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e e e e e e e will be here in a couple minutes commissioner ainson and would you lead us in the pledge IED Al to the flag of the United
States of America and to the for it stands one nation God indivisible withy and justice for all thank you everyone for coming to the budget workshop for the board of County Commissioners we have a quorum I'll call
this to order um and we will go ahead and get started with the clerk Mr chair do you mind if I have a request I'm so sorry um that I didn't know if the board would be willing to talk about um last year when I was a constituent I was not
able to participate at in the in the board Workshop um because the public comments were at the end of the meeting and I had to leave early for work and so I was wondering if there was board support to have um public comment after each speaker because not only could we
hear relevant public comments directly after the presentation but um it would give more people opportunity to speak um you know during during these workshops commissioner my one thought on that is that's not something that we
told the Constitutional officers when we invited them to this so I think that would definitely slow things down for them but that's an issue for the board to consider what's the pleasure of the board on this issue okay it'll I think I okay it's
going to be at the end okay all right Madam clerk you're up I'm not going to take too much time thank you hi um really I don't have anything to bring to the um board except for the fact that the clerk's office is moving
um forward with technology and um we will be having a new system that will be put in and we'll go we'll be changing our website a little bit because of that system system the board has been very good to us the county has been very good to us we work well with um especially
facilities and everything with the changes that have been made to the Melbourne courthouse and the other um offices that we've been working with so I don't really have anything unless you guys have something for me I'm a standard
3% um raise or increase into my budget and that's really that's really it I have a question okay is that's all right um would you give us a sneak peek to like tell us what the new website's going to look like so yeah we have to
change everything because of the supreme court order so when we um update to a new case management system the clerk's office case management system dates back from 1999 when we had our conversion into fax we are the last County to have fax and that company is not even open
anymore and so we actually our it has to support that the um Bo assisted us with the purchase of a new system uh a couple years ago it was actually under the previous Clerk and with covid and other
issues we had delays um like any organization really they were finding where employees weren't there and stuff so we've worked with everyone once that happens before we go live what I did with e filing is I had workshops so the attorneys came in the pargal came in the
public came in to learn how to use the portal and we'll be doing the same thing when that happens because it is important we've been offering classes we use the Count's building over here to give public records classes and also property fraud classes so we'll do the
same thank you you always do such a great job so I really appreciate you thank you any other questions for the clerk I like all okay the okay all right I be the only
one that's not true I'm sure there's others here that have great things Waller is gonna say great things well he'll oh all right okay while while you're here Madam while you're he Madam clerk um you mentioned
uh the Melbourne courthouse and obviously we went through a big process to uh bring some operations back down there can you can you speak just briefly about because juveniles happening down there now right right so um we did do a
major change with the courts and it's been a very good very effective throughout our County um for the agencies I would say for both the clerk and the sheriff um Melbourne courthouse now has juvenile they are separated there is um by law juvenile should not
be um mixing with the adults it was very hard to keep that compliance in Vieira because that um building was built many years ago so now we do have the juveniles completely separated we have family cases going on down there so all
of those courtrooms are now being used the state attorney's office is back in their portion of the building the clerk is back in for the upstairs I was always in the Melbourne Courthouse but the clerks are back in upstairs and the public defender is upstairs as well so
we are um utilizing that building very well the county made modifications we work with them security modifications that were very helpful to all of us um as as the world has changed in technology we're going more to a badge system where we can see the ins and outs
of um where individuals are coming in and out where it's not a key or a a code and stuff and the County's worked well with us with that um I would say that you know it's working it's working very well we have many juveniles in the hallway so unfortunately but it's
working well in Vieira the changes will be the Jury Room which was how this all got started we only have a capacity um of a certain amount of jurors and we meet that capacity almost every week
which becomes a fire hazard and that was a problem for all of us and then in Titusville the jurors had to walk from one building that was outside to the courthouse which was a problem because rain shine wind people that had
disabilities things like that we were it wasn't a good situation so we have been able to modify all of that um and now all jurors will report and are reporting to Vieira which is is a big difference and is helping um also case loads move
um forward thank you any other questions for the clerk no thank you we appreciate it very much okay well I'm going to watch Waller because you said he's not going to tell the truth okay all right so I'll sit right here
all right I know you're tag that's all right I know where she Parks under Sheriff you're you recognized sir well uh good afternoon uh chair Commissioners County manager and staff it's always a pleasure to speak before you and get a chance to uh give a
little insight on The Bard County Sheriff's Office um first I'd like to say we have an incredible clerk it's absolutely wonderful to work with her and I can't say enough stuff about her whether that's true or not I don't know but videoing I
just we do have a great working relationship all right I just have a few bullet points uh to cover uh first on behalf of sheriff Ivy and the proud men and women of your Bard County Sheriff's office thank you and for inviting us to this Workshop we'd like to personally thank you for your support um as we are
in the process of many generational facility improvements uh with your support we recently opened up our Fleet evidence train training range and emergency animal hospital I can say over my 39 years now with Bard County Sheriff's Office um I was proud to say
we opened up the barber pill I think in 2014 and then the most recent other upgrade to one of our facilities was the Vier Government Center in the early 1990s so being able to move into some of these operational facilities has been
absolutely incredible for our agency um as we speak right now we are planning a groundbreaking ceremony for the new West Precinct it's going to be uh in some property located between the government center and the health department uh we're looking to create not only a new
West Precinct there but a Regional Training Center Regional Training Center will give us an opportunity to develop officers from around the State of Florida West Precinct will give you the opportunity to re-envision some space here and the current government center for some of the areas that are
buckling um in the very new future you will witness a transformation of the County Farm we're getting ready to upgrade with a training center an emergency uh driving pad for our practice and training uh earlier today we formally ratified all four of our collective bargaining and agreements uh
these will be effective through June of 2028 uh process that was an absolute partnership with our Coastal Florida PBA uh as to recruitment uh through Sheriff Ivy's Direction and your support we have hired well over 600 Personnel over the past 3 years
that has been a major positive for our ability to retain and hire uh through a new design to re envision our Academy process our acad our Academy Cadets Cadets will now be hired by The Bard County Sheriff's Office they will be trained by The Bard County Sheriff's
office and they'll be trained inside our facilities I think that's going to Aid in retention being able to uh facilitate our people and our location and it brings a lot to The Bard County Sheriff's Office um our budget process still has a few unknowns F FRS
and Professional Insurance liabilities remain unknown until the legislative sessions complete uh but we feel confident that our budget increase will be consistent with the current fiscal year and we have no plans whatsoever to exceed the MST robc cap um our service
contracts continue to increase with Services provided to Bard public charter and private schools uh communication for fire rescue and law enforcement to mult to multiple M municipalities law enforcement for Canaveral part Authority Canaveral Cape Canaveral Melbourne
Village Grant MCO and vcar communities our crime rate remains at historical lows and Sheriff Ivy will continue to provide the statutory services and highest level of law enforcement Services possible and thank you again for all the support you give us uh to make Bard County a special place to live
work raise our families and with that if there's any questions I'll be more than happy to answer okay commissioner questions for under Sheriff any questions go ahead commissioner Delan um I was just wondering if you and it doesn't have to be today because I
don't I'm sure you're not prepared for this but do you have any more information about the contracts that you ratified or could you give us some insight on that or maybe we can get together and talk about it oh we can always get together and talk about it I can provide copies of all four as uh our
negotiations started in December of 2024 and were completed uh within the last several weeks they were officially ratified and signed today so we have four collective bargaining units one for Corrections deputies one for law enforcement deputies one for correction supervisors and one for law enforcement
supervisors awesome and um it's it's nice knowing that we all work together and got it all worked out and now we have a ratified contract through June of 2028 wow I'd love to see that so thank you so much other questions for those
commissioner hman I um been getting a lot of press I'm curious if it has an impact on your budget in any way shape or form has changed what you're presenting and that's the uh the national effort on deportation and immigration did you factor that in when
you put the budget together um I have not factored that into our budget design as of right now because to be honest it's still a lot of unknowns with that I know the bill has been signed but there's still some serious discussions between legislative and the governor's
office and the enforcement uh FHP FDLE I know there now discussions for Sheriff's offices on their involvement so I'm kind of waiting to see how it all falls out and what the actual responsibilities will be we will continue to we will remain and continue to be valued
partners with our federal agencies and support the mission of the governor's office in the legislative branch thank you I have one more question if nobody else thank you um I was curious about the Regional Training Center which that's a great thing this um that this
is coming here um I was wondering about the is that going to be like a revenue Source possibly or is it just like one Community Helping Another Community type of a thing or well I I I'll say this um the business model that the sheriff would
prefer is a business model of developing and creating Law Enforcement Officers throughout the state Florida and developing them into the best law enfor enforcement officers we can it's not really a model designed to be a business where we're making money from that um if
we could do what we're planning on doing using our Personnel using our facilities I think we can be very cost effective and we have no intentions right now to be a revenue generator it's going to be a development generator great thank
you any other questions for the undersheriff sir thank you very much for coming today thank you all take care next we have uh tax collector Lisa Cen good afternoon you're very welcome
thank you for the opportunity to discuss the tax collector's office with you all uh the 20 10 men and women of the tax collector's office proudly provide State services at this local level as far as budget concerns uh of
course perard county has an increasing population which means more services that we need to provide so one of the things that we will be looking at in our budget process and just our budget doesn't go to department of revenue revenue until August 1 so we're like
last in the process uh we'll be looking to see if we need to add any additional positions Palm Bay is a fast growing area as you all know so U I think we added two or three down there last year um thank you
to Jill for getting us the nice increases and everything so we will be dealing with that um and then we're just waiting on the legislature for f FRS rates which I'm sure will go up but nothing out of the ordinary other than
that if you have any questions any questions for the tax collector the the facility at kogan is uh good for the Palm Bay um yes we doubled the size of that facility when we completed that construction and it is
uh it will be uh feasible for us to use for several years we calculated the growth that we would need as you when you go in you'll see several empty St down there in quite a while so yeah there's there's several empty stations but it it's com it's doubled its size
yeah that's great any other questions for thank you very much thank you than you thank you okay uh the supervisor of elections Mr banic Sir thank you very much again appreciate the opportunity to come to these budget
workshops uh we came with some additional material here so um I have eight copies would you mind passing those around obviously making sure the Commissioners get their copies um so we have some exciting stuff coming up here in the elections office first off is our
two special elections so as promised at the last meeting I have provided estimates for the upcoming special elections uh we anticipate that the special primary election will be about 700 $35,000 and that the the general would
be about $749,000 um there are differences between these two there's mailings that go out um for both elections at the primary time so you'll see some additional Printing and postage costs in the primary election that don't exist in
the general primarily our notice of election um it is very important to remember though that all of these dollars will be reimbursed by the state um so this does not this is a temporary funding out of the County's budget but they will be reimbursed by the state uh
we anticipate doing that immediately after the conclusion of the election that's when all of our bills come due and it could be lower depending on what we ultimately send out because the state will only reimburse for exact costs um so we have to over budget for a little
bit of you know you don't know who's going to vote by mail who's going to show up for early voting on Election Day but this is very similar to a countywide election we've got over 450,000 voters in Bard and 41 of them 41,000 of them
are in this Senate District 19 election so it's uh it it's going to be a we do anticipate a lower turnout election so one of the things we did in the budget was we lowered the number of election workers that work the polls we have fewer check-in people because we just don't want to waste whether it's the
Count's taxpayer money or the states um having people kind of sitting around waiting for the the trickle of Voters coming in but we still have to staff it with the certain mandatory positions that are required um we also have included the guidelines from the Florida Division of Elections on uh special
election reimbursements uh We've not had a special election since I've been here and I don't even think my predecessor had to conduct a special election so I think it's been quite a long time maybe uh commissioner Rob maybe when you were last on the commission is the last time we had a special so moving on to our uh
2526 we did the the best we could cuz I know we wanted to start off with getting you all some numbers and we are anticipating and this is a very rough estimate of approximately $ 7.17 million um budget which would be a 6.94%
increase from our current year budget now keeping in mind that last year's budget was a 14.25% decrease um and historically we've come off of a presidential election um at a 10.7% increase um what also uh remarkable about this budget is
we are requesting about $930,000 to upgrade the remaining portions of our election equipment last year I'm sorry last week we talked about the voting machine tabulators the DS2 200s that we're upgrading that's the machines that the voters put their ballots in but also
