two tax increment fin ing districts and the way in which that mechanism works for the Tiff we benefit from an increase
in the uh value and property values that take place in commercial and industrial property in the district so if there's an increase in that valuation we get an increment for that we do not get an increment for an increase in residential
valuation it is strictly commercial and Industrial and it's only for the northern part only for that District boundary that you saw a little while ago not for the entire County um also the valuation is something that is not set by The Zone
board that is done by the separate constitutional office which is the property appraisers office and each year around summertime they set that valuation and provide those figures to the budget office and that's where we get our Revenue allotment in terms of the revenue
allotment or allocation that's assigned to us you'll see there that in the upper leftand part of the slide uh we have a uh Revenue allotment of 14.7 million which does include balance forward which we'll talk about in just a second if you
look at the pie chart again this is pink money reserved only for specific purposes you have the county Tiff that for the current year has an allotment of 3.3 million approximately and the city Tiff has an allotment of 800,000 we do then have the balance
forward amount of 10 10.6 Mill and if you look over to the bottom part of the left hand side of the screen you'll see a a breakdown of how that is composed we have about 6.6 is in the county Tiff that's being carried forward into the current year and 3.1 million in
the city Tiff that's being carried forward into the current year that last item you see there is the Commerce Park which I just referenced a few minutes ago just under 900,000 being carried forward into the current year that represents the proceeds from the sale of that property that goes into that
restricted account uh per that ordinance it was passed in 2013 we can only use those monies for expenses related to the park so things like uh Landscaping signage exterior lighting those kind of things can be covered but the bulk of
those funds are used as a reserve so that we can purchase property back if something doesn't go the way it's supposed to be when we do these development deals so in all of our Deeds when we do a land sell in the Park we have a provision that says within a
certain period of time generally two or three years the business that is purchasing the lot has to develop the land and by that we Define that as clearing the side getting a building permit and actually putting a pad in if they can't do that within that period of time then we get the ability to buy the
land back and the reason we do that is because we don't want somebody just to buy the land hold it and realize some kind of gain on real estate speculation so we have to have money available to buy those properties back at the same price we sold it to them for if that is
the trigger that we reach and that's why we Carri that amount forward so here's a look at our budget expenditures and obviously the largest thing that we do according to the piart is our grants and aid program we have a Reserve balance that you see there on the right hand side we have operating
expenses capital outlay and our compensation and benefits we have a staff of three on the Eds uh capital outlay is generally related to improvements in the industrial park uh this year we're doing Monument signs on some of the landscape medians in the
park this is a deeper dive into the operating expenses that you see there our major categories are contracted Services Professional Services and of course indirect cost the indirect cost figure is what's assigned to us under the County's cost allocation plan in
terms of contracted services and Professional Services we have been venders that we use throughout the year to do different things uh land surveys when we do lot sales we do environmental reviews of some of the property in the area we can uh also work with um um
different Consultants that help us with Market valuation of the Lots uh different things of that sort this is the main thing though this is our grant program so just to kind of give you an idea we have worked over the years on many different projects but
right now we currently are tracking these n these are projects for which funds have been committed and if the companies do what they're supposed to do that second column that you see there the very total at the bottom which is that 13.4 million
that is what we're obligated to provide if they do what they're supposed to do now the the thing that we want to emphasize is that when we do these Grant um projects we never provide any money UPF front everything is conditioned upon the project reaching some point of
completion at that point then we have a dispersement sometimes in a project you can actually have points toward completion you can get to um different installments as the project is progressing where they qualify for their
Grant but no money up front so the third column that you see there is the remaining dispersements on these projects that are listed so at the very bottom that's a $7.6 million figure we're contractually committed to provide that if the company reaches the point of
completion now the point of completion sometimes can be the completion of a building getting it coed maybe occupying it for a period of time it could also be predicated on job creation uh the recent deal that we did with the Lockheed project is going to be tied to jobs
where they'll have to create jobs evidence that they can hold it at the project side before they will qualify for the grant installments the very last column that you see there is the year the fiscal year in which we think it is likely that we would pay out the rest of
those grants assuming that the companies do what they say they're going to do so it's very likely that for a grant for example or commitment that is made in the current year we may not actually pay out the grant until the next fiscal year or maybe the year after that so for that
reason that tends to see us carry forward those larger amounts from year to year now all of these grants are approved in accordance with a strategic plan as part of being a special district we had to have a plan that was approved by the commission and the city council
