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i think we're all here i'll call the meeting to order uh Commissioner Atinson will you lead us in the pledge i pledge algiance to the flag of the United States of America and to the republic for it stands one nation under
God indivisible with liberty and justice for all thank you for being here today and welcome to I think this is uh the third budget workshop uh on March 27th uh real quick housekeeping issue i
had a request uh that uh this be a 4hour meeting today i think that sounds reasonable so I'll ask for the pleasure of the board is is that motion yep do we need a vote i don't think we need a vote on I think we just need to agree that we're going to
have a time certain 5:00 today uh I know there's some other events um this evening which means realistically we'll probably have another budget workshop i don't think anybody's kidding themselves with the with the number on here that we're that we're going to it's a nice idea it It's lovely but I don't think
that's going to happen uh so with that I'm going to uh yield to Frank uh for quick thing quick update thank you Commissioner uh before we get into the budget presentations I know it's a significant concern to the everyone on the board uh what's happening with the
Rockidge Hospital situation and so I've asked the chief to come up just to give you an update in terms of what some of the efforts are that that they are working on uh to try to help address that situation as it moves forward all right thank you good afternoon everybody
so as we all know no secret uh Orlando Health Rock Ledge a few weeks ago came to us and let us know that they were going to be closing that hospital down so uh since then we've engaged in many meetings during the week with hospital
leadership uh just our local partners and working on our plan forward to still support the community uh starting this week we uh partnered with Coastal Ambulance Service in Bvard County to start working on the BLS so those low
acuity calls uh say toothache rash i think one example from this week was somebody uh that was having trouble sleeping so those calls we then transferred down to uh coastal ambulance service uh in 96 hours of service so far
this week they've done six transports now mind you six does not sound like a lot but that is in a system that is still fully functional with all hospitals in place with the trial happening in Merit Island so an area that does not have the significant call
volume that we see in Coco and Rocklage area um but every one of those calls that that we then transition down we have a five team uh medical direction staff so the doctors called every time
to consult on that and ensure that that is the right decision for the patient um and they are remaining on call 24/7 uh all hours through the night once that transitions they'll be on 24-hour shifts right now the trial is on 12 so next
week those two ambulances in Merit Island will then go to four the third week of the trial it'll transition to Cocoa and Rock Ledge and the fifth ambulance will be in the Port St john Canaveral Groves area uh and they will
be a system status uh what that means is they will go wherever they are needed they will transition they will uh fill in holes in the gaps uh even if say that hole needs to slide north county south
county um they're not bound to one area for the coverage uh I'm proud to say uh our men and women in Merit Island right now are uh you know excited to have them as part of our fire response family uh and even though system status is what
Coastal Ambulance Service does they have invited them into the firehouse to uh enjoy some meals and just get out of their rigs and and get a little more comfortable in between the calls um so it's already worked out to be a great partnership between uh BCFR and Coastal
Ambulance Service to still uh serve the community and respond to uh the the things that are happening with Orlando Health any questions thanks Chief are there any questions for the chief on on that item specifically okay thank Thank you very
much for that update okay okay we're going to start with uh planning and development and Billy Prasad will be making that presentation you have four minutes Billy okay well I appreciate the opportunity to
present the planning and development um budget overview planning and development is a large department with a large breath of services provided everything from zoning code enforcement um subdivision planning um building code and collection of
impact fees few uh just representative by the numbers we have about 2500 code enforcement and contractor licensing cases annually um 3,900 development records that's includes site plan subdivisions we process about a 100
building permits every single day um 53,000 payment transactions annually we register about 12 to300 county licensed contractors and we conduct 216 building inspections about every single
day little teamwork by the numbers um we have about 77 employees currently um we have quite a few initi uh lean six sigma initiatives um we've completed seven projects as a department two are active um ESF5 is uh so we have two
emergency support functions um ESF5 is a communications functions where we assist uh teams at the EOCC during and after an event in organizing information for later distribution the bulk of our employees do damage assessment so after a storm as soon as it's safe we have
teams of employees go out and canvas areas whether the countywide or specific areas depending on what the situation requires and document damages through um images and text which allows our EOC to ensure our residents have access to the
assistance um and funding they deserve so one more note about teamwork due to the to the large breath and functions our department has this does allow us to create synergies that increase our level of service at no additional cost for example uh there might be a code
enforcement case that involves zoning and because code enforcement and zoning are under one roof those two teams work together to find a resolution to that problem for the residents and get voluntary compliance additionally five other county department fees are collected through
P&D that include public works natural resources utilities solid waste and fire rescue kind of quick um 2025 overview for the 2025 budget um about 80 million of the $108 million of the P&D budget
are impact fees that's primarily a pass through that's not uh money that PND is using itself that's passing on either through other county agencies or outside agencies such as the school board or the various cities if you take that um $80
million out what's left is about $28 million and that's split up between the functions that PND actually spends our time and day-to-day operations that's building code code enforcement planning and zoning licensing regulation and enforcement
our budget overview slide this so this takes out impact fees and balance forward for the reasons I just noted um so our our revenue is about $10.6 million in fiscal year 24 versus expenses of about $9.5 million the first program I'm going to
focus on is impact fee trends as you can see the impact fee assessments dropped um from 2023 to fiscal year 2024 from 5,400 to about 4,300 but that's after about a three-year pretty consistent increase meanwhile the total impact fees
collected remained about flat so like a lot of things that that involved with P&D it's a lot a lot is dependent on value and type of project not so much just raw numbers raw applications so if you look at the impact fees collecting excluding education again that number is
is pretty consistent over time when you start getting into the IND individual funds that's when you start seeing some more variability so I know we've talked about this before but I just want to briefly talk about impact fee revenue restrictions the county must specifically earmark funds
collected under the impact fees for use in acquiring constructing or improving capital facilities to benefit new users that's language taken directly through statute you can't use it for anything else and specifically you can't use it for repairs and maintenance here's some broader impact
fee trends um the top shows unincorporated versus incorporated including education you can see that we collect far more um total impact fees in incorporated areas 25 million versus about 13 million if you take out education that number flips just just
for some context um for commercial um for projects you don't collect educational impact fees so when you are talking about specific funds the correctional impact fees has maintained pretty consistent over time at least over the past five
years the educational impact fees and again you'll see two funds on the one slide those cannot be intermixed so what's collected in the north must stay in the north what's collected in the south fund has to stay in the south fund so the south fund stays consistently much lower and in 24 it was about 5.7
million whereas in the north at 17 million which is a pretty precipitous um drop over the pre previous year the transportation impact fees again separate funds can't be intermixed so you know if you have a spike like you had in 23 in South Mainland might have
made sense central mainland went down you can't just flip that to make up for the difference it's got to stay where it's collected and so it kind of is what it is and it can be a bit fickle it's dependent on development trends library impact fees and then EMS fire um the EMS is act
we combined for the purpose of this slide two funds into one just to give you an idea of overall collections and as you can see fire is a pretty consistent although there was a drop between 23 and 24 but more importantly it's just quite a low number meanwhile the Vieier Station 48 expense that's the
dotted red line that's actually we put this on the slide that's actually just to give you some information that's money that's going out the door essentially so that's that's money that we're we're obligated based on the agreement with Vieiera that built the fire station money collected in that specific area goes back to the Vieier so
that was 26 uh,024 i realize this is a complex slide with a lot of information on it but I wanted to give you an idea of what different types of units typically pay an impact fees this slide is specifically for residential projects in unincorporated
Bvard County the rates in light green are the actual rates that's the one thing on the slide that's just it is what it is that's single family detached homes so the rates you see there from left to right are exactly what you pay if you're building a home in unincorporated Bvard County the ones
below that we did the best we can to to to group multif family in a way that makes sense to kind of give you an idea of representative numbers for impact fees so the kind of brownish orange look that's for the the smaller one or two story multifamily um and then the next
one down is the three or more stories and then in the yellow is the mobile home and and RV rentals so just to give you an idea of um the variety of different rates people are paying through that broad spectrum of uh residential impacts and the next slide you can't
even do that with the with the commercial because they range on so much so many different factors depending on use square footage etc so really we can just take averages per um impact fee fund um there was 23 total um commercial business business impact fee assessments
and 24 for a total of about $3 million some history of impact fees and I know you've seen most of this before um the impact fee was last raised in 2001 on January 28th the board had directed staff to draft an RFP for a
consultant to perform an impact fee study on the EMS and fire then in February the board um gave an option to broaden that so we'll see what see what we get back the RFP was advertised on March 14th and proposals are due April
8th so more information to come on that the procedure for impact fees um we've talked about before but there has been one um update on the extraordinary route if you recall there's two primary routes to increase impact fees the normal which is
25% or less has to be done in two then 20 between 25% and 50% you do it in four increments and then for an extraordinary um increase that allows you to go over 50% or if the extraordinary shows it um down to one year but the key is there's
been a bill filed in the legislature and I you know who knows whether it'll pass or not at this point but it it better defines or really defines extraordinary need in a much more narrow way than it's been used in the past so if that if that winds up you know getting to the governor's desk and he signs it that's
going to limit the board's options if it ever would have gone down that route to begin with but even if you did it would you'd have to expressly demonstrate an extraordinary need have two public work workshops and an approval by a twothirds
vote next I'm going to turn to the Florida building code program of our department it's really kind of one of the meat and potatoes programs the statewide uniform building code is mandated by Florida law and administered by the Florida Building Commission it's
based on the international building codes with Florida specific issues you really can't go beyond that or outside of that there's you can go a little bit you can you can go go more strict than the Florida building code if you follow a very specific process but generally all municipalities and counties must
follow the Florida building code which establishes minimum construction standards so you'll see some building code trends here again I talked before about you know the raw numbers don't necessarily translate to revenue in in the development world the permit issued
number has gone down quite a bit since 2019 when it was at 26,394 and now it's down to 23,429 but because of the job values have gone up the revenue you can see in fiscal year 24 actually increased
despite the the lower amount of raw permits because the the the the permit job value is just as much drives the revenue we get in as the number the raw number of permits issued now major construction permit trends these are kind of new builds so to speak
new homes new businesses uh new footprint um didn't want to use the term new construction because that's a very specific term in the budget world um but this just gives you an idea from our perspective and might give you an idea of what development is like and the trend development trends overall in unincorporated BVAR County you can see
it's it's remained pretty consistent between 23 and 24 from,00 down to 1,000 the average job value went up very significantly on the commercial side in 24 that's probably due to uh one project that's skewing it or at least a couple
projects specifically the Merit Island Health First Hospital and you can see below that on the average construction fees you did not see the correlation increase in revenue and there's a very specific reason why it has to do with a um a statutoily mandated reduction in
permit fees for specific projects that I'll get to in a minute so some building code revenue restrictions the building code revenue is extremely restricted under Florida statute it can be only used for carrying out the county's responsibilities and
enforcing enforcing the Florida building code period fees generally may not exceed actual cost aside from direct enforcement activities and that's you know paying the employees that are actually doing the inspections doing the plan reviews and things like that funds can be used for the construction of
building to house the the building code enforcement activities or quote upgrade technology hardware and software systems to enhance service delivery and that technology language was just added in 2024 and that became very important for
us for a reason I'll get to in a minute so here are the building uh permitting review agencies these are the agencies that are actually reviewing building permits um the top three are actually housed in P&D have building land development and zoning other agencies
touching various permits are fire rescue natural resources public works utilities and um their impact fees so what what are they actually looking for well they're looking for structural issues foundation issues mechanical issues kind of things you'd
expect as well as you know very key life safety issues accessibility ADA compliance issues and the most recent version of the Florida Building Code updated quite a few things having to do with energy efficiency whether that's lighting and things with HVAC and of of
that nature so I talked earlier about that statutory mandate and I'll get get to it in a second here but so the statute Florida statute 553.791 mandates a 25% reduction for
inspection and or a 25% reduction in review fees when using private providers so you'll see that very bottom red line those are um permits where private providers been utilized for one or the other there were 1,600 and that included
for example the hospital so again it's one of those things where really the number might the raw number of permits of where that's being used may not be as important as the job value associated with those permits when you're talking about uh from a revenue standpoint on the inspection trend side
on for county inspectors we had about 47,024 versus 8,000 in contracted inspectors we are required to have you know contracted inspectors um we you we use those as a backup when um for staffing issues or variety of other
reasons we try to keep that number as low as possible because it is significantly more expensive to use that versus county inspectors i am very lucky to have an immensely talented and professional group in the building code area from the building official down however in
certain key areas of that program we do have an issue with a combination of an aging workforce and some troubles in recruitment that is going to be a huge focus in the coming year in the coming years but especially in the in the coming year it's really an immediate need to keep
that number certainly to stop it from growing and hopefully get that purple line back down so another key focus is leveraging technology you're going to see later in this presentation that the state has continually and openly demanded more out
of the permitting process while shortening statutoily mandated time frames you will see that the state has suggested dealing with that by expanding staff but in this environment I don't necessarily think that's the best approach rather becoming more efficient
would be my preference i have been lucky to inherit an office culture left by the guy to my right of with efficiency as a core tenant of the department and I fully expect that culture to continue and and even build on it so as you can
see between 2009 and 2024 there was a 90% increase in efficiency regarding records that are that P&D process through Excella so it's just an easy way that we can pull data to get a measure metric of our efficiency and we've gone up by 90% on that
metric um as far as the virtual inspection counts that you'll see on the bottom left not only do ver virtual inspe inspections allow us to improve efficiency but they actually result in superior inspections in most cases for example our inspectors don't get on
roofs to inspect roofs but with virtual inspections we can and do have contractors do that for us sending us high quality high resolution images to look at and we also can and do ask for more images when we feel the need for them to do uh to do that quality
inspection and as you can see the utilization of that has gone up very significantly since 2021 an increase of 235% and similar to that on the on the permit side for the applications submitted online that's not just something we
prefer for efficiency we've done a number of projects we've done polls we've done outreach and that's what customers want they want to be able to just to do their business online they don't necessarily want to have to come through the door if they don't have to they certainly don't want to pick up the phone they want to just be able to do
things online like people are so used to doing these days and so between 2020 and 2024 we've gotten up to 91% so I said before one of the few things that you can use the building code revenue on is to upgrade technology and and software systems to enhance
service delivery well thanks to the board approval in of last year we're doing just that where the board appro approved us to use $5.3 million in building funds um for an upgrade in Excel it's very much needed again not only for efficiency but for to provide
public service one of the biggest complaints we get is about our BAS portal it's kind of our public portal that we use um it's our inter online interface to the public for records and a variety of other reasons and it is getting clunky it's just it's old it's built on very old software and this is going to allow us to go to
the next the newest version we're calling it bass 2.0 but it's actually several versions ahead of where we're at now and it also allows us to do um open counter which we're very excited it's a decision treebased software so long story short somebody could go online
really get an idea of what they can and can't do with their property and once they decide what they want to do with their property let's say they want to build a pool or whatever it'll walk them through from start to finish whether they can do it how to do it here's the permitting process here's the information we need from start to finish
so it's a really user centric platform it also as far as the backbone the Excel the core Excel system it's going to transitioning to a cloud-based model which allows for quarterly updates so like most new software you're not
buying one version anymore it's constantly going to update for you to the latest version that allows for reduced maintenance costs as well because we're not housing all the servers and what we're most excited about internally is applying Excel best practices we've forked our old software
over the years for a variety of reasons that we needed to to use that at the time but now it's time to go back to kind of a streamlined approach and user experience which will allow us to do a variety of things including using the enhanced reporting database that will allow us to see the bottlenecks in our
processes in real time it it's designed to allow us to see where things are stalling out and things of that nature so it could really be helpful from an efficiency standpoint and then the GIS integration those are the maps that both the public uses and