in 2013 we had purchased our electronic Pole books which we used to check the voters in uh we got a quote from the vendor on that we are we have some of those in place in early voting right now um the units that we have these are more like desktop computers um that are
encased in a point of sale type device they are um running Windows 10 which is going to be going end of life with Microsoft and they are not capable of being upgraded to the current operating system which will be uh which is Windows 11 which has already come
out even with these increased um uh voting equipment that we have here we are still lower than we were in our percentage increase from the 20 uh 2020 21 budget so um we are taking that consideration as well as the numbers
that uh Jill provided us recently that 6.94% increase 1.78% of that is strictly the numbers of the cost of living increases the health insurance rates workers comp rates and still the unknown F FRS rates um and so we are going to
continue to monitor the legislative session we'll provide additional budget information to the board once session is over with uh we we always take a look at that because it's always right for unfunded mandates uh one of the things that we're very concerned about
is in the uh uh Governor's proposal for the immigration Bill there was a dramatic overhaul on initiative petitions and it would completely change how they're done they would require us to mail out petitions in the same fashion that we do mail ballots voters
would have to request we'd have to mail them out using certificate envelopes just like mail ballots um it's a dramatic change from the process that we have now and there's no funding mechanism that was in it uh when the legislature and the the governor's office were going back and forth that
was ultimately stripped out but it has been discussed in many of the Committees and people we talked to that some version of petition reform is coming one way or the other so we're going to take a look at that in addition there's currently a bill that's been filed now that would require uniformed Law
Enforcement Officers to be the only ones to transport ballots back and forth to polling places and uniform Law Enforcement Officers to stand guard next to ballot boxes uh while I don't think that would actually go through and pass through the legislature for a multitude
of reasons and uh I've discussed this with Wayne Ivy as well and he's in agreement this is not the the best way to do that uh that would be a massive unfunded mandate for both the sheriff and um my office one way or the other uh so the legislature is difficult to predict them what they're going to do
which is why we're always actively involved in that and I'm happy to answer any questions that any of the Commissioners have questions commissioner I have one I'm sorry yeah you don't have to be sorry I know I always have a lot to say
um so my I was wondering if you could kind of talk us through a little bit about this new equipment um what's the life cycle and like the warranty of certainly so uh what you'll notice on the the I I put a slick sheet on the packet that you have here which
describes the new units the vendor that we purchased them from VR systems uh guarantees a 10-year life cycle on them that is the same guarantee that we have now on our existing equipment we are two years beyond the guaranteed life cycle and warranty period for our vendor now so we're at a warranty they don't
manufacture this equipment anymore they don't you know they can get parts as they are needed um but uh the new equipment will come with that same year 10year life cycle guarantee uh even though they had 10 years we tried to stretch it out as much as possible because we knew two years ago we were
going into a very expensive of presidential election year so we always try to push things off as much as possible but it gets to the point where if we can't run the the equipment is not capable of running the current version of Windows and operating systems and have the mest latest security features
then that becomes an issue thank you good question thank you I um I I know that um you know cyber security and all of that is something that's on the Forefront of everybody's mind especially when it comes to our election integrity and whatnot so um so what you're saying
is that basically our current equipment right now Microsoft is still putting Windows security updates out for Windows 10 but they've already said they're going to be end of life on that right so we're going to have to move forward and you know my slogan has always been I want Bard to be the safest place in America to vote absolutely you
know my background is it cyber security that's what I was for 11 12 years in elections before I became supervisor so that's very important to me awesome thank you um and I think we talked before you do trade them in right so get some trade we would have a trade in on
those as well that is correct yes okay are there other uh questions for the supervisor thank you sir thank you very much it all right Mr County Manager sure sir oh oh oh sorry
sorry you're almost off the hook I'm sorry Greg you're almost off the hook good afternoon thank you for allowing us to be here uh for those of you that don't know me my name is name is Greg pelum i'm the senior director of Finance for the property appraisers office Mrs blickley sends her regards
but unfortunately she was previously committed to the appraiser Association legislative conference that's going on in Tallahassee today and tomorrow um unfortunately we don't have a lot of information uh ready yet for our budget request for the coming year
um as most of you saw coming into the building today it's Homestead application season and it's a very very busy time um after next Saturday when that closes we will begin our meetings with our managers and operational staff to start
discussing our needs for the upcoming year um two of the areas where we are really going to focus on um you're all aware of the building construction that's going on in the area around here and in Palm Bay so we will be having
discussions about uh additional staff to handle the field appraisals and valuations associated with that the other item is our Palm Bay and our Vieira office downstairs are very very tight so we will be having
discussions about potential additional office space so we can accum uh handle the additional staff in uh Community coming in um I'll be happy to entertain any questions and do the best I
can any questions for the property appraiser I've been doing my part to talk to people uh during the Homestead season so uh it's uh they're they're moving along pretty well down there yes and we we greatly appreciate your help on that that's something that you've done over
the last few years and we really appreciate that I appreciate you seeing that I i' do anything to save someone from being in the wrong line I talk to people every day who are over there to record a deed I said no can't do that here you got to go over the clerk so yes sir anyways um but it it looks like uh
your homestead season is is moving along pretty well thank you very much for coming today thank you sir okay I didn't mean to almost skip over him Frank okay we have um a couple of presentations for you today that are
scheduled and the first one is to give the board a uh an overview from an organization-wide perspective and that will be done by our budget director Jill Hayes good afternoon Commissioners okay this afternoon I'm
going to start off with sharing with you a history of our change in the Consumer Price Index um as you're aware the bravard county Charter limits the increase in property tax revenue to the lesser of 3% or the change in CPI uh we
also have other Revenue sources such as user fees and non- adorm assessments that are tied to the CPI and so this chart illustrates the change in CPI since 2014 and as we move into budget development for fiscal year 2025
20126 we're looking at a change of 2.95% and this is the first time since 2020 where we've been less than that 3% so we will be working with that as we move through budget
development we also wanted to provide the board with a review of other price indices that affect County operations and are buying power and so you can see this chart reflects the cumulative change in CPI uh the blue line is the
CPI that I just reviewed on the prior page um the red line shows growth in the construction cost index and the green line shows the same for the municipal cost index so you can see in the same time frame that while the change in CPI
has grown by around 40 4% the municipal cost index has grown by about 50% and construction is up almost 60% and this is important as we're developing the budget because as you know Bard County government has uh quite a few
significant Capital Improvement projects so um and we also provide many programs and services that require procurement of governmental Commodities and as you hear from other departments they're going to go more in depth on their budgets over the series
of workshops and they'll explain more about how some of these price increases have impacted their budgets as well so this slide shows um with that Charter cap what that looks like as we move into fiscal year 2025 2026 so I
just talked about that change in CPI of 2.95% um so developing the budget in accordance with those Charter cap limitations in the general fund countywide property property tax revenue that would give us an additional 5.8
million in general fund Revenue now the taxable value associated with that uh associated with new construction is excluded from that calculation and so the chart on the bottom just gives you a history of where new construction
Revenue has been over the past 10 years and so we have seen growth in new construction now we won't get those valuations from the Property Appraiser's office until late May early June at the latest uh and then we'll have a better
idea of how much the taxable values are and what that new construction Revenue will look like and the next several charts are going to show how bravard County's millage rates have been decreased over time and this is aligned with our
Charter cap limitations and so bravard county is the taxing Authority for 24 taxing districts and what each property owner pays is geographically dependent on where that property is located so what the aggregate millage rate represents is the
total of all of the operating tax revenues Levy divided by the total countywide taxable value so um what happens is as taxable values increase and over the past 3 years they've increased on average of 12% each
year so as the taxable values go up the millage rate goes down so that you're not exceeding those Charter cap limitations and that's why you can see that our millage rates have gone down and the next slide just reflects the same thing on the general fund in
fiscal year 2018 the general fund millage rate was at 4.155 and in the current fiscal year we are at 29207 and we would expect that to decrease again under the charter cap um assuming that taxable values will
increase uh we also wanted to provide the same um chart looking at the Fire Control mstu uh this has decreased over time this and how it's decreased over the same time period so historically this
has been treated um like our other taxing districts and that's been based on prior direction that we've received so this is what how that millage rate has decreased since fiscal year 2018 um the purpose of this slide is to provide a comparison to other counties
and where they are with their general fund millage rates over the time period that I just showed in the previous charts um so fiscal year 2018 to fiscal year 202 you can see that bravard County's millage rate has decreased by almost
30% um other counties they don't have that Charter cap a lot of them keep their millage rates relatively flat you can see there have been some minor increases and decreases um but we have decreased Ours by that 30% so we did
want to provide that comparison all right so um moving into the fiscal year 2024 2025 adopted budget uh the next several slides are going to kind of break that down for you oh okay
I think it's important enough on this one Commissioners to give you a better understanding of what that means as as Jill said there was about a 12% average increase in the last three years so we reduced our so that we had
no more than 3% growth the other counties that are shown there anyone who either remained the same or went up which was all but Pasco and Lake then
theyed the full value of whatever that their uh increased the praise value was over over that period of time so if they were similar to us 12% they would have received the 12% so when you see
historically during that period of time that we've gone down 29% that was to keep us at that 3% cap they each year would have gone up by whatever that amount was if it was 12% over three years obviously that's a 30% 36%
increase compared to nine so that's one of the distinguishing points that you know makes Bard a little bit different than may maybe some of the other uh counties in terms of how their revenue stream provides them the opportunity to provide whatever Services
their uh their their Board of County Commissioners May uh may ask for even those that uh reduced it a little bit over that time that reduction they're still uh very close to having uh kept
that same millage rate they they went down 2% in one case 1.5% and another over that period of time of s years so you can see that Bard you know consistent with the charter you know operates from a revenue standpoint
significantly differently and so a lot of what you're going to hear from the Departments are what they've done over time to live within the parameters that you know have been established that the board has asked us to try to develop and
and provide services under uh certain budget uh criteria so that's really what we're looking for from you today is to have an idea as we prepare the up budget are are do you want the same type of parameters do you want different parameters and we'll be listening to
what you have to say as each department makes its presentation to determine you know how do we put that budget together that will meet the board's guidelines the objectives that that you tell us about um either individually or as a board that we hear input and that's
really what we're looking for during uh the presentation today so we know how to to best put that together for your consideration during the July August and finally then the September time frames so with that let me go back to Jill thank you
Frank okay so this slide provides just a very broad overview of the fiscal year 2024 2025 adopted budget which is $2.25 billion and so Florida statute establishes the guidelines for the
annual budgets of counties and one of those requirements is that the budget has to be balanced and that we're showing all estimated new Revenue as well as money's being carried forward so you can see uh a large portion of that
total adopted budget is balanced forward and balance forward can be carried forward for a variety of different reasons primarily its capital projects and also reserves funding that's set aside and reserves for a variety of
different reasons and so we also have some transfers that are accounted for um these are interfund transfers between departments um so for example revenues might come into the general fund and then be transferred into parks that
would be an example of a transfer which you see in that red piece of the pie so over the next several slides we're going to break down this um total budget and I'm going to focus on the operating Revenue that's really the new funds
coming in um so and and what I want to do as I go through these slides and as we look at that $ 2.25 billion doll budget is show that um there are restrictions on how a lot of those dollars can be spent and there's a
variety of different types of restrictions whether it's by Florida statute um whether it's because those their adalum millages that have been levied for specific purposes or voter approved restrictions also you know we have a lot
of grants that have very specific restrictions as well and so uh often as we discuss the budget you'll hear us refer to a concept called The Color of Money and this is something that was developed to provide a better
understanding of how governmental funds are allocated so over the next several slides we'll discuss these various Revenue sources and their limit ations and as you hear from other departments as well you'll see we've all kind of stayed with the same color concept so
that as you're learning more about the departmental budgets you can see um we've anything that's general fund we're showing in green that's where the board will have the most discretion the pink is going to be your special Revenue funds and these are limited um for very
specific purposes and we'll go over those in more detail Debt Service funds are going to be in that yellow color and those are levied specifically for debt that's primarily your uh parks referendums that were voter approved referendum to pay off debt Service uh
you've also got Capital project funds in Orange uh which I'll point out when we get into the next slide most of the capital projects you'll see in the pink because those are handled um Soro for example is a special Revenue fund and