we did that in 2012 uh we've had a couple of uh planning sessions in the um intervening years where we've considered amendments to the plan but so far we've not ever produced anything to bring to the commission for their approval so we're still working with what we have in the
2012 plan it is available on our website for all to see basically it fall our programs fall into these three program areas uh small business assistance and we can also do Redevelopment of existing commercial and industrial space highways
job creation which is how we were able to work on the blue origin project the one web project and of course the lockkey project and we also have in this plan uh strategic initiatives that we can pursue these are for both uh physical and non-physical infrastructure
so more than just helping with the installation of utility lines it could be working on entrepreneurial development it can be doing Workforce Development activities as well so we do have several program tenants question yes um do I remember
correctly that you guys are going to be doing some kind of business um something soon are you able to talk about that so we are talking to the sbdc office about putting on a small business Workshop that would be up in the North End to help entrepreneurs and that is something
that we can do again things that are projects within the district is eligible of our expense or activities that help us Advance Commerce in the North End of the district are eligible for us to participate in and support and so we hope to support that Workshop awesome thank you thank you so we do have what
we're calling program tenants the first one I've kind of already alluded to but it's important to restate it our grants are what we call Performance grants you know they're based on a company reaching a level of completion um for projects that have a a value of the incentive
that is more than half a million even if it comes from the city Tiff fund it still requires commission approval and we will have a project similar to that they'll be coming up in the next few months where the County Commission will have to see if they want to approve what the city is considering doing with some
of the city Tiff money but grants that are based on performance the other tenant that we have is we're always searching for a rate of return that is five to one or greater that is for every $1 of Zone money being injected into a project we'd like to see $5 or more of
other sources of financing coming in and the reason why we insist on that is we never want the Zone dollars to be seen as a substitute for owners Equity or Capital going into a project the developer the business owner must be at risk if they are participating in these projects and the last thing is we're
always um looking to see if we can make the justification that zone dollars are warranted in these projects there are some projects that do not need incentives they may be too far along and it may be clearly evident that they don't need any assistance from us generally where we come in is our
process involves having an application filled out in which they will identify what is a barrier or hindrance or some kind of a roadblock to implementing the project that they want to put together with that information we can then see if it's possible that it fits into one of our program areas where we can help
bring the project about so here just quickly are some select projects given the essence of time I won't go through them too much but I will mention on that second the middle photo there the farm Co that was originally a building that was built by imer uh at the time many several years
ago they had purchased a company out of California that did their seat manufacturing they wanted to develop another campus in the North End of the county that was a little similar to what they had in Melbourne they brought that camp that company in after had an incentive from us where we were helping them offset the cost of construction and
working the site which was about a 15 Acre Site that they were grading um after a few years they realized the efficiencies weren't there and being a very good corporate neighbor they were willing to work with us it did trigger a clawback in the incentive agreement so an important thing that we always try to
put in all of our Agreements are ways to recapture money that has been provided to them through these grants if they don't follow through in subsequent years with the scope of the project that has been uh described within the grant agreement so they did return the funds
to us we got the 1.5 million back were left with a building that then became a really good fit for a company that was expanding which is Farm cabs we also do Redevelopment projects you're probably familiar with Titus Landing which used to be the miracle City Mall project the very bottom photo
though is a a small business owner who has a small little restaurant in t Titusville wanted to go to the other end of the building he was in and put together a small scale grocery for the neighborhood just a small business but just kind of underscores that we're not always working with the blue origin and
the lock heeds of the world we also have a lot of small businesses that we're trying to assist per the economic development plan and strategic initiatives we have as you see there some infrastructure projects that middle photo is a um a project we're working with Eastern
Florida State on uh which involves their Aviation College which is building a new facility up there in the Titusville campus we served as a local mat so that they could obtain State funding to build that building so with that I'll stop and see if you have any questions
questions all right uh commissioner Atkinson so you gave some data about um when nbz was actually originally created that unemployment was bad and foreclosures were bad do you know what that data is currently well I'm glad you
asked that because I do actually have that this is our little newsletter that went out yesterday MH and on that uh the count this is as of December which was the most recent month that I had reported uh the County unemployment rate was 3.2% the labor force size for the county