will use internally and so that'll allow us to increase the information we're providing through that can I can I ask a quick question on the on the GIS i mean I know the property appraiser does a lot of that uh too on their own so does that do they interact your GIS
and or or strictly count the two GIS systems themselves don't interact but we use each other's data to build our GIS um and if you want more detail I think Katie is here oh okay so we collect docu we collect data
from the property appraiser that we integrate to our GIS system and I believe the same happens in and and their ptometry helps you right i mean you have access to that like a license type situation yes sir it there's a
weekly exchange of data back and forth between the county and the property appraiser for new cos new addresses new parcels and all of that so the databases are are pretty up to date okay thank you
can I ask a quick question go ahead um I will that help the lines get a little bit clearer on parcels so the the new the new program it might i I can't say for sure to be honest i
mean I I don't the issues with those lines I see it the same on the property appraiser as well and so I'm not really sure where that issue lies that's causing it i know what you're talking about there there tend to be just slightly off and I really I'd have to dig into the source of that issue to see
if this would be that would be addressed through this or not not not for nothing just real quick when I when I worked there uh more than 10 years ago that was that was the constant talk of the map department i'm sure it's unchanged so I mean 300 some odd
thousand parcels in Bvoulevard County right pretty pretty big task so that's kind of so so far I've gone gone through the big programs of my department so I'm going to start to go a little quicker as we go through they're certainly not less important for a budgetary standpoint to have a less
impact on the planning zoning and land uh development that includes comprehensive planning zoning subdivision site plans some planning and zoning trends um the site plan subdivision zoning applications you can see between 2020
and 2024 have gone up significantly fees fees and charges for services however remain pretty flat once again it's not so much the number it's the type so some 2024 accomplishments for zoning i know I've
met with each of your offices I believe at this point um to talk about the year that was transmitted in November of 2024 who received a response on January 21st 2025 that that was quite the effort just to get to that point obviously there's
still more to go and then um we had the Bvard Barrier Island Protection Act which created one of five areas of critical state concern in the state um the first in many many years that was created in the state um so Florida Commerce is continuing to conduct an audit style review of our comprehensive
plan and LDRs as they relate to the South Beaches area um we transmitted um our amendments to the comprehensive plan to try to be consistent with that in November we're continuing to develop that based on the state's commerce and that will be coming your way in the coming uh months and really weeks and
months um the major 2025 zoning projects again so again dealing with the area critical stay concern comprehensive plan aspect is just the first step and then we're going to be really delving into the code which is actually in some ways could be an even more significant effort really
um amending the county ordinances to be consistent with the area of critical state concern of course the adoption of the evaluation and appraisal report or EAR and then and this is not new this is consistent for us but it's critical um 25% of the board's business is initiated
by planning and development when I by board's business I mean agenda business um with zoning as a focus so of course we're always trying to continually um provide you with the best information and accurate information we can so you can make good decisions on the next program is
contractor and code compliance I'm not going to spend too ong on that i know you all are very familiar with your staff interacts with code enforcement on a regular basis what we do i will just highlight the sea turtle protection one um that we're going to be ramping up consistent with the area critical state
concern legislation so that you're going to see ramping up a little bit short-term rentals we've prioritized based on board direction and then of course we're always focused on life safety issues like unsafe buildings code enforcement trends this
gets a little interesting because the relationship between the cases and revenue is not really what you expect there's not a direct correlation and that you especially see that if you expand it out over a number of years and I've looked at that before rather the revenue on the code
enforcement side is associated with the housing market uh most code enforcement cases in our system are not actually associated with a single cent in revenue that is because we have a voluntary compliance rate of well over 90% of cases complying prior to hearing which is a great thing but it means we're not
collecting any revenue from it the revenue is derived from those cases that sit over a very long period of time collecting daily fines we attach leans to property so eventually that when the property is sold those leans are paid when the sale happens so when property is tending to change hands more often
that's when you see the revenue increase and of course there's also the outlier payments every once in a while and this happened in 2024 somebody will sell a property that happens to have a very large lean on it over $100,000 and of course that'll cause your revenue to spike a little
bit next program is the licensing regulation and enforcement fund so we register two types of licenses there's the county contractors which we actually create their license those are people for a variety of reasons have chosen to be licensed in with through in and
through Bard County and so we do their exam approvals certifications license issuance and renewal processes and then we have the state certified contractors so those are people who are already licensed to contract through the state so we're looking to register them in a system and so we check their insurance and
certificates licensing renewals have trended downward um although they've remained stable over the past uh few years but they trended downward initially due to deregulation initiated by the state so effectively we don't regulate anything differently than the
state does under state law now so anybody who's licensed in the county could theoretically be licensed through the state to do the same permitting work nevertheless there is a good reason to continue to be licensed through Revar County and frankly it's customer service we will walk through people through their issues that they have with their
license and things like that so many people at least 1366 have chosen to continue to be um licensed through the county and you can see the revenue um initially dropped off from that but it's remained stable since then this is the last slide I'm going to
focus on and I spoke to this a bit before but I think it's worth reiterating as we look to the future and the challenges that the PND uh face faces um there's been a trend of increasing state mandates on our activities meaning more is expected and
less time throughout the development process while I chose to highlight a couple of bills that became law in the last legislative session and you can see these are this is language directly from the final bill analysis and both say that um the bill could impact local governments to the extent that they may
have to hire more employees to meet the prescribed time frames or they say similar to that um but that's just two of them and there's been that's actually been a trend over a period of years and based on the bills I've seen filed this year um I don't think that there's any sign of letup so that just makes it all
the more important to carry on the efficient efficiency initiatives that Mr caulkins started we must do more with the available resources that we have and PND fully intends to confront that challenge headon and succeed in that challenge um and I I believe that we
have a very very bright future we have a strong future i'm very excited about it and so with that I'm happy to take any questions you may have all right questions for Billy any questions for Billy we'll move beyond questions and a
comment go ahead um I just wanted to say that we have talked in depth about the BAS system and all of that so I just really appreciate um that that's getting updated and um I
love that the step-by-step process for the customers online will just be basically customizable to what their needs are and so I just think that's a really great thing and I wanted to highlight that so thank you thank you we're extremely excited about that
any other comments good job Billy thank you again as always all right i think Myra right all right larry you also have five minutes
is this based on level of budget i got three minutes no that's a good point thank you uh good afternoon commissioners um pleased to present uh the work of Myra and our challenges and our some of our successes you might have to point the mic up a
little bit i know you're a little taller than Billy okay okay i have to go over here there you go good afternoon commissioners i was going to share a bit about our successes and our challenges and of course our budget so I think uh one thing that's come up a
lot lately uh you know at the federal level and I think locally is uh uh this this aspect of doge and uh accountability those types of things so CRAAS come under a number of different accountability uh standards these are some of those
factoids created by the state we have agency over oversight is delegated from you as the board of governance the commissioners are the actual board of governance for Myra and you've delegated the uh operational activity and budget authority on your approved budget to a
seven member board of adviserss uh we have about 2.75 Bvard County staff i'm the executive director and I report uh directly to the assistant county manager county manager our bo our budget is developed through uh the assistance uh
of the county manager assistant county manager and and mainly the budget department through Jill and staff the advis the advisory board is directly accountable to the governing board the agency must follow all the statutes in two uh two regulatory statutes there's
chapter 163 part three in the Florida code and unusually uh so myra is a community redevelopment agency but myra is also comes under as a as a dependent uh district to the county we come under a different set of uh the code chapter
189 Florida statutes as a special uh dependent district so the standards that we we have to follow include submitting an annual report to the to to the commissioners to our commissioners and that's due uh March 31st as well as all
CRAAS in the county have to provide that annual report uh to the board of county commissioners by March 31st the statute that was added in 2020 requires that each community redevelopment agency uh prepare an independent audit i just received our
audit today uh so we that will be included in the uh annual report and then we are required by state statute to also post that on our website there are a couple other things uh anytime when it comes to building or finance we like all county departments
and agencies all of our all of that is goes through the county finance which is a highly I think highly makes us highly accountable in terms of the finance act and we have to follow with the 2020 statute all CRAAS were required to
follow the the uh procurement policies of their governing uh board so in our case we we follow county procurement policies one thing that's unique I think to to CRAAS to keep to be mindful of when a CRA is created they have to have
a community uh redevelopment plan craas are limited to their expenditures that are qualified under the statute and the projects and programs uh have to be in that redevelopment plan so that's a very novel idea i appreciate
that a lot so uh that that's what we always have to go back to when we do a check on what we're doing is it in the plan in at least in a program or project level and of course in the in the in the CPI so not the
CIP so a couple things about Myra i think each CRA is very unique because each community is unique so in Myra's case we are a crossroads to Port Canaveral the second largest commercial passenger port in the world you all know that the Atlantic beaches and the Kennedy Space Center these are some key
areas of the county in terms of tourism and traffic volume and economic activity one thing I I I say a lot about the Merit Island Redevelopment Agency which is kind of something people don't think about too much we cover less than 10% of Merit Island property that is uh
that goes into the tiff portion that goes into the tiff fund 90% probably more of the CRA properties that are in our targeted area are not residential properties all the residential properties are not part of the tiff almost we basically we focus on the
corridors of the barge canal Courtney uh Parkway State Route 520 and State Route 528 the average year built for commercial structures in the redevelopment area is 1978 this presents a lot of redevelopment challenges another thing to note and maybe maybe
Tad you can correct me on this uh so having been mostly redeveloped by 1978 I believe the storm water uh regulation came in around that time 1978 which which means that sets us in place for having a lot of uh property in
the redevelopment area that was that was originally built without any storm water regulation the one of the challenges that Merit Island faces is uh when when when created it went from 3,000 population in
1960 to 30,000 in 1970 that's a 900% increase that was due to the space race and a lot a lot of people running the Merit Island to be to be close to where they worked and there was largely a very unregulated environment uh septic tanks
small lot sizes uh all all types of things uh that that occurred including uh you know the the digging of creating waterfront property with all the canals and those types of things that you could probably never do
today our mission focus therefore uh is alleviating blight fostering beautifification improving public infrastructure i should say this that uh about 80 86% of our major expenditures pro programmatically and projectwise are
public infrastructure projects i'll go back to this just one more time we we also uh try to focus on uh modal networks and mobility uh to help the uh Space Coast area transit system bus shelters those types of
things and we work very closely with uh I my background is mainly 30 years in economic development and so we work very closely with redevelopment activity from the commercial sector the state statute requires that we work with the private
sector uh so we we uh provide data uh we do a number of things to make that happen uh Myra actually you may be surprised doesn't have a lot of incentives to offer uh to private sector unlike a lot of other CRAAS
uh but we but what we do have is we try to leverage solid good quality redevelopment activity through the use of infrastructure improvements and and beautifification here here is our uh total operating
revenues one 1.513984 million that that's generated through uh capturing uh two two millages that are in the county the general fund millillage and the fire MSTU another thing that I don't think uh
sometimes people think about CRAAS is that the other 80% of the millages are spread countywide there's no uh the base is not frozen on those millages here's our budget operating 96
916,000 capital A outlay this year is uh is very large unusually large um largely because of the amphitheater project that's under contract and grants and aid that's that's a combination of uh mostly this
year environmental uh brownfield projects and uh there were some former facade grants that were paid out in compensation and benefits $285,000 i should have brought my water this is uh we tried to create a uh
Oh thank you we tried to create a basic tiff model uh because understanding tax and government financing especially for the lay person is a little uh little difficult so when myra was created in [Music]
1988 I believe after the uh space industry started to fall down there there was a need with and also after the buildings were starting to age the county commissioners at that time approved the creation of myra um primarily focusing on the commercial
core so the there that's the existing tax base and any increase in taxes only on those two millages is what goes into what's called a trust fund so back to the redevelopment plan our money is limited to what goes into the trust fund
unless we're going out after grants this is a graph of our increment revenues from 2002 to 2024 i think this graph in many ways might represent the county uh during that period so obvious you can see in
2008 our uh increment revenues peaked meaning our property values peaked and then there's a big slide as you all know especially in north bard central boulevard uh
down pretty far and then in 2020 2021 we were uh reaching going towards that peak and we felt it was it would be good to collaborate with public works in the rebuilding of the CRA Drive bridge so
what we did is uh a 20 we took a 20% reduction from Myra's tip income to support the construction of the CRA Drive bridge which at that time was going to be about $5.5 million so about half the cost uh that's that's for 10
years the bridge has substantially increased in cost since then and it's nearing completion thanks to public works uh this goes back to one one thing I wanted to you know just try to emphasize to some degree on any on on an annual
recurring basis for every million dollars of increased taxable value from redevelopment project in the redevelopment area appro and that's just in the redevelopment area in this in those commercial corridors approximately
$259594 goes into the myer redevelopment trust fund and $9,272 would go to all the other Bvard County Adalorum taxing districts this is some of the grants we received in recent years we try to
leverage uh the Myra revenue uh stream with other grant funds St john's FD TDC US EPA brownfield program FHWA private donations and we've also helped leverage other grants like for for instance for
the acquisition of Griffith Landing Myra contributed $400,000 to leverage leverage a $2 million grant from the Florida Forever Grant Program here are some of our uh projects this year uh the eight 8.2 2 million amphitheater project currently under
construction looks to be completed in November potentially uh $4.7 million came from Myra $2.5 million came from the TDC and $1 million from the Florida Department of Commerce the other project which is which is
pending uh awaiting uh I think final final engineering and going out to bid is a quarter infrastructure project uh total potential cost at least as we last have known $4 million of which will
be contributing $2 million veterans Memorial Park we had another project over there which is pending awaiting matching funds for the Medal of Honor tribute area at Griffith Landing which is one of
Florida's last forever working waterfronts we are looking at uh leveraging $300,000 with a one with an $890,000 grant from the uh Florida Department of Commerce right now there's a building over there that was flattened
known as Miss Apples uh in the last hurricane and that's that's where we're going to focus that that's that isn't actually a property owned by Bvard County under the management of natural resources but it's a uh considered a vital property by the by the Myra
board here's just a small semblance of the projects that we've done in the recent past just in the uh corridor area or the main the first CRA area probably too many for me to name now but I wanted to
give you some semblance of the type of projects that we we've involved ourselves in largely infrastructure projects i think the the quarter uh look looks looks good and making it attractive is
considered uh by the meer board to be an economic incentive not a direct grant but remember it's infrastructure and beautifification to incentivize uh investment dollars so some of our challenges and the
redevelopment trends on Merit Island still blighted conditions on Courtney Parkway and State Route 520 redevelopment of key sites with national tenants we've got a lot of national tenant interest uh from uh redevelopers so that's a good sign from
a market point of view increased traffic volumes on State Route 520 and Courtney Parkway most of these are we're going to do an origination and destination survey to find out where that what's where's that traffic
originating and going because we all know that the retail industry has gone pretty much downhill for every uh 1% increase of online sales we we lose 10,000 stores uh in the United States so we know that largely the mall
parking lot is usually vacant for those 4,000 parking spaces we know that there's not been a a major multifamily development on Merit Island for the most part under uh other than River Flyin for
over 20 years so the traffic being a concern but I I couldn't say that it's actually caused by overdevelopment redevelopment is good because we're taking uh land that has already been developed surface water is already going
off in the wrong direction impacting the lagoon and when you redevelop we can alleviate some of those considerations some say blight in Merit Island there is some blight and there and there Merit Island is right now in a
very threshold moment the the blight that's there that's been aging uh since some of those buildings are approaching 60 years old uh that's accelerating at the same time because of its market position on the way to the
beaches the traffic volume of 520 and 528 in Courtney we're seeing accelerated interest in redevelopment so those that's actually a good thing when you consider uh where we've been
this is uh probably one of our worst cases of blight uh it's an it's an abandoned multifamily development it's on Courtney Parkway it was abandoned during the Great Recession and we're we're going to hope to work with a
redevelopment entity to redevelop this it was under contract at one time the contract fell through because the redevelopment they discovered with doing their due diligence they'd have to tear these buildings down it's been almost 20 years they're full of graffiti kids