then Enterprise funds will be in blue those are your uh activities that are like business type activities so that's going to be utility solid waste and then internal service funds those are um kind of cost allocation departments providing
services to other departments so again you'll see those same color schemes throughout the department budget presentations so if you'll remember several slides back that total operating budget the new money was that 1.14
billion dollar budget so this is how it's shown in those different fund groups and over the next several slides I'll break that down even further so again the the general funds represent the funds that can be used for
any governmental purpose and are not restricted and so this is really where the board has the most discretion and in this slide we've broken down those General funds into two shades of green and the darker shade of green on the left side represents the general
government revenues I'm going to go in depth uh into these specific funds a little bit later on but I also wanted to show the lighter shade of green while these aren't restricted they represent user service fees which uh generally are
unrestricted however they're generated by the activities of those programs so for example you see the sheriff's office um the sheriff provides contracted services to the school board the port Cape Canaveral so if they weren't providing those Services those revenues
wouldn't be coming in to support those programs so those would go away so that's an example um Public Works receives a direct portion of FPL franchise fees and communication Services tax for public rideway um Parks
and Recreation they charge for services for campgrounds and things of that nature uh and Central Central Services is primarily Fuel and Fleet charges provided to other agencies so um again while these are unrestricted they really
are supporting those programs yep so you should also stop here I think to look because uh when you talk about a $2.1 billion budget and you know often say well can't you find this money you
know when a budget's so big when you really look at this and see what are the Revenue sources that the board has discretion on out of 2.1 billion all of that is 275 thou uh 275 million 276
million are general fund that's where the money is now of that um a little less than 200 million is uh adorm and so that really is you know the property tax money that that you're talking about out
of the $2.1 billion budget so it's you know less than 10% now there are other uh funds and they're all important to see because they are not um within that 3% cap but but they're going to make up
the total part of the pie that's within the general fund and that is the Communication Service tax uh franchise fees that we get primarily to fpnl um uh half cent sales tax our share of it and uh and so you see that that
that that ends up being about close to a little less than a hundred million and that pot of money on the revenue side is what we're dealing with in terms of new money under the general fund overall and what will be important I would think for
you to look at is when Jill gets to the section which says how are those funds allocated I would think that if you haven't looked at it before you'll be rather surprised to see how small all the pot of money really becomes when you
look at things that you need to be paying you need to continue paying you heard you know multiple Charter officers come up I don't think there's a one of them that you would expect to go significantly below where they are now so when you look at what the board's contribution to their organizations are
it's going to be at least that much if not more in the future so I would encourage you to if not today when you look at it afterwards and you start thinking about where we ought to be allocating resources know that what's the pot of money that you really have
discretion because you're not going to want to I would venture to say for the most part you're not going to want to um uh change or lower the amounts that those offices are going to need to continue and then you're going to have other things which Jill will also go over mandated Services which the state
says you are going to do this so we don't really have a choice there either and so you need to look at all those numbers so with let me turn it back over to you Jill okay this next SL represents the other operating
rues can thear are cized as special funds thank you I'm sorry thank you so the largest portion of the operating revenues are special Revenue funds and those are in pink and so for example you can see
natural resources on the top there 138 million primarily that's the save our Indian River Lagoon trust fund dollars there's also Grant revenues storm water assessment fees and those again are all limited for very specific purposes um
you can also see fire rescue that $80 million that is outside of the general fund that's funding that they collect from the fire assessment the Fire Control mstu as well as the ambulance Billings and I'm not going to read all of these
to you but again we just wanted to provide you with how that budget is broken down so you've got those special Revenue funds in pink um you've got the Enterprise funds which operate as a business and they get funding from user fees and charges for services those are
in blue um your internal service funds again those account for those Services provided by departments so the largest portion there are your employee benefits so that's that Group Health Insurance Fund that every uh County agency and
even the charter officers and other agencies are part of our health insurance fund and those have to be used to support those insurance claims and I had mentioned earlier that the capital project funds in Orange these are the funds that are specifically dedicated to
capital projects however most of our capital projects are funded with special Revenue funds or Enterprise funds [Music] okay and then moving along the rest of the presentation is
really going to focus on that allocation of the general fund dollars as Frank indicated we really want to make sure that uh the board has a good understanding of where those general fund dollars are allocated and just like
I mentioned earlier on for each fund the budget has to be balanced so what this chart shows is the revenue side of the general fund which you saw earlier in that dark green slide we've also added in the balance forward and other non-operating revenues to that and then
shown how that's allocated uh on the general fund side to those uses so we're going to go into detail on this over the next several slides this piie chart shows the general
fund allocation that you saw in the previous slide but just we wanted to provide it uh in a pie chart so that you could see when you look at the charter officers and you look at the mandates that Frank mentioned over 50% of that
general fund is allocated to those agencies to provide those programs and services so um and then you've got additional funding allocated to Public Works and Facilities which you'll hear Mark talk about after the budget
overview and again we're going to go into more detail on how these different categories are split out um okay two slides this one could I ask a quick question um would you will you
just describe for everybody here today what uh what we mean by mandates so I understand those things are imposed on us but yeah commissioner it's coming up in three slides the mandates deal with Medicaid which which is about 8.2
million Court operations because you have under Article 5 you got to pay for it that's 4.1 million Baker Act 1.7 million pre- tile Detention of juveniles 1.7 million and there's other uh mandates between you know about 600 to
$700,000 those make up the mandates portion of it but I think what we want to do is Jill wants to get back to you because the 355 million that make up the general fund sources uh and she mentioned it but didn't go over the numbers so we really want you to see that because remember we we talked about
you know the 2.1 billion going down to the number uh that we discussed earlier but now let's break that 355 million down the general fund sources to how uh it's it's been used
historically and how we envision it being used in the future as well and the first and Jill mentioned this it's the first number is 100 62 million almost 163 million is for Charter officers when you add the mandates which we just went
over that's almost another 17 million um we operate and we discussed this at recent board meetings that uh we operate under uh a reserves we put reserves for any emergency situations or what might
be needed we operate under board policy at at least 10% I will tell you that we looked at what gfoa uh says you should have they say you should have two months which is significantly more two out of 12 months is significantly more than uh
10% right um but we operate under 10 we're actually a little bit over 10 and when we look at several of the other counties they operate at a higher level we've been you know there's been challenges over the years to even reach 10% not not in the last several years
but before that even getting to 10% was a number so we operate under that but that's $30 million that's there Tiff payments those are the payments that relate to CRA to help those areas in in development over time and uh some of
those payments we don't have any any choice to but all of them are operating under if they were post Charter they're operating under interlocal agreements that the board has approved um and then you can see Board of county commissioner General funds supported the departments
which Public Safety uh critical infrastructure which will go into uh Public Works and Facilities which you're going to get a very thorough presentation today is 36 million uh Parks is 16 million on the general fund side and then all the other departments
that function under general fund uh operations for the whole organization is 29 million so you can see how how quickly that you know that really large number uh dwindles down to really what
is it that you're going to want to change and and it's going to come from within this pool of uh of of current allocation and whatever additional revenues may be possible but like as you heard the sheriff today um you know uh
what I heard was they're going to be coming in very similar to what they were last year and that's what they anticipate well that was that was uh you know probably between an 8 and 9% increase and uh so I can tell you that if you do a simple calculation of what
that is compared to where we are that's going to eat up almost if not all of the money that Jill's already gone over with you which deals with um both the uh CPI at
2.95% plus all the what we anticipate will be hopefully another good year it's too early to know the property pra has an opportunity to complete the assessments and give us any even preliminary numbers yet but like Jill said we'll get that at the end of May or
early June but historically if we looked at continued um uh increases in values that we've enjoyed for the last several years it's probably going to be at at the upside close to that 12% if if they get there
uh if that kind of number so that really I hope that helps the Board as we start going delving into the departmental um presentations is to you know as you start looking for resources to do things in areas that the board
thinks is a high priority that you know we know that okay maybe this is an area that uh needs to be looked at on a departmental level so with that let's get back to what you were saying Jill okay so and again the the rest of the
slides really just we wanted to provide a very thorough and comprehensive breakdown of how the board's general fund dollars how the County's general fund dollars are allocated and so this slide shows the charter officers again
um Frank mentioned what the impact would be uh 8 and a half% impact to the Sheriff's Office um that would be approximately 11.3 million um which would take up that new
general fund Revenue depending on how the new construction comes in at um you can see here the general fund allocation to the tax collector and property appraiser and again those are in accordance with Florida
statute uh just of note there the county is also stat statuto required to fund commission payments on behalf of the school board and the cities to the property appraiser and tax collector so that's another mandate but we've captured that in these numbers as well
and then you've got the supervisor of elections and clerk to the board um Frank already kind of talked about the mandates uh and went over those in the other mandate section you've got the East Central Florida Regional planning Council you've got
Indigent burials value adjustment board inmate medical expenses so again these are mandates that we are legally required to fund and um for the other obligations as Frank indicated our board
policy is to keep those Reserves at 10% of our operating revenues we did go and look at what other counties are doing and what the fgfoa recommends uh we saw most counties are around that twomon
level which is around 16% but there could be anywhere between the 10% and 20% is where they're looking to have their Reserve levels currently we're at 10.4% of our projected operating
revenues um the general government debt we're currently paying some debt associated with buildings that um for example the county service Complex Palm Bay the Justice Center buildout um and
then some other refinancing of commercial p uh commercial paper and then the community re Redevelopment agencies we have a slide on the next page that shows how those dollars are allocated and the north Bard
Economic Development Zone that's around $3.3 million and that's the county portion of the north Bard Economic Development Zone this chart reflects the breakdown of the community redevelopment agencies
and it gives their expiration dates and the payments of under the current fiscal year and as Frank indicated under prior board Direction the county manager and the county attorney's office negotiated interlocal agreements to reduce the
lifespan of many of these c as well as to focus the funds on infrastructure improvements and we've already had some cras that have sunsetted under these agreements um Satellite Beach Palm Bay and the Melbourne Babcock
CRA uh this slide provides the breakdown of general fund dollars for Public Safety um Under Fire Rescue Emergency Medical Services again this is just the general fund contribution to the EMS
program uh there's also ambulance Billings and on the fire side which we've explained to the board previously and in the a report that was presented previously there's fire assessment dollars and mstu dollars but this is the
general fund portion that funds fire rescue EMS um ocean rescue again this is just the general fund portion uh the board directed to allocate some tourism dollars in this past budget at the past
budget hearing so there's additional tourism dollars and funds from the municipalities that go to Ocean rescue um Public Safety Services that includes primarily the medical examiner office which is 3.3 million of that 4.6 million
it also includes school crossing guards and Community Corrections and then we have our emergency management office which is the EOC so that uh is the general funding portion of that U we also wanted to provide a breakdown of
critical countywide infrastructure that we funded out of general fund dollars um this is why you saw a larger balance forward number in the general fund because these are multi-year projects that that are being funded so you've got the Wickam Road Fleet side improvements
um there's also some Detention Center infrastructure projects that that are being funded at 3.5 million and we've made a commitment to um fund those over the next four or five years um the health department buildout is budgeted
at 1.4 million the health department is contributing 500,000 of that and um that's per the interlocal agreement that was approved and then there's some other countywide infrastructure improvements as well um that there's
some modifications at the medical examiner building that um that needed to be complete as well as some other security enhancements at the cour houses okay and then uh Public Works and Facilities uh Mark's going to go in
depth on how the general fund dollars are allocated and uh then you'll hear from Parks and Recreation if not today then at the next Workshop but again this is just the general fund portion and then uh the next slide shows
the breakdown of General government general fund allocations again we wanted to be very thorough and comprehensive General government this is where we fund uh expenses that don't necessarily fall under a department and so when you look
at the comp and benefits this is primarily a separation of services so it's leave payouts it's unemployment compensation um you've also got facilities and it charges you can see that $1.4 million for the economic
development commission is paid out of General government um the contracted and Professional Services that includes your internal and external audit functions your financial and investment advisors federal and state lobbyists and things
of that nature um and then other General government expenses you've got trimill Postage and printing advertisements memberships into Florida Association of County um and so that's primarily what your