was 301,000 for Titusville it was 3.2% unemployment rate uh 22398 labor force St so since I don't remember your initial numbers is that a significant improvement from what it used to be oh absolutely I you know again that 2011 statistic was 12 point
something percent so um so the the the size of the labor force has grown certainly the unemployment rate has dropped um we continue to benefit from having a lot of um uh defense sector companies in the area and aerospace companies in the area what we are very interested in trying to develop further
or other industry sectors so boating you saw the Pharmaceuticals company with farmco other things so that we're not again so completely dependent upon just those few sectors for our econom wellbeing May yes so the original sort of reason
for EDS was you know the economic distress that we were having up in the north end it sounds like that has done its job it has created the or helped to create right the thriving community that that's happening up there I we have
fulfilled that part of our mission I think the longer term Mission and I didn't highlight it but on the spreadsheet there was a uh a few words just under the heading for that um slide that talked about the sunset provision so when we were created we were given a 31-year lifespan so we
sunset in 2042 and the purpose of that was to lay the groundw for again more diversification more diverse industry so doing what we can to go after those kind of Manufacturers as I mentioned in boating and pharmaceuticals and stuff so there was recognition that it would take
a while to get there because of the kind of Workforce needed to to do all those variety of uh task and also given some of the challenges we face on just developing sites that would be able to accommodate those kind of users as well and so then the the
3.3 million of of monies that that come to you that does that come from where does that come from from us so it's generated from an we look at the appreciation of property values above the base year and we get a portion of that appreciation of avalor tax so
General fun general fund okay thank you any other questions for Troy okay sir thank you very very much Commissioners I I think we're at a um decision Point here so so let's just get this out of the way I'm hearing uh 5:00
maybe somebody else thinks push through it what do we want to do it's pleasure of the board tell me so what we have so here's what we have ahead of us we have tourism uh we have planning in development and we have
Myra so would not be sir that be another hours I I'm looking at the number of slides and it's I mean Ian had a lot more slides than probably all these together um
so uh do you want to decide after we get through maybe Peter are you going to be are are you going to be half hour Peter he's going to be five minutes you're gonna be five minutes okay let's do
it we'll revisit this decision after uh tourism okay great thank you um yeah I'll be really short um good afternoon uh talking about the uh tourism which uh we are pink money so
it comes from the tourist development tax which is the 5% Ta on uh overnight lodging so that's a hotel motel any short-term rentals um the uh tur Development Council ACC as The Advisory Board to the to the uh County Commission
so you can see kind of how that breaks out we have a number of subcommittees this year the beach and the marketing subcommittees are the are the active ones the others uh are not going to be active this year and the tur collections pay for everything from promotions and
marketing that's a about half the budget Beach re nourishment it's about 25% capital projects uh art and cultural programs the zoo and um the uh Stadium little look at a just a
historical look at our um collections over the years 10 years ago we were just under 13 million um I started in 19 we cracked 16 million um the last couple of years we've uh broken through the $25 million barrier and our budget this year
is 27 we'll see if we we get quite there we're um we're doing well so far but we've got some big months ahead of us so we'll see how we do this here um you've seen this chart before when we did the uh the marketing support
program a workshop we went through the um tourist development tax allocation just a reminder the first two pennies 25% goes to uh marketing 30% um goes to
Beach and um capital and cultural are up to 35 and 10% so those are a little bit uh those have some flexibility and then all the rest of the pennies are are defined as is so again about half half the budget a little less than half the
budget is marketing and then um as I said you know the the rest kind of fall out from there this is what our budget this year looks like it's uh 55 a little over 55 million it's higher than the tax collection because we have a lot of
carry forward we have some funds in um in reserves and uh Capital funds that we're holding for various projects um and and such so uh it's uh little little more than uh than what we collect and uh
and we reserve those for other projects coming forward um little bit about beach the beach fund um you know is is a big one 25% of the budget uh big project this year is going on about a $52 million
project in the mid-reach and South reach that's from south of Patrick down to sper Holland um we were very fortunate in that um there due to some of the storm damage that those beaches got we got the Army Corp to Pony up and they've
they've basically covering that full project normally we would pay probably somewhere in the range of 10 to 15% % of that so that saved us a little bit of money um but then in the South Beaches we're 100% responsible for the South Beaches and we got hit a couple of years
ago by Ian and few other storms and that resulted in 25 million having to come out of the beach budget um well 25 million total project cost but 18 of that came out of the the beach budget and that kind of wiped out our our budget for that year um and we ended up
borrowing the other 7 Mill million or so and uh the good news about that is that we will be getting FEMA money back so about 87.5% from FEMA we expect to get a little bit from the state of Florida so we're hoping to get close to 90% um of those funds back but those