walking through them and the infrastructure is is not suitable for redevelopment and with code changes the base flood level even the retention bond would have to be raised so it's not a good deal these are kind of one of the challenges you have with redevelopment
you're you're I use the uh the the position of it's like uh this old house and we know we've all watched this old house so when you do redevelopment project you never know what you're going to get into uh but here's a here's a real classic case of a
dramatic redevelopment that occurred on Merit Island on the left side you have uh what what most islanders know as Tingley Marina and RV Park that been sitting pretty in pretty bad shape since
1978 uh working with some good develop redevelopers we created a a project that right now and I calculated this out about $376,000 in annual revenue stream goes to the county and Myra Myra
myra receives about 20% of that the other $300,000 goes to all the county taxing districts all right some projects and programs this is a major infrastructure project designed for three purposes to create uh a beautiful uh park to attract
other redevelopment in the mall area the prime purp another purpose and maybe probably the prime purpose uh if you ask natural resources and and us the uh storm water lakes were created to handle the 165 acres of runoff in the mall area
so what this will do is stimulate redevelopment when that starts occurring and it is starting to occur and thirdly it provided a place for the veterans to call home right now we're at about 78,000 veterans in this
county this is the end of that project on the upper left you'll see that's the same land that you're looking at in the in the large part of the picture it was sifted through it was a a
horrendous area in terms of uh blight and many things had to be cleaned out and so this final vision and this was a collaboration with uh Myra put in the money for the acquisition of the project it was a defaulted pyome project
condominium project myra bought it for about $2.2 2 million with the permission of the county and we worked with uh public works and the Bvard Veterans Council Natural Resources uh to to to bring that project about
probably right now we're going to get some numbers on how many people go to this park also put in the improvements around the lakes it is getting very very busy i've been doing economic development a long time i never thought I'd see a park be a stimulus for
economic development but that's what's happening adjacent adjacent to this Stormwater Lake we just there was a site plan approved for $120 million redevelopment 300 300 luxury apartments we asked the developer why do you want
to be there the park and the access to the mall in the proximity to the hospital this is the overview of that and you can see the amphitheater is sitting in there inside of that park on the lower on the lower right the brown the brown
structure we invite anybody to come want to tour the tour of the construction we're trying to have tours on a regular basis right now this is kind of the uh the image during the uh uh pregrant period it's still it's still going to look like that
the colors may change this is the Comb Road septic sewer project another major infrastructure project $3.6 million collaboration again with natural resources and public works the the ditch was there i'm told cars often went down inside of there
they get stuck we did sidewalks fences uh we uh we took off uh 80 properties from uh from septic brought them into the sanitary system we uh acquired the grants so that all those commercial property owners didn't have to pay to do
that here's redevelopment action what you see in the far left corner is a former Erdman Cadillac dealership so one of our challenges was all the automobile dealerships following a national trend to go to the uh interstates we've got we've got problems
as far as that goes we have a brownfield program we worked with the redevelopers Matthew Development and what's going up there now is a brand new Chipotle uh a pretty high quality L car wash same one that's same model that brand I think they're in Vieiraa a Wawa we have
Christian Brothers Automotive coming in one of the uh they they've completed 170 automobile franchises in the southeast and not one of them has gone out of business they chose this site they're going to be under construction soon and a Chinese restaurant is on its Okay so
that's they just took the front half of that dealership and we look forward to seeing what's going to go on the south half health first hospital redevelopment and action again that's 15 acre site it was all uh pretty much impermeable
former Kmart uh we know that this hospital this $410 million hospital being adjacent to the mall is going to leverage a lot of other redevelopment activity whether it's offices residential or commercial this is one concept that we
had drafted for the mall area uh we we're starting to look at some other ones some of these things are already coming true on the south side that the the most south side the red area that's where that 300 unit luxury apartment complex has been permitted and will be
under construction soon we're trying to provide some concepts to redevelopers today later in the afternoon we have a community uh workshop where we the public will be invited we hope to have a large gathering of people coming through and
giving looking at not concepts but trying to give input on potential concepts so that's what's coming uh we we do plan on updating our redevelopment plan myra sun sets at
2034 in the current plan i don't believe we'll be asking for an extension we just want to uh uh utilize uh the current the current revenue stream to do some of these larger projects they're going to be infrastructure projects needed number of other types of projects needed to
leverage to leverage this mall uh into a a good solid redevelopment one question I often get is what are you going to do about the mall first thing I have to say is Myra doesn't own the mall we have to respect private property rights i could but on
the positive side is the after about five years of my experience in Myra the uh the mall is they're being they're very uh very cooperative now they're trying to get as much information from us as they can we try to connect them with redevelopers and potential mall
purchases we share our concepts with them and uh we we do share the potential for incentives subject to the board of county commissioners so that's my presentation thank you very much indoor pickle ball courts
right that's out out of the weather oh I forgot to say we Myra did through its brownfield program uh we we funded a uh market study it's a recent market study for for the State Route 520 corridor and
some of the recommendations are uh obviously retail would be very difficult given today's retail trends uh so mixeduse development seems to be very attractive especially with the park to the south and the first one coming in here this year under
construction we're seeing a lot of interest in mixeduse uh development commer with a retail there will be retail there would be retail uh one one pro so we're thinking about $300 million uh probably to do the whole
thing from and uh that's going to be that would bring in about over a little over $2.5 million in taxes to the county per year right now the taxes collected on the mall are about $296,000 a year valuation is 20 million
so questions for Larry Senator Delaney and this might be a Frank or a Jill question but how come um Myra gets fire MSTU money i so back when myra was created and
they'd have to check on the code but when the CRAAS are created they they capture certain millages uh fire was one and the other was a general fund mill in terms of the code on that I can get back to you Commissioner Delaney and tell you how the code is structured to allow that
awesome thank you and then um I just this one's not really a question but one of one of my biggest concerns with the mall redevelopment is um I'm really concerned about evacuation times and so what
um you know if if that's the plan for the mall site I uh that's something that we really got to talk about and um find a plan for people because we can't have people being stuck on bridges when a
huge storm is coming so just wanted to put that out there that that's good and that that should be part of the uh planning process uh but I don't know if there's a code for evacuation times but uh we better be looking into that other
uh Commissioner Goodson question would that if you're stuck on a bridge wouldn't that be a state issue rather than a county issue since the state that' be your issue it would be our issue are you saying that Larry it's our issue no no so you wish you wish for us
to fund another lane car on the bridge well no but that's a state is that a state issue Frank all right we're gonna have John address the issue for you Commissioner good afternoon commissioners how's everybody uh so we talked about evacuation clearance times there are studies that
do that the regional planning council uh heads that one for us as far as your direct question that would be a county issue but we take a lot of steps to make sure that never happens we have a whole backwards planning process we make sure everything is done well before we get
ourselves in that dangerous point at all that's not the question okay i'm sorry the question is if you do everything possible and somebody doesn't leave they get hooked on that bridge being a two-lane bridge is that a state issue not having four lanes to get them out
i don't know that it it's a state issue it's probably a joint issue sir so you would say that we'd have to fund half the bridge to put four lanes in no we're not responsible for the infrastructure to that the actual response and movement would be where we would come in sir correct now I agree with everything you said but the funding of building a
bigger bridge is state or federal sir thank you i I guess my point was more so that we have to look into making sure that we're planning properly in our development and not not overdoing that and commissioner to help with that point uh that is something we spend a lot of
time looking at year round both with the planning council on the numbers with the state of Florida with our partners at DOT uh and then make sure that when we're actually implementing those we have good timing and data from the weather service from the hurricane center we use something where we use a light phased evacuation so we're always
adding cushion and doing as much as we can to know and then there's the behavioral aspect as well sort of knowing how people will respond so when we issue evacuation orders and what kind of response we're doing so that's something we spend a lot of time energy and effort making sure we get as right as possible
question chair thank you can you give us numbers that you say people react to evacuation notices from the barrier islands yes so um in general the larger the storm the more evac more people
you're going to see evacuate um for big storms we allow a minimum of 24 hours to get people clear so categories three four and five we're using those kinds of things question that's not the question are you the question is can you tell us numbers of people that evacuate from the
population yes i'm sorry sir i misunderstood i thought we were talking about clear times after you've done all this planning you must have numbers on how many listen right so listening is harder because that's a behavioral piece we we have about 250,000 people on the barrier islands 275 give or take that
when we talk about a category storm that's going to be of such that we actually evacuate folks for uh from the barrier islands uh that's the number we use as a planning number that 250 275 the how many people actually listen we call that our
response rate that's around 50 to 60% yes sir i have another question okay for a followup um so what's the time right now for evacuations for Merit Island so it's hard to just give you a Merit
Island time frame i'd have to go back Barrier Islands barrier Islands for a like I assume you want to know worst case right right it's about 19 hours okay and so if we add say 2,000 apartments Yeah somewhere does that do anything to our numbers i'd have to run
the numbers because it's not just that i would imagine it would increase it does it increase it an hour or three hours i would say probably not um but I'd want to look at the numbers because it's very much tied to roadway network okay when we talk about evacuations um and again I I touched on the idea earlier we used
the phased concept um it's like anything just think of it as a roads are big funnel and we're dumping a lot of people in you dump them all in at once it doesn't matter how much infra oop sorry infrastructure you have uh they're going to get stuck but if you sort of gradually move them through you can move
a whole lot more people in a more efficient manner thank you did you have a question sir more of a comment question but I don't want to go down this rabbit hole i know we got a long budget hearing ahead but when talking about evacuation and condos and
apartments you know vertical evacuation is the wave of the future where you're building things to category 5 storm actually some of these new facilities may help us reduce our evacuation time because it gives options yep and I could speak to that and the hospital is being
built to category 4 standard and that that's one reason why they're uh the hospital's being built to a category 4 standard that's one reason why they're building a Merit Island uh they want to be open and and independent for you know at least a week including uh all your
utility systems they don't want to have to evacuate patients so thank you are there any other questions for Larry or a comment tad you have I I was just going to say is through the U development review
process we get traffic information and traffic studies and traffic statements from developers and all of those are evaluated for the impacts on the on the roadways and the roadway network thanks John okay any any other questions
commissioners or Okay Larry thank you very much i think let's do this thank you commissioners uh let's take seven minutes so let's all agree we're going to be back here at uh quarter after okay quarter after
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If you'll find your way to your seats we'll get started again we have a very exciting presentation from Solid Waste you're going to miss it oh that's John Scott
the EOC operator i think we're ready sir okay thank you yep good afternoon commissioners and thank you for your time i'm Tom Mulligan the director of the solid waste management department um on the screen right now is our mission statement we
protect public health and the environment we are the final resting place for everything that nobody wants anymore so a little background on this um we are the only county actually in the state of Florida that has a solid
waste disposal act with the Florida legislature um what that did in 1967 is that it granted the board of county commissioners the power to establish a solid waste collection and disposal system um it requires all entities in the county to use that system and also
it prohibits disposal of waste that's generated from outside the county uh that gives us control and that also keeps capacity in our landfills for the taxpaying residents of Bvard it also granted the board the authority to issue bonds to finance the system which we will talk about more a little later in
this and granted the board the right to create exclusive franchises to help operate the system we'll get in that when we talk about um collection so we have five different solid waste facilities uh basically what you've got is the date is when they came
into function except for US 192 which is 1991 is when we actually purchased the land um central disposal facility is our class one landfill it's the only one in Bvard County then you've got our two transfer stations to take waste from the north or the south portion of the county
consolidate it and get it to the central disposal facility sarno Road class 3 landfill is for the class 3 waste that's that's generated in the south part of the county us 192 site is finally started construction after 33 years and
the mockingb birdway mulching facility is also under construction and we're uh replacing the Titusville transfer station and expanding the pad there this is a a layout of our facilities and where they are in Bard County um and you can see the green
north service area everything collected in there will either go to the Mockingbird Way mulching facility or the Titusville transfer station the red central area everything collected there goes straight to the central disposal facility in the south yellow service area the south service area everything
now goes to the Sarno transfer station or the class 3 landfill and eventually um it will go to the US 192 site to replace the Sarno Road class 3 landfill so let's talk about our programs and services it's basically split up into two different things one is collection
and recycling there's not much on our side of that because it is contracted out so the curbside collection is done by the contractors we monitor and administer the contract on the disposal side which is where more of the county uh employees are are involved with the
operation of the transfer stations the landfill household hazardous waste any tires waste tires metal you know white goods um vegetative waste we also do recycling education that's where our administrative and finances and also in engineering permitting environmental
compliance so that's where everything for the county employees is we all work on the disposal side of this um and we'll get into that the two different parts and and get a little more detailed on that now the budget itself this is an estimated fiscal year 2526 budget um
we're still fine-tuning it i don't believe that these numbers are going to change radically they will change a little bit the first one with solid waste collection is is through the collection assessments everything below that is all funded by solid waste disposal assessments um so you've got
25.8 8 million for collection you've got 30.6 million for operation of our actual facilities 55 million for capital improvement projects which is expansion of the system to keep capacity for the for the residents um equipment replacement is about $8 million
transfers and debt service is about 10 million and then restricted reserves which is used only for closure of landfills that's 37 million so it looks like a lot of money but that keeps basically what it is is by Florida statute we have to have that much money
in case the county walked away from doing solid waste the state wants you to have enough money that they could close those landfills without spending any additional money so that is an escrow fund that we maintain um total number of positions right now is 165 and I say
positions because we don't have 165 employees we do still struggle with some vacancies there are some vacancies both in in the professional side because the solid waste industry is kind of a niche industry and it gets hard to find civil engineers that want to be in in this
kind of an industry and then on the boots on the ground I think in Mr bernath's previous uh previous presentation he talked about the people that are out there all day in all kinds of weather and they're making about the same money that someone could make at
McDonald's we have that same issue for some of these boots on the ground people but they're also standing in your rotting garbage and getting christened by seagulls so it makes it even a little less attractive so we do have some recruiting and retainage issues we try training for people to move up but
that's that becomes a double-edged sword because as soon as someone moves up we've got a slot that needs to be filled again so it's it's a constantly changing battle but um we're we're actually getting better than it was a couple of years ago so let's go into the collection first so
that we can get a little detail on that that consists of all the residential properties receiving services in unincorporated Bvard County but what it also does in our resolution is that it regulates the rates charges charged for collection service at commercial properties so this is all paid for by
the non-advalorum solid waste collection assessment and that only goes out to residential properties commercial properties actually have to contract with the franchise collector themselves so we don't deal with with paying for collection for them um there are no county employees paid out of this fund
it's it's strictly to pay for Waste Management's contract um they hold the current contract it started on October 1st 2020 it runs through September 30th 2027 i highlighted that number because what that means is that under the
current term of of the commission that you are going to be the ones who are negotiating and executing the new contract um what we like to do is we really need that contract in place by October 1st
2026 so that if Waste Management does not win the incumbent doesn't win the new contract whoever does they have one year to get the infrastructure in place so that they can service the county you know on on day one um one thing you might want to recall is that there was a
39% increase in rates once that new contract started and it's got a 3% cap every year for increases in rates uh there's a small reserve fund for disaster debris collection and I will talk about that a little bit later so here's our budget the revenues
the majority of the revenues for collection basically are from the residential collection assessments that's you know all the money we're paying to waste management to collect your yard waste your recycling and your garbage um there's a little bit of balance forward that we have each year
and but really the majority of this is is goes straight from the solid waste uh collection assessment straight into paying waste management to do the collection for our expenditures as you can see it's 93% of that we do have a
little bit of transfers that go to other departments that's the um basically the property appraiser the tax collector those are the people who actually are are like like Billy had talked about um and and Tad had talked about that they're tracking all the new properties and all the sizes of the properties and
the tax collector is putting the bills out and tracking that and they're the ones who are actually collecting the revenue and then we have an operating reserve which usually ends up being the fund that we use for um disaster debris collection as you can see you know 1.5