other expenses are there and then the rest of this slide shows where the general fund allocation is for those other departments where you see Information Systems is at 3 million and
you've got housing and Human Services um those funds help to Levy Grant funds and again you'll hear the Departments talk about how they use their general fund dollars as we through the series of workshops
um and then the final slide just again we wanted to show you exactly how your general fund dollars are broken down so and we'd be happy to answer any questions that the board might have all
right questions for Jill or Frank Commissioners questions go ahead I have a bunch but um I didn't know if anybody else wanted to go ahead jump in maybe maybe I'll ask a question someone else is thinking okay
so if we could kind of go back to the beginning if we could just kind of walk through it all I'm so sorry oh okay um I just wrote down little notes like throughout while you were talking because I didn't want to interrupt you
do you know about how much money out of the one point what is it 1.4 billion 1.1 billion do you know how much uh the cap is over of that money what are you referring to a
particular slide which 1.1 um so like our operating revenue is 1 uh4 billion okay so about how much of the how much of that is is the cap over is
it like 300 million 500 million 1 billion is there is there we don't go over the cap we haven't gone over the cap in any of those years the general fund it's only impacting the general fund and we were directed not to go over
the cap so is that I think she's asking what revenues the cap applies to okay um so in the general fund portion of that that's around 197 million I can pull up uh if you give
me one second I can find that for you because some of those fall in the special Revenue funds which is that that pink section um those would be your other Special Districts give me just one
second okay so the total operating property tax revenues were just under $300 million so what you're saying is that the cap is only over that that's what the Charter cap is it's on the yes on
the property taxes however we do have some other rates and charges and our non-ad valorum assessments that are tied to changes in CPI as well okay thank you and then um as far as the Fire
Control mstu millage rate is that the 1998 referendum or is that something different so um the the 1998 referendum and I I may want to defer to the county attorney's
office on this but it it authorized uh an increase in the Fire Control mstu so and that increase was 6431 and that was to fund certain um
certain expenses so while that was the voter approved millage rate um it's been established at different rates over time based on board Direction but that is the Fire Control mstu okay and so is this
controlled by the cap it's a voter approved millage rate so the charter cap says uh it excludes the um voter approved the portion of it that was voter appr the portion of it so the
6431 is not affected by the Charter account that's correct the revenues generated by that millage rate don't have to adjust the millage rate down when there's an increase in values to meet the revenue cap right but just for that part it does apply to the aggregate
millage but not to the Charter cap okay yeah if that generates more Revenue that makes the aggregate millage do something that it shouldn't as well right right okay um the next slide was the one with all the different counties and I was
wondering are there other counties with a charter cap uh no not to my knowledge there are no other counties with a charter cap okay and unless that changed recently but I'm not sure I don't know
um so the and some of these questions are just like for the Public's sake um the balance forward because when people see the 2.25 billion budget I appreciate County Manager when you were talking about you know it's that's not really the year-over-year
budget it's about half that and so um I was wondering the carryover from the public works and the general um government the 84 and the 74 million
Public Works is that mostly capital projects correct and then the um General government that's also capital projects that's capital projects and reserves so if you remember later on I showed a slide that was $30 million in reserves
right and then um we had some infrastructure projects in uh General government as well okay and then the transfers is there a way that we could see the breakdown of that and obviously not right now but you know
could you could you get that for we can work on that okay and then some of these questions as you went through your um presentation it answered some of them so I'm having to make sure that um I am pulling out the right ones
so the countywide critical infrastructure and the public works and Facilities um from the fy2 425 general fund sources and uses slide could you explain a little bit
more about what that countywide critical infrastructure is sure and we broke that out in I think if you go a few more slides um I I've got it pulled up on the screen so the countywide critical
infrastructure um this is the breakdown on how those are allocated um so again these were projects that um funding was set aside because they were determined to be critical needs uh to
okay address these projects for example the Wickham Road Fleet that basically is for his entire Road and Bridge heavy equipment he'll be talking about that during the presentation as well so we'll go into some detail for you on that and
so the health department buildout that was something that the previous board um put forward right right right something that the previous board approved that was on the second floor of the uh the the building next door and the um and
actually I believe if I'm not mistaken I think $900,000 is actually being paid for by the uh Health Department they they're giving us the funding and the board's putting in 500,000 that was my next question so that's and that that's the way I think it is okay and um and
that's so that they can do a build out because when they initially build that like you heard I think uh the uh the tax collector talked about how she had planned for the future well the same thing happened with the health uh Department building you know it's a
County uh building um that um but it was the second floor was was was was not built out okay and so you have the posie center on the first floor and all the building they use then the building next door and now this is finally several years later they had the resources and
internally within their budget to do it but it was easier to do it through the county so uh you know they had heard from the state let the let your county do the build out we will pay you know our a large share of it and so that's what they did and that's what's going on
with that the prior board approved it and so the other critical infrastructure improvements is there any way for future um presentations that things that are like that that we could like break them down a little bit just so that the public sees cuz that was always one of
my biggest questions from sitting on the other side I was like what does other mean you know and so I just think that do that and I think we have it broken down in our in our adopted budget and our CIP right a large portion of that is
for improvements at the medical examiner building I think there's a a chiller replacement and some other critical mechanical components that are needing to be replaced there U but yeah we can do that thank
you and then and we can clean that up commissioner we can provide that specific information at the beginning of the next Workshop if that's okay thank you and then the um if we could talk about the north Bard Economic
Development zone for a second I was wondering uh because this has been a pretty hot topic um if you could explain more into how they get funded where does this money come from all of all of that I didn't know if anybody could it's a general fund allocation through an
annual agreement that the board has with the EDC I think it comes up if I'm not mistaken I think every June and think she's asking about ineds oh nbed yes oh I'm sorry I thought you talk
EDC that that is a that 3.3 million that's the county share of the uh North Bard Economic Development Zone I think it's in the area uh Titusville contributes about um 700,000 a year
somewhere in that in that area they have approximately if I'm not mistaken Jill can help me on this I think it's around 10 to 11 million that are are currently uh they have uh I I'll say reserve but
they are uh to utilize for uh existing debt or or any kind of incentives that are outstanding but they haven't been earned by whoever you know has put in the application and had it approved by
the nbz and stuff so uh uh generally what what you have there is a a tax increment which means it's the increase in value and taxable value of the property that it's earned from the prior year those dollars go into the
geographic location that was approved as part of nbz that currently exists and those additional increments go to the north barard uh development econ North Bard Economic Development Zone to
utilize for any projects and I think if it's over 500,000 it has to come to the board uh but uh for any projects that are going to enhance within that zone Economic Development and uh and so you
may recall uh you know I think one of the big ones that was given the board did I believe was what $8 million toin a number of years ago and so that you know is getting close to the if not totally paid out but there's a variety of other
projects that are out there that are getting paid out on an annual basis we did do a review of that and believe that um the resources that are there uh will cover all the existing obligations including you know debt that needs to be
paid out uh for projects that are joint projects between the county and the City of Titusville as part of the economic development zone is that what you were looking for absolutely thank you and I just wanted to um you know put this out there that I've I uh was very skeptical
about about the zone you know before I got into um office and now I've spent a lot of time with Troy post and he has been extremely helpful and and um really has answered every single one of my
questions he's he's been exceptional so I wanted to give him a shout out just because it was in this presentation um about what a great job he does and the one of the things that made me feel really comfortable was the clawbacks we don't give any of this money without
clawbacks so if the businesses are not holding up their part of the deal they don't get a scent so for instance like the space perspective company that just um you know unfortunately went under they did not get that
$450,000 so that was that was my first phone call I called Troy right away when I saw it in the paper and so um you know I I just wanted to kind of put that information out there because it's something that's talked about in my district a lot and um you know so
they're they're doing some good work there and there's going to be a new um business Workshop um that tro is going to be putting on so that's a great thing as well um the next thing
was the um it kind this is just another request Jill if you wouldn't mind like the Public Safety Services if you in the future could just put like a bullet point of who that is just so that people can know that way they don't have to go
digging through um I'm almost done uh okay I think I'm done thank you okay Commissioners I think we're going to take a break here in a minute
after we're done with this session so Mark um hold on hold on a second okay yeah so we're I know you're going to be lengthy you're going to be lengthy and we're going to need a break in between this uh so uh so commissioner Delaney's
done with your questions so uh Commissioners questions for Jill any other questions for Jill okay we all want to Brink that bad okay um let's do 10 Let's do let's just be back here at 2:30 okay thank you Commission
[Music]
he has the most slides okay let me uh correct one thing that I think I said during uh the prior part of the presentation I think the $900,000 is 900,000 was the County contribution to the changes in uh uh the health
department building 500,000 is the contribution from the state thank you all right Commander all right uh good afternoon uh I think everyone knows I'm Mark bernath I'm the Public Works director um with me
I have uh a lot of my key staff in case there are questions because we have a lot of information that I'm going to uh try to cover um so so Susan Jackson our assistant uh director and rad and bridge program manager is here although uh she does have a hard uh conflict so after
her slides uh after I present her slid she's going to leave uh Karina gum our traffic operations manager uh Tammy Thomas wood our PW operations manager skip Bell my facilities manager Rachel Jenna my engineering manager and then
Stephanie Bole our uh PW Finance coordinator so as I mentioned there's a lot of slides on almost 80 of them I am going to uh try to skip through some and keep this moving as quick as I can there's other areas that I intend to
park on for a few minutes uh so you know this could take several hours uh I have a very large Department very uh Broad and wide uh so happy to take any questions um you know and we'll try to answer them as we
can I have a quick question if you don't mind would you mind would you rather us wait till the end for questions or throughout up to you commissioner okay thank you okay so uh starting uh with the first slide our mission uh in public
works is to plan and Implement projects and services and create and maintain a comprehensive transportation and Facilities infrastructure most of the facts on this we're going to dig into um throughout the slide deck uh so I'm not going to neily go into each and you'll
notice if you haven't already that I use these as kind of um section dividers for each of the different programs that I'm going to talk to uh I did want to highlight though uh one key item on this slide that I'm not really going to delve into directly any further we currently
have an 18 a. half% vacancy rate uh and so that's 62 uh vacancies although 14 selections of that are made four with tentative uh start dates um we have been focused on uh both um retention as well
as uh recruitment uh for quite some time and have been inching uh this vacancy rate down uh but it's still a challenge with the uh the funding that we are uh willing to pay as compared to uh the private sector as well as some of our other
municipalities okay um so on this slide uh we're going to Deep dive into uh some of the programs in the red box uh throughout this brief which includes Road and Bridge traffic operations and uh facilities as well as our finance and construction management so not going to
really uh focus on those uh on this slide however I wanted to briefly highlight the other three Public Works offices and programs in the blue box um because I'm not necessarily going to get into them uh any further so part of the transportation construction man
management has land acquisition but it functions as a uh effectively as a separate program and uh will'll get into um basically what they do is all the land acquisition for the county that's right away that's easements with the exception of eels uh our survey and
mapping program provides a vital service of uh for new development and subdivisions in fact the County Surveyor is required to sign off on All Tech technical accuracy on all plats uh by Florida statue before the board can even consider a plat so very critical to
development for the county uh also provide services uh for many of the county infrastructure improvements particularly Road and Bridge maintains the county Benchmark system and then engineering does design and drafting for uh most of our Public Works projects
they manage flood plane management uh regarding flood uh flood zone determinations RightWay permitting construction inspection and management and then development uh review for our um commercial development and subdivisions for Ada and storm water uh
which impacts the roads so again I have uh slides coming up with the other uh program so I'm not going to focus on them so uh this is one that uh and you'll see a repeating theme as well for each of the budget sections I'm going to have a breakout not going to spend a lot
of time here but I am going to dig into some of these in subsequent slides so uh this is an overview of our adopted budget uh I I'm calling these bins or categories these are the large buckets where money is uh spent within Public Works the largest as you can see is
Capital Improvements at 67.6 million um that's uh projects operating uh is at 48.7 million includes repair and maintenance um and that's uh repair and maintenance projects that's
running the department there's compon benefits which is also a big number of 27.1 million again going to get into some of the CIP projects uh throughout the brief and uh now I'm going to uh shift over to the color of money which
Jill had mentioned uh during her brief and so um you know just thinking back to the last slide it would every single major bin would be a rainbow if you will of these three colors so uh that was difficult so we wanted to show uh how it
was split up in a different way so again uh there are in this one there are three major categories our budget is broken down uh by Fuel tax and special Revenue which is in pink that's restricted uh funding that's special purpose revenue bonds we have general purpose Revenue