take three to four years typically so over the last two years we have built the reserves back a little bit but you can see one project kind of can really wipe us out but we've got about 8.85 this year 8.85 million this here in um
in U Reserve reserves but also just a note sand cost of sand has gr gone up over the last nine years about 8% a year so we're paying a lot more for for renourishment than we have before I have a question um
so the beach restoration is that supposed to be just the dunes or is it supposed to be the whole Beach or it's the whole Beach yeah they do the they the the sand placement is um you know really to refurbish that beach part but then the dunes have to be built up
because that's sort of the final barrier to uh to storms um and that's uh that's usually a lot of planting and that type of thing that kind of holds that together okay and what about the um the rock that's on that beach in the
mid-reach they um they they have to you know do some mitigation there because they can't cover the rock they're not allowed to do that but um they've had in the past and I'm not the beach expert Mike McGary is the one who runs our beach program but um what they've done
in the uh past is they actually built some artificial Reef out there that's been pretty successful at attracting fish and turtles and lots of Wildlife and that's kind of been for some of the some of the rock that does get covered that that has kind of mitigated for that
but they can't cover all of the rock they're not allowed to do that so they have certain percentage that they're allowed to cover there is and I don't I don't recall it off the top of my head but yeah there's a percentage they're allowed to but it's it's federally protected so okay yeah and then mitigation for like the turtles like the
laying the laying of their eggs and stuff like that like making sure that they so part of the beach fund pays for turtle monitoring and that's a big part of it is to make sure that we're not you know impa negatively impacting Turtles and what we've seen over the last five
to 10 years has just been unbelievable growth in the number of turtle nesting that we've seen I mean we're one of the largest turtle nesting sites in North America and we promote that heavily in our marketing so yeah it's important that we keep keep those Turtles coming
but they they really grown a lot is there something like uh statistics or something you could get together for us to show like that the increase in yeah there so we use several T different Turtle monitoring uh organizations one
is UCF there's a couple others um and yeah they they track all that every year and we can provide statistics on on how much that's grown sure yeah you're welcome I think I think probably natural resources uh has has that information um absolutely
also we don't do renourishment during Turtle season right they have to be off the beach by uh the end of March so that's the that's when the the height of the Season point of clarification on that yep um just a little bit about the Indian
River Lagoon grant program that's that was started back in 19 and um 2122 was the first year that we actually uh allocated the full $1 million it was a lot of different projects the smaller
projects um don't have to have a matching but if you're if it's over $50,000 project then it has to have a a 75 to1 match that was something that was determined by the board a few years ago um typically the $1 million is committed
annually but because of the the damage that was done to the South Beaches and the the money that was spent out of the budget we did not uh with board Direction um have uh IRL program a grant program in uh 24 or this year
25 um but uh a recurring 157,000 per year was awarded to KBB for 5 years to clean the causeways so that comes out of the 1 million uh every year and then 150,000 one time was allocated for derc vessel removal for this year
and um we just heard that they're probably going to carry some of those funds forward uh next year because they're not going to be able to use all of the funds this year how many vots does that um cover it varies um you know Matt Culver who's retiring has managed
that program for a number of years and it's uh you know they can get out as 15 20 boats a year but it's it's a laborious process and it takes a long time to get approval to be able to even move those boats so um I think like this
year with 150,000 I think they're going to use a little less than half of that money and then they're going to uh use the rest next year so we get some State grant for that too I believe they do get State funding as well I don't remember the amount of that but um but the there's some State funds for that as
well I do believe there's going to be some legislation that hopefully is going to make it easier to remove deric vessels than what's currently allowed um so this is uh this is obviously fun topic um The Lifeguard
funding um this this year it was a $3.74 million uh program of that about 1.56 six million was paid for out of uh tdt um you can see the the breakdown there about 550 6,000 out of Marketing
710 out of capital and 300 out of cultural um as we looking at next year's budget you know a lot of the capital and cultural funds have been spent down so if we were asked to do a similar amount for next year then probably a little bit more will have to come from marketing
which um obviously is um could impact us a little bit so just a food for thought there um as far as capital projects um there's a number of capital projects underway that were recently
funded or funds are being held for um the largest uh Capital award um in in the history of the program is the aquarium there's $15 million allocated um that'll break ground this summer and it'll be 1.5 million per year for 10
years so this is the first year that that'll be paid out the Canaveral Lighthouse was awarded last year that should be that's a project should be finished this year um bright line uh station was awarded 5 million we're holding those funds they are waiting to
see if they can get some federal funding to to finish that project or begin that project if you will um the Veterans Memorial Park Amphitheater has been awarded a little over 2 and A5 million that is a project that's well underway and um should have a little bit of