million it's really not a lot of money nicole I think cost $2 million to uh recover uh Milton was $3.6 million and um if you look at something like Hurricane Irma that was not even a a
close direct hit on on Bvard County and that was about $1 million to to collect and we have to put that money up front to have the contractors out there collecting and then we hope that we can get you know 85 to 100% of that back from FEMA within two years three years
four years so there is there there is a a situation where in the past we have borrowed from our disposal revenue to do this and I'll talk about that again a little bit later so with disposal that is actually countywide a solid waste disposal
assessment goes on every tax bill for residential and commercial in in all of Bard County like I had said previously because of the solid waste disposal act it requires every entity in the county to use our system so we we we take that out even if you're living in a
municipality you may not be paying a collection assessment but you are paying for a disposal assessment to use our landfills um that's where the funds for uh all our solid waste operations are that's where the funds for our employees is that's where we get all the funds for
our capital equipment replacement and the funds for our capital improvement program which is to expand and make sure we have capacity for the for the system so the budget our revenues about 141.5 million um you can see that about
34% of that is actually the revenue that's not just the disposal assessments that is also from interest you'll see the majority of that is balanced forward and and we'll break that down a little bit better in expenditures because it looks like a big chunk but one thing to
also note is the impact fees that that make up a very small piece of of that pie um impact fees solid waste impact fees can only be used for expansion of the system so right now what we are using them for is they are part of the
debt service for the current 2023 series bonds that that we used to fund the system so in our expenditures you can see now 22% of it is actually what it costs us to run our facilities and and pay our employees um that debt service
that is taking into account a series 2025 bond that we will talk about and then you see our capital outlay now that includes both the capital improvement programs to expand the system and that also includes equipment replacements u
then the restricted reserves the escrow I had spoken about that's your 34 million and then again transfers to other departments this includes the tax collector the property appraiser um the clerk of the courts as well as uh code enforcement I believe because code
enforcement is going to be enforcing um ordinance 94 which has to do with litter and has to do with whether or not they've been been putting the garbage out correctly um putting land clearing out or CN out that isn't collected under under our contract and they would be the ones who deal with the property owners
and and tell them what what needs to be done so let's talk about the actual projects that we have right now our prioritized projects so the US 192 solid waste facility facility is is currently under construction we're in phase one that's
basically the earth work our storm water we're doing the wetlands we're doing roads we're also doing overhead um no underground underground utilities the construction and oversight is about 33.4 million right now that has been funded with series 2023 bond and the remainder
is going to need to be funded with a series 2025 bond phase two which will have the actual infrastructure the scale house the class 3 landfill leech collection and storage and all the overhead utilities um construction and oversight right now is estimated to be
about $45.8 million and we anticipate that to be funded with a series 2027 and a 2029 bond so the Titusville transfer station that is also something that is right now under construction um construction and oversight is about 21.5 million that
again is being funded with the series 2023 bond and we anticipate also the remainder of the contract to be funded with the series 2025 bond um it's very important to have this project ongoing the current transfer station is 48 years
old it was actually built in 1976 um it uses obsolete technology it relies on compaction of the garbage into the back of these steel trailers the trailers you're using a lot of weight for the the steel and a hydraulic ram that pushes the garbage back out of the
trailer um we'll have a more efficient design of the new transfer station that'll be more like the Sarno transfer station with open top aluminum trailers which will leave more weight for the the waste tonnage be more efficient we'll have less trips that we'll need less
fuel less tires uh you know less wear and tear on the machines themselves um because it's so old it's constantly needing to be repaired there are no parts for a lot of that the mechanical pieces that are there and things have to be fabricated these days so when something breaks down we actually have
to create them ourselves to to rebuild it um the one thing also because it's going to be built on the Mockingbird way there right now there's no scale house no flow control so commercial establishments can't use Mockingbird way or the Titusville transfer station
because we don't have the scales we can't we can't measure how much they're dumping and and charge it to their accounts this will accommodate it with a with a manscale house so commercial operations will no longer have to drive down to Coco um it's also going to
expand the pad so we'll have more space for vegetative waste so it'll be uh it'll make it into a much more efficient facility and I think it'll last the the uh north portion of Bard County for for many decades to come our third major project that's a a
critical need is the CDF South landfill uh cell 3 we've already got a permit to construct cells three through five cell 3 construction bid documents are pretty much anticipated to be in our hands by the end of next week we look at
construction and oversight right now it's estimated to be about $45 million we anticipate that to be funded with the series 2025 bond and a series 2027 bond remember CDF is the only class one landfill in Bvard County so having that
capacity the additional capacity is is very important cells one and two reach capacity in mid to late 2028 um in addition to that the Sarno road class 3 landfill is reaching capacity once that ends um receiving waste that's going to
increase the amount of waste going into the central disposal facility by 20% right now cell three is designed it's a 53 acre cell it is anticipated to take us into at least 2037 or 2038 before we
need to do cells four or five at that point so it will guarantee us a a lot more capacity and get us into the future um I was just talking to one of the one of the heads of of permitting and and compliance for the the Department of Environmental Protection this morning
about other counties and she was talking about the fact that a lot of other counties are are running up to the same problem where they're behind the eightball they may not have the space they're going to be running out of capacity and they are they are looking for you know other ways to do things because there there there's no space and
the funding of course it it gets more expensive by the year to build these things um she was very happy that we're kind of looking forward and and getting ahead of the curve to make sure that the citizens are are being well served so some other things that we've got right now that are going on and they
are also critical is expansion of the gas collection system every class one landfill needs an active gas collection system to collect the the landfill gas the methane um good part about this is that this project is funded by the closure escrow the the restricted
reserves and also in the last landfill gas purchase contract that we just had done in 2023 with Bvard Energy we also had a stipulation in there that as we expand they will contribute 50% to each project up to a cap of $5 million so
that also takes a little bit of of the burden financially off of us as well since they're also benefiting from collection of this gas um there's also the final closure of the Sarno Road landfill as I stated it's it's reaching capacity we think it's going to last
toward the end of this year but all it all it takes is is a boom in construction or a good hurricane and and we may run out of the space we thought we had um we estimate that right now at about $21 million again that's going to be fully funded by the escrow fund so we don't have to worry about finding
additional funding for that again that's the same thing with the CDF slurry wall that's almost up to capacity we've just got a uh I think we've got about 65,000 cubic yards of capacity left and and we leave that for emergencies if we're having traffic issues in the south
landfill we can take our transfer trailers and take them up to slurry wall um when we do our final closure on that that'll be funded we think it's about 21 million from our engineers estimate and again it'll be fully funded by the escrow so we won't have to worry about finding any additional funding for that
so we've talked about our projects where they are the three major projects for expansion this basic this this expenditure schedule right now this is coming out of the the most recent version of the engineers uh report that
they're doing it's the third party report that's necessary for the public bonding itself um so we got this information on Monday night i got just enough time to get it into this slide and and and get it updated but you can see with that schedule where we did the
the fiscal year 23 bond and we got 53.9 million but about 20.2 of that ended up be paying for a commercial paper loan that we needed while we were building cell 2 previously um so you can see the costs and and the payout where we're
going to need a bond in 25 in 27 and 29 to make sure that we can we can fund this so you've seen where we are and where we're going and I think the next slide will show us give us an idea of how we ended up getting where we are um
this is our disposal unit billing history the top rows are are what the actual billing unit history is including in fiscal year 23 when when we could get the board actually approved us to do incremental increases to start keeping
up with with inflation um on the bottom is what those disposal assessments would have been had we kept up with inflation and the one thing to note is that for the 30 years from fiscal year 1992 through fiscal year 2022 the disposal assessments themselves
decreased by 6.6% and over that same 30-year period the consumer price index for garbage and trash increased by 110% so we we really fell behind on our revenue keeping up with the costs um again I'm uh I'm I'm
grateful to the board for allowing us to to raise the the them incrementally and not put a heavy burden on the on on the public right away um another thing to note is that even on the bottom the the bottom two rows on the far right even
right now if we had increased those disposal assessments to those numbers $19849 for residential and $560.56 per commercial billing unit we would still have to borrow money for our
uh major projects for for our CIP for our expansion and that that still even even raising it that much wouldn't pay cash out of pocket another thing to um see how we got here and why we do not have a robust
capital reserve fund this is over that same 30-year period a lot of the projects that we uh spent the money on um one thing to note is that historically when the US 192 property was purchased the original idea was that
they were going to build a class 3 and a class one landfill there and that they were going to shut down CDF they were going to shut down Sarno they were going to shut down everything and everything was going to be centralized on this one facility and of course um opposition and and legal challenges led us to the point
where it was delayed continuously and what we had to do is start spending money to make sure that the Sarno road landfill that would would last and that the central disposal facility would last while we were trying to figure out our our new direction um another thing that
that is important to look at is down at the bottom you can see that in 2022 is when we actually ran out of capital reserves and that's where we had to get a a paper currency loan of $20 million 16 million of it went to fund the
remainder of of the construction of cell two um another thing that actually is is important to look at is between 2016 the construction of cell one and 22 the construction of cell two you see it went from now these these for for your your
information these two cells are exact identical the same design same construction they're just mirror images of each other so you got in 2016 it cost us 21.12 million to build and then in 2022 it went up to 32 so over that six-year
period we had a 53% increase in construction costs and that's um it it hasn't exactly decreased since then as as well we it it's construction costs I think in Jill had gone over that in in her original uh presentation that it was
what 60% so far we've had an increase so again with the trend data this is something to also look at um I shortened the time period this is 15 years but you can see the the upper black line that is the tonnage that goes into the central disposal facility the
lower red line is the tonnage that goes in annually to the Sarno road class 3 landfill you can see that about in 2017 we had a sudden increase um and that's going to be correlated to both economic conditions and probably development in
Bvard County but you can see that there was a a giant increase in the amount of waste that's coming into CDF we don't see that decreasing in the future um another thing to keep in mind is that red line of the Sarno Road landfill as soon as we run out of capacity that red
line now becomes part of the black line on the top and that's your 20% increase in in waste that's coming into that facility next trend that we're looking at is landfill compactor costs now landfill compactor of course is one of the most important pieces of equipment
um you're you're spreading out and you're compacting that waste to a uniform density it's it's saving air space it's most efficient making things as efficient as possible you can ignore 2019 through 2015 because the alternating years were actually they
don't represent the same piece of equipment they represent different manufacturers of of equipment that we were buying on alternating years it's after 2016 when one of those manufacturers went out of business that 2016 all the way through 24 is the same
basically make and model of compactor and you can see that over that 8-year period the cost of that compactor is basically doubled and that is actually um that's representative of every piece of major equipment our heavy equipment excavators our bulldozers you know front
end loaders everything has gone up just in in that same manner so what used to be 8 years ago in annual equipment replacement fund of 3 million to 4 million is now today 6 million to 8 million per year for us to to replace
the same amount of equipment um here are some of the things that the uh the board has done in the past to help us with rising costs of equipment and operation um we were authorized for a public hearing to consider the
assessment increases and the author engineering study to uh finance our 5-year CIP we actually had that public hearing in July 2022 where the board approved the incremental uh increases which now we went through we went
through actual solid increases and now what they are is every year it's all tied to the CPI for for garbage and trash so each each year we calculate that in March and put that into our budget um December 2022 that's when the board authorized us for a commercial
paper loan of $20 million that was to finance the ongoing capital improvement projects which was uh completing the construction of cell two putting in a gas system in cell one of the south landfill that was required by regulation and then the remainder of that was used
for design for cells 3 four and five and also some US 192 design then in August that's when uh the board approved us to actually sell the $53.8 million in bonds and that was what started paying for right now the beginning of the
construction for US 192 and also the construction of the Titusville transfer station and then most recently in November the board authorized um a revised engineering study which is what we're doing right now and the numbers that I used for the CIP expenditure schedule in the previous slides
so this is my last slide so I tried to make it as some somewhat quick um but these are what are up for future board consideration you know for collection and recycling you're looking at the contract like I stated it is running out
September 30th 2027 we want to look to have a contract in place by October 1st 2026 so that RFP is anticipated to be advertised um I am putting some finishing touches on it i'm going to get it circulated because I know you guys are going to want to look at it i know
county management is want going to want to look at it so I'm going to get that out and and we can all start putting our our final touches on it that's not just the RFP but the contract itself so that we can all look at what issues we've had in the past and how we can address them in the future um while we do that we
might want to consider the increases in solid waste collection assessments like you saw from the previous from our current contract there was an immediate 39% increase in costs um I showed you how much we usually have in reserves when a a natural disaster
happens and what money we have available to pay for contractors the board might want to take into consideration when they do an increase in these collection assessments also taking into consideration having a a reserve fund for natural disasters
because in the past with Hurricane Irma we had the money that was in the solid waste collection fund but we had to borrow $10 million out of the solid waste disposal fund we don't have $10 million in the solid waste disposal fund to borrow anymore we're we're funding
all these projects through through bonding at this point um and that takes us to the actual capital improvement program financing according to right now the latest iteration of our engineering report what we are looking at the board considering
is a $32.8 million bond in this fiscal year then a $31 million bond in in 27 and a $43.2 million bond in 2029 and of course I put the asterisk in there because it's all subject to changes in
construction costs updates on our our own cash flow and analysis um so if you have any questions I'd be happy to try to answer them to the best of my ability questions for Tom got a question commissioner Goodson thank you thank you Chair um has there ever been any
consideration giving to privatizing the dump i think in the past the consideration has been given i I think that that uh I haven't heard anyone actually expressing that interest okay can you
name a county in the state of Florida that has privatized their dump that has privatized i I I don't know of one that has privatized i know ones that started with a private landfill like Okachobee um and you've also you've got
you know there are private landfills around the state the nearest class one to us is the Jed landfill in Oyola County but I'm I'm not aware of a county that started with No it might not have started but had a county dump but then privatized it yeah that's what I mean i
I don't I'm not myself i'm not aware could you uh could you research and get back to me duvall County duval County i will do so yeah and of course why would you not want to privatize that would take you totally out of any other than management of it what would be a reason
not to privatize um one reason not to privatize for us is that the rates the disposal assessments the gate charges they are not going to be controlled by the board of county commissioners you've got the JED landfill like a private
landfill they will set their rates with whatever they feel like setting them at the time um so for us if we if we did that it would be one thing that you'd be doing is you'd be putting for privatization you'd be putting a profit percentage in in play as well so you're
you're going to not only be getting just enough money to serve the public and expand the system somewhere along the line because it's a capitalist operation that that the capitalism kicks in and someone's going to want to make a profit out of this so you're going to be paying
more than than you normally would okay sir now you just recently changed the uh uh the pricing or the venue on how landscapers dump or private people dump and I know that was a our office was a
problem because everybody was up in arms has that cleared up any or straightened up any it's it's gotten a lot quieter okay i think people have gotten used to you killed off people and that they come back no we try to be as nice as possible but I I think people have gotten used to
the fact that that the disposal assessment really does not cover an unlimited amount of of waste coming from a residential property well I'd like you to know that when I go I carry a birth certificate a marriage certificate a tax bill and two driver's license and I do
get through but thank you so much a followup to his uh point real quick i think we had talked one time about something like an e- pass for um the the people go through there a lot um to try to speed them up is is is that something
um that actually we were just bringing that back up because of the fact that that you know the one thing about providing your your identification and your proof of origin does put a a a slightly longer amount of time that you spend at the at the scale house so
seeing which people we could uh could pair up with what's called the wizard which is which is lane two where they can just type in a code and it's going to weigh them and they've already got their tear on on uh the tear weight in the database and and it it makes you know we use it and waste management uses
it right now and we're starting to look at what other operations we can make that available for so that it takes them out of the line that has to go through the scale house commissioner Atinson just quickly you mentioned staffing issues um I'm curious if you were going to put a percentage on
it how many what's the percentage of open positions you guys have it's not as it's not as high as a lot of other departments actually we've been doing very well and I think it was because of our dedication to the training programs that we have um when we have our uh