which is in green that's general fund or revenues that we receive uh such as the FPL franchise fees and then we have service Revenue which is revenue earned through internal Services that's for internal departmental Services user fees or development fees as one of the
largest departments this looks like a lot of money but a lot of is restricted uh for transportation and tied up with multi-year uh projects so similar to what uh Frank and Jill had mentioned out of the 176 million when you start pairing it down um there's a lot less
than you really think so 84 million of it is Balan forward and again that's meaning that it's uh multi-year projects it is uh you know we may be accumulating it over time we may be leveraging for Grants it's not necessarily A Bad Thing
our projects especially Transportation take 10 to 20 years sometimes to do just to um save up for it so uh that's where a lot of the money is tied and so effectively now uh just from the 176 million when you take out the balance
forward we're down to about half uh of you know the money that's available um and so other than major major capital projects um we always seek um you know donations where possible due to uh
limited uh funding each year uh after we fund the current programs the service debt which we'll get into we retain a limited amount for emergencies I actually only have $3 to6 million of discretionary funds for large projects
around the county and so quickly from 84 million down to 3 to 6 million there's not a lot of money um if we want to continue the operations that we do today that's when someone calls and they want someone to respond from facilities or
when someone calls Road and Bridge for that person to go out a lot of that money is already uh captured and it's the 3 to six million that I could uh with uh the county manager support and the board uh approving is where we actually put on large projects so I'm
going to dig into um a little bit further uh based on the last slide this is also the color money the main difference here though is there's no balance forward this is to give you a look at what new monies come in each
year so fuel taxes mstu grants and transportation impact fees uh are that are shown are all fenced and must be spent on transport Transportation related items each one comes with certain limitations or restrictions carefully orchestrated by my uh PW
support operations manager Tammy and her team behind the scenes uh and with the other programs so as one example you could see there's many different gas taxes here but cgt constitutional gas tax 80% is severely restricted by statue
on funding in-house labor and so each one has different uh things that we can do with it or not do with it and so we have apportioned it and we use it where uh it is best uh served so the largest recipient of general fund so going back
to what Frank said you know general fund is is where uh the board really has the most ability to influence where to to leverage it um so County uh facilities is the uh largest uh recipient of that
within Public Works you could see that by the big green uh bar under over the facilities one uh and there really is no alternative Revenue source for facilities when you look at the pink polka dot uh box um above the green that
is5 .8 million but it's a one-time grant for the more Justice Center that we received through uh Senator Mayfield and then 1.1 million uh which is a loan to help fund uh jail locks um so all the uh
Detention Center doors were failing and we needed a strategy a couple years ago of how to actually do that so that is all onetime money and so and then there's a a little bit uh above that but really it's general fund that funds uh
um facilities for Road and Bridge general fund is primarily the paving program and labor so if we want to take away that uh without impacting our roads and the people that serve our County we'd have to find uh an alternative
funding source uh but there you know in order to maintain the roads at the level we're trying to do now uh that and the uh compon benefits is really where that money's tied up traffic and survey also um pay for uh Labor uh largely with
General funds but as you can see much smaller amounts uh and that again uh is to have someone when we uh when someone calls and says the traffic signal is not working that there's people there to go out in response to that so you know general fund could be repurposed for
other board priorities uh but without finding um other sources to pull from uh that really becomes a challenge if we want to continue the same level service that Public Works is doing today and quite frankly would have a deleterious effect on our Department's Mission um
leaving us with a combination of undesirable options such as short funding the paving program reducing labor deferring Capital Equipment and facility recapitalization crelling maintenance uh projects designed to address aging uh and failing
infrastructure and other uh reductions as you can imagine so one possible option is for replacing general fund as well as to supplement it is the revenue generating report um I've sent that out several days ago to all commission
offices we're going to delve into that a little bit uh during this brief uh but that is a 12-page report that um we spent a lot of time developing and has a far more detail than I'll have time for to go into today but I will at least
give you some highlights and uh make sure that uh you understand you know some of the benefits of uh entertaining it okay so the uh first program that I'm going to get into is PW operations um I mentioned that this is
really a um it it's really a back office function but it's where the largest amount of money in public works is and um so they serve both as um the banker if you will for public works but also uh ensuring
that the the fund the funding it goes to where it needs to they're also responsible for uh funding traffic uh projects engineering um as well as survey and land acquisition so I'm not going to necessarily go into everything on this slide um I wanted to then jump
into the next one and you could see the reason for me wanting to bring this up because under that one program it's 61.4 million and 34.1 of it is capital Improvement projects uh so as the largest bin uh
there's a number of slides that I'm going to get into on some of our major CIP and you know where is that money going so we'll get to that uh but it's things like Cay Bridge the traffic Management Center uh Wickham Road facility Etc um and as another large bin
we have Capital Equipment um and uh at 15 million and then we also have a large capital reserve that's where there are projects that aren't necessarily ready for execution we might be saving up for a larger project down the
road so uh this is uh this slide shows actual logt uh local option gas tax revenue which is collected and has been tracked for many years um started uh back in 1986 um so it's indicative of all fuel
taxes but unlike with L LGT and should be clear when I'm talking LGT it's the six cent um option uh because there's a 5-cent that I'll get into uh that we don't collect um we don't have the historical data for the other gas taxes but it's
the largest one and so uh it gives you a historical perspective as well as uh what the other fuel taxes are doing so um as I will show you know or as I showed in in the previous slide it's the
largest amount of fuel tax and so going back here uh you could see all the different uh Pink versions and I tried to do that so that you could get a good appreciation for which uh tax is what but you'll see that the uh six cent uh
LGT is our largest uh amount of gas taxes that we receive so um out of 13.7 million U that we've collected for LGT uh 5.4 million
is allocated to pay uh Bond Debt Service until 2036 so got to take that right off the table because we're paying for projects that we did uh many years ago and then 3 and A5 million is dedicated to supplement the general fund for the
paving program so then once you take that off there's really not much LGT and so when I was saying when you start looking at where does the money go uh and I only have 3 to 6 million a year that's because LGT gas tax is the largest amount and it's already going to
Big priorities one paying back past projects the other our Paving program so the blue line here is the actual revenue and the red is the purchasing power um and so you could see we've lost purchasing power over time as those two lines uh Collide uh with the
proliferation of uh electronic electric vehicles over relying on gas taxes is also uh not advised iable as one day it's going to be replaced and uh I think for those that were at the uh recent um space coost TPO meeting that was
discussed obviously there's lots of discussions of you know how else can we fund uh if there is no gas tax because Vehicles aren't using it so it's right now it's one of our larger pots but you know it is something that I think over time could go
away this is just showing a uh another uh view of the same data uh and I should mention that this comes from the local government financial information handbook and then we just you know put it into uh these slides but uh this is
looking at the total population in blue which continues to rise as you're well aware within Bard County and in red it divides the purchasing power of those LGT funds by the total population so when you look at it it means that despite having more people on a per
person or Capal basis it has remained fairly flat you could see the red line you know kind of Tails down and then it kind of levels off um so for example in 2024 we are receiving approximately $20 per capita adjusted for inflation uh and
there's you know uh approximately 67,000 uh people in in the county so um on this slide wanted to kind of show where the funds go from between capacity and maintenance uh in 2017 the board made a conscious decision
to focus pw's limited transportation funding to much the much needed Paving program um and that started in 2018 it also created a dedicated recurring program with General Revenue uh for that Paving program and I'm going to get into
the paving program a little bit later in the brief uh but this slide is meant to illustrate how Transportation funds were spent between 2014 and 2017 and then since uh which is 2018 to 2024 the chart
is the actual expenses of gas taxes and impact fees but in order to be able to explain and uh show we excluded grants that were non-recurring uh and all because it had a skewing effect on the data uh and
wasn't able to really show this point so for example pinita Causeway Barnes Boulevard St John's Heritage Parkway were all very large one-time grants it's excluded from this data in order to be able to look at a more apples to apples comparison so um the other funds uh
allocated to rad and bridge that uh were directly not related to um this such as general fund and mstu and some others which fund salaries and benefits data day operating as opposed to what goes uh forward on transportation we also
excluded but what you can see is it's meant to uh depict how our transportation funds are spent and in the slide you can see maintenance is uh primarily that of the paving program but also includes a large scale Transportation uh maintenance
projects and so you could see the pi got bigger overall from earlier so if you look at the top left versus the bottom right the p is larger but in the prior four years before the paving program we spent 73% on the a available funds on
capacity and only 27% on maintenance and then the reverse is true because in the last six years we spent 40% on capacity and 60% on maintenance and I'm going to get into the reasons why we desperately needed the paving program and those
decisions were made um and we can't back off the paving program or we will return to that so I'll get into that in a few minutes but what it translates to an average of 7.4 million 4 and 7 million uh of capacity per year
now and previously 10.4 million for capacity uh I'm I'm sorry 10.4 million now and 2.7 million for maintenance um neither of which adjusted for inflation so uh it just gives you a general sense of where our funding is
going on this slide um we're trying to show the overall Transportation revenues for pave roads and a Breakout by surrounding counties with their total central line miles and I'll get into a little bit more what cental line miles means but um this shows all funding and
again it is based on the local government financial information Handbook of 2023 and as an example we have 1,232 Center Line miles and we put in approximately 24.5 million between all
funding sources that translates to $19.95 per mile as you could see Indian River has 707 miles of paveed roads and receives $50 million that translates to nearly three times the amount that we're
putting into our roads at $781 a mile and out of the data collected only pulk County uh spends Less on their uh miles per per Road and again using the colors of money uh we're showing how uh each one of
those fing sources uh you know fits in so now I want to shift to the revenue generating report uh again I sent that earlier this week um and I am going to go through a couple um slides giving some experts but uh e excerpts I should
say but there are uh far more detail in the report that I had sent and happy to uh answer questions today or uh you know interact with you offline uh to get into some of the details so it was predicated and updated based on a 2014 board driven Blue Ribbon committee
recommendation and my staff's 2022 version we were asked by the county manager to dust it off update it with the last uh two and a half years of uh progress as well as uh setbacks and so that is what uh you have you saw in your
email um and it's important to note that uh no funding recommendations were adopted either time back in 2014 or in 2022 which has made solutions more challenging and costly um so starting with the uh end in mind there are three
attachments to the report and I have uh excerpts on the right side of the screen um to kind of give you the summary um so the current PW Transportation impact fee projects there are 28 of them and it stands at 11.6 million this is for
situational awareness and I have a slide on impact fees uh a little bit later um so we'll get into that a little bit more uh pw's 25 uh 2025 budget submission with some critical changes of unfunded
critical needs listed 182 projects and $252 million uh that we need and that the way we looked at it was if we should or could execute within 5 years and so it's a subset if you will of the larger
unfunded infr structure list which is the third one on the bottom and that shows that there are 299 items at $2.2 billion of backlog that's money today that we believe is needed that we don't have a funding
source to uh address and so once again the list uh similar to what I said a moment ago has some critical updates but it was what we prepared last year in preparation for the 25 budget and as we are working through our 2026 budget my
program managers and I will dust it off we look at the Space Coast TPO list we look at all different things and then we update it with uh maybe new projects maybe there's projects we funded over the year but at 2.2 billion we're in the ballpark it's not going to go
substantially down uh possibly we'll inch up as we um add additional things so every time we get a call from a constituent and they say we want something if it's not on our list it eventually makes its way to here and so
U that continues throughout the year and uh in addition to inflation is the reason why this number is significantly higher than the last time I brief this so again um we will uh be working on a revision as part of budget
development uh this list contains the projects we are aware of uh and that require funding for either capacity uh failing operational needs Etc as well as projects that where we were requested by the public in other words it's not an
all inclusive list there is no funded evaluation process that we have within Public Works other than the paving program where we go out and we look in storm pipes and we look at um you know failing conditions within our buildings
to kind of develop this this is uh other than Transportation numbers which the Space Coast TPO goes out each year and determines traffic volume everything else is really generated and predicated based on what we've been asked to do
over time and we just collect it on a list so bottom line the overall backlog exceeds 2.2 billion capacity is 1.2 billion of it and nearly 500 million is just the Wickham Corridor alone which
has feasibility and affordability concerns given how built out it is but again when it comes to capacity those numbers are ran every year uh by Space Coast TPO we then look at the volume of the road and determine what's near in
capacity what's at capacity or what's over capacity and uh in addition to that the report starts out by defining capacity as a post to maintenance uh and then it provides a fairly comprehensive overview of where our major sources of
funding go and their limitations as depicted in slide six from my presentation a few slides back um and it also addresses Transportation impact fees um which I will summarize in over the next couple slides so Transportation impact