carryover into next year probably because they're not going to finish that project this year they're just starting now um police Hall of Fame uh project they were awarded 5.7 million they've uh 5 million of that was awarded last year
it's a or two years ago was a million a year for five years so that goes through 28 uh pom Bay sacrifice Park that was 250 that should be that'll be done this year they're they're finishing uh that and doing the ribbon cutting this year
um and then back in um about uh 10 year or well 29 so about 18 or 19 um we spent $5 million um building uh those astr tur Fields out of Viera and that was a
10year loan so that's uh up through 29 and then if you look at this is a little bit of an eye chart apologies for that but the big numbers you can see are at the top is the revenue so for 2425 it's just under 12 million and then you
can see the all the projects that make up the expense side of that 12 million and you can see that there's really no like this year there was no available funds remaining um after we uh awarded the 710 for the lifeguards um and then
there is a there is a $2 million Reserve but then if you look at next year it's also a very low number the next year or two uh starts building up when you get probably till 29 and 30 it'll start building up again
and then you UTP UA they operate the stadium for us under a 30-year contract um they have to generate 100,000 room nights annually last year um they generated a little over 95,000 so they
got hit with a little bit of a penalty but they still um spent a lot on Stadium repair projects out there if they're Capital type projects then they get reimbursed Ed and they were reimbursed last year for 443,000 which came out of the stadium repair
fund they're also they're required to contribute 250,000 to that fund annually and they're also required to spend $250,000 on capital u maintenance uh annually and then the ordinance requires
we hold $350,000 in that that account on an annual basis so that comes from the fourth penny um the MSP we um talked a lot about that this year and um and thanks to the board um we moved forward on on this um this
was 840,000 funded between the cultural fund and some of the marketing fund um 44 projects or 44 events were awarded $85,000 this year we're in the process of Contracting working with all these
different events now some of the events that have already happened we'll get reimbursements and then some of them we're working with will get some marketing support as well so they can choose from from whichever they want they could have either marketing or they
could have expense reimbursement and then we'll be bringing back probably to the TDC and then to the board um next year's program so we'll kind of B make some recommendations for for tweaking it but uh it'll be probably a similar type
of program for next year and then our marketing plan it's U something that's recommended by the marketing committee and the TDC and then the board approves it every year as directed by the uh State Statute and our County ordinance um the last couple of
years um the district 2 Coco Beach has received about 50% of the um budget and then each of the remaining districts gets gets the 50% split among them um so that was an agreement with
the Coco Beach hotel association we in the in the plan we use Florida Space Coast as sort of the the umbrella but then we highlight um everything from beaches to space to all the different amenities that we have in
our County um and then we highlight uh the the municipalities as well um we use a mix of media from Billboards to digital TV streaming all kinds of different types of media uh we also have our own media Outlets like our Facebook
um page gets millions of views um we have a launch app we have over a quarter million downloads of that we have a website that gets millions of views so have a lot of tools at our disposal as well as um heavy heavily leveraging
public relations which is really important for us just a couple of creative uh things to see this is from district one some digital ads this is some of the the Billboards Coco Beach is running right
now Kelly Slater and space and highlighting the beaches there um this is from Melbourne highlighting Turtles talked about that uh PM Bay we really highlight a lot of their their nature down there and
fishing particularly they're known for um and then we look at you know we look at the top Source markets how we kind of figure where we target our marketing you know we use our cellular data tool that helps us um understand
where people are coming from obviously heavy heavily within the State of Florida but um still about uh close to 60% of our audience comes from outside the State of Florida so we target a lot of um those main main cities a lot of
people ask me well what would I do if we had more marketing dollars I would probably go deeper into the list and and try to reach people you know that are coming here already and try to find more people like them so uh you know we have a lot of those highlighted areas are
where we do Market but there's a lot of areas that we still you know have an opportunity to market to in the future could I say something here real quick just uh as also chair of the TDC but having worked in tourism in this market for a long time you know the the Florida
folks uh that that come here you go to the parks you know when your kids are out of school and they do the vice vice versa over there they come to our beaches so that's uh that's a lot of our our uh traffic and so that's our
summertime Market Am I Wrong is um yeah I mean it's heavy I mean obviously Orlando generates about 75 million visitors a year so we try to get our share of those for at least a couple of nights we prefer that when they're going on 528 they don't they don't go uh left
to FIA County that's our that's our whole job right absolutely take it right that's right yes sir um just a little bit of how you know we break out the campaign we have an annual camp campaign that runs all year long has Billboards and Airport signage
and we do a lot on digitally on um Google search wordss and uh social media and then we do seasonal campaigns that focus on each each season so we just finished our fall winter campaign um in fact we just had uh tdt just came out