especially with the the uh the job fairs that we have here you know we we do we we highlight that and make sure that people understand that they can come in with almost no skills and no training and come in at the lowest level and we can train them to be heavy equipment
operator one train them more equipment to be a heavy equipment operator two operator three become a lead so that these people can see that there is a path forward and it's not just a dead end job that you're you only have one position available to you and and that
has helped us a lot but it's also a position that we have you know it it does end up with a revolving door sometimes and we you know we have our own issues with people who do a no-show no call for for interviews or you know work two days and just decide that standing outside is is not for them it
it h it happens yeah frank commissioner we uh you're going to hear from human resources when you do their presentation they for every department that has been been really affected by a lot of the trans uh transition which I understand
it's it's needed um but what it's resulted in is a lot of dumping and so that combined with now charging for commercial um dumping at the at the landfills it's uh causing a lot of
dumping in my district and it's actually causing um we've had two instances of um people reporting to my office of people actually digging holes on their property and allowing these businesses to come to their property and dump on their
properties which of course I went through code enforcement and you know did all that but it's um it's causing a real problem so I don't know if we could talk about any kind of resolution to that or any other kind of ideas
um because yes we're gaining more revenue but we're causing another problem so no I I understand Commissioner um and and as I as I said it's it's it's tough because when we do the numbers because of of the the
disposal assessments basically being stagnant for 30 years um it's really tough and and we can't immediately you're you know you're you're going to immediately put a burden on on the the the citizens if we go ahead and we say "Okay we're going to we're going to triple these so that we can make up for
our rising costs." Um if we did that we might be able to go back and say "Yes now people can dump for free." But when when we just do the numbers itself there there is no way that right now a $69 residential disposal assessment is going to be able
to pay for you know hundreds of tons of vegetation as well as what's picked up by the collector as well as if they happen to uh decide to redo their entire house and they raise the house and they dispose of the entire home um it's it's
just for for for $69 in a year it just does not pay for the amount of money it costs us to process the vegetation to run the equipment to pay the employees to dispose of it and and to make sure that we're doing all that in compliance with the state and federal regulations
and so my last um kind of block of questions is about the waste management contract and so um I I just wanted to kind of throw these things out um yard waste one of the major complaints that I've gotten in my district is is that
especially with the elderly when they have to wait so long for yard waste to get picked up it blows all over the street and um then they have more problems and it's it's really tough for them um oversized items um the the them
being left out again for so long it just causes more issues um I've been working really hard to try to get uh the word out that people have to call that they have to call Waste Management so that's getting a little bit better um
but also the garbage coming out of the tops of the of the garbage trucks especially on the 524 to Adamson um that area is really really bad and I've talked to Waste Management about this but um I don't know i'm just throwing out
some things since we talked about the the contract and then um uh we already talked about that so yeah those are some of the things with the contract that I think that I'm hoping that we can negotiate with them oh most definitely and that and and that's why I
want to get this RFP out so that you guys can all look at it plus the draft contract so that we can all agree on on what new provisions should be added in there um and just just for for your information the last meeting that we had
because I meet monthly with Waste Management as well so we go over their performance and and liquidated damages they were mentioning about at least with vegetative waste going away from the calling in for a clam truck and starting clam truck routes oh good so that that
way because you know it's it's not just up in the north area you've got South A1A you've got um uh Tropical Trail these are all areas that that end up having large amounts of of vegetative debris in large piles that people fail to call in or they do call in and then
you know you got one person gets their pile picked up when the other I did it so you know one person gets their pile picked up and the other 10 are left behind because they didn't call in um so we are we are working on things like that that might actually be able to
happen even before this contract expires and the other thing that I forgot to write down one of the things that I've been having asking my staff to do is um every time my office gets a uh uh email or a phone call about our
trash not getting picked up i've been having them document it um and then not only that but we've been sending it um to you guys and waste management that way there's some documentation so when we come back to the table with them we can say you know oh oh yeah and and
what's up with this and again I I you know we can we can provide you with as much information as you need as to how many contacts came to our our our office ourselves how many contacts came to waste management how many of those were actual legitimate complaints that
resulted in in liquidated damages against the contract so any any information that you'd like to see on that i think uh I've I've at least been tracking it since we started the reimbursement program but I know we go a little farther farther back than that awesome thank you thank you
other questions for Tom frank you want to say something that that report is done on a monthly basis yes and it's consistent with what the board set up which was once a complaint is outside uh the the contract period uh there's a
liquidated damage that uh the member of the public can receive and so um we have that going back for what I I think it's over two two or three years now um now I believe it was August of
2021 I believe actually yeah so we got all that information up to the current so what that does is is the residents who call us part of the liquidated damages that we take off of the invoice that we're paying to waste management that will go back to the resident um
depending upon whether they used the phone or they they did it over the internet um until such a time as we've given them a 100% refund on their collection assessment and we've we've never had anyone get a 100% refund on their collection
assessment so um it's it's individually it does sometimes look bad but on the overall it it's it it actually is not as bad as it was during COVID that was really the worst period of time and that was because there were no you know there were no drivers there
were there were no workers and a lot of people were you know when you get sick back then you you had to be gone for two weeks so you get a whole workforce that's that's ill and no one can collect the waste it was just a very difficult time but I think we did what we could for the residents
other questions for Tom i just say a couple of things i like uh the amnesty uh days or periods when uh you know people can drop off a tire and and some of those other things uh I think that I think that helps uh there
should probably be couch amnesty in Bvard County um well for the tires the kudos goes to Joe in mosquito control for that one we just helped yeah um but uh I I think uh I think those um things are good i was thinking about something
you said about you know the the large um items being picked up um over the years I I've had you know a grill or something that I was thrown out and I've put on Craigslist you know free scrap metal and
capitalism is amazing because somebody will show up in two hours and uh and I've helped some guys you know put those things in a truck and like "What are you going to do with that?" I'll clean that up and I'll sell it the other thing uh I'm going to take the trademark and uh
and so um you know that's a there's other ways uh to to get rid of things if you um use uh other resources out there so anyways I think you guys do a good job appreciate it very much thank you sir for your presentation today thank
you all right next we're Eddie also known as Tom i don't think your mic's on Eddie let me try that again there you go good afternoon um and I'll give you a brief
overview of utility services what we do and then we'll dive into the weeds on um funding projects and all that good stuff um so with regard to our utilities um we have six service areas none of the
service areas are connected um so from our operational side we have a north service area this is referred to as Merit Island Port St john and North Bard at this service area this is where
we do water and MIMS we do um wastewater in Mims we do wastewater in Port St john and in Sykes Creek along with reuse in uh limited areas in Merit Island and Port St john uh central service area this is the
area that we know as Vieiraa um Sunree Palm Shores this is where we do sewer and reclaim uh we do not do water this is where Koko provides the water for this service
area and but we do have a 12mgd wastewater plant which is our largest and south service area and this is what we refer to as beaches so our um wastewater system on the beaches is
everything from Panita south and then we do water and sewer in Barefoot Bay and then there's a small nook San Sebastian that we provide water that um also falls under our jurisdiction in terms of our assets to
get an overview of what these six service areas are that I was referencing if you add up in terms of miles of reclaim um gravity water main force main you're about at 1100 miles um you know
if you Google on a map I think it takes you either to Rhode Island or Connecticut to give you an idea uh lift stations we have 320 lift stations that are under our jurisdiction there are other lift stations that are private
lift stations but the 321 if I were to check today it would probably be even a bigger number on the rate of growth within our um within our service area and you know time flies but you know the creation of um Bvard County Utilities I
believe was 1965 and a lot of that started with the uh incorporation of the South Bard area so you know when you consider the age of our assets we're going back um late six mid60s for sure
but we're also taking over assets that were even going into the early 50s so it kind of gives you an idea of the 0 to 70 range of what we're working with so how do we take all these assets how do we stay on top of it how do we provide
reliability and one of the things that we do is we have a very heavy assessment program in a variety of all our assets um over the last 5 years we have um done gravity sewer assessments which is um
530 mi there is a technology called the smart ball where you basically shove a almost like a botchi ball in a force mane with a cushion and it gives you um detection readings of leaks and gas
pockets um we can do that on our large it's um it's more cumbersome but we're still committed we've done seven miles we've assessed all our lift stations we've assessed nine of our eight of our nine treatment plants air relief valves
um air relief valves are the component to the functionality of force main lines and you have to remember in Florida we rely on force man over gravity because we can only go so deep with our pipes an aerie valve is really the opportunity
for the gases in a force man to burp itself of its gases so it it gives us more capacity annually we check them all manholes we've assessed over 11,000 of our manholes and all of our valves of whether it's on a water mane a reclaim a
force man there's about 30 over 3,500 and all of those every year get assessed to make sure of their functionality those that don't we end up programming those in our operations and maintenance projects in order to get them on a schedule and within the year or two of
getting those back to functional so enterprise fund that's what a utility is um in a nutshell we do not get any advorum t um any advalorum revenue our revenue is derived from all
the rates and fees that are um within our rate resolution as approved by the board so this is an overview of 2020 uh4 this is our uh our revenue as you can see you can see permit fees special
assessments that's the bulk of it um charges for service um it gives us an overview um of of how we're getting our money in um but we also spend money and this kind
of gives you an overview and part of that is you'll see um debt service expenditure and that's going to be discussed upon later in this presentation because when we get into larger projects um we don't generate
enough money to pay as you go once we get into 30 50 $80 million we don't have the generation of revenue within a year in order to pay for those projects so then we rely on debt service so we talk about the county and
as you you know if we go back to the slide about south um selfservice area within the within the nook of our utility system we have barefoot bay the reason why we point that out because the barefoot bay is a dependent um dependent
district so they fall under the jurisdiction operationally under our department um administratively or from board um the board of county commissioners are the governing board of the water um water
sewer district of Barefoot Bay there is no intermediate board other than you um but again because it's a dependent district they are not eligible to the fees and revenue that we get from
outside of our other service areas so they have their own accounting system and thus that's why we show it separately and this gives you an indication of the expenditures so you know you're seeing smaller numbers but if you're familiar
with the geography of the Barefoot Bay area it's not a large area is that Mo too is that Mo um Barefoot Bay yeah Mo go go goes Yes no I mean
serviced by that um same area mo Road yes all right on the east side until it turns into Palm Bay um this is a snapshot of our balance forward so this is the money that we've had to roll over from year to year um so
to give you a little idea of what you're seeing is the 54 million is seeing is you know why didn't you get that done well there's a good explanation when ARPA was coming around and the money was coming in from ARPA and we'll show this
in a subsequent slide you know we received as a department I believe 6065 million and if you're familiar there was an um a requirement a federal requirement in order to get those projects um encumbered by December of
last year which included engineering and everything in order to get those out to bid so in order not to capture not to lose that opportunity of what we consider free money because it's money outside of what rates are generated we
put those as a precedence we also received FD grants um and that's always hit or miss because every year whether it's two or three times a year there'll be port holes with um and a portal is the website for application um we've had
you put in a lot of projects sometimes you get a lot sometimes you don't get any sometimes you get a few so in the onset of this we were quite successful I would say in 22 23 with that so thus we put a precedence to make sure we were showing a draw on that money to
Tallahassee and not giving them an opportunity to take that away so when we talk about utilities and this is in Bvard I would say this was for all of Florida um there there's a lot of times you'll hear the phrase you should
um you should do this you should do that um with utilities being water and wastewater everything we do is governed by D or um EPA so that's when they turn
that into a law it's you have to and so um a brief overview of some of the major laws and I'll say a lot of this really started kicking in in 2020 2021 where you could start seeing the inkling and
it's grown ever since and even currently whenever I see House bills in Tallahassee of what they're proposing they're not done yet on how to um improve on the infrastructure especially on the wastewater side as we're dealing
with nutrients and nutrient reduction um brief overview the first one that's federal that's through the EPA and that's really about the PAS reduction um that's where you're getting into the surficial wells the um the um recording
the um assessment of the wells and assuring that they're not tripping the four parts per trillion in PAS if they are then thus we're getting into a project and you'll hear about that of what we're doing in South Bard and North
Bard at the water plant uh zero discharge by 2032 basically the state of Florida said um regardless of what your explanation is for having a discharge whether the power went out a truck
backed into it a hurricane regardless if there's any discharge into a protected body then obviously you're going to get a consent order and this is where it's going to escalate come 2032 the other component of that is is where you're
getting into deep injection wells deep injection wells are the primary way of how we deal with um treated wastewater it's a well 2 3,000 feet in the ground for the discharge every 5 years the D requires um uh I
want it's a sophisticated test that takes about 5 days but for 5 days it typically you have to shut down the well and typically they'll let you shut down they'll put a clause in your permit that
says dur only for that period of time can you discharge to an open body of water you know in order for the benefit of doing the test come 2032 those come out thus that means every facility that we have a single well now will require a
second well because of this law so nutrient reduction and BMAPs um this is now um a big drive with what's going on in Florida why don't you tell them also what the cost of one of those wells is yeah I'll
get to that but so you know I've been doing this for 30 years i've been um active in Florida for 20 years i would tell you if you asked me eight years ago what the cost of a well was rule of thumb was 6 to8 million today with
engineering you're literally getting into like 25 million and plus and it's only going to go up because of the law that we mentioned and the deadline of 2023 so if you can envision every utility across Florida has to do this
not Bvard County and there's only I say three but I believe there's only one good one that does this and so they're at the they're at the ability um God bless them because um if you want an opportunity to make money go into deep
injection wells because they don't have price um competition but it has to get done and Melbourne I know just went through this where they put that out to bid and it was up significantly from what they anticipated
um 403086 this is one this is where as you're going to hear me talk more about this advanced wastewater treatment this is the buzzword this is the requirement of treatment that the DP now expects
from treatment plants that are in BMAP areas so um you know this is you know as we're dealing with our treatment plants and we have several and I'll go into it um Whenever you hear a WT this is the
requirement the D has um specified and then there's um Florida administrative code so in addition to federal law state law we also have Florida administrative code and there's clauses in there that are justification where we have to
provide uninterrupted wastewater which falls into the zero discharge so to give you a glimmer of what these major projects and this is only you know part of it and this is the effort that our department is doing so first of all
on septic to sewer we're managing 17 projects um doing septic to sewer bulk of those I would say are in Merit Island um and there's some over in the beaches I believe over down south of Ogali
there's a few um but in terms of quantity and cost of what we're managing you know it kind of gives you a perspective combine that this the initiatives we have going on um South Bard we're doing a new water wastewater
plant um this is driven because of the PAS rule because they were tripping um the POS requirement we're now going to RORO the wastewater plant being in a BMAP has to be AWT meims's water expansion again it's
the same story about the PAS um their wells are tripping the four parts per trillion the technology to remove PAS is um Roro which excuse me is reverse osmosis the component with when you do
reverse osmosis as we were touching about deep injection wells the only means of disposal because you have a brine that's generated from the saltwater is a deep injection well so you can't you don't just build one as I
stated because of the zero discharge so you have to have a redundancy so one can get tested while the other's online so it gives you an idea of where the 107 150 million are coming from south beaches this is our wastewater plant in
Melbourne Beach uh 50 million south Patrick Force main improvement this one which is 38 but we were fortunate to get an FTE grant uh for 14 million that will help offset that and you know I I don't mean to bore
you by going through it but this is just a portion of the projects to give you an I you know a magnitude of what we're our staff are currently managing in addition to this we also have other initiatives we have Port St
john reason for Port St john is is that it's not in a beam map yet but it's going to be so um first of all that's our oldest plant okay second it's almost at capacity it's not AWT so if it were
in the BMAP it would definitely fail the BMAP nutrient requirement and in addition what Florida is doing with these B mapaps and again I don't um in some of the ruling in the basin map
plans um I haven't seen it here but I've seen it over in central and west part of Florida they are putting um they're creating laws um those laws are now saying okay now that we have a BMAP here's the deal um any development any
new development cannot have septic systems any old develop any old septic um existing can't get a renewal for the septic so it puts an onus on the utilities one not only about the growth and being able to accommodate it but to