fees um so this color map uh was created this year to try to help um with not just what the impact fee boundaries are which are the different colors but then where your commission districts line up and as you could see um they overlap and
some commission districts span multiple um impact fees so it's important to note up front that my department spends the impact fees uh or at least a portion of the impact fees to be allocated um by going through a tiff committee and then
we recommend approval of funding uh and the board ultimately approves anything that we tap for impact fees however Planning and Development oversees the program and uh they'll be providing some additional context uh in addition to
what they uh Billy had provided to the board uh just recently uh as far as the history and what we could do with impact fees I'm mostly focused on once we have the fees where they could be used so you know we currently have 11.6 million as I
mentioned in allocated funding towards projects which is in appendix a of the full uh report that the revenue generating report what this shows on the right hand side is that there is 15.9 million of
unallocated funding across the five benefit districts and each year on average um we're collecting $10.5 million um so again the benefit districts are mapped by color funds must
be spent for capital or Transportation capacity improvements within that benefit District only that means a large portion of this is untapped until we have an affordable requirement and I'm going to get into that in a moment but to be clear the 15.9 million is the
balance uh available that Planning and Development sees it's effectively what is left in the kitty when we have a project we go to the impact fee committee and request to take money out of that the Tiff funds or Transportation impact fees because there's numerous
Tiff acronyms are insufficient to pay for the cost of level of service capacity improvements to the road system even if the fees were increased as $1.2 billion is the backlog for capacity today not in the future but today so um
where there are opportunities uh present itself though are on smaller projects we have additional uh congestion or safety Improvement projects totaling 6 3 million and so where we could find a half a million dollar project or a million dollar
project we will look to um use these funds but if you see South Beach has only has 746,000 uh dollars in there the two largest are north and Central uh Mainland districts at over 5 million and South Mainland has 2.5 million and the
reason for you know noting that is you'll see more on the next slide but the locations where we need it most most is where we have the least amount of impact fees um and that's as a an
example the city of Palm Bay uh is within the South Mainland benefit District but much of it is incorporated and they have their own impact fee program and they collect it it's only the unincorporated areas that we collect so um increasing impact fees
uh is not elaborated in our re Revenue generating report for these reasons it is not a Panacea to solve our capacity challenges but with increasing it with looking at the current boundaries and possibly expanding or changing them it
could be more useful to us so this slide is to show the roadways that uh by capacity and by uh district and so um roadway capacity refers to the maximum number of vehicles that a roadway segment can accommodate it's
typically measured uh in vehicles per hour or vehicles uh per day and is primarily based on the number of lanes and the type of roadway each year as I mentioned in the last Slide the most recent traffic volume data is provided to us by the Space Coast CPO and the
current available data that we have uh is for 2023 uh staff evaluates and compares the latest count data to the capacity of each roadway and then comes up with uh what you see here U so the map shown
depicts the locations and we've identified roads that are near in capacity in red uh overc capacity in black and Roads that were monitoring in blue so the current data reveals that they're
currently 11.4 miles of County Roads that are nearing capacity 2.3 miles that are over capacity there's also 6.6 miles of County Roads that are being monitored for capacity concerns this is where um we've seen
fluctuations year to year from the count data and in some cases they were near in capacity and now they've uh kind of retracted uh but because they were close enough to the threshold we're continuing to closely monitor it as the thought is
we want to try to be ahead not behind on uh some of these areas so the again the total cost for uh this is 1.2 billion and explain as explained in the previous slide North Mainland and then Central Mainland have the most
funds available but you'll notice it's not where the greatest capacity needs are North Mainland really we only have Grom Parkway which we're monitoring because it had Reed retracted or receded from uh nearing capacity South Mainland
has you know one of the Lesser pots and has the most uh things that we have to do so it's just really not practical uh the way the impact fees are structured and set up to leverage them on any of these projects because there's really not a
$500,000 capacity project out there so again we uh have in our appendix a uh to the report um where we have some additional uh where we're spending pack fees and there are others
out there and we try to balance uh staff availability as well as I'll get into some covid funding and just uh implementing our budget overall so there are some places we could spend money across the districts it's just a matter
of getting enough time uh and bandwidth inous to work on some of those projects where we could spend a little bit more of the impact fees so the report ALS shows that we could potentially Garner $182 million of additional Revenue if we
were to fully implement this chart um it is similar to what we presented in 2022 with some updated numbers um and again the report goes into a lot more detail it provides pros and cons I'm going to just briefly highlight uh each of these
so as you could see at 2.7 million the 9th Cent uh fuel tax which is the unledded mo motor fuel portion isn't that much money relatively speaking but every little bit helps further it requires no requirement to share with the cities and the board by super
majority vote could implement it or simple majority could add it to a referendum currently we only collect the 9-cent fuel tax diesel portion which is statutorily mandated and are only going to receive $2.2 million for
that for logt uh the fifth is also an not an enormous amount of money uh at 6.4 million but considering that we only have discretionary funds of 3 to six million it could potentially double the discretionary funding that we
have to go towards capacity with its implementation um although it does have certain restrictions on operations maintenance and repair projects uh capacity would be an ideal place for this um currently we receive the LGT 1
six or six cent as I mentioned before and that's $ 13.7 million but again as I mentioned 5.4 million goes to Debt Service three and a half million is dedicated to the paving program which then leaves us very little discretionary money out of what we receive it could
also be approved by super majority uh Vote or added by a referendum by simple majority but it does require an implementation of an Ila with the ma with the cities with a majority of the municipal population so a little bit more challenging uh to implement but
still potentially worthwhile the charter County and the regional transportation system discretionary sales tax is on goods and services purchased within the county it has as you could see the largest potential to generate funding depending on the rate that's uh implemented so for
example at 1% the County's cost share would be $103 million a year it requires a simple majority to be placed on a referendum can be used for broad Transportation needs and could uh last for 30 years however it requires public
hearings negotiations with the city and approval by the Florida legislature's Office of program policy analysis as well as a government accountability and uh certified public audit in order to implement the local government infrastructure discretionary sales tax
is also on goods and services um it has the second largest potential to generate funding but is limited to only .5% because as you're aware the other half goes to Soro currently implementation and limitations are the same as the charter County and the regional
transportation system discretionary sales tax and then finally on this list public service tax has the potential to generate roughly 32.2 million based on what we see for FPL franch franchise fees and this is increasing the amount
on other public service related goods and Services it's considered General Revenue and can be used on any legitimate Transportation uh purpose and again we already received $19 million with FP FPL franchise fees but Public
Works only sees 4.4 million of that this is the one of the easiest Implement because the board can adopt this by ordinance through a simple majority and there is no requirement to share it with other municipalities so this chart is meant to just show that
with all of that funding which I recognize you know may not be uh something that the board is willing to go with but we could solve our backlog Challenge and that's really what this is meant to show so when you look at the revenue generating report it dep depicts
our current capacity and maintenance funding shortfalls and how that continues to grow through uh infl and this shows that if we implemented all of it we could solve it you know theoretically in in about 13 years as
previously mentioned this is based on shortfalls in the list today and doesn't Envision additional projects that we may add this spring or in subsequent years but it's again meant to show it juxtaposes our overall transportation
for shortfall of 2.2 billion and adds what it could look like if we received all of that potential Revenue again I recognize standing up here it may not be realistic for for the board to support any of it but if you did it could help
tackle our transportation issues if we started now um we don't know yet how much we can mitigate uh but we continue to look at things like turn Lanes intersection improvements expanding its which I'm going to discuss later in the brief but
at the end of the day that continues to Kick the Can down the road of our capacity uh shortfalls it buys us some time but we can't buy our way out of it through mitigation and so at some point we need to face uh the re the reality
that this is a uh you know something that we need to figure out how to tackle so not depicted here uh but is lightly mentioned in in the report is that additional staff Capital Equipment other resources would be needed to take on uh any significant amount of money you know
not even if we get the full amount just to take on uh Millions we would need to have additional Engineers inspectors contracts uh types Finance other administrative and oversight and it's impossible to really put a number on that because I need to have direction
from the board which projects out of the 2.2 billion what's their complexity what's their dollar value as an example four $250,000 projects are far more labor intensive than one1 million dollar project so I need to know that where the
board is leaning to be able to say what Labor uh and other resources I would need but I want them to make sure you realize existing staff could never Implement something like this so and then uh we're also you know maxed out currently trying to um address
our current obligations and suffer from an 18 and a half% vacancy rate so um as a key uh parameter and part of the success of the imple mentation we would recom recommend a phased approach to properly staff up expand plan design and
then execute as such if the board wanted to do this we would get with each commission District uh provide our recommendations get your feedback uh at least for the first five years of what the right combination of projects are and then for multi-year multi-district
projects uh we would come to the board this is just showing um the uh process to implement a referendum should the board so choose um so I mentioned that the board could by super majority add the ninth cent in logt tax collection uh
although the LGT does require an Ila to Institute either the discretionary sales tax or tax or public service tax um the board uh could send the fuel uh send it to referendum and then we would need uh
legislative intent this month in order to work towards the ordinance this kind of just lays out as you could see a timeline uh in order to be able to get it on the uh uh ballot so we would work theoretically with applicable County
staff to finalize an ordinance and work with uh uh on ilas with cities uh so that we can uh it could be sent to the supervisor of elections for the November ballot and again both discretionary sales uh service taxes also require
public hearings so we would need to fit that in and we would need the uh Legislative Office program policy analysis and government accountability 180 days out as well as do an audit so this packs a lot between
now and the time we would start collecting some of these and taxes must be levied on one October to be effective by January 1st the foll year and and lastly on this slide uh just again a public service tax could just be implemented through a simple
majority with an ordinance at any time so that is what I'm going to cover for the revenue generating report obviously there's a lot that I just threw out there it's all in the revenue generating report that I had sent earlier in the week taking a right turn on you um I now
want to shift away from uh funding specifically and discuss uh you know some of the other highlights of our projects and funding Mark can we pause for one second uh commissioner Alman sir more of just a clarification in the
revenue potential Transportation Revenue one um these numbers that you show the 2.7 million the 6.4 million that's annual revenue that is and the 1826 is annual Revenue that that is okay
assuming we assuming the board said we're going to do it all right yes and so in 13 years that would solve our problem our trans that's what this kind of shows it's a cumulative graph and it shows that at if you look at the blue
wedge of the current funding you look at the potential Revenue that I just mentioned 182 million year-over-year um with inflation um or index for CPI and then you look at the backlog not adding additional backlog we could
converge and in 2039 theoretically solve it could we actually do it it depends on you know design and permitting and all that this is really just meant to show that we could work ourselves out of this over some period of time is it 13 is it 100 is it 50 years that's for the board
to tell us what to do that would be an assumption of no bonding that would or just pay as you go uh that would assume that we are collecting it through um these various options and we pay as we go bonding is is certainly something
that we could do but thus far uh if it wasn't made clear we haven't necessarily had the support to increased the funding we've you know similar charts have uh over my time and even back before me have you know uh alerted passports to
some of these concerns that be done sort of the way the do does it with a work plan no bonding and pay as you go which is a good approach bonding is also I guess uh somebody could discontinue the program as you went down so you don't have the certainty of the program being
built if you bonded but but it it does I I like the way you put this together it's really interesting you always hear about problems you don't get to hear okay this is how we can solve the problem so I think that's refreshing uh the question I have one more um 13 years fix the problem as you
go out further um how many years do we maintain that status of having an adequate level of service on our road uh that that is you know extremely hard to venture because
as I mentioned earlier every time we get a service call from a uh resident there might be another looming problem that we don't know about another road might go over capacity so we just tried to take you know snap a line today and say if it
was only today's problems it would take that 13 years but I don't know about tomorrow's problem yet because we have we don't have a proactive assessment going out there looking for problems depending on growth rates and and things such as that yeah could could I ask uh
as a followup to his just real quick um but we have done a scanning of the roads um right where they've done an assessment I think the prior board so so um to answer that question I did highlight it before and I'm going to get into it during Paving the only place we
really proactively look at is we do a an assessment for Paving about every four years with a third party they actually ride every road with lots of high-tech equipment and then give us a report and I'll get more into that but other than
that there's no teams going out there looking for failing pipes and other issues um because we just don't have the staff or the resources to do it okay so let me get back to this slot I have one more quick question I'm sorry
um the the span of like the 25 million to 103 million and the 3 million to 20 or 32 million what's the so that that uh for each one it's either a uh percentage that the board can implement or a