yesterday and um we had the best January in our in history and that was a big Focus for us was trying to increase some of that winter traffic um so we feel it was successful obviously with the results there uh we just started our uh
being in uh you know February we just started our spring campaign and now we're kind of getting into the heart of of spring we're hopeful for that to be a really good season um it's a late Easter this year so that should help us a little bit as well and then of course the biggest spend is summer Summer's the
biggest season June July August so uh we'll start marketing in May for that and then just you know just finishing up uh a lot of other things that we do but one of the big things is uh public relations initiatives we we get a lot of big media hits on different
things we just named by con Nast one of the top 25 places to go in the world in 2025 so we were one of only two US destinations to get that designation that got that generated a lot of media coverage for us um over eight billion in
media Impressions throughout the year um and if we had to go out and buy that media it would cost us uh you know tens of millions of dollars and uh obviously way more than what our budget would be so PR is a really great way to to expand our our marketing efforts then you just
see some of the other things that we have going on we're a film commission and sports commission and lots of other fun things that we do just a little bit about the future as final slide um we uh are seeing on our
pipeline report about a about a dozen projects um over the next few years about another 3,000 hotel rooms we've got 11,000 rooms now in the county so um that's another three there would be 14,000 um the port has added a lot of
new ships there'll Home Port 16 ships next uh this year which will be and I think there's four new sh ships that are that are in part of that uh the airport's really done a good job of bringing in some other Airline service to weuse new as a new partner last
couple of years we've been working very closely with them uh to Market in the UK uh Allegiance on country and and they're continuing to look for domestic Airlines to partner with u from a launch perspective that really helps us as well people want to come and watch a watch a
launch and we hope there'll be a day when there's a launch every day uh the year but right now we're at we were at 93 last year we think we'll break 100 this year so that'll that's always good for us um you know we've had a couple of
years of really strong fiscal uh um you know uh results and and looking ahead hopefully over the next couple of years if we hit that 30 million Mark then um the state allows you to add a six Penny uh that would add about $6 million to
our budget which could go to various other you know cultural Capital um certainly Beach and and uh marketing and all of those things now Peter when you say the state would allow us that means a vote a referendum it would be a referendum yes sir they just
changed the law so it it's no longer a vote um by the by the county it has to be a referend public ref all the other pennies passed by referendum what's that all the other pennies passed by referendum yes sir yeah just just so everybody
knows um and then just you know a lot of major projects coming along the west and Coco beach that's a 500 room fourstar property it'll be our first fourstar um still kind of waiting to hear but we think Margaritaville will start construction again in Melbourne uh
Westgate Pier they're building a pretty nice sized property there uh part of the um the Weston is a Convention Center um of course the aquarium bright Line station so it's a lot of a lot of things happening in in the tourism world I
think we're on a a very good upward trajectory if you excuse the pun questions for Peter okay uh commissioner Alman I know the beaches are very
critical to our uh our tourism industry I I recently heard a report on one of the media Outlets about the most dangerous beaches uh in in all of America and um one of the organizations
listed all 10 of the most dangerous beaches in the US uh were in Florida of course that outlet was in Texas right I mean they're not very they're fighting for launches they're fighting for beach access and tourism they're NE they're
our foxe so I question the objectivity and their particular uh report I think new samna was number one Daytona was number two uh Miami Beach 3 Coco Beach number four
um the value of funding our lifeguards keeping an eye out for sharks because that really hurts our tourism promotion do we have any are we doing anything to respond to that that that's a threat if we were to do a SWAT anal
that's definitely a threat are we doing anything to respond to that type of negative exposure yeah I mean I don't not directly per se I mean obviously a lot of our our marketing our promotion highlight the positive side of of what
we have to offer and and that's you know kind of my belief has always been try to focus on your positive don't don't try to combat the negative in the in the media because you never win that battle but um yeah I mean I think to the degree
that we've um you know we have uh lifeguards on our beaches that we have um great programs you know we have great beaches I mean I think that's that's the answer to that ultimately and positive will always I think outweigh the
negative so even the Texas article did mention in Coco Beach that good news bad news there were 26 shark attacks none of them were fatal yeah a lot of people with injured feet and legs and things like that but yeah Destin has had a nightmare they've
had some bad bad attacks but just curious we want to get you know something we keep an eye on you know stay ahead of but I I think if we keep pushing our the positive aspects and I think the things like the Condon n and those types of relationships or where
we're featured and highlighted and you know Global coverage like that I mean that that really over sead some of that I want to thank you for what you do we have a great TDC our Chairman's involved I was lucky enough to start the TDC when