the existing customer or a constituent that has had a longtime septic tank that needs to do a replacement he won't be able to because of that law so um and as you know we talked about this in December i think it was December or
January I forgot but we're still waiting on what's going on with Space Florida and about them tying in but um you know that's going to definitely um continue and in addition we're currently in the negotiating phase with the engineer on
the phase 2 study specifically associated with this effort uh capital improvement projects so we've done going through 2034 some of the numbers might be slid because of um our our uh execution of
these projects but currently right now over a 10-year span we're looking at close to 700 million um as these reports as this due diligence keeps coming in that the state requires us to do and we're still doing this um we do
anticipate this number to grow and obviously um the cost of inflation by you know and any delays cannot um be a cause for growth or for increase so when we get when earlier we
talked about we're an enterprise fund user fees the good news is is that over the last I'd say four or five years um this department with the cooperation of you know um the county management office
that we have looked at these and trying to get a plan in place to kind of get the rates current and one of the things that we saw is the rates were stuck or they weren't reflective so this gives you a snapshot of you know what was
approved in 2021 um or 2022 excuse me it gives you an implementation of how we came of what it is and in addition to it we're we've also um put an emphasis is let's not
just stop after a four-year jump keep trying to keep the cost current is to add a cost index to it so that we don't come to the board five years from now or 10 and ask for a 20% to kind of keep it up to
speed um Barefoot Bay now Barefoot Bay as we talked about it's a smaller area and as you can see their rates are higher again that's driven because they're a dependent district and thus aren't able to capture or be a part of
the countywide financial model of our department to do projects so we have to cause we have to raise their rates significantly more this gives you an overview of um the you know the revenue versus the expenditure
and in first glance you'll see you know it looks like we're doing pretty good but as you look in subsequent years 27 28 29 this is where we're going to be starting to pursue debt service to get bonds to do these major projects that we
talked about earlier the hatched area right now that is the you know a range of what we're anticipating for that debt service payment so we you know we we talk about but we'll talk about how we can get
there um one of the other changes we talked about the user rates um well we also updated the consumer price index previously historically the county was uh the department was using a general
consumer price index well if you go into the consumer price index they actually have a long menu of different types of consumer price index and there is one specific to sewer and weight water maintenance index we thought that was
more appropriate for our department thus we've made that change through board approval uh project developer fees so you know that that was another one we um we looked at what fees we were charging the
developers for the services that we provided and it was not a lot um but what we noticed is uh when was this i think it was October um October of last year we went to the board see approval
to get it up to standard of what the rest of the departments in the county are using so we're anticipating you know a a greater increase in revenue from that in addition to the services of water and wastewater as we talked about Bvard
County has the only um publicly operated fat oil and grease septage facility and that is becoming an interesting story across Florida because as growth is occurring in in the county and
regionally um more restaurants are coming in um as people are coming more restaurants are coming in which is a generator of fats oils grease homes that are being built that aren't on sewer but they're on septage when they get pumped out excuse
me when they get pumped out um it's got to go somewhere and it used to be where if we didn't have the capacity um by FTP the hauler would seek permission to
go to another county Oyola Orange in order to do that the issue is all of these counties are experienced so much growth that they're now starting to restrict out of county um transport um because they're saving that
capacity for their constituents within their county so we're currently looking at alternatives and I actually was going to show you this um this is where we talk about it the rates um were established and um our rate resolution
associated with this is in 2208 but we didn't update them because we knew we were going to do something bigger and better right now we have a capacity issue we're currently looking at that to come to a long-term solution the benefit
of it is the fats oils grease septage are their own separate rates so the question is are rateayers paying for this the answer is if we establish the rates at the appropriate level based on the infrastructure the answer should be
no so we have connection fees um you know I I I hear a question um what's the difference between an impact fee and a connection fee because sometimes they're the same but they're not um a connection fee is similar to an impact fee it can
only be used on the expansion of capacity um excuse me so what does that mean um if you're building a wastewater plant and it's at 1 million gallons and you want to go to
2 million gallons well the 1 milliong replacement is a replacement of the existing to go from one to two is an expansion that's where connection fees come in um when you deal with a pipe even if you do a pipe replacement if
you're going from a 12 in to a 20 in the replacement cost of the 12 in is not through connection fees but from 12 to 20 can be used on the connection fees and it's important because if we spend our money correctly and maximize our
application of connection fees on projects it takes less of a burden on the user rates that are being um generated so again connection fees are a one-time charge on water and wastewater connections to the system
um you know this is basically making sure that these people who are putting a burden on our system are are paying a fair share to gain a portion of the capacity of our pipes and treatment plants um it helps us with the growth
and we need that and it goes toward like I said toward water sewer facilities um but the benefit of it what I was tying it into is um what differentiates well under the impact fee laws there's um
parameters in there on the frequency the percentage that can be applied in an impact fee but under the provision under subsection 12 of that it literally says does not apply to water and wastewater um connection fees so it gives us some
latitude on how to implement that so that's our current rates and we are um we've done research and we found that this goes back to 1993 um and there hasn't been an index so
when you consider the uh when you consider what does that mean um and Jill I know we mentioned you but I I took the um the graph that budget had which I believe ended at 2013 and I
expanded that um construction cost index all the way back to 1993 if you take the accumulation of that that's an increase of 167% from 93 to present to put that into perspective and in doing that we
currently have a connection fee study underway um and we're optimistic to get this to the board uh for consideration um for adjustments to those fees so again we talk about why do we
need to do it and it's a you know a little bit costs are going up i um there's a multitude of reasons and you know God knows Florida is popular with a lot of people um but you know we're
talking about the fair share so if we don't set the connection fee anything that any anything we need to subsidize will subse subsequently come from the user rates and so trying to do it in a
fair approach we want new connections to pay their c the fee of the current moment and thus that'll give us a um less burden on what the user rates and it puts us in a position for long-term planning um so we don't get into these
situations of um um we're you know near capacity but to be ahead of the curve and to give us that um ability to make um those decisions brief overview of our department to give you in terms of
quantity of projects um current projects in our workload right now we have 25 design projects we have 17 that are sorrel um so that's in addition to the 25 we have over um 20 studies and
evaluations currently being done from that I'm referring to as a report or a study um eight projects that are near to or are out to bid for construction and we have currently 20 projects in
construction so as we talk about we talk about connection fees user rates fats oils grease and septage fees but we're you know I'm proud of the um success this department has had in seeking
alternative sources um we've received six FT grants since uh 2022 um 33 million um again when um ARPA came around and we were submitting
projects um you know 25 projects at 67 million and recently with that phase 2 study with regard to the space Florida initiative you know receiving 750,000 I wish it was million all right
um so how do we pay for this so you know first off we do have bonds uh we do have a county bond that's issued that was issued in 2014 this was in order to do some repairs and also some funding of
the South Central Wastewater Plant um gives you an overview and then we have Barefoot Bay um Barefoot Bay God willing in 2029 they will be debtree at that point um and this goes back to the
acquisition of Barefoot Bay of 20 of 2002 this gives you an overview of what our debt service is today this does not this is actual so this doesn't include what we project as future debt service but we're anticipating this number in
order to do funding of debt service being realistically within 10 12 possibly even more million per year in order to do what we got to do so as we go through all of this I always like to throw this in because I would like to give you a heads up of
what's coming um you know like I said we're we're currently doing a water wastewater connection fee study we'll be bringing that to the board um for your consideration for making those adjustments we'll be talking about um the investment of a new fats oils grease
facility do we want to do it if yes um what would be the adoption of new rates in order to make it where we're not utilizing user rates um and then obviously in order to do these capital improvement projects um you know the
adoption of bonds that we're going to need in order to do that questions for Eddie i have one go ahead commissioner Delaney do you know about when we're going to see the results of that study which one the um I have 20 of
them the uh connection study um I would think I'm working with the Ray consultant currently i I would like to say before June but it most likely will be right
after your June break I would anticipate okay thank you any other questions for Eddie any comments thank you sir you're welcome thank you uh commissioners we're going to take another Let's do the same thing let's
Let's be here at 20F okay go little Okay [Music] [Music] hey hey hey heat heat heat
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all right Melissa's in the box [Music] thank you all right uh good afternoon commissioners um appreciate the time today uh today I'm going to go through uh a quick introduction um to what we do
in human resources uh then get into more detail on our group health plan uh our property casualty program our talent recruitment and retention um topics um and finally provide um a short update on some of the technology implementation
going on uh in HR all right so what do we do in HR um we have primarily six areas um uh that serve all different functions um and all work together uh we have our personnel services our support services our benefits group our risk management group
our organizational employee development um manager and our career development program and employee relations human resources is primarily funded through internal funding sources um here's a slide that shows a breakdown um of those funding sources you can see
almost all of our funding comes from internal funding um mechanisms um primarily for our benefits which uh is essentially our group health program um our risk property casualty program and then um some general fund as
well uh I wanted to provide a very quick overview of our personnel services and support services sections um before we get into more detail um on the other areas um for personnel services uh they handle um you know um working with the
departments to create job requisitions the advertising for jobs um the hiring process the onboarding process uh they manage the new employee orientation program uh they handle employment compensation evaluations for the departments um and always looking to try
and maintain internal equity within the organization as best we can um they work with payroll county finance um to make sure that payroll and uh employment compensation is is working hand inand there um and finally uh they do a lot with managing SAP and the HR modules in
SAP uh and a lot of reporting through that program moving on to support services um uh over the past year we decided to combine both our finance group and our records group within the department uh to create support services um they primarily manage um or on the finance
side they manage um uh our group health plan the finance financial side of that um as well as our department operational budget and on the record side of things um they help manage our personnel files um our background check processes our
system updates for employees uh FMLA requests uh and public records requests that come into our department all right um moving on to benefits um our benefits team supports employees um through their entire life cycle here at the county um from
onboarding to retirement um that includes benefit election um for their core benefits which are group health dental vision short and long-term disability uh and life insurance um they do this not only at the onboarding process when they're when someone's
hired but also um annually through the open enrollment process which we typically do in the fall uh in addition um the benefits team helps employees adjust their benefits um after qualifying life events such as
marriages divorces child birth etc um they help employees navigate through the deferred compensation program uh our employee assistance program and various other voluntary insurance projects uh the team supports our our in-house uh
in-house wellness team uh with and supports our robust wellness program uh they run two health fairs uh a year as well uh and finally employees are ready as employees get ready for retirement uh the team assists employees with their um
FRS benefits uh deferred comp and um retirement health coverage all right um so now we're going to shift over and provide an update on our county's group health program where we'll get into a little more
detail um first of all the group health plan uh is a fully self-insured program uh which covers all of the medical and pharmacy claims so what is uh self-insured mean uh that means that the county um um and the participating
entities um fund the program um through the revenues that colle that are collected uh and pays for administrative fees claims uh and stop-loss coverage to protect us um from large medical claims over a million dollars
um our group health plan covers more than just our board employees uh the charter offices and various other county agencies participate in our program um while the numbers fluctuate uh with new hires and separations uh this gives you a snapshot of how many lives uh the plan
coly covers um approximately a little over 4,000 employees uh about 3,300 dependents for a total of about 7,500 lives so the group health plan is uh primarily funded through employer uh contributions from the various departments and
agencies uh this rate applies to all full-time active employees uh since the program began the county built up um some significant reserves in the fund um um but because the county reduced the contrib because of this the county uh
reduced the contribution rate in 2017 and then kept it flat for several years but however as reserves have declined um the employer contributions um began increasing again in 2022 and you can see there that in
fiscal year 23 24 and 25 uh those contribution rates uh increased by 8% for fiscal year 26 um we are proposing a 6% increase uh to that rate keep in mind this is the employer contribution so
this is what departments and agencies pay um pay into the fund um it's not um the what the employee is paying uh we are not contemplating um increasing employee contributions this year
all right so uh this provides a five-year look at the actual revenue and expenses uh that have come into the group health plan um you can see that expenses have exceeded the revenue um each year since 2020 um the increases in
employer contribution rates and some plan design changes over the past couple of years have helped reduce um the losses but as you can see revenue is still not keeping up uh with the expenses of the plan the last line shows uh that uh
required reserves um as a self-insured um program we're required to report uh the financial status of the plan to the state annually um and through a um calculation um based on the incurred um
claim cost uh they provide a um an amount that we are required to keep um which and then we add the IBNR to that so that's what you can see there as far as the required reserves generally as claim costs increase that reserved reserve amount is
going to increase as well so this um graph shows that relationship between our balance forward um and our required reserves and it's important because it's showing that those lines are starting to get closer and closer together um we need to make sure that we're we're keeping on top of this um
and trying to increase our revenues and reduce our expenses as best we can uh to avoid those those lines uh intersecting we don't want to fall below uh the threshold reserve requirement all right this graph uh
shows our claim trend uh this shows claims that were incurred through December of 2024 uh and were paid through February of 2025 uh the red line shows the combination of medical and pharmacy expenses combined uh and the
green line shows that the the revenue that has been generated into the plan um currently it's showing about a 4.5% claim trend um in 2024 uh you can see there's a period of time that those lines got pretty close which was a good
thing um however in the last quarter of 2024 uh in early 2025 we've seen a lot of high-cost claims come in that have really bumped that trend up all right so last year um as we were going
through the budget development process we really focused on um kind of two main themes when it came to um the group health program that we're continuing um that's sustainability and simplification uh with regard to sustainability obviously we want to make
sure that we are keeping um the group health plan uh um financially uh sustainable moving forward and to do that we want to look at how can we increase revenue uh into the program and reduce costs um for revenue I've already
mentioned we're looking at the 6% increase in the employer premiums being proposed for this year's budget um um various other plan design changes have been implemented over the past couple of years uh and we are seeing some benefit to the overall program from those
changes um but obviously we still have work to be work to do for 2024 the plan spent approximately 92 cents of every $1 um um of revenue coming in uh which is actually pretty
good um in looking at the uh industry standard uh you can see there that uh industry standards about 85% uh and the Medicare program last year was at 88% so we're a little bit ahead of those trends so it's showing that we're being
efficient with uh the dollars that are going into the program so uh the next significant change uh that we'll be looking at is really diving into our pharmacy program and figuring out how can we better or improve that and make it more
cost-effective um both for the plan and for our employees um our employee benefit advisory committee met on Monday um and we had a really good discussion about all this um they do want to go ahead and go out to RFP um on both
pharmacy and medical uh as well as do another um pharmacy audit so we did a pharmacy audit for 2023 um it showed that Sigma was doing what they were supposed to do um there was a little bit of uh difference where they ended up paying us back I think it was about
$130,000 um but it's always good for transparency purposes to really keep on top of that uh and make sure that they are fulfilling their obligations under the contract so the group recommended going ahead to do that um pharmacy audit in 2024 so we're going to go ahead and do
that um and then uh like I said looking at those plan design changes going out to RFP um both for pharmacy as well as the medical plan um to be implemented for January 1 2027 okay uh with regard to simplification um
we're always continuing to look for ways to keep our health um plan sustainable but also we want to find ways to keep it or simplify it for our for our employees uh we launched we we sunseted our prior HR program uh and launched a new program called the wellness wallet and it seems
to be going well this year um we're continuing to focus on strong communication and education um to give our employees the information that they need to make sure that they understand what their benefits are um and how to kind of navigate through the care system uh with our health
plan uh we will be rolling out a new benefit enrollment system um uh this year for open enrollment in the fall um the systems the system is expected to be much more user friendly um than our current system and we're really excited about it we're currently in the kickoff
stage uh and working through the planning with with the new vendor um so in some we've seen some positive uh shifts in the group health program uh but we still need to continue to work on increasing revenue reducing costs uh in
the upcoming year like I said our focus in uh 2026 is to be looking at how can we restructure our pharmacy program and go out to RFP for that as well as medical um and see what we can find to um develop a a good win-win um for both