specific amount and the revenue generating report actually has has that breakdown in more detail although on the slide we have a little bit uh so for example like the local government infrastructure we could Levy .5% or 1%
uh but 1% is the max and nurm for the soral program already gets half of it so we could only take another half if the board so Cho so chose so we're just trying to show the ranges of what we could do okay and then the um the needs
does this include um Paving roads as far as like all the dirt roads it it um it has some of the key ones uh in our unfunded back box but it doesn't have all 82 miles of of roads
that could be added though as as we you know have discussions with each commissioner so basically the the these numbers are the the backlog of things that we need to like that are critical like so we tried to break it out
critical as in what we could do or should do in five years that's that smaller amount of 252 million only 252 million and then what's the full need because we recognize it will take time to get there but again it is you know
today's capacity numers not correct 10 years from now so I don't know what capacity will do in 10 years but if we continue to grow you know you could only imagine it's that number is going to continue to grow right okay thank you any other questions on this
okay all right so again trying to take a right turn now um this is not an allinclusive list of the accomplishments we did in 2024 um they would be far and wide um unless there are questions uh my intent
here is to just flash up some of the bigger projects we did in each of your districts and push forward uh because again um you know we have at any given time about 700 projects going on these
are some of the bigger ones uh but I couldn't sit here and answer questions on everyone it's just impossible for anyone to be able to do that uh and this is one and you'll see on some of the other uh projects I intend to kind of just run through it real quick um but
you have the information happy to follow up with you offline uh but we will entertain questions if you have it so major projects uh similarly this is uh not in an all-inclusive list as well uh and so you might be thinking you know what about
you know a project in my district I'm going to get into in the next slide uh at least showing you some of all of the projects that are capital Improvement but these are some of the larger high visibility ones that PW is working and again in the interest of time um you
know going to hit a few things and then plow through um so uh I'm going to talk more about bridges uh so I'm going to defer uh discussions on the two Bridge projects Hollywood widening is something we've also been working on a very long
time about a decade or more but the current projection is 95.1 million to widen that road um and per pass criteria uh for federal grants it wasn't going to score well we don't know yet where the Trump Administration may change that
criteria and maybe we'll Faire better uh but right now we have not pursued grants one because we're we're not quite done with the design uh but we have looked at it enough to know it would score well and we'd be wasting a lot of money chasing what we know we couldn't get we
we had a better shot at Ellis Road and still couldn't get Federal money uh but it's still something that needs to be done for the South part of the county and where we are headed is kind of a two-phase approach one is finish the design because we've invested a lot of
money I should say three-phase approach finish the design the other is where there's targets of opportunity to uh do Advanced acquisition uh an owner comes to us and says I know you guys want to widen the road someday will you buy my property it's much cheaper today than it
will be tomorrow especially under the threat of imminent domain and so wherever there's those opportunities ities we continue to buy uh those properties and so we may uh submit for some additional funding because we're starting to run low in order to be able
to pursue that and then the third phase is uh and I'm going to get into it later in the brief but we have a congestion mitigation study that we uh should be finishing later this spring and so we will be looking at where are those targets maybe it's a turn lane maybe it's an intersection instead of trying
to bite off the whole $95 million project it will take us a long time but in absence of that what can we start doing and so that's kind of the three-phase on Hollywood Pine Causeway and Wickham turn Lanes we're expected to start Phase One Construction sometime in
March there are a couple hiccups we're working through on mot uh but we will get through those and we're still waiting uh on St John's uh River Water Management District on phase two uh I know you know commissioner felner knows that well that's for that extension of
that eastbound Lane on Pine but as far as the rest of that project that is moving forward it's been awarded and uh we are just working out some of those uh Kinks Ellis Road uh is effectively funded for construction assuming fdot's 10 and fiveyear work
program is finalized um however the reason for bringing it up here is there's still we're anticipating some expenses that aren't necessarily captured by that and so if you see a request from me uh within FY 26 I didn't want you to be CAU caught off guard
because on one hand fdot is saying we're fully funded and there are some issues so for example FPL has some dedicated easements we know there's a portion of money that has to be paid they have not given us what that looks like so that we can negotiate with them we don't
anticipate get in that till May June we have tried to see if we can get something uh earlier at least for Budget preparation and we're working towards that uh but if we're kicking them out of a dedicated easement there is some exchange of funds there's also
potentially some for design code updates as well as some inspection as we get closer we'll know that but for all intents and purposes the project is is effectively funded um the next one the TMC the RFQ proposals were received this
week and we anticipate starting construction sometime later this summer rail safety uh is on hold pending a hopeful real authorization from the chump Administration I think you're all aware that about a month ago uh there
were a series of executive off uh executive orders that were issued and one of them was to hold short on grants well we had previously under the Biden Administration just received a rail safety grant for um for our projects it
would be Michigan Avenue Dixon Boulevard and Holly Street but we were participating with the city of Melbourne and um Coco and working with the Space Coast TPO in order to be able to effectuate that we're heavily Reliant we're putting
20% match up for the 80% we were rewarded the project but as the president his and his team go through you know um are these the right grants to be uh put out we're waiting uh obviously with baited breath to know
whether or not we're going to be given the thumbs up or reauthorized or be told to come back and resubmit it again we we just don't know at this point so I mentioned um that I have the uh that I was talking about some of the
key projects um this is the capital Improvement projects that is in our fy2 uh budget but I wanted to link you back to slides 4 and five where I noted that we have 67.6 million of projects and and
over the next several slides um I could painfully go through each one there's a hundred of them I'm not um I will just um you know say that if you have questions or concerns this is where that big amount of money is going to and uh you happy to answer them today or
offline and you could see by uh it's um sorted by District program name project description funding source and then the the cost um each March as as I mentioned um or alluded to we review projects their status we true up their cost
projections um sometimes it's a matter of we've only partially partially funded a specific phase maybe we're ready for the next phase we've also uh have inflation changes and so we will relook at this list when we're
resubmitting our budget and we will submit a new one for FY 26 but a bunch of these projects are manye projects and so it will go uh you know it will be this list plus some modifications and it's also important to note while I have multiple Pages here of capital
Improvement projects there's about 600 or more maintenance projects that I'm not listing here uh and happy to send each commission District their uh what those are uh but you know very hard to uh be able to pull together and that's
on top of just you know service calls and other things that our uh great team does every day so again there's lots of slides here of just you know various uh projects that we're doing and that's where a lot of our money is going uh what I wanted to mention here
this is one time additional um covid funding and this is an addition to our department budget it's funding that um is held by the budget office and then we have uh been working to spend it so the
Capital Equipment that's listed here is fairly uh easy uh to purchase um and that's you know really just through our different processes going out on the street and then getting uh the equipment um and so by no means you know
complaining about uh you know having a problem with too much money but I wanted to share that you know the design and construction projects take an enormous amount of current staff bandwidth to implement first we had to obligate it by December 24 and now we have to complete
it by 2026 so those funds aren't uh clawed back so the pie chart shows 40% um or 11 projects that are still in progress we have till 2026 but 60% of it has already been completed this is for
things like uh the Wickham Road Bridge uh uh Road and Bridge and Fleet Maintenance facility Oak Park drainage remote Telemetry which I'll get into later Indi indiatlantic storm water improvements Phase One North Island River or I'm sorry North Indian River
Drive uh Road Shoreline Improvement drainage project uh master plan Cherokee Bayfield remedial storm water Titusville Coco and merid Island feasibility and concept we put money towards Ellis we have an Evans Road at hibiscus drainage project which is kicking off next month
we have a Dixie Village drainage design and Barefoot Bay pipe repairs all of which were not otherwise possible without this onetime funding but spending that amount of money efficiently and effectively is also at a
great cost to um us being able to uh Implement that okay now the big one uh rad and Bridge so uh rod and Bridge is the largest program within Public Works it has 174 fulltime equivalent positions which as you can imagine is bigger than
most of the Departments other than uh uh other than a few it also has the highest vacancy rate at 26% uh that's mostly our blueco collar Workforce where it's very hard um when we're paying $16 an hour and they could
make 20 at McDonald's or at you know in Walmart uh and we're asking them to work outside in the hot sun um so that is one we have a um recruiter that's dedicated trying to find people but people also have to want to work for what we're willing to pay you look at the pr
private sector we U no longer compete um it used to be that County uh or government in general we had great benefits uh but nowadays A lot of those private businesses are offering the same benefits uh so uh that is a challenge
for us and that is backed up not by anything scientific that is backed off up by as our supervisors interview people and they pass on us what they're telling us um so um we are actively working to develop programs that can
tackle uh failing infrastructure utilizing the resources that have been given to us uh by the board uh although exponential growth and requests Workforce vacancies increased costs contractor challenges complicate some of those efforts but we strive to maintain
our regular mowing Road grading schedules plan projects investigate service requests and meet our annual performance goals each year and we're going to get into a lot of those concerns um as we move forward so much like on the other um
sections I'm not going to delve into this other than to say that you know there's 53.9 million uh for Road and Bridge it's comprised largely of two internal funds one is the mstu um which is the municipal service
taxing unit or adorm tax at 16.9 million and 37 million of Maintenance operations I'm going to get into that in the next slide and then uh the biggest cost is really operating our shops responding to calls addressing issues and now I'm
going to get into colors of money for specifically for Road and Bridge so this slide um again has two major internal fund sources within rad and Bridge the M Municipal service taxing unit is ADV valorum tax um and
our maintenance operations budget um so if you think back to um the early earlier slide where I showed all of the funding that goes to rad and Bridge you could basically look at it as mstu and everything else a big portion of it is
general fund uh but there's also some gas taxes and other fees that go towards it and um so that's why it looks like a rainbow from from green to Pink So as you can see at the bottom of the chart there's pink polka dots uh below the
black line that is the mstu budget and you could see it has remained relatively stable the mstu budget is ADV vorum based on property values and assigned a millage rate it has experienced some minor uh increases and decreases over the years but and balance forward is
certainly a part of that uh but really it is largely attributed to the roll back uh of millage to keep within the charter cap so that hasn't gone up significantly um this money specifically mstu is used to maintain infrastructure within each district that's the road
roads drainage sidewalks potholes contracted Services Capital Equipment outlay and maintenance projects and I have a slide the next slide which will show a breakout of mstu salary and benefits however as well as major CIP projects are not part of the mstu they
are under the maintenance operations um so the maintenance operations budget um again shown in the green to Red is meant to symbolize the various flavors of money and again if you think back to uh my slide six that actually shows all of
those uh but it funds uh Labor uh including um you know compon benefits which is one of the largest portions of general fund maintenance operations the paving program which is the other large portion of general fund uh reconstruction Bridge Rehabilitation
materials fuel contracted Services um the main variation here year-to year is balance forward and inflation and so maybe there's projects that are multi-year and you know we move the money from one year to the next this slide shows the
mstu um so um again the municipal service taxing unit for each district some districts as in uh four uh you know have multiple um portions like District 4 has a merid island portion a beach portion as well as uh the rest of
District 4 um so each Bard County unincorporated property owner has a Road and Bridge mstu line on their tax bill many taxpayers uh and maybe yourselves might be surprised to look but if you see it on average I would say
this is not scientific but I've looked at enough of them when someone calls and says um you know they're not getting their due most people only pay $15 a year maybe 50 some of it 75 but that is the line item that goes to these numbers
and so when you're looking at it and saying why am I only getting 742 th000 in District 2 or 647 th000 in District 3 it's because it's not generating that that much at that amount and again um I want to be clear this is not the total
mstu but rather what's left for available funding for maintenance and repair after we take out required expenses so it is slightly lower than what you'll see uh possibly in in the budget itself but this is what we have
to actually spend on maintenance um and um this is where most individual constient constituent levels at the street and home level get involved It's never enough uh it's limited uh and not every good idea can be funded um so
maintenance projects there's tens of thousands of dollars or hundreds of thousands that go to these projects and so if you think of spending hundreds of thousands on a few projects you quickly burn through this money every year uh and you know that's what we do Susan our
Road and Bridge program manager you know judiciously manages this uh for each of the districts um to make sure that we have enough money for you know the requests coming in uh storms uh as well as you know a number of the issues that
I alluded to but specifically drainage uh streets facilities sidewalks transportation services landscape Services tree removal engineering surveying equipment for your districts this chart uh just shows the primary Commodities purchased by Road
and Bridge projects and the increases and I think you'll quickly see while CPI may only be 2.95% it is not what we're seeing in the construction industry which has presented us a challenge several of you I know were at
the Space Coast TPO governing board last week cuz I I watched it um and they reported just in the last year um earth work was up 131.5 traffic signals 26% and asphalt 5% that's not even on my chart but I
figured it was worth repeating uh here we are showing some of the most used Capac uh Commodities within uh rad and Bridge Lime Rock has went up 286 per since 2005 concrete 147% asphalt 606 63%