I my last cycle in the commission of Tom won was very involved in wow you guys have come a long way it's very sophisticated very well done thank you sir I want to say something about lifeguards real quick and I think commissioner Goodson might be reaching for us Mike I might beat you I don't U
commissioner you weren't here the last uh prior to your election we had Coco Beach come and they stood up before the commission said they didn't care about tourists they were not going to put a penny in lifeguards okay but just recently they did put a a news blast out
that they're going to uh go after their airbnbs and raise more money for them so this year when we have a the lifeguards come up I'm sure it's going to be a fight again but um you know it's kind of interesting that everybody wants the tourist dollars but don't want to help
pay the expenses to get them there but that's my comment and I lived through that fight in Tallahasse Tom you may have been there I you might you were there um and um there was a bill that allowed for the local
TDC in the Panhandle to Bay County Fort Walton yeah to uh to hire lifeguard to pay for lifeguards I was under the impression it's not legal to require the TDC or to use TDC dollars for lifeguards I know he point at Morris we may have a difference of opinion because we that's
why we it that's why it required a Act of the legislature to to rec that Fort W that's kind of a two situation some people yes it's a it's a bit of a misnomer because honestly what that statute did was um allow for those
counties to use tourism taxes for police and Emergency Medical Services and there's a statutory definition for emergency medical services that doesn't include the Lifeguard function so what was authorized to them isn't authorizing lifeguards my position has been U there
was a 19 90 I want to say attorney general opinion years ago that said you can't use the equivalent under the stat of what we call our beach fund to fund lifeguards and that makes absolute sense because that statute's very clear that it's for things like uh capital projects
on beaches nourishment things like that not uh not lifeguard kind of services but since that opinion came out the legislature did change the statutes to say that you can use dollars from what we call our marketing fund to pay for any service that has as one of its
primary purposes the attraction of tourists as evidenced by the promotion of that service um to tourists and so the board adopted a very uh lengthy resolution with a lot of findings that one of the primary
Services of providing lifeguards on the beaches is the attraction of tourists and um and Peter's been promoting lifeguards to tourists we've had billboard campaigns with lifeguards we promote um lifeguard locations on tourism websites things of that nature
uh based on all of those things it's been my opinion that we can use under that provision uh tdt to fund lifeguards now the at the request of the TDC uh the board just prior to your
election uh gave me direction to request an attorney general opinion regarding that use um still in process it's um I'm going to seek it soon frankly I haven't had a lot of urgency I don't know if you've noticed but over the last five years or so they're issuing about three
a year so I don't have a lot of hope that maybe we will I don't I don't know I will submit it but it needs to be thoroughly and properly done to help them get to the right conclusion about our particular use of that tdt so um we will send that off but I think our
position is certainly well founded and I think regardless of what the Attorney General says all of the Attorney General opinions on tourism development tax use have always said that while they can provide some advisory opinion it's it's always ultimately up to the board making that determination those findings
whether it's a proper use or not I wonder if you required your lifeguards to be EMTs if that would also open up a door to providing EMT Services well it's only in those it's only in those counties that you can use it for the EMT services so that might actually cut
against us ironically but um yeah but I think lifeguard services are unique this is a fascinating issue got commissioner ainson and then I'm going to say something on the lifeguards uh toward the end there so I've lived here my whole life I've lived on the beach my whole life the beaches are always packed you pull the mic a little closer I'm
sorry not so the beaches are always packed my question to you is do we have data that shows that having lifeguards increases the tourists who come to those beaches I've never seen something quite
that has that direct line correlation uh but what we do have and what we based a finding on I'm going to say on the record here is that Peter has done survey data of visitors here and what kind of am draw them to certain beaches left guard is at the top of that list
yeah right right yeah we the prior board got here um and it you know it was it was a little contentious at at that time and I was the deciding vote if I remember so um
I'll own it uh there were drownings and uh some people uh uh attribute that to uh rip currents lot lot of rip currents and some s have suggested that after the beach renourishment is done maybe there won't be rip currents I don't know if
that's true I'm not a I'm not a oceanographer but uh we were contacted by the public who says hey this is this is bad press this this doesn't sound good you need you need to do something and so we were looking at at spending
County dollars to increase lifeguard services and so uh we look to the to the tourism to help pay for lifeguards because I want to clarify something that up until that point Bard's Property
Owners paid 100% of the Lifeguard cost 100% And um tourism tax wasn't paying for lifeguards tourists aren't Property Owners they don't pay property tax and so that's how we got there uh we were we were responding to to a problem I don't
know what this board is ultimately going to decide or or how that works um but uh we'll we'll see going forward i s repr of Vinson I just noticed in this study that melbour beach
was the ninth most dangerous I don't believe this but danger because what um there have been 19 recorded shark attacks most of the shark Texs were surfing related and it says be careful