the plan and our employees okay are you I was going to say before I moved to property you guys have questions about Okay good for you because uh I I was thinking that since you you've kind of got several things here commissioner's questions uh Commissioner Atkins I'm going a little fast i'm trying to get through it for
you guys i have a question i just want to make sure I understand sure so um if I heard you correctly you said that the employer contribution um for 2026 would be about 6% that's what we're we're budgeting yeah or we're playing the budget around which is a
little bit lower than it has been the last couple of years right and then the same thing also for the [Music] um the employer is the employee going to be paying the same or less that's the There's not going to be any change for employee contributions only the employer
so the departments or the agencies what they pay into the program on a per employee per month basis that's what's going to increase not employees got it thank you and that's because there's been very significant changes in co-pays and other things that employees have
been paying so we're trying to uh you know uh minimize additional increases beyond that because there were additional program changes last year that you know fell on the employees and the dependents that were covered got it and our focus is really trying to find
cost savings um as opposed to cost shifting you know we we don't want to help the the the the program too much by shifting too much onto the employees how what is the employee contribution right now um I do have uh that info for you in
case someone asked so currently um for uh uh employee only like if they're just using the insurance from themsel um they are paying I think anywhere from uh like 20 to sorry I had to increase I don't have
the actual amount but I have this here uh they are paying anywhere from I know it's about and this is um monthly they are paying uh 3780 a month for employee only um if
they're family it's uh ranges from 193 to um 415 depending on the plan that they choose and and so family is two people uh no family can be any number of people um both a spouse and children just great
just greater greater than one is is family so we have a rate for employee plus spouse we have a rate for employee and just a child okay um and then we have family which would be both spouse and child and it's what whatever number of children there is in a Okay i was curious all right thank you
that Commissioner Delaney i was um wondering about the the slide where you had fund balance versus required reserves and you said that you guys are doing stuff to make sure that those lines don't um collide so what are some of the things that you guys are doing sure um we've implemented um several
design changes over the past couple years and that was um in some part um um working with the co-pays um and deductibles um sunsetting the old HR was definitely a cost savings for us um
because the old HR those funds were or those credits were rolling over and creating a significant liability for the program so now we're doing a we're sunsetting that people can still access that through 2027 um but with the new program it's use it or lose it for those
credits for a year so they're not continuously um increasing um so we're doing things like that um and and you know always trying to find those cost savings but yeah plan design changes um so those are the two big things
basically okay thank you any other questions yeah any other questions on this section okay all right okay so we're going to shift over to our property and casualty program um
and just real quick I wanted to um just give a quick over overview of our overall risk management program um you know our risk management team uh works on identifying assessing uh and finding ways to control risk for the county um they do that through a whole combination
um of things with risk acceptance avoidance mitigation and transfer um we do participate in what we call Pigot or the preferred governmental insurance trust um the board approved uh the county joining that trust in 2003 um and
as part of that trust we share risk with a pool of similarly situated governmental entities um and the county utilizes a third-party administrator or what we call a TPA um to administer claims for the county they provide claim administration uh damage and liability
assessments uh as well as claim uh resolution services um similar to the group health plan uh the risk program the property casualty program relies upon revenues coming in um and then you know spend or spending
it on the expenses um of the of the program which include not only um insurance premiums um but also claim costs are probably the most significant portion on the expense side um we do self-insure for quite a bit uh and then
we carry some excess co um coverage um in some areas after we work with brokers to to look at where where we need to do that this slide is just illustrates that um our insurance program again it like the
county health program covers more than just um our board of county commissioner commission um departments um our constitutional officers also participate uh in the program the only exception to that as you can see is the sheriff does
not participate in uh basically our general liability auto liability products um and that's only or programs uh and that's because he um it's more cost effective for him to do that through the sheriff's trust um but workers comp and property he does
participate with us as well all right so this slide um provides an overview of the revenue and expenses for the property casualty program for fiscal year 24 um the total revenue into the program was a little over $13
million um our claim cost was uh um 8,761 um million um our premium expense was $6,293 um 657 other expenses um were a little
under 2 million uh and you can see um it was a rough year for the program uh it had a deficit at the end of the year um of three about 3.7 million um the current risk fund balance um moving forward into fiscal year 25
was 6.2 million um and obviously in order to generate some revenue um so we can continue to work on catching up to expenses um we are proposing some rate increases for workers comp property auto and general liability and again these are the rates that go out to the
departments and the agencies that participate um they're all um you know for example workers comp is based on um position codes um and salary um property is obviously based on the property assigned to that department um and auto
in general as well um with the assistance of our brokers uh the county continuously looks um on how best to protect the county for some areas excess insurance um coverage is purchased um this shows each line of insurance that the county purchases and
the premium cost for the current fiscal year um our brokers have advised us to uh expect increases in the non-property lines between 8 and 15% um with an average about 12.3 uh and this is assuming that
there's no change in sovereign immunity which I'm going to speak to in the next slide um for property um obviously that's um a large um premium there but we're required to carry it in order to be eligible for FEMA reimbursement um
the property for property our broker has advised us to expect a flat rate however our total insured value has um increased so we do expect there will be a premium increase for that um I will have the property renewal um on the agenda for
probably the first um either the end of April or first meeting in May for you the property plan or the property coverage carries from 61 um to May 30th of each year whereas all the others are
on the the fiscal year of 101 to um 9:30 so I had mentioned that the rates that we're expecting um are assuming that there's no change in sovereign immunity um we are
carefully watching uh House Bill 301 uh there is a convenient bill in the Senate but the House bill seems to be the one that's making traction through the committees um the the bill as um submitted and currently is exists at least as of this morning um it's in
judiciary committee uh and it's proposing an increase in sovereign immunity from 200,000 um per person and three or two 200,000 per claim uh 300,000 um per incident if there's multiple claimments um and
increasing that to 1 million 3 million which is a substantial huge increase um um yeah it's a little scary um there's some additional changes about shortening the statute of limitations shortening the notice period um and the ability to
settle claims above the insurance limit um you know which will have some positive effects certainly the statute of limitations but the sovereign immunity limit if it goes up that much um would be pretty significant for us yeah I'm going to jump in i'm going to
help you conclude this quickly okay um what you need to know Commissioner here's the bottom line health insurance is healthy but you have to go the 6% the property and casualty lines you should be concerned about that 3.7 million
that's a really bad number we only have 6 million left that 6 million that's there has to pay all the claims for the life of those claims and to leave it in very simple terms which tells you that we need a very significant increase when
you look at those numbers and we know what the premiums are going to be so the unfortunate part of that it puts extra pressure on budget development because all agencies are going to have to pay property liability workers comp the
reason the sheriff's with us is because we were the cheapest you know who's the most expensive the sheriff and because high-risisk groups have more claims right and so while we're going to keep the health insurance at 6% uh the rest are going to
be 9 to 12 and it should probably be higher but um you know we're trying to figure out where can we at least not lose more ground so having said that I I I want you to jump if you would to to the next area because I think it's
pretty self-explanatory for uh HR and but I did want to mention a couple of of slides for you that uh and I think it's around 20 let me see was it 22 20 29
vacancy yeah 20 yeah I want to get to 29 20 28 29 um How many new hires have we had this year 362 uh rehires 304 separations for 03 so it tells you that we're we're losing a
little bit of ground in 2024 but the the number that I think you'd be interested in and seeing is all the departments that had over 100 PCNS we're giving you on page 29 uh the area and you've heard from several of these
departments already planning and Development has a 20 24 almost 24% vacancy rate parks and Wreck is at 17 fire rescue is at 17 fire rescue has a lot because even at 17 you know they have 600 employees so when you multiply
that out you'll see what the number is but you can see all our big departments i will tell you historically 8 to 10% maybe 8 to 11 is usually historically for the last 25 30 years where our
vacancy rate has been it's higher this is not unique to Bvard County but it's a very significant challenge because if it's a service where you like utilities or solid waste where they need to have the people there well if you don't you
got too many vacancies or you know you don't have the road crew out doing what it needs to do in public works it's overtime right and fire rescue you've heard that repeatedly that so it is a you know significant issue across the organization um there are a variety of
initiatives ongoing recruitment um uh hiring for different departments public works fire rescue they have their own recruitment staff now because they have to do something to do outreach beyond what they've been doing those
initiatives are ongoing as well as the develop people from within the organization or give them opportunities like you heard from from Tom so they are all explained here but quite honestly uh to put it simply um at
the rate we're going with these budget hearings I will be long retired and you'll still be having budget hearings and that's not going to work for you you need to we need to do I need to regroup with them to to kind of condense things so try and do it here for for uh uh
human resources i think it's all there for you uh I want you to get through uh more and if the board's good with uh uh setting up an additional workshop uh we will um try to get everybody else uh give you the information that will help
you give us direction maybe at the you know at the end of the next workshop u we'll try to get everybody else uh done in that kind of time frame but um I think that's those are the essential points i don't mean to cut you off i'm just trying to I I thought at the end of
uh today maybe we would pick a date maybe we'd have a group discussion and uh for because I think we're going to have to have another workshop right just like this today and and maybe we could squeeze in a couple of smaller departments like I said so whatever we could do we'll try to get everybody in
at in the next one as as best we can to give you the just the essential information you need to have so with that if you're good we'll move on and I know public safety is going to make this very short from their perspective and
and then we'll try to get to soil for you good afternoon commissioners i'm Matthew Wallace i'm the director of the public safety group for Bvard County uh thank you for a little bit of your time this afternoon so we can talk about uh public safety and obviously a subject that's near and dear to my heart um this
is our public safety group uh in a nutshell over o overview of what we are and it truly is an honor to lead the 800 plus men and women of the group and I do consider them some of Bard's County's greatest heroes they run to fires uh they go to work when a hurricane's coming in which isn't not natural they
show up on the scene of a fatality and um they're the first ones that do investigative work and contact the family usually to let them know that something bad has happened to their family and our crossing guards are the ones that jump out in the middle of a street and all they have is a plastic sign to get the traffic to try to stop
so uh if that's not hero of capabilities and characteristics then I'm not really sure what is so um even though I am the direct supervisor of uh the fire chief Pat Volater and the director of emergency management John Scott I'm also dual hated as the director of record for
the public safety offices and that consists of the medical examiner's office community corrections and school crossing guards each one of those is led by a program manager and uh those three individuals are some of Bard's f most fantastic folks they're absolutely awesome the mission of the medical
examiner i'll go through the missions real quick of the of the little three is what we call them uh the medical examiner is there to determine cause and manner of death when a fatality happens uh they're also there to coordinate with families to ensure that we have dignified transfer of of the body and
also to work with law enforcement and the judicial operations uh if those cases so deemed that we're going to have to go to court uh for community corrections uh those folks uh work in the jails in some of Bard's toughest populations and they're there to do post and post-trial and pre-trial uh
supervision they're there for the probate folks and they're also there for the folks that we can release pre-trial uh they also facilitate the public safety coordinating council which brings together law enforcement uh judicial and the the support services across the community to support those populations
that are Sheriff Ivy's clients um and finally the school crossing guards pretty self-explanatory they cross all of Bard County's uh unincorporated children uh children who cross in unincorporated areas at the designated locations uh throughout the
county so if we go quickly as with everything in public safety we are under some pretty intense uh regulatory guidance uh Florida statutes govern the medical examiner's office established medical districts and also provide a list of of cases that must have
autopsies uh community corrections uh we're guided that we must have a public counties must have a public safety coordinating council and we also must pro provide supervision uh to those pre and post-trial candid uh candidates or clients that we have uh to make sure that they're properly accounted for uh
and in school crossing guards it directs local communities that have those school crossing guard programs there's strict guidance from the Florida Department of Transportation that we must train and make sure that all those crossings are done in a in a completely safe manner if you look at our staffing in the public
safety offices in these little three uh if if we're fully staffed we have about 99 folks uh we do a a lot of emphasis in recruiting from our crossing guards it's a senior population uh they come and go a lot but uh we have put a lot of emphasis into making sure that we onboard school crossing guards and right
now knock on wood we're pretty healthy across the county going into the budgets uh public safety offices primarily are general fund funded uh an overwhelming majority of 4.7 total 4.6 of it being from the general fund if we go into each
individual office the medical examiner's budget 3.4 or so million dollars total with uh 3.3 being from the general fund when you look at their expenses an overwhelming majority is comp and benefits or people uh they also have lab services and operating expenses lab
services toxicology and pathology services on a case that that meaning you need to go do that and the operating services is usually mostly the transportation of of the bodies to and from uh the medical examiner's office if we go into community corrections budget uh they're just a
little over $500,000 uh again a majority of it being from the general fund transfer uh their expenses an overwhelming majority is the people cost for them they do have a small amount of operating services that's for them to travel to and from homes of those probates that they would have to do mandatory services and supervisions
to going on to the school crossing guards uh about $779,000 total with the majority of it again being from the general fund uh comp and benefits is an overwhelming majority of what uh what the expenses are for the school crossing guards we get into some fast facts uh
what what have they done what are we doing this year uh medical examiner's office uh this year last year I'm sorry in 2024 we uh had over 1,000 autopsies that our three medical uh forensic pathologists performed uh that is in line with what Florida guidance is it's
about 335 autopsies per doc per year is what they should be doing so we're pretty much in line for for staffing from them community corrections we released 800 we released we made sure we released properly um 875 pre and pre-trial release uh folks who are
waiting for their trial we do this in coordination with the judges to make sure that we release the right folks they have to apply and be vetted uh we do that so we can keep the jail population under a targeted amount which is uh quality of life and and uh good living conditions for those folks that
are in Sheriff Fies jail and for school crossing guards last school year we crossed over 650,000 children that's total going to school and coming from school we did it at 57 designated crossings across the county and supported about 25 schools looking forward uh I wanted to
give you real quick what our workload factors are uh what drives our work uh for the medical examiners obviously it's the number of polies as our our population continues to grow from community corrections it's the number of the inmates that we have that we can service to try to get out on pre and
post trial release and for school crossing guards it's the number of designated crossings that we have across the county so as the number of unincorporated schools schools grow and we designate those crossings then of course that drives what our our need is for crossing guards so in a brief nutshell that was probably about three
minutes maybe boss make him proud um but I'm here for any questions you have from the public safety offices that provide support to our citizens in Bvard questions for Colonel Wallace all right thank you and I would like to say you know the on on our citizens
worst day we're there we're the ones that get called and we're the ones that uh that make make that first contact i'm so proud of the men and women of public safety group it's just it's just an honor to be with them every day so Commissioner thank you for thank you for your time and that I'll introduce John Scott right there behind me and uh you take it away good afternoon again
commissioners uh thanks for the opportunity to talk about emergency management uh similar to Matt I'm going to attempt to move with some speed uh so from a from a mission and vision value standpoint in emergency management we have three divisions who work for us we have our EOCC operations staff we have
our public safety radio system and we have our 911 systems and administration uh we work very closely on those you heard Matt touch on it at the end of the day our our really our vision is to be at our collective best when things seem their worst and that's not just us um
one of the things we benefit from uh is our partnerships it's a core principle for us uh very little of what we use during disaster response or day-to-day operations is actually ours we leverage our partners we leverage those existing relationships uh to meet the needs as we
go through that so we have a small force that we use a lot to get through and we rely on those partnerships those partnerships are also a great benefit to us because we essentially become for the county and for our community the guy that knows a guy that knows a guy right so you come see us for those kinds of
things and we help get you connected we do a lot of that through coordinating information and resources sharing what's going on and again hoping at the end of the day if we're doing what we're supposed to be doing we're changing outcomes because we have that luxury of the 50,000 foot view as opposed to our
crews who are out in the field at a very granular level so again that's what we try to leverage uh just so you guys can see from an overall org chart standpoint we have about 20 folks who work in emergency management again across those three divisions uh as we move forward
budget-wise uh overwhelmingly we are special revenue and uh user fees funded about 80% 83% 82% in that range gets us there uh we talk about our 800 megahertz radio system our public radio system our
public safety radio system uh the big things I want to highlight there are it is utilized by all public safety agencies not just fire and law enforcement but also our friends at the health department uh with public works we talk about our scat crew so we're all