and elliptical concrete pipe 214% that means that with a cap of 3% when you see these year-over-year um inflationary prices we lose purchasing power and accomplish less every
year this breaks out our major assets that we're tracking each year and we continue to add more particularly on the drainage sign side as we refine our GIS documentation we resolve easements and RightWay issues that arise um so I'm not
going to go into each one but you could see it's a healthy amount of uh you know from pave roads to dirt roads to guard rails and everything in between um in addition to that there's two fixed pumps uh one at Meritt Island uh or one in Pine Island one at Hall Road on Meritt
Island there's a legay pump station in Coco Deer Run pump in Palm Bay various floodgates uh staff gauges handrail curban gutters retention detention ponds uh some of which I'll get into but this slide really just tries to show the
assets that our uh men and women in Road and Bridge are maintaining so um this slide is trying to show excuse me it is trying to exemplify County growth over the last U 30 years and the
yellow being the roads that we maintain uh and you could clearly see even the ones that where there's not Yellow Roads uh just the development that has occurred just in east and west uh Vieira and so obviously as you could see it's significant both residential and
Commercial growth perhaps not as concentrated elsewhere um as such as it is uh here in Vieira although you know there are pockets in PM Bay uh you know going to catch up to it um Bard has grown a projected 48% over these 30
years in population and so this is really indicative of what we were seeing around the county and it was based on our budget projections as well as uh us uh facts as far as the um population so while development east of I 95 was
already in progress back in 1995 residential growth has continued and uh has added on the West Side resulting in not just roads but additional infrastructure for us to maintain which includes curbs gutters Drainage Systems
sidewalks bridges that weren't there before new development in this specific example has led to an increase in population that demands more services and requires maintenance of the expanding roadway infrastructure current Staffing levels are strained due to high
vacancy rates and limited funding from the municipal service taxing unit which is what we use to fund some of these things that I just mentioned we didn't look comprehensively at Road and Bridge Staffing 30 years ago mostly cuz that hard to find and also uh at one point it
was a department it's morphed over time but we did pull up uh John denninghoff presentation from 10 years ago and for Topline numbers we had the same Staffing um that we do today 173.50 people for Road and Bridge now
that's not to say we haven't added because we've shifted we've subtracted we've worked with the county manager um during my time and the board to help shift the billets where we most need them and so that has been occurring but
just from a Topline perspective we have no more people than we did 30 years ago at for Road and Bridge and the infrastructure continues to grow over the last five years with continued pressure to respond timely Outsourcing has been key to our strategy
to address the high vacancy rate providing some of the resources needed to meet service delivery demands albeit at a three to four times what our in-house Forces cost us uh we aim to maintain a strategic uh balance of In-House uh and outsourc labor while
staying in our approved budget set by you the board however as population continues to grow and develop areas of the county especially for high growth areas like Vieira it's essential to allocate additional resources to meet Community needs and maintain growing infrastructure as such we recommend
incorporating recurring funding uh into future planning to support this growth or potentially accepting only private infrastructure as an alternative for subdivisions as other municipalities has done we will get into it uh later on but
on average we grow by about four and a half miles of Center Line miles of road every single year uh that comes with it again curbs and gutters drainage etc etc um with the same effectively the same mstu as I showed you in the chart and
the same Topline number we've had for 30 years so rod and Bridge takes a proactive approach um to maintain um these Key Programs sidewalk drainage Bridges and Roads uh to the best that we can and each one has a uh rolling
fiveyear strategic plan which I'll get into however um overall I still would describe us as a very reactive Department um in that issues and calls come to us in other words there are no staff or Consultants going out looking
for issues I mentioned that before but I wanted to just reiterate there's no one going out there and saying oh I see that sidewalk is damaged today let's add it to the list that is largely based driven on citizen complaints uh or if we're out there and we happen to see it but that is uh not necessarily where our
attention and focus is um so the slide highlights our top four assets uh mentioned them a moment ago and we have metrics to monitor our progress track our successes and identify areas for improvement uh or adjustment as needed
our road program has proven to be the most successful among these initiatives and I would say uh has been adequately funded dating back to 2018 when the board made a conscious decision to fund the paving program the other programs have made great strides but that you
will quickly see as I go through this slide deck face similar recurring funding shortfalls these are the fy2 major projects for rad and Bridge similar to the other ones I'm not planning to go through these um we'll staff and I will answer questions
if you have any uh but I want to make up uh time and also we're happy to address any of these offline so again not indicative of all Road and Bridge projects uh being work but some of the big ones that they are working on your District's behalf
so the next one is showing the County transportation Network let me get to that notes okay so the countywide we have 1150 pave center line or CL miles
and 82 unpaved miles for a total of 1,232 however from a maintenance perspective Center Line miles is an industry standard which is very misleading it's the number of miles in length along the center line regardless of the number of lanes so if you just
have two lanes you'd actually have double the mileage however there are many multi-lane roads turn Lanes Etc and so to give just a better perspective you would have to drive from here to Windsor Connecticut and back that's how much we are our Road and Bridge program is
maintaining within our County um via I95 so uh typical multi-lane roads like Wickham Fable of Ard um St John's Heritage Parkway s Sno Evans Road Aurora they have shorter pavement life cycles
they're much more expensive to maintain than our local roads they require special Milling more expensive friction course uh and so I just wanted to lay that out that not all roads are created equal uh and we have a lot of inventory
and the pie chart shows the breakout of uh paved on the top and unpaved on the bottom as you can see here district one has the largest number of unpaved roads and I'm going to get into what challenges that presents us uh towards the end of uh the Road and Bridge
section Mark I think we're going to need a break yeah absolutely okay all right let's um let's take a 10- minute break we'll come back at 4: okay [Music]
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Workshop we'll put him ahead of parks um or not continue okay all right okay we get we're in a we're we're at a fork in the road right Mark so uh you know stop in and he can continue the
rest at the next Workshop or we can power through this so and he can try to hurry up a little bit what do you want to do looking for input here I have a question okay when you say he can hurry up a little bit what does that look like to Mark I don't want you to about stuff
I'm on slide 36 and I had I think 78 or 79 suffering and I need to go to okay so we got one vote for next workshop I'll take well can we still do public comment we have two cards so
we'll we'll we'll do that commissioner just okay I guess as a recommendation do you want me to finish rad and bridge at least and then this way we have a clean stopping point okay how many yeah that makes how many how many more is that uh
um I mean just to just to give us yeah and and I I could try to you know speed some of it up okay or I could just stop now it's up to you okay I think I'm heing stop now is is is what I'm hearing and we'll
resume on uh the next work top okay um now with that uh yeah and then uh and then we'll have a brief uh board discussion so we have two public comment cards uh Sanders
Alden okay Sandra Sullivan South Patrick Shores so like last year no public comment on individual presentations even though better than last year there was votes taken um where there wasn't public comment in violation of State Statute uh
my biggest concern on the presentations today uh was One impact fees one of the things that Mark said is we're not collecting impact fees from municipalities so you take Wickham Road for example uh a lot of that area is is in
the city but it's a County Road the county is responsible um I also want to point out we're dealing with sources of income um one of the things that was not on his potential sources of income was increasing impact fees for
transportation so in 2016 is recommended to be a 67% increase on single family homes so let's put all the taxation on we the people and let's not have developers we the money be responsible for their share of growth right let's
put it on the people developers also should not be exempt under affordable housing low-income housing I understand it not middle income housing also want to point out that we should be looking at other sources of income yes a county
can collect impact fees for an incorporated city within its jurisdiction but only if there is a formal agreement an interlocal agreement between the city and the county outlining spe specific services for which the county can collect I did a
record request on what we are collecting for impact fees from the areas that we are providing fire service West Melbourne Palm Shores and another one I got a records request back the response back no records found no responsive
records so we're not collecting anything but we're providing services in that area I mean we're just throwing away millions of dollars a potential revenue and then there's EDS right there's big line item that is dedicated that we could just you know this this is double
dipping so you get the CRA for Titusville which is which is taking out tax increment and then you're putting that same money to EDS and you're taxing all of the county because $4 million a tax increment there's no way you can
come up with that number just for district one so that's taxation without representation that was post the sunset 2016 that didn't happen this little graph from a previous budget highlights an issue 60% of land in Bard county is
not taxable because it's government land a lot of that is federal land right so um turns out I got some documents This Dana blickley give me this one and it very clearly by state
law says we can can collect tax at a local level for those Federal lands when they are leased to private entities and I have a lot more I've reached out to all of your offices I've had one office get back to me but um we we can do
better at looking at sources of income and not just putting all the burden on the We the People which is all I see that you guys are looking at thank you thank you Lynn Hartman hi um as you know um your commission um
hires the uh the medical examiners and you have uh three medical examiners so when an infant dies suddenly and there's no cause they just don't know why the medical examiner will have autopsy and
he'll write SIDS on it and say um when he uh did his examination he finds a small amount of alcohol in the system that will definitely go right on the autopsy report because that speaks
to the health of a child but and I've spoken with your medical examiners the um a vaccine schedule is not attached to the autopsy although unlike a small amount amount of alcohol every vaccine could possibly
have severe side effects so and even death so it does speak to the health of the child there is a CDC publication the Center for Disease Control has a chapter online about how to conduct an autopsy
on a Sid's patient and um it's it mentions on there that the immunization schedule can be attached so you know I'm not making this up and uh it's something that the um examiners could do now when I talked to the examiners they said we
can't attach that schedule because we're if we're not 100% sure that a vaccine caused the sudden death but the alcohol didn't and it was on there so what I would uh request could the commission
formally ask your medical examiners I mean you do pay you paid their paid their paychecks to include the immunization record on an infant that has suddenly died and they have no idea what the cause could be the benefits
this improved transparency will benefit Public Health it will create statistics that will boost trust in our medical system and the increased transparency would hardly cost anything they could
just ask the pediatrician or the parents for the record and staple it on thank you any questions I think I got an email from you recently uh maybe in the last day or so uh about this and um so I'm curious about something if an adult gets
uh a vaccination and uh let's say for Co or something like that and then die shortly thereafter is that included in an autopsy I don't know I did call the uh State first and I was asking them and
the um this one of the state examiners told me well I can't prove yet that's what he told me he said I can't prove that the vaccine caused the blood clot and he said that he gets a lot of requests from uh people in the State of
Florida as to finding data getting data on if the covid vaccines were causing the blood clots or causing the heart attacks and I reminded him that I believe it's Dr Cole with the flccc says there are staining techniques that can be done to
see if the modified RNA Spike proteins are in the heart and then he sort of he sort of cut me off so I can't I couldn't get the state to move on it but we in Bard County could have it it's it it would also be nice if the um if the
adults their vaccination was included but the thing is so many of the um the covid aders events seem like something plausible that could just happen to an an adult individual such as a heart attack or a blood clot um if we started
with the infants and they just died from no apparent reason at you know at least we could have St some statistics on that although yeah that would be great if the immunization schedule was included I mean I I brought this this is the modna
insert it's intentionally left blank I mean it's the public is hungry for statistics we're hungry for knowledge and we want to trust we want to trust our doctors so any transparency would
just be lovely have you have you possibly talked to uh Dr zanka our uh Health Department director about this I've talked to uh Mike who's um the manager in the medical examiner's office
and I talked to one of the investigators um I did uh send an email to Dr the the uh the head medical examinator he he didn't write back so okay it's it's an interesting thing so I I appreciate it oh thank you thanks
yeah I'm a a part owner of u a primary care in India Atlantic um Iron direct and uh we're we we started during the covid thing because government officials told told doctors that they couldn't
treat early so my son started a his own Primary Care to to treat early so government can have a big effect on what doctors do they're they they're very um open to suggestions thank you very much thank
you rob okay Commissioners uh any discussion from today before we leave go ahead commissioner I just wanted to say thank you so much to Jill and Mark and the Constitutional officers but especially Jill and Mark I
mean the presentations were very in depth all the questions that you answered Jill and um County manager and um Mark the I mean we didn't even get through yours yet and I mean this is truly gold um for somebody like me that
is you know very interested um and so I just really appreciate all your hard work that went into this so thank you any other comments from Commissioners from today all right we're going to move in board report um Frank I
I have no report uh Morris no report Mr chair all right uh commissioner Delany no report commissioner Goodson none uh commissioner ainson no report commissioner Alman no report
all right I think I'll uh I'll just say thank you everybody for today and we'll see you at the next one thank you the opinions expressed by any member of the public during any period of public comment do not necessarily reflect the views or opinions of the board of County commissioners of Bard
County Florida Space Coast government television or the program sponsor and are solely those of the presenter the board of County commissioners of bravard County Florida Space Coast government television and the program sponsor hereby Express disclaim any in all responsibility or liability for any defamatory or slanderous statements
expressed by any member of the public during any such period [Music] [Music] [Music] [Music] [Music]