out there so so I I can tell you that my son surfed every single day and I've gone swimming lots and I've seen a shark every single time because that's where we live we live next to the ocean where the sharks
live yeah so for the record she swims with sharks and now she's a county commissioner so she works with sharks and she has all her legs yeah and and for people who who lived here a long time you know where the rocks are right
so you know the you know the beaches to yeah that that's a that only takes one time you're right to figure out where the rocks are okay any other questions or comments for Peter no thank you sir uh oh commissioner Goodson I don't have
all right I'm not okay uh thank you sir uh very much Commissioners okay I think uh well done 5:00 so we have a decision here we have Planning Development yet we have
or we stop here and they what's that oh I I didn't forget that I just had motion we stop here and okay okay so uh is that is that agreeable well okay we' we've got we've got one for uh stop here and and resume
another day okay all right okay so we're going to go now to public comment we have one card Sarah skywin ma'am hello SC Sarah skywin Melbourne Florida um I'm here representing The
Bard bark House Incorporated I put a couple pieces of paper on um the desks of all of you and business cards so you can take a look um I was here the other day um just voicing the interest that uh
our nonprofit has in the address of 2605 flake Road it's an old Bard um it's the old Bard Sheriff's um Rescue It is an older building but it is the building that is available it is
vacant right now but it's the only building available to um be a shelter in Bard County right now um we in the past 6 months I mentioned before we have between two homes it's me
and another person um have helped 52 dogs and um get permanent homes we have had 6,000 lbs of food delivered you know um taken in and delivered to
animals in need and another 3,000 lbs of various items um for the animals in need as well just under 6 months and that is following the laws and regulations of having uh animals at your home you know
to either Foster you know take care of you're only allowed for animals and then on top of whoever you bring in now there isn't um regulation on uh puppies 6 months and old uh
younger um so with that being said um we would love to expand our uh our help to the community and we would love to take over that building we need it we need it the community needs it and um
there has been question about the condition of the building um I am well aware of the the situation with that there's a there's a itemized list of uh what needs to be done it does not scare
me I know that there um a dollar amount that people look at I look at project and each project and I know we can accomplish it I wouldn't be here if I thought it was impossible it's not near near impossible it's not even
anywhere near a lot of it is uh housekeeping honestly um it does need a roof um I have spoken to roofers um I do not want to get just a roofer just to get in there um I'm shopping you know and we want to take the responsibility
of that that money putting forth into the building it's cheaper for us um to use a building that's already existing and then putting our efforts and time and uh donations into fixing it up I
think it's beneficial to the community that we use that building it's a wonderful place and a lot of magic can happen out of there I know it and we'll make it happen uh we have the support from Bom Bay all the way up to Edgewater
and every place in between and even out to CMI I have people waiting just waiting going we're ready to go so I'm just asking all of you to look at the our website call me ask any questions
that you want to yes have have you met with the district one commissioner about this cuz it's will right I have okay that that sounds like a a district item eventually
possibly okay okay and you spoke the other night at the Sears uh Workshop we all remember that so okay and I'll see you on the 11th because it'll be up on here about what to do with the building oh okay it's on the 11th agenda yes oh okay very good I wish you luck down
thank you for your time okay is there anything else today uh any other discussion that we need to have before we go or we can do that another day I just have a short thing okay um I I brought this up at the last workshop and I just wanted to bring it
up again um about public comment um as you saw we had one public commenter today and um I would like to propose for workshops if we could have I heard you guys say that um you didn't want to have have it
after every item but if we could have it in the beginning and the end it would I think be um kind to the people showing up to speak so that they didn't have to sit through four hours of um of a
meeting I didn't know if we could talk about that how about we discuss that more at the uh meeting on the 11th okay right give everybody a chance to sleep on that is there any other discussion today all right let's go through board report real
quick Mr County manager board report Mr County attorney no report sir okay commissioner Delany no report uh commissioner Alman I just want to emphasize I know mentioned the need for restroom
renovation um I had an incident today without being too graphic one overflowed on me um and so I experienced person I think they're saying they want to hear you say that again in the microphone they'd like to hear you say it in the mic said I I agree with our count Min we really need to work on those bathrooms
here at this building uh during the break I had a incident where one overflowed on me um I won't get too graphic but I've experienced it now firsthand and so I strongly support that initiative and in the future life okay that's what it's a
great idea I'll suggest to you that it's that it's a volume issue okay uh it doesn't it doesn't happen every day uh so uh commissioner Goodson board report have something but after that I can okay commissioner ainson no report okay
uh I don't think I have anything else thank you everybody we appreciate it and we will get back to we'll start with Planning and Zoning next time the opinions expressed by any member of the public during any period of public comment do not necessarily reflect the views or opinions of the
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