connected through one system and which allows us to leverage as resources as fast as we can especially during times of emergencies uh that's 52 different user agreements we have with agencies we work year round to support them and we're also working uh when it comes to
buildings and things like that to make sure we get good signal penetration uh in all of the different areas especially as new construction continues to highlight what that breaks down for you all uh from a support standpoint so that's our users we have just under
6,100 uh radio users uh we have 646 talk groups we support 10 public safety answering points that's uh 911 dispatch centers we make sure they have the radios we do that through nine towers uh
nine hubs we have 210 repeaters so it's a lot of equipment and we take very seriously the responsibility of delivering clear concise uh communication for our teams in the field uh from again from a budget standpoint overwhelmingly uh supported through our
radio user fees we do get a small amount of general fund and then a slightly larger amount of special revenue funds i'm going to switch and keep it going and talk about our 911 systems administration these are two primary components uh the first piece is the
support of our public safety answering points again those are their dispatch centers we provide all the technology there uh again not the call takers not those folks but everything they need to handle the call that comes in i'll show you a a chart with sort of how we do
that and then we also make sure that we're providing the right addresses right one of the big keys to being able to dispatch help is to know where that person who needs it is so we work very hard to make sure our location data is the same we do the addressing assignment we work with planning and zoning and we
even do some address assignment for some of the municipalities again what does that look like in equipment we have two core sites we have those 10 public safety answering points where that is the idea of the actual equipment we provide we have two host sites which is sort of the backbone
of that system where that technology comes from so if you want to envision envision it our host sites are sort of the hub and then our paps are the uh spokes in this conversation and then in addition to that we're providing some services for those telecommunicators uh
training uh some funding dollars for their actual dispatch centers as well and then a variety of other uh support options for the telecommunicators uh again I highlighted that uh you know what that sort of that call system looks like you'll see on the
chart there there's a lot of different steps a call has to go from the call maker the person experiencing the emergency before they actually get to the dispatcher i want to highlight here inside that green box all of those steps have to happen within 3 seconds so it's
a lot of equipment that has to work and work well uh in order for that for the dispatcher to get the call and know where that person is and then once they're on the line we're constantly refreshing that location so that it changes we're keeping up with that because again we want to make sure the
actual services go to the person who needs them and budget there that's almost I think we're at 99 9% is all user fee sorry special revenue protected funds there that comes from a variety of different uh fees that
we get when we talk about state dollars emergency management uh and our and our actual EOC operations side of the house i'll talk a couple of things just from a hazard profile because I think it's important to note we have a very unique hazard profile here in the county we have three rivers 72 miles of
ocean several different kinds of habitat that makes our world interesting uh since 1950 we've had 45 federally declared disasters in Bvard County right that puts us uh three times the national average and in the top 10 in the state of Florida so we stay very busy we also
have the world's largest cruise port and we are in the 50-mi ingestion pathway for the St lucy nuclear power plant what that all equates to is the chart and the numbers you see behind us last year we activated 116 times it makes us the most activated EOC in the state of Florida
and one of the most activated EOCC's in the country and then you see the additionally numbers that just support all of the day-to-day activities we're doing for Milton uh just to give you guys an example I talked earlier about the team that goes behind this this is by the numbers you may not be able to
see each and individual thing but it is a lot of work that goes into any sort of disaster response and we were very lucky with Milton that we experienced minimal impacts and minimal consequences from it and this chart for Irma or Matthew looks
significantly larger uh and then I really want to highlight as I continue to move through uh how proud we are of our new emergency operations center last year we opened it on June 1st that was the culmination of probably 25 years of community work we got tremendous support
from our from from Frank and and his team there from all commissions from our state legislators from our federal folks and really from our community to make sure we got there prior to opening that we were in a civil era defense bunker that was the second oldest EOC and we
were putting two to 300 people in there so we're in a much better situation we also share that facility with the sheriff's office and their unified command I'm sorry unified communication center so those kinds of things have been a tremendous improvement and one of the other big things I want to highlight
with this is when we opened it we talked about a commitment to our partners and a commitment to the community since opening it we've hosted 104 meetings and trainings there so it's not just a gray skies kind of facility it is a place we're using it all the time for all of our partners so that we're all
benefiting from that additional space and that increase in technology uh I'll talk about emergency operations specifically uh primarily are governed by two things which is Florida statute 252 and then Bard County has an emergency management ordinance those details are up there on the in your
slides just point out we were required by law to have an emergency management program with a director with uh special needs shelters registries with a comprehensive emergency management plan with a local mitigation strategy and then the authorities that give us there to implement all of our protective
actions and then for us locally the ordinance itself uh defines roles and responsibilities and helps us uh sort of put guard rails as we go through uh emergency uh the operations side of the budget that is the portion that gets the largest general fund we the small
portion of user fees we have some protected fees that we get from the state and and and FEMA and then the general fund there the table that accompanies this chart shows you just a breakdown of what those primaries expenses are uh about 131,000 is the
required match for that federal grant we get and then the rest of the money is pretty much in half between staff and actually operating the new facility as it is significantly larger and more complicated than our previous facility outside of that I'll take your questions
questions commissioner Alman you had a question sir well I know talking of the u color money I see you have special revenue funds covered for your hat and tie do you have a pair of green pants on too just Just a suit sir just a green
suit just a green suit good yeah you got the color color money covered that's good that's helpful anyone else questions nope thank you for your time all right we're going to move on all right very good going to power through this
virginia how do I get to my scroll down oh oh fantastic virginia we're gonna we're going to end at like 3 minutes to five so that the board can pick our next workshop date okay i I don't think we have one right now
okay so go ahead Virginia all right I am presenting on the Save Our Indian River Lagoon program only which is one of the natural resources department programs and I'm going to skip my presentation outline um Amanda Elmore is going to talk about the other five programs
within the natural resources office this is our color money pie chart for the whole office you can see that it is predominantly pink pink pink with one tiny tiny sliver of green that is part of uh what Amanda will present so diving into just the Save Our Inenver
Lagoon program we are entirely pink special revenue fund um and over on the expense pie chart to the right you see it very little slivers for comp and benefits and operating the rest of that purple gray and yellow is all going to
projects the lagoon is of you know very important to a healthy economy i won't take time for that um healthy seagrass meadows are the foundation of lagoon productivity and fisheries abundance 70% of sport fish use seaggrass like all
plants seaggrasses need sunlight to grow so dirty polluted water is a problem 2016 we had a horrible fish kill the board asked the governor for help we were um told we needed a plan and so
staff was directed develop a plan come up with referendum options to help fund the plan and by August the board had a plan ballot language an enabling ordinance establish a citizen oversight committee a trust fund and directed
staff to go negotiate sales tax use and distribution agreements with cities so that all the money could go in one pot and we could work together so just to highlight in the ballot language uh the purpose of this funding was projects and programs designed to improve water
quality fish wildlife and marine habitat remove muck and reduce pollution and the bottom line talks about with citizen committee oversight and annual independent audits i won't go into the election results but obviously it passed the
committee is made up of a whole bunch of different fields of expertise as you know half nominated by the cities since they allowed all of the money to go into one pot managed by the county and then the other half by the county um the role of the oversight committee is really
important for many reasons so you know how do we spend this money we call this our four Rs reducing the sources of pollution removing pollution that's already there restoring the natural shock absorbers in the system and responding to new information
and opportunities we needed to hit the ground running so lose no time for analysis paralysis and more studies and whatever so use the best available data get going with no regrets strategies and
as we learn adapt the plan and that's part of why the oversight committee is so important is for that annual adaptation process to provide uh listen to the community and provide recommendations to the county commission the sources of pollution have
changed dramatically and so people have different perceptions based on when they you know were paying attention to what was going on so in the 1990s you see point sources wastewater was the biggest source that has changed dramatically by
the time we were developing this plan um so some sources had been contained and reduced and other sources had grown with more and more people moving here and so the plan has got to be relevant to the problems of today i'm not going to go
through the 43 28 projects that are in the plan but you have a handout uh by your seats that has this as the center pole that shows what the projects are and where the money is going and what the progress is and so just to illustrate how much has
changed since the original plan you see the change from the gray on the left pie chart that was mostly removing pollution that was already in the lagoon to the right hand pie chart that's mostly yellow and orange and brown and blue those are projects wastewater and storm
water projects to stop pollution from getting to the lagoon in the first place this is the same information but in tabular format so you see in that far right column an increase almost all of the increased revenues uh collected since our initial projections have gone
to wastewater projects and storm water projects so this graph shows you the different scales of pollution sources so you can see um that you know from these wide bars muck flux storm water air pollution and septic are the largest
sources and I've overlaid on that our pink revenue so the revenue roughly follows the contours of the sources with the exception of septic systems that receive emphasis uh due to a lot of uh
public and policy issues our program like all the other directors you know we've had to deal with inflation and it's been a a wild ride that we did not anticipate back in 2016 um this is how it's affected our
revenues year after year see um 2020 we actually our revenues went down but then you know major recovery in 21-22 we we're we pretty stable now and hoping that continues through the end of the the 10-year tax and you can see overall
comparing our projections to our actuals we've done pretty well in fact for 2024 calendar year we collected 99.8% of our projected revenue on the construction side we've also got
inflation issues and so the 2025 uh this shows the difference between what was in the 24 plan versus what's actually happening out there um in the world and so the 25 plan went back and adjusted inflation on all of the projects to help
address that uh issue this shows you the um significant growth in homeowner projects completed in the last couple years and I was going to tell you why but we'll skip that um anyway it's it's a bunch these are uh
repairing people's broken sewer pipes connecting them to adjacent sewer lines and upgrading septic this you see this similar to the homeowner projects this crescendo in um the big capital projects this is without the cities and this is with the cities
both the county and the cities have struggled a little bit in the last year with um inflation exceeding our budgets and having to reject bids and delay um getting projects under construction we have tried to make up a
lot of the delta by leveraging grants and so you see how our success with grants has changed uh significantly over the years um and I've added some extra bits on that last so since the 2025 budget was adopted uh we've received 5.8
million in legislative appropriations last session and then just Tuesday the governor announced 19 million in state grants awarded from the Indian River Lagoon Protection Fund and we have increased the number of
FTEEs managing grants to keep up with the the workload it takes money to make money so because we have the swirl tax that we are collecting from our citizens we're also collecting um about oneif of that from tourists we're using that to leverage
grant dollars we're also using that to uh get more funding from our partners so for every dollar paid by a local um at the checkout counter they're getting about $2.50 worth of project delivery this is a list of the appropriations
from last year versus this year's uh list the the ones that are lined through were vetoed by the by the governor um so we'll we'll see how we do this year but we appreciate whatever we can get we've
completed 101 projects about 46 of those were exactly 46 of those were done by cities collaboration with the cities is really important to addressing hot spots in our community that's where pollution tends to be most concentrated entering the lagoon and so we really you know
need to work with the cities to address those problems um let me just skip to the middle columns where it says spent plus in progress so you can see that between what we've spent to date plus the projects that are in progress either in
design in construction in permitting um those total $411 million we've collected $434 million so we are trying to keep up with collections and push projects forward at at pace with the
collections so uh are we picking the right projects um we put in 45 groundwater wells up and down the county to to determine this and so the green shows what are the pollution levels in natural areas and our conservation lands
whereas the red bar shows what are the pollution levels in the groundwater at homes that are on septic the next blue bar shows what is the pollution level in homes that are on sewer service so you see uh there's still increased pollution
with people that are on sewer but it's nowhere near what septic systems are like and so we get a huge benefit when we convert people from septic to sewer but then we take that treated sewage and we send it back to people to use for irrigation and they're still getting the
nutrients though we have to do the upgrade to the wastewater treatment plants the advanced wastewater treatment that Eddie Fontan was just describing to you in his presentation um muck removal we're basically vacuuming out the accumulation of past pollution that collects in the
low spots and I will jump to this slide that shows you know do these projects work so the first two uh well the first one is the Titusville Osprey wastewater treatment plant project so you see the brown bars are what was a pre-RO
pollution level the the blue lagoon blue bar is a clean water afterwards so whether it's a wastewater treatment plant upgrade a septic to sewer project um dredging reducing turbidity or dredging reducing bloom severity these projects
work collectively this is the 101 projects um have removed over 800,000 pounds of of pollution from the lagoon and so then this is uh bloom levels mapped from 2016 to present and so those
peaks are where we had major bloom so the first peak on at the left end is the 2016 fish kill the next peak is 2018 was just in bloom the whole year and then the peak in the center the worst one that was 20 Thanksgiving to Christmas
2020 when we had fish kills in both the banana and the Indian River but then after that you see it's been relatively calm so right after December 2020 it calmed down and so what that means is
that these green bars are seaggrass uh hectares of seaggrass in the lagoon so you see crass was expanding up until 2010 and then the 2011 super bloom you see that first decline and then 2016 you
see the next decline 2020 you see the last decline but since 2020 we have progressively been expanding seaggrass so we have a long way to go but recovery is clearly possible if we keep doing what works and I was gonna
tell you all about the challenges of septic but I'm gonna skip that and go to questions okay commissioners commissioners questions questions go ahead um do we have test wells near any of the
wastewater treatment plants um not just by the homes that have sewers the we have um test wells at the homes that are close enough to the wastewater treatment plants that they are receiving reclaimed water for
irrigation okay but sort of but not at the wastewater treatment plants we do sample um we we download the the reports that the wastewater treatment plants have to submit to the state and we track that we
also um pour water samples out directly out of people's sprinkler systems and send that water to the lab so that we know what's reaching the homes not what's coming out of the wastewater treatment plant and what about the um the city's uh wastewater treatment
plants we have them that that's in so we do a representative subsample we don't monitor every single project we didn't want to spend that much money on monitoring do you know which ones we do have it by uh Titusville is one of them okay yes awesome thank you
other questions commissioners other questions palm Bay it's another city any any comments okay thank you thank you um I it seems unrealistic that we're going to get
through the next one here Frank i I I think that's that's Well okay right right before we call it quits let's let's pick the date for the next um meeting okay next budget workshop um open to
suggestions here uh we could do Wednesday April 9th we could do Thursday April 10th after that I looked at Tuesday April 15th or Wednesday the 16th i understand
on April the 10th there's TPO but I mean quite candidly we could probably skip that to come here to do a budget workshop if it works for the staff so commissioners I have to I was thinking about dying on that
day i if if you'll hang in a little longer a little longer okay i think I can make it all right i'm sure you're in insurance annuity will be better by then anyway I um have the CFX board that day which which day the 10th okay that
morning um so would the 15th be possible okay 15th tax day what day 15th tuesday April 15th that's income tax day no I'm going to be
running that day that's federal tax day hold on one second or the 14th the the the 15th i think I have a a meeting at 11 that I that I can't move um so it'
have to be the afternoon of the 15th for me what day uh we're talking about Tuesday April 15th in the afternoon I think we all have to move some things and 15th yeah we're going to agree on
that in the afternoon so we'll do a 1 to 5 again on April 15th okay don we don't have any cards is that right so we had cards but I think they they gave up okay
okay real quick uh let's go around mr county uh manager board no report mr county Attorney no report sir okay uh Commissioner Delaney no report commissioner Goodson no
commissioner Atinson yes um just two very quick things first of all I took the board's um direction and reached out to the property appraiser and the tax collector at our last meeting in March on March 11th um to request the information on whether our partners in
space what kind of taxes they're paying um so I sent um that request on the 12th of March i didn't hear anything in a week so I re checked with them i have yet to hear um so eventually I will and when I do I'll bring that information back to the board and the residents that
I have that are are questioning that um and secondly thank you to Billy and all of his staff for all the work you guys have done on the Barrier Island Protection Act i know that it's been a lot and I really appreciate it okay very good commissioner Alman sir
okay uh I think my one thing really is uh was picking the date for the next one because I didn't think we were going to get through this um and I I believe uh there'll be some news maybe over the weekend uh from the legislature regarding the hospital i don't have specific details i just tell you that um
that's something that they continue to to look at in the legislature so okay thank you everybody appreciate Thanks all the staff very much take more than a hot dog the opinions expressed by any member of the public during any period of public